marketing planning - · pdf filestimulating entrepreneurship to increase food security in...

Stimulating entrepreneurship to increase food security in Africa

MARKETING PLANNING

Introduction

• Good marketing plan will lead to a successful business

• Helpful plan must have objectives and strategies

• Plan should be a practical document used in managing business

• In 1990’s SOSTAC model was developed by Smith

• The model is effective in developing marketing plan

• SOSTAC model goes systematically to build marketing plan

• Ensures relevant factors are considered without expensive detail

• Stands as practical issues of putting plan into practice


SOSTAC MODEL

SOSTAC is an acronym for the 6 basic elements

Situation - where are we now?

Objectives - where do we want to get to?

Strategy - How are we going to get there? (Big picture)

Tactics - How are we going to get there?-(detail )

Actions -Who is going to do what & when?

Control - How can we control, measure & develop process?


SITUATION ANALYSIS

where are we now?

A. Your customers

B. Your market

C. Your competitors

D. Intermediaries, influencers and potential partners

E. Wider macro environment

F. Your own capabilities

G. specific SWOT summary?


SITUATION ANALYSIS

where are we now?

1. Your Performance -• Sales • Market Share • Product & Customer Portfolio, • ROI

2. Your Advantage Why do you win business? Why do you lose business? What are your Strengths and Weaknesses?

What are the distinctive competitive (marketing) advantages?

How effective is our marketing mix?

Are we focusing on the best segments with the right type of customer?

Are we using the most appropriate channels for communication and distribution?

What uncontrollable events or trends can impact my business?


SITUATION ANALYSIS

where are we know?3. Your Customers

• Who is your ideal customer? • What is their life time value? • What are their needs and wants? • Who are your existing customers? • Are they loyal? • Are they happy? • How do they see you? • Why your customer buy?• How do your customer buy?

4. Your Competitors • Who are they? • How do they compete & how have they performed?

5. Your Market • What are the opportunities and threats? • What changes do you need to make to get even better?


Meru - Market opportunities Available @ district.

Regions District Opportunities

Available

Opportunity

Locations

Crops

Grown

Season

Season 1 Season 2

Start Finish Start Finish


SITUATION ANALYSIS

Competition – Who are they ?

S/No List of main Competitor How they compete against your

2

3

How do you Compete against them??1.2.3.4.

How to Defend Against Competition

Long lasting customer relationships can help to defend against competitors. How can you continually improve these relationships?


Meru strategy-Competitor analysis.

Your Product Competitor

Name

Competitor

Product

Competitor

Strategy

8 P’sYour Straggly

Your

Competitive

Advantage.


SITUATION ANALYSISYour Weakness and Strength.

Marketing Mix Strength Weakness Action Required

Product (quality levels, lowest cost producer, portfolio/range,

patents, packaging, differentiation)

Price (appropriate price for target markets - expensive or cheap;

price/quality; attack or defend)

Place (distribution penetration/widely available or difficult to get?

Have we got good locations? Have we got distribution for our key

entry target segments?)

Promotion (are we particularly good/bad at promoting our product?

Do we have a strong or weak brand)? Have we integrated our

promotion into the rest of the Marketing Mix?)

Service (do we deliver quality and personal service)? Have we got

service pre-deal, during deal, and post-deal?

People (have we got the right level of skills (eg pre-sales

specification, post-sales technical support ? Are customer-facing

staff friendly? Do all our key people and managers spend time on

the "counter" learning about our customers? Do we retain or lose

staff)?

Processes (have we got efficient front office and back office

systems and processes)? Do these systems say "we care"?

Physicals (do our premises, cars, uniforms and corporate signature

look good? Do they help or hinder?)


The devices that we use to interact have Exploded...

1994 2000 2010

Social MediaViber. WhatsAPP,Week spaces


OBJECTIVES

Where do we want to go?

What is the business mission?

What are the business objectives?

What are the marketing objectives? (Business Development)

What are the communication objectives?

Objectives must SMART

SMART means Specific(With number), Measurable (Monitor progress and

confirm achievement)

Actionable(Can we do it) , Reasonable (Realistic attainable)

Timed (incorporate deadline)

“Match the massage with target audience to achieve the objectives”


STRATEGY (STOP & SIT)

How do we get there?• Segmentation- How do we want to divide up the market

• Targeting-Which segments of the market do we wish to focus up on?

• Positioning-How do we want to perceived in each different target segment

STOP & SITSegmentsTarget marketsObjectivesPositioning

&Sequence (Trust, Try, Buy)Integration - CRM & D/BaseTargeting and Segmentation


Example of positioning

• The strategy is all about STP

• “the act of designing the company’s offering and image to occupy a distinctive place in the mind of the target market”

Company and Product

Target Customer Benefit Price Value Proposition

Perdue -Chicken

Quality conscious consumer of chicken

Tenderness 10% Premium More tender golden chicken at a moderate premium price

Volvo –Station Wagon

Safety conscious “upscale” family

Durability and Safety

20% premium The safest, most durable wagon in which your family can ride

Dominos -Piz Convenience minded pizza lovers

Delivery Speed and good quality

15% premium A good hot pizza, delivered to your door within 30 minutes of ordering, at a moderate price


TACTSHow do we implement the strategy?

how exactly do we get there? -How do we implement the strategy?

• Which Communication tools are going to use?

• How are we going to use them?

• What message(s) do we wish to communicate?

• Are we consistent across different tools and messages?

• Do we have the necessary resources or budget?


Important issues.

• Team organization and alignment.– How will the marketing team be organized. How many marketing representatives and where. What

will be the organization chain of command etc. what opportunity will be covered by who.

Region District Target MarketTactics

ProductDistribution Channel Price

Promotional Strategy


ACTIONWho is going to do what and when?

• Governance - who does what?

• Who is going to do what?

• When are they going to do it?

• What is the resource allocation?

• What are the key performance measurements?

• How is the performance going to be recorded?

DETAIL OF TACTICS


Monitoring and Evaluation system

Monitoring, evaluation and control

Marketing plans

Action plans.

Activity reporting

Targets

Action Control“measuring results and taking corrective measures”

• If you do not measure results, you can not tell success from failure

• If you can not see success, you can not reward it

• If you can not reward success, you are probably rewarding failure

• If you can not see success, you can not learn from it

• If you can not recognize failure, you can not correct it

• If you can demonstrate results, you can win public support


Results-Based Monitoring

Outcomes• Intermediate effects of outputs on

clients

Outputs• Products and services produced

Activities

• Tasks personnel undertake to transform inputs to outputs

Inputs• Financial, human, and material

resources

Goal(Impacts)

• Long-term, widespread improvement in society

Imp

lem

en

tati

on

Res

ult

s


Monitoring, Evaluation and Control

Good strategies does not automatically translate into good performance.

It does not matter how much good are our plans!, they may be as good as Gold, Diamonds, Tanzanite, or just name it

The difference will only come from execution.

How best have we executed the plans.

What quality have we achieved in the execution


Monitoring, Evaluation and ControlWhy Do We Do It?

• Achievement – what has been achieved? How do we know that the undertaking caused the

results?

• Assessing progress – are the objectives being met? Is the team doing what the plans said

they would do?

• Accountability: does the company resources (human and financial) used effectively to

achieve the expected results?

• Strengths and weaknesses – where does the team need improvement and how can it be

done? Are the original objectives still appropriate?

• Checking effectiveness – what difference has the project made? Can the impact be

improved?

• Cost-effectiveness – were the costs reasonable?

• Sharing experiences – can we help to prevent similar mistakes or to encourage positive

approaches?


proposed Zonal Marketing Team Action Points

S/No

.Proposed Marketing Activities

Activity Schedule Dates by District

Activity TargetRegion 1 Region 2 Region 3

District 1 District 2 District 3 District 4 District 5 District 6 District 7 District 8

Start Finish Start Finis

hStart

Finis

hStart

Finis

hStart

Finis

hStart

Finis

hStart

Finis

hStart Finish Per District

Grand

Total

1

2

3

4

Action – what you need to be done;Person responsible – who will do it;Start date;Finish date;Budgeted costs


CONTROL

Keeping track of progress

• Do action performance measurements relate to objectives?

• What is the responsibility for measurement?

• What is the frequency of measurement?

• What is the resource for measurements?

• What is the review of measurements?

• What are the action on variance?


Important issues

Reporting system and information flow

Develop the reporting templates that will be used

Develop the reporting forms for each activity that will be used

The reporting frequency

Activity plan and schedule follow up plan for the marketing team members

Develop the Monitoring tool/sheets

Develop the monitoring reporting plan

Set Year performance agreement for individual marketing team members

Appraisal team

Reward the team.

Stimulating entrepreneurship to increase food security in Africa25

Conclusion

Effective implementation of the marketing plan willenable your company to:

capitalize on its strengths and overcome itsweaknesses;

take advantage of emerging opportunities especiallythose related to technological advances; and

address any challenges posed by both national andglobal operating environments.

This process will in turn propel your company to higherlevels of performance and attainment of its vision andmission for the benefit of your key stakeholders.


Thanks for listening

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