Marketing Planning - Crafting your Message
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Marketing Planning - Crafting your Message

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Learn how to create a message which resonates with your target audience. Additionally, explore how to develop a comprehensive marketing and public relations strategy.

Learn how to create a message which resonates with your target audience. Additionally, explore how to develop a comprehensive marketing and public relations strategy.

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  • Identify the ‘So What?’Tell what problems you solve, not ‘what you do’Don’t just inform, pursuade
  • Identify the ‘So What?’Tell what problems you solve, not ‘what you do’Don’t just inform, pursuade

Marketing Planning - Crafting your Message Presentation Transcript

  • 1. Marketing &PR Planning
    Clayton Kraby
  • 2. BENEFITS OF PLANNING
    Well Defined Goals
    Focused Resources
    Targeted Audiences
    Defined Strategies
    Measurable Results
    Accountability
  • 3. DEFINE YOUR AUDIENCEWHO ARE YOU TRYING TO REACH?
  • 4. DEFINE YOUR AUDIENCE
    It’s NOT everybody
    Having too many is as bad as having none
    Focus on niche segments
  • 5. DEFINE YOUR AUDIENCE
    You will usually have multiple target audiences
    Each audience will need a uniquely crafted message
    Audiences are reached in different ways
  • 6. DEFINE YOUR AUDIENCE
  • 7. DEFINE YOUR AUDIENCE
  • 8. DEFINE YOUR AUDIENCE
    Once you focus on a specific audience, determine what you know about them
  • 9. DEFINE YOUR AUDIENCE
  • 10. DEFINE YOUR AUDIENCE
    What concerns do they have?
    What do they value in your offering?
    How do they make their decisions?
    What demographic information is there?
  • 11. DEFINE YOUR AUDIENCE
    (For your assignment, you will create a 1 page analysis defining your audience and describing what you know about them)
  • 12. CRAFT YOUR MESSAGEMESSAGES THAT SELL
  • 13. MESSAGES THAT SELL
    Easiest thing for any audience to say is
    No, thank you.
  • 14. MESSAGES THAT SELL
    Concept Description
    Problem Statement
    Overt Benefit
    Reason to Believe
    Call to action
  • 15. CONCEPT DESCRIPTION
  • 16. Get their attention
    CONCEPT DESCRIPTION
  • 17. Answers
    ‘What is it?’
    CONCEPT DESCRIPTION
  • 18. Make Calls from your computer – Free to
    other people
    on Skype and
    cheap to phones
    and mobiles
    around the world
    CONCEPT DESCRIPTION
  • 19. With 160GB of storage, iPod classic can hold up to 40,000 songs, 200 hours of video, or 25,000 photos. That’s more than enough room for a day’s - or a lifetime’s – worth of entertainment.
    CONCEPT DESCRIPTION
  • 20. Avoid Jargon
    Speak to your Audience
    Identify Benefits
    CONCEPT DESCRIPTION
  • 21. PROBLEM STATEMENT
  • 22. What’s the
    Problem?
    Identify the customer’s
    needs
    People buy emotionally, not intellectually.Get to the emotion behind the benefit. Always.
    PROBLEM STATEMENT
  • 23. Identify the benefit
    What problem do you solve?
    Address this ‘pain point’
    PROBLEM STATEMENT
  • 24. Your problem statement can show how your offering makes a meaningful difference in your customer’s life.
    It can also serve to separate you from your competition, if your unique solution solves a problem that others in your industry do not
    PROBLEM STATEMENT
  • 25. PROBLEM STATEMENT
  • 26.
  • 27. OVERT BENEFIT
  • 28. So What?
    How do you solve their problem?
    How do you do it better than their other options?
    OVERT BENEFIT
  • 29. COMMON NEEDS OF ANY AUDIENCE
    Here are a few of the most popular things buyers are looking for:
    Security - Monetary gain, freedom from financial worry.
    Self-Preservation - Safety and health: for self and family.
    Convenience - Comfort, more desirable use of time.
    OVERT BENEFIT
  • 30. COMMON NEEDS OF ANY AUDIENCE
    Avoidance of Worry - Ease of mind, confidence.
    Recognition From Others - Social status, respectability, the wish to be admired.
    Self-Improvement - Spiritual development, hunger for knowledge, intellectual stimulation.
    OVERT BENEFIT
  • 31. WHAT NEEDIS SOLVED?
    SecuritySelf-PreservationConvenienceAvoidance of Worry
    Recognition From Others Self-Improvement
  • 32. The Overt Benefit should also describe your unique selling position. How do you it better than your competition?
    OVERT BENEFIT
  • 33.
  • 34. Remember, don’t compete only on price
    OVERT BENEFIT
  • 35. OVERT BENEFIT
  • 36. REASON TO BELIEVE
  • 37. PROVE IT!
    How does your audience know you can do what you say?
    REASON TO BELIEVE
  • 38. Customer Testimonials
    Awards
    Statistics
    Guarantees
    Demonstrations
    REASON TO BELIEVE
  • 39. Substantiate your claims"Lowest prices guaranteed!"
    Or what, you'll apologize?“The best in the industry”
    Why? Says who?
    REASON TO BELIEVE
  • 40. Avoid Jargon or Unclear Statements
    “We use the synchro-static method”
    REASON TO BELIEVE
  • 41. CALL TO ACTION
  • 42. [Don’t put the cart before the horse]
    Your call to action should be after you’ve explained the problem, solution, and benefit
  • 43. Tell Them
    What To Do
    Call Buy Register
    Download Subscribe Donate
    CALL TO ACTION
  • 44. Remind them again right before the call to action
  • 45. Incentivize It
  • 46. Determine the most appropriate call to action
  • 47. Use a sense of urgency
  • 48. MESSAGES THAT SELL
    Concept Description
    Problem Statement
    Overt Benefit
    Reason to Believe
    Call to action
  • 49. WRITTEN MARKETING & PR PLAN
  • 50.
  • 51. TABLE OF CONTENTSEXECUTIVE SUMMARY
    SITUATIONAL ANALYSIS
    ORGANIZATIONAL OBJECTIVE
    STRATEGIES & TACTICS
    BUDGET
  • 52. TABLE OF CONTENTS
    Heading of Each Section ……………………………... PageSubheading if Needed…………………………………… Page
  • 53. EXECUTIVE SUMMARY
    In one page, summarize the concerns, objectives, strategies, and tactics contained in your plan. This should be a brief description covering each heading, and is written in paragraph form
  • 54. SITUATIONAL ANALYSIS
    Describe the current situation of the organization in relation to its goals.
    For example, Company XYZ is currently experiencing a time of restructuring, and is seeking to further develop its customer base through new offerings
  • 55. SITUATIONAL ANALYSIS
    What is your organizations current position?
    This is an internal document, be direct
    Describe the strengths and weaknesses
    What outside forces affect this position?
    Industry Environment; Forecasts
    Customer’s Situation
    Potential Threats
    What competition is there?
    Direct Competition
    Indirect Competition
  • 56. SITUATIONAL ANALYSIS
    S.W.O.T ANALYSIS
    STRENGTHS
    WEAKNESSES
    OPPORTUNITIES
    THREATS
  • 57. ORGANIZATIONALOBJECTIVE
  • 58. ORGANIZATIONAL OBJECTIVE
    What is the purpose of the plan?
    What does the organization desire?
    Example: Raise $35,000 for scholarships during the fall donation drive
  • 59. ORGANIZATIONAL OBJECTIVE
    Measurable Outcome
    Time Frame
    Lasting Effect
  • 60. STRATEGIES & TACTICS
    Strategy: The general things you will do to achieve your objective
    Tactics: The specific actions steps you will take to support the strategy
  • 61. STRATEGIES VS. TACTICS
    Strategies
    Broad Goals
    General Ideas
    “Increase awareness”
    Tactics
    Specific Details
    Action Steps
    “Develop brochures”
  • 62. OBJECTIVE
    STRATEGY 3
    STRATEGY 1
    STRATEGY 2
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
  • 63. TACTICS include:
    • Advertising
    • 64. Public Relations
    • 65. Promotions
    • 66. Internal Structuring
  • ObjectiveEstablish the long-term viability of company XYZ in the Midwest region of the US.
    StrategyIncrease customer retention by 15% in 2012
    Tactics
    - Establish a customer loyalty program
    - Shift focus from opening new accounts to providing superior service to existing accounts
  • 67. PROGRAMS
    Marketing & PR Programs are the specific, detailed plans for implementing tactics.
    Programs are concerned with budgets, deadlines, resource allocation, manpower, etc.
  • 68. BUDGETING
    Your budget is directly related to your ability to implement strategies, tactics, and programs
  • 69. OBJECTIVE
    STRATEGY 3
    STRATEGY 1
    STRATEGY 2
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
    TACTIC
  • 70. OBJECTIVE
    STRATEGY 1
    STRATEGY 2
    TACTIC
    TACTIC
    TACTIC
  • 71. QUESTIONS?
  • 72. Marketing &PR Planning
    Clayton Kraby