Your SlideShare is downloading. ×
The Systems Thinking ApproachTM
[Marketing Department]
[Organization's Name]
[Organization's Address]
[City, State/Provinc...
Table of Contents
Table of Contents..........................................................................................
Introduction Ideas Page
The Introductions Page(s) usually includes the following:
1. Welcome to the document/process
2. A ...
ENVIRONMENTAL SCAN
 POSITIONING
 VISION
 MISSION
 VALUES
 RALLYING CRY
Strategic Marketing and Sales Management
(Plan...
Critical Marketing and Sales Issues List





[Target Year] Marketing and Sales Vision
Details
(Optional)




Marketing Department Mission
Statement [Target Year]
Our mission statement outlines the purpose towards which we commit ou...
Positioning to Create Customer Value
What is your positioning versus your main competitor? Do you have a Competitive Advan...
Guiding Principles or Core Values
Core Value #5
Details




Core Value #6
Details




Core Value #7
Details



...
Key Success Measures/Goals
First Year Action Plans
To fully develop your Key Success Measures matrix, fill out the followi...
Marketing and Sales
Current State Assessment (SWOT)
Current Internal Organizational Assessment (S–W)
Strengths
(To build o...
Current Assessment of Customer Value
―Star Results‖
Our Customer Segments—Assessment of What the Customer Values
Score 1 (...
External Marketplace Worksheet
Instructions
Define A through F below for either:
 Today, or
 The next three years
For ou...
Competitor Analysis Framework
Best Practices Research
Competitor Name:
What is their?
9 Customer Reputation:
10. Pricing S...
Business Excellence Architecture
Used with permission from Haines Centre for Strategic Management®
San Diego, CA
Note: For...
Enterprise-Wide Assessment Module 2
STRENGTHS





WEAKNESSES





Enterprise-Wide Assessment Module 4
STRENGTHS





WEAKNESSES





Enterprise-Wide Assessment Module 6
STRENGTHS





WEAKNESSES






Marketing and Sales Core Strategies
―Samples‖
Our core strategies are the primary means and methods we will use to move
[M...
Marketing and Sales Core Strategy #1
[Title of Core Strategy]
To: [Strategy Statement]
How is it changing?
(Short, clear p...
Marketing and Sales Core Strategy #3
[Title of Core Strategy]
To: [Strategy Statement]
How is it changing?
(Short, clear p...
Marketing and Sales Core Strategy #5
[Title of Core Strategy]
To: [Strategy Statement]
How is it changing?
(Short, clear p...
Marketing and Sales Core Strategy #7
[Title of Core Strategy]
To: [Strategy Statement]
How is it changing?
(Short, clear p...
Marketing and Sales Change Game Plan
CONTENT OF THE CHANGE (Only if it is not in this Strategic Plan)
1. Marketing and Sal...
Required Marketing and Sales Capacity
(To undergo Change Successfully)
Instructions: Rate our current Marketing and Sales’...
Sample Yearly Comprehensive Map
Strategic Change Comprehensive Map
This is just a sample. The form can be found in the app...
Appendix
The following section contains sample charts and forms you may want to include in you
Marketing and Sales Strateg...
KSM CONTINUOUS IMPROVEMENT MATRIX
(BACKWARDS THINKING)
KSM Overall Coordinator for Accountability is [Name of KSM Coordina...
YEARLY REPORTING FORM (TARGET VS. ACTUAL)
Overall Coordinator is [Name of KSM Coordinator]
KSM Areas (Headers) with
Specif...
MONTHLY REPORTING FORM (TARGET VS. ACTUAL)
Overall Coordinator is [Name of KSM Coordinator]
KSM Areas (Headers)
with Speci...
[Current Year] Annual Top Priority Actions
These are the key ―Must Do‖ actions—focus, focus, focus – in addition to both (...
MARKETING AND SALES ANNUAL WORK PLAN Date: [Date of Document]
[Functional/Divisional/Department] Fiscal Year: [Fiscal Year...
ALTERNATIVE #2
ACTIVITY LEVEL ANNUAL PRIORITY SETTING Date: [Date of Document]
[Functional/Divisional/Department] Fiscal Y...
ALTERNATIVE #2
ACTIVITY LEVEL ANNUAL PRIORITY SETTING Date: [Date of Document]
[Functional/Divisional/Department] Fiscal Y...
Yearly Comprehensive Map
Strategic Change [Current Year] Comprehensive Map
Date Meetings
1. January [year]
2. February
3. ...
1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Fi...
Strategic Marketing & Sales Plan Template
Upcoming SlideShare
Loading in...5
×

Strategic Marketing & Sales Plan Template

35,405

Published on

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/strategic-marketing-and-sales-plan-template-233

This 71-page template is a comprehensive template for a Strategic Marketing and Sales Plan. It is based on the Systems Thinking Approach, and guides the development of the strategic marketing and sales plan in the context of the bigger picture corporate strategies. Using this template will allow the user to follow a rigorous process in developing the marketing plan, that takes into consideration the external business environment, and the internal corporate strategies and goals, then develops clear marketing goals, strategies and action plans to implement effective marketing.

Published in: Business, Career
4 Comments
78 Likes
Statistics
Notes
No Downloads
Views
Total Views
35,405
On Slideshare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
0
Comments
4
Likes
78
Embeds 0
No embeds

No notes for slide

Transcript of "Strategic Marketing & Sales Plan Template"

  1. 1. The Systems Thinking ApproachTM [Marketing Department] [Organization's Name] [Organization's Address] [City, State/Province Zip/Postal Code] [telephone number] [web address] [Organization Name] [ORGANIZATION LOGO] Strategic Marketing and Sales Plan from [Current Year] to [Target Year]
  2. 2. Table of Contents Table of Contents.......................................................................................3 Introduction Ideas Page..............................................................................5 Introduction................................................................................................6 Strategic Marketing and Sales Management..............................................7 Future Environmental Scan........................................................................8 Critical Marketing and Sales Issues List....................................................9 [Target Year] Marketing and Sales Vision .............................................10 [Target Year] Marketing and Sales Vision Details..................................11 How to Define your Audience/Customer ................................................12 Marketing Department Mission Statement [Target Year] ......................13 Marketing Department Mission [Target Year] Details............................14 Positioning to Create Customer Value.....................................................15 Guiding Principles or Core Values..........................................................16 Guiding Principles or Core Values..........................................................17 Marketing and Sales Key Success Measures/Goals (KSM) ....................18 Key Success Measures/Goals First Year Action Plans...........................19 Organizational Marketing and Sales Goal Setting...................................20 Marketing and Sales Current State Assessment (SWOT).......................21 Marketing and Sales Current State Assessment (SWOT).......................22 Current Assessment of Customer Value..................................................23 Current Assessment of Customer Value..................................................24 External Marketplace Worksheet.............................................................25 Competitor Analysis Framework.............................................................26 Competitor Analysis Framework.............................................................27 Critical Measures in Purchasing Decisions..............................................28 Business Excellence Architecture............................................................29 Enterprise-Wide Assessment Module 1...................................................30
  3. 3. Introduction Ideas Page The Introductions Page(s) usually includes the following: 1. Welcome to the document/process 2. A word on the environment/dynamic marketplace changes occurring 3. Tie plan/document to any larger organizational/environmental context or vision 4. The purpose and rationale for the planning process—desired changes 5. A word on our vision (the vision explained) 6. The framework/strategic planning model that was used 7. Acknowledge/thanks to participants and key stakeholders involved in the Parallel Process 8. A word on implementation and our ―core values‖ as key 9. A final challenge to all to support implementation Signed/Dated by: Marketing Department Head
  4. 4. ENVIRONMENTAL SCAN  POSITIONING  VISION  MISSION  VALUES  RALLYING CRY Strategic Marketing and Sales Management (Planning——People—Change—Leadership) Topic Five Phases Environmental Scan................................................................ Creating Our Ideal Marketing and Sales Future .................. Measurements of Marketing and Sales Success.................... Converting Marketing and Sales Strategies to Actions......... Successful Marketing and Sales Implementation/Change ... KEY SUCCESS MEASURES CURRENT STATE ASSESSMENT FEEDBACK STRATEGIES IMPLEMENT CHANGES D C A B Target Year Current Year Adopted with permission from Haines Centre for Strategic Management® San Diego, CA STRATEGIC MARKETING AND SALES MANAGEMENT SYSTEM E A D B C E
  5. 5. Critical Marketing and Sales Issues List     
  6. 6. [Target Year] Marketing and Sales Vision Details (Optional)    
  7. 7. Marketing Department Mission Statement [Target Year] Our mission statement outlines the purpose towards which we commit our Marketing Department. These are the reasons for the existence of [Target Year] and it clearly describes who our customers are and what we produce as outcome benefits for them. Marketing Department Mission [Target Year] Our Marketing Department Mission is:
  8. 8. Positioning to Create Customer Value What is your positioning versus your main competitor? Do you have a Competitive Advantage (CA)—uniquely and positively different from them, Competitive (C), or Non Competitive (NC)—refer to the ―Centre’s Value Added Star Model‖. Positioning CA-C-NC Explain 1. High Quality (Products and Services) 2. Caring Service (Customer Services) 3. Delivery Responsiveness (Customer Services #2) 4. Personal Choice 5. Total Cost Positioning Now write a positioning statement (if not already in your Vision or Mission Statement):
  9. 9. Guiding Principles or Core Values Core Value #5 Details     Core Value #6 Details     Core Value #7 Details     Core Value #8 Details    
  10. 10. Key Success Measures/Goals First Year Action Plans To fully develop your Key Success Measures matrix, fill out the following ―To Do‖ list so KSMs are finalized. Often it takes most of the first year of implementation to finalize some KSMs and to get comfortable with their practical use. For this reason, we do not recommend getting final approval on KSM targets until then. In the final strategic planning document, include this action plan with KSM areas only. KSM Areas Actions to Develop Target Measures and Baseline Data Who is Responsible Date Due 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Overall KSM Coordinator assigned to: [Name of KSM Coordinator]
  11. 11. Marketing and Sales Current State Assessment (SWOT) Current Internal Organizational Assessment (S–W) Strengths (To build on) Weaknesses (To eliminate)
  12. 12. Current Assessment of Customer Value ―Star Results‖ Our Customer Segments—Assessment of What the Customer Values Score 1 (low) to10 (high) or H-M-L #1 Choice/ Control #2 Service/ Relationships #3 Quality Products/ Services #4 Delivery/ Speed/ Convenience (Responsiveness) #5 Total Cost Point Totals/ Overall Comments Customer wants/ Values We Deliver (By Customer/Market Segment): 1. 2. 3. 4. 5. 6. 7. 8.
  13. 13. External Marketplace Worksheet Instructions Define A through F below for either:  Today, or  The next three years For our Marketing and Sales Unit: [Name of Marketing and Sales Unit] Top 3 Market Segments Characteristics 1. [Market Segment] 2. [Market Segment] 3. [Market Segment] A. Key Customers B. Main Products and Services C. Value of Market Segment (H-M-L) D. Market Share E. Main Industry Competitors F. Industry’s Life Cycle
  14. 14. Competitor Analysis Framework Best Practices Research Competitor Name: What is their? 9 Customer Reputation: 10. Pricing Strategy 11. How do they follow/lead: 12. Background of key executives: 13. Technology perspective: 14. Core competencies/capabilities: 15. Recent moves/changes: 16. Product positioning: 17. Growth Share Matrix
  15. 15. Business Excellence Architecture Used with permission from Haines Centre for Strategic Management® San Diego, CA Note: For a more detailed or on-line internal Current State Assessment, contact Haines Centre for Strategic Management® for more details.
  16. 16. Enterprise-Wide Assessment Module 2 STRENGTHS      WEAKNESSES     
  17. 17. Enterprise-Wide Assessment Module 4 STRENGTHS      WEAKNESSES     
  18. 18. Enterprise-Wide Assessment Module 6 STRENGTHS      WEAKNESSES      
  19. 19. Marketing and Sales Core Strategies ―Samples‖ Our core strategies are the primary means and methods we will use to move [Marketing and Sales Department name] from today to our vision for the year [Target year] Marketing and Sales Core Strategies are the primary ways we ―close the gap‖ between today and our desired Future Vision. Thus, they are also the ―glue‖ and ―organizing framework‖ for all parts of the organization. They replace the obsolete concept of separate department goals. These are those goals; the same for each department. Please remove this page from final document. 1. Financial and Leadership Stability [Title] Improve our long-term financial and leadership stability through continual implementation of the Strategic Plan. (Strategy Statement) 2. Existing Programs and Services Improve existing programs, customer service, communication and interactions among staff and members. 3. New Programs and Services Develop and implement new programs and services that will enhance the value of our product. 4. Marketing Assist the marketing of [Organization name], both by providing specific marketing services and by improving the industry awareness and acceptance of [Organization name]. 5. Education Program Implement an education program to increase the skills and industry knowledge of our staff and members. 6. Alliances Pursue and develop alliances with other companies, international registries, and industry segments.
  20. 20. Marketing and Sales Core Strategy #1 [Title of Core Strategy] To: [Strategy Statement] How is it changing? (Short, clear phrases only) Actions/Key Initiatives for [Next Year] From: 1. 2. To: 3. 4. 5. Future years potential actions/key initiatives 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
  21. 21. Marketing and Sales Core Strategy #3 [Title of Core Strategy] To: [Strategy Statement] How is it changing? (Short, clear phrases only) Actions/Key Initiatives for [Next Year] From: 1. 2. To: 3. 4. 5. Future years potential actions/key initiatives 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
  22. 22. Marketing and Sales Core Strategy #5 [Title of Core Strategy] To: [Strategy Statement] How is it changing? (Short, clear phrases only) Actions/Key Initiatives for [Next Year] From: 1. 2. To: 3. 4. 5. Future years potential actions/key initiatives 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
  23. 23. Marketing and Sales Core Strategy #7 [Title of Core Strategy] To: [Strategy Statement] How is it changing? (Short, clear phrases only) Actions/Key Initiatives for [Next Year] From: 1. 2. To: 3. 4. 5. Future years potential actions/key initiatives 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
  24. 24. Marketing and Sales Change Game Plan CONTENT OF THE CHANGE (Only if it is not in this Strategic Plan) 1. Marketing and Sales Vision: (including both economic alignment and cultural attunement issues) 2. Any Missing Elements from your Clarity of Purpose? (The E, A, and B Phases of the Simplicity of Systems Thinking) INFRASTRUCTURES FOR THE CHANGE*: 3. Main Change Infrastructures: (including the Program Management Office, Change Consultants and the Support Cadre plus the Change Leadership Team) 4. Change Substructures: (such as an Employee Development Board, Rewards Team, Innovative Process/Project Teams, Technology Steering Committee, etc) 5. Clear Roles for the Players of Change: (All four Roles plus Personal Leadership Plans for all executives and the Parallel Involvement Process with all employees) PROCESSES OF CHANGE: 6. Leading, Managing and Re-creating the Change Processes: (Including the Rollercoaster of Change’s Six Stages, the Waves and waves of change, and the HR/People processes to support them) CHANGE COMPETENCIES, COMMITMENT, AND RESOURCES*: 7. Change Competencies: (For executives, Change Consultants and all employees, including Systems Thinking) 8. Commitment to the Perseverance Required: (by the CEO, senior management, the Board of Directors and Change Consultant Cadre) 9. Change Resources: (All types of resources needed are committed to and funded) YEARLY MAP OF IMPLEMENTATION*: 10. The detailed Map: (including all Change Leadership Team meetings, the Annual Strategic Review (and Update) and a Capacity Review *Note: See next pages for details
  25. 25. Required Marketing and Sales Capacity (To undergo Change Successfully) Instructions: Rate our current Marketing and Sales’ Capacity to build and sustain EWC on a multi-yearbasisbythecollectiveleadershipandmanagementteamaswellasallemployees. Youwillfindthe formintheappendixtothisdocument Scoring: (H—M—L) I. Demonstrated Long-Term Commitment: By the Collective Leadership Team to Culture Change 1. CEO 2. Senior Management 3. Vice President, Marketing and Sales 4. Collective Management Team 5. All Employees II. Effective change Processes: To facilitate a successful Change process 6. Parallel Involvement Process 7. Rollercoaster of Change Process 8. Wave after Wave of Change Process 9. HR Best People Policies and Practices 10. Strategic Communications Processes III. Effective Change Infrastructures: In place to guide the Change process 11. Change Leadership Team 12. Program Management Office/ Change Team 13. Yearly Map of Implementation 14. Innovative Process/ Project Teams 15. Positive Work Culture IV. High Level of Capabilities and Competencies: To lead the Change effort effectively 16. Leadership Excellence 17. Business Acumen 18. Daily People Management Practices 19. Systems Thinking Applications (Concepts/Tools) 20. Creativity and Innovation Competencies V. Adequate Resources: Devoted exclusively to Change 21. People 22. Time 23. Money 24. Information/Access 25. Equipment/Support/Facilities
  26. 26. Sample Yearly Comprehensive Map Strategic Change Comprehensive Map This is just a sample. The form can be found in the appendix to this document Date Meetings 1. June-Year #1 Begin Strategic Planning (Plan-to-Plan: 1 day) 2. July-October Do Strategic Planning (5-8 days overall) 3. November Develop Annual Work Plans/Budgets 4. January-Year #2 Conduct Large Group Department Plan Review (1 day) 5. January Smart Start: Conduct Plan-to-Implement (1-3 days) 6. February-ongoing Ongoing Operation of Program Management Office (PMO) 7. February-monthly Monthly Leadership Team Review Sessions 8. April-July Develop Three-Year Business Plans (for Business units/Major Support Departments) 9. September Evaluate Plan’s Year #1 Success (rewards based on this) 10. October-December Conduct Annual Strategic Review (and Update: 2-4 days overall) 11. January-Year #3 Develop Updated Annual Department Work Plans/Budgets 12. January Conduct Large Group Department Plan Review (1 day) 13. January-ongoing Ongoing Operation of Program Management Review Office (PMO) 14. February-monthly Monthly Leadership Team Review Session 15. June-December Institutionalized—Strategic Review/Update Again (as a way of life)
  27. 27. Appendix The following section contains sample charts and forms you may want to include in you Marketing and Sales Strategic Plan document. They can be modified to fit your needs. Charts and Forms:  KSM Continuous Improvement Matrix  Annual Top Priority Actions  Annual Work Plan  Annual Work Plan (Alternative)  Yearly Comprehensive Map of Implementation
  28. 28. KSM CONTINUOUS IMPROVEMENT MATRIX (BACKWARDS THINKING) KSM Overall Coordinator for Accountability is [Name of KSM Coordinator] KSM Areas (Headers) with Specific Measures for Each Baseline Target Intermediate Targets Target Ultimate Target Competitive Benchmark KSM Accountability2013 2014 2015 2016 2017 2018 1. Header: Measures: 1. 2. 2. 3. 3. 4. 4. 5. 5.
  29. 29. YEARLY REPORTING FORM (TARGET VS. ACTUAL) Overall Coordinator is [Name of KSM Coordinator] KSM Areas (Headers) with Specific Measures for Each Baseline Intermediate Targets Target KSM Coordinator2013 2014 2015 2016 2017 2018 Target Actual Target Actual Target Actual Target Actual Target Actual 1. 1. 2. 2. 3. 3. 4. 4. 5. 5.
  30. 30. MONTHLY REPORTING FORM (TARGET VS. ACTUAL) Overall Coordinator is [Name of KSM Coordinator] KSM Areas (Headers) with Specific Measures for Each Baseline Intermediate Target 2013 January February March April May June Target Actual Target Actual Target Actual Target Actual Target Actual Target Actual 1. 2. 3. 4. 5.
  31. 31. [Current Year] Annual Top Priority Actions These are the key ―Must Do‖ actions—focus, focus, focus – in addition to both (1) the day-to- day operations, and (2) any other tasks you can complete in addition to these ―Must Do’s.‖ Marketing and Sales Core Strategies Lead Accountability [Current Year] Top Priorities Completion Date 1. [Title] 1. 2. 3. 2. [Title] 1. 2. 3. 3. [Title] 1. 2. 3. 4. [Title] 1. 2. 3.
  32. 32. MARKETING AND SALES ANNUAL WORK PLAN Date: [Date of Document] [Functional/Divisional/Department] Fiscal Year: [Fiscal Year for Work Plan] Strategy/Goal # [Which strategy] : [Description of Strategy or Goal] Yearly Pri. # Action Items Support/Resources Needed Who Responsible? Who Else to Involve? When Done? How to Measure? Status
  33. 33. ALTERNATIVE #2 ACTIVITY LEVEL ANNUAL PRIORITY SETTING Date: [Date of Document] [Functional/Divisional/Department] Fiscal Year: [Fiscal Year for Work Plan] Step #1: List all the proposed and ongoing activities for your unit/department/organization for the next 12 months Step #2: Decide who should be a participant in individually ranking each activity Step #3: Have each participant rank each item from 1 to 5 for inclusion in next year’s budget/funding (5 = highest/1 = lowest priority) Ranking (1-30) Rating System (1-5) Core Strategy # Proposed/Ongoing Activities (Over next 12 months0 Average Score Individual Score 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.
  34. 34. ALTERNATIVE #2 ACTIVITY LEVEL ANNUAL PRIORITY SETTING Date: [Date of Document] [Functional/Divisional/Department] Fiscal Year: [Fiscal Year for Work Plan] Step #4: List all the proposed and ongoing activities for your unit/department/organization for the next 12 months Rating System (1-5) Core Strategy # Proposed/Ongoing Activities (Over next 12 months) In Rank Order 1to 30 Resources Needed Average Score Individual Score Current; Proposed FTE $ FTE $ 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.
  35. 35. Yearly Comprehensive Map Strategic Change [Current Year] Comprehensive Map Date Meetings 1. January [year] 2. February 3. March 4. April 5. May 6. June 7. July 8. August 9. September 10. October 11. November 12. December 13. January [year] 14. February
  36. 36. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com

×