Business marketing planning leuven

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  • FACTS is een acronym / kapstokwaar we binnen THoMheelveelaan vast kunnenhangenomdat het weergeeftwaar we momenteel het meestmoetenaanwerkenbinnenbedrijven. Bedrijvenkomen in problemenalszichnietconcentreren op de facts..En zoals we later gaanzien is datook van belangvoor de oefening die julliegaanmaken in het kader van de opdrachtomtrenteen Marketing plan te schrijven over een nieuw te lanceren biomerk in de voedingsbranche
  • Maareen marketing plan staatnatuurlijknietalleen, het is eengevolg van een business plan; dusvooraleereen marketing plan uitteschrijvenmoeten we eenbrederperspectiefnemen.
  • Ikbrengwelgeprinteen 50-tal A3 van het business model canvas mee.
  • Hierzouik heel korteens over een template gaan.
  • Business marketing planning leuven

    1. 1. Business & Marketing Planning Failing to plan, is planning to fail OrWhy it is necessary to think about the business model when writing your marketing plan.
    2. 2. 1’ on who is front of you: Davy Verhulst Managing consultant Davy versterkte het team van The House of Marketing na een aanzienlijke ervaring in FMCG en Algemeen consulting op het gebied van Marketing, Trade Marketing en CRM consulting Tijdens zijn carrière heeft hij gewerkt aan projecten in verschillende sectoren (financiële diensten, ICT, FMCG, farma) o.a.: • Personal Coach op CRM onderwerpen aan een Marketing Director voor een Belgische Telco. • Het leiden van een project in een Telco B2B omgeving voor het verbeteren van Up-en Cross selling acties. Project ervaring • Teamleider van een best practices team over hoe de relatie met de handel voor een Global Tobacco Company te verbeteren. Vertegenwoordigen van de zakelijke belangen bij de invoering van de Siebel CRM applicatie in pilootlanden. • Identificeren en analyseren van de CRM-mogelijkheden binnen een beveiligd bankinstrument voor een grote privé bank in Luxemburg. • Het analyseren en uitwerken van een benadering om de dataverrijking over medische professionals te verbeteren voor een groot farmaceutisch bedrijf. Eerder, heeft Davy een consultancy bedrijf opgericht in indirecte spend management, maakte hij deel uit van het directiecomité van AB-InBev Belux en was hij global procurement director voor Point of Sales materiaal bij AB-Inbev. Eerdere ervaring Daarvoor was hij 7 jaar bij Accenture, waar hij verschillende posities in (trade-) marketing en CRM projecten op Europese en mondiale schaal heeft geleid en mee uitgevoerd. Academische Davy is afgestudeerd als Handelsingenieur aan de UFSIA (B) met aanvullende cursussen aan de Georgetown University in Washington DC (VS) en achtergrond uitwisselingsprogrammas met ESC-Lille en UMSL Missouri (VS)Presentation1 De Haven van AntwerpenProject voorstel 2
    3. 3. 3’ on The House of Marketing: Concept • Founded in 1994 • Privately owned, Belgium based company History & Size • 45+ marketing consultants / experts • Pool of experienced freelancers • Serving clients based all over Europe Geography & • Team of consultants with different nationalities and cultural Nationality backgrounds enabling us to easily integrate the local culture while managing the multicultural differencesPresentation1 3
    4. 4. We offer a unique combination of strategic excellence and operational pragmatism Strategic excellence Operational pragmatism • Proven track record in strategic • Track record in making things happen marketing advice within international and complex • Creating relevant insights in the companies business • Applying practical knowledge of • Identifying the true leverages for successful corporate sales and significant improvements marketing organizations • Turning opportunities into structured • Turning initiatives into tangible actions and prioritized business initiatives • Helping you to successfully implement strategic recommendations We help you in realizing more from your marketing strategies and building the marketing capabilities for systematic resultsPresentation1 4
    5. 5. … applying ‘FACTS’ as guiding principles. • Simplicity • Strategic consistency • Leadership continuity • Prioritize & making choices • Consistent brand across all channels • Seek leadership in specific category • Customer centricity • Focused team • Detect trends & act • Early warning systems & processes • Agile & up to date organization • Built around customer engagement • Innovative company culture • Willingness to change • Diversity of profiles • Flexibility & Speed • Idea generation process • Idea valuation • Porosity & open-mindedness • KPI’s & dashboards • Scenario analysis & ROMI • Connect with marketing intelligence • Analytical culture & skills • People: yours & every stakeholder • Planet: ACT on innovation, packaging, promotion... • Profit: business-minded marketersPresentation1
    6. 6. We work on temporary assignments…. Mostly function based Broad FMCG experience B2B and B2C environments Coordination activities of Marketing plan, go-to-market specialists in strategy & production, sales, advertising, implementation, people Brand promotion, R&D, … Marketing management, business Managers Churn analysis, churn Managers intelligence reduction Coordination of Marketing Product placement activities optimization Strong analytical and Market & competitor negotiation skills analysis Channel & Enhancing retail partnerships Business Market assessment & Category by increasing category sales Analysts quantification and aiding in fact Clustering of customers Managers based/strategic selling E-strategy definition & roll- out Extended experience in SME E-Marketers Coordination, design & and large matrix organizations implementation of e- Alignment of organization & Social Process marketing actions towards similar goals Media Website Managers Clear roles & responsibilities Specialists management, email definition, organizational marketing, social design media, mobilePresentation1 6
    7. 7. … and on strategic marketing challenges Mostly project based Client challenges THoM expertise & solutions • Attract new customers • Customer intelligence: translate data into relevant insights Volume • Increase customer spending • Segmentation driven • Reduce customer churn • Business and marketing planning • Increase Innovation success rate • Innovation Management Program • Restore customer trust • Customer intelligence: translate data into relevant insights • Capture more customer value Margin • Category assessment • Margin management driven • Marketing performance management • Doing more with less resources (ROMI, CLTV, dashboards) • Tracking of ROI • Marketing audit • Define or redefine positioning • Consumer intelligence: translate data into • Changing customer experience from relevant insights product push to relational (customer- Positioning centric) • Customer (store) experience • Positioning on the sustainability dimension • Sustainability • Positioning towards current and potential • Employer branding employees Consumer analytics and insights are crucial for each of the three challengesPresentation1 7
    8. 8. To guarantee the excellence, we split marketing into four expertise areas and develop our people in all four of them • Market Intelligence • Business & Marketing Planning I. Strategic • Segmentation • Employer Branding Marketing • Branding & Positioning • Sustainability • Pricing • Social Media II. Go-to- • Product/ Brand/ Category • Shopper Marketing Management Market • Customer Relationship • Communication (offline & Management online) • Customer Process Management • Marketing Audit III. Organization & Change • • Marketing Coaching & Training Organization Management capabilities • Customer Experience IV. • Marketing Dashboards Performance • Marketing Performance Management Management • Customer Lifetime Value & ROMIPresentation1 8
    9. 9. A whole team of marketing specialists •Hiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise: •THoM consultant: your day to day contact Visible • Counselor, Client Manager and Mentor: first help, coaching and stretched goals for Invisible the THoM consultant • All THoM consultants with their specific skills, expertise and experience: the second resort for the THoM consultant • THoM knowledge base (training, career development plan, books, papers, former projects, experience of previous THoMers)Presentation1 9
    10. 10. Real details: Meet & GreetPresentation1 10
    11. 11. Why Business Modeling & Marketing PlanningPresentation1 11
    12. 12. Why to/a plan or model?Presentation1
    13. 13. A marketing plan translates the business strategy into executable actions Business plan Marketing Plan A written document A written document describing the nature of the that lays out your recommendations to business, the sales and translate your strategy into marketing strategy, and the executable marketing financial background, and actions. Its purpose is to get approval and guide containing a projected profit execution. and loss statementPresentation1 13
    14. 14. Business & Marketing Planning BMP = The process of sustainably aligning the Marketing Strategy & Marketing plan & activities with the overall Business Mission & Model, taking into account both internal & external stakeholders with the final goal to improve the business results.Presentation1 14
    15. 15. The House Vision Mission Business ambitions Business strategy Growth potential Growth strategy Value proposition Value creation Value capturing Environmental and Competitive Scan Marketing Marketing Drivers Customer Equity Marketing Strategy Value Products / Technology Segmentation & Intention Behaviour Business Objectives Targeting Services Business Results Acquisition Awareness Price Premium Purchase Process & Engine Experience Business Paradigms Perception & Retention Reputation Commitment Market Share Communication Relationship Recommen- Positioning Preference Share of wallet Building dation Channel Management Scope Price Positioning Deep Channel & Customer Insights Tangible Action Plans YOUR INPUT YOUR OUTPUTPresentation1
    16. 16. Mission, Vision, Business AmbitionsPresentation1 16
    17. 17. The House Vision Mission Business ambitions Business strategy Growth potential Growth strategy Value proposition Value creation Value capturing Environmental and Competitive Scan Marketing Marketing Drivers Customer Equity Marketing Strategy Value Products / Technology Segmentation & Intention Behaviour Business Objectives Targeting Services Business Results Acquisition Awareness Price Premium Purchase Process & Engine Experience Business Paradigms Perception & Retention Reputation Commitment Market Share Communication Relationship Recommen- Positioning Preference Share of wallet Building dation Channel Management Scope Price Positioning Deep Channel & Customer Insights Tangible Action PlansPresentation1
    18. 18. “Our founders built this company on a certain set of principles. But since they’re all dead and nobody wrote anything down, looks like we are screwed.”Presentation1
    19. 19. Vision, Mission,… need to be articulated! Aspirations and description of future company vision mission Purpose of company as a corporate entity values Attributes that define company’s corporate and competitive business behavior principles Underlying mandates for business conduct Vision • A clear, concise, compelling statement that provides direction and guide business activities - What do we want to be? Mission • The purpose of the business including its products, its customers and where it operates – What do we want to do, What business are we in? Corporate Values • 5 to 7 key attributes of the culture designed by the business. They provide guidance on how work is expected to be done in the business and they are expressions of the beliefs and values that drive a company’s behavior and culture – What behaviors do we utilize to accomplish our mission, What are the fundamentals of the organization? Guiding Principles • These are the techniques the company deploys to do its work. – What operating principles must we use to win?Presentation1 19
    20. 20. •Business StrategyPresentation1 20
    21. 21. The House Vision Mission Business ambitions Business strategy Growth potential Growth strategy Value proposition Value creation Value capturing Environmental and Competitive Scan Marketing Marketing Drivers Customer Equity Marketing Strategy Products / Technology Value Segmentation & Intention Behaviour Business Objectives Targeting Services Business Results Acquisition Awareness Price Premium Purchase Process & Engine Experience Business Paradigms Perception & Retention Reputation Commitment Market Share Communication Relationship Recommen- Positioning Preference Share of wallet Building dation Channel Management Scope Price Positioning Deep Channel & Customer Insights Tangible Action PlansPresentation1
    22. 22. It’s nice to have ambitions,… …, but how do we realize them? A strategy is a plan of action designed to achieve a specific goal. Strategy is all about gaining (or being prepared to gain) a position of advantage over adversaries or best exploiting emerging possibilities. As there is always an element of uncertainty about future, strategy is more about a set of options ("strategic choices") than a fixed plan. It derives from the Greek "στρατηγία" (strategia), "office of general, command, generalship". (wikipedia)Presentation1
    23. 23. How can we structure our approach to think about a strategy? Stephen Covey John Seely Brown Ronald Coase Chester Barnard Igor Ansoff Gary S Becker Clayton Christensen Warren Bennis Ken Blanchard Chris Argyris Richard Branson … Adam Brandenburger Christopher Bartlett and Samantha Ghoshal G Bennett-Stewart Cliff Bowman Andrew Carnegie W. Chan Kim and Renée Mauborgne The AtoC of http://www.easy-strategy.com/strategy-gurus.html Alfred ChandlerPresentation1
    24. 24. How can we structure our approach to think about a strategy? What they all have in common: A view on reality providing insight on an area of opportunity A clear intention and view on how to realize the opportunity A money value appraisal of the intent to test feasibility A method of documenting to enable buy-in by stakeholdersPresentation1
    25. 25. 1. Insights A moment’s insight is sometimes worth a lifetime’s experience Oliver Holmes American Poet – 19th centuryPresentation1 25
    26. 26. SITUATION ANALYSIS 1. Insights Macro- Company environment • Corporate requirements • Category strategy • Political • Global strategy • Economic • Organizational structure • Social • Functional capability • Technological • Supply chain • Environmental • Legal Brand • Commercial performance Customers • Route to market • Equity Consumers • Competitors Market • Competitor • Channel analysis • Trend analysis perfor- definition architecture • Consumer insights mance • Competitor • Customer • Gap analysis assessment definitions • Strategic • Brand analysis • Customer strategies positioning • Mix • Activity audit • Category statement effectiveness management • Brand performance Market • Category definition • Segmentation • Market dynamics • Demand characteristicsPresentation1 26
    27. 27. 2. Identify the opportunity and define intention Some pitfalls to avoid: Is being THE BEST the most rewardingthe result of being the BEST!, rather a result of Competitive success is not strategy? A being UNIQUE! High price hour Low price day Car owner Non- owners Travelers residents e.g. the car rental industry Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions.Presentation1 27
    28. 28. 2. Identify the opportunity and define intention Some pitfalls to avoid: Which power battle for profitneed to take into account? Which parties will The forces do you is fought between 5 forces. B influence your profit? Substi- New Buyer 2 tutes Entrants Power New Entrants - - - 1 Price – Cost = Profit Supplier Market Buyer 5 Power competition Power 4 - + + Substitute Market competition Supplier Power 3 Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions.Presentation1 28
    29. 29. 2. Identify the opportunity and define intention Some pitfalls to avoid: Some pitfalls to avoid: When being Uniquecompetitive benefit does the long your value chain translated Long term is the pre-requisite, is the result of term benefit come from a C on into activities that make you unique or onare good at! that you are best focus the your P&L. ≠ the total of all things you the activities at? Firm infrastructure Support activities Human Resource Management Technology Procurement Inbound Operations Outbound Marketing Service activities logistics logistics & Sales Primary Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions.Presentation1 29
    30. 30. 3&4. Document and putting a money value to the intent: the business model canvas “Which of relationship tovalue?” “Whatwhom arewe deliver doesefficient “For type channel is the most each of value do we creating the or effective?” How are we reaching customer?” Segments expect us to our Customer “What Key Activities do value are ourwith them?” “Formostnow? them our “What Propositions“Who Keymaintain important Value Key areestablish and Partners?” “What“Who arerequire? our most customers the what our our are Resources doimportant costs inherentwilling to pay?” model? Value Propositions costumers?” we established? How Whichour key suppliers?“ ones have “Who areChannels? require? in our business …Our Distributionwhat do they …Our Distribution Channels? currently pay?” “For “Which KeyKeycostly are they? expensive?” “Which Resources are most Activities do partners perform?” …Customer Relationships? integratedpaying?”rest of …Customer Streams?” they “How areare most expensive?”the How are they currently with “Which KeyRelationships? …Revenue Activities “How much does each Revenue Stream our business model? …Revenue Streams?” contribute to overall revenues?” http://www.youtube.com/watch?v=QoAOzMTLP5sPresentation1 30
    31. 31. Marketing Plan and its impactPresentation1
    32. 32. examplesPresentation1 32
    33. 33. examplesPresentation1 33
    34. 34. examplesPresentation1 34
    35. 35. examplePresentation1 35
    36. 36. ExercisePresentation1 36
    37. 37. Exercise Set UP 1. Make groups of 4 to 6 people 1’ 2. You will see in a moment a ‘fake’ business model canvas of a well 5’ known producer of cars 3. After being explained briefly the canvas you will be informed of an 1’ impactful change in the business environment 4. You will be asked to review the business model 15’ 5. One or two groups will be asked to present their business model 15’ 6. Share the experiences. 5’Presentation1 37
    38. 38. Porsche R&D Emotional connection Upper class Journalists through status Design The original standard Male Race teams Exclusive club Publicity for sports cars Business owners Raw materials Merchandising Global distribution Resellers & Dealers Global transporters Volkswagen High quality Emo > ratio Tire manuf. High performance & outstanding everday practicality Status People: Brainpower Raw materials Assembly Exclusive network + partnership VW R&D Sales PR Spare parts (also for classics) Manufacturing Accessories Distribution MerchandisingPresentation1
    39. 39. You all have a business canvas for Porsche... ... but the world is changing European governmental decision: men can no longer drive, since they are a safety hazardPresentation1 39
    40. 40. 5’ breakPresentation1 40
    41. 41. Marketing strategy & PlanPresentation1 41
    42. 42. The House Vision Mission Business ambitions Business strategy Growth potential Growth strategy Value proposition Value creation Value capturing Environmental and Competitive Scan Marketing Marketing Drivers Customer Equity Marketing Strategy Products / Technology Value Segmentation & Intention Behaviour Business Objectives Targeting Services Business Results Acquisition Awareness Price Premium Purchase Process & Engine Experience Business Paradigms Perception & Retention Market Share Communication Reputation Commitment Relationship Recommen- Positioning Preference Share of wallet Building dation Channel Management Scope Price Positioning Deep Channel & Customer Insights Tangible Action PlansPresentation1
    43. 43. THoM s Marketing value creation and capturing model Environmental and Competitive Scan Marketing Strategy Marketing Drivers Customer Equity Marketing Value Products / Technology Segmentation & Intention BehaviourBusiness Objectives Targeting Services Business Results Acquisition Awareness Price Premium Purchase Process & Engine Business Paradigms Experience Perception & Retention Communication Market Share Reputation Commitment Relationship Recommen- Positioning Preference Share of wallet Building dation Channel Management Scope Price Positioning Deep Channel & Customer Insights Tangible Action PlansPresentation1 43
    44. 44. THoM s Marketing value creation and capturing model Value proposition Value creation Value capturing Environmental and Competitive Scan Marketing Strategy Marketing Drivers Customer Equity Marketing Value Products / Technology Segmentation & Intention BehaviourBusiness Objectives Targeting Services Business Results Acquisition Awareness Price Premium Purchase Process & Engine Business Paradigms Experience Perception & Retention Market Share Communication Reputation Commitment Relationship Recommen- Positioning Preference Share of wallet Building dation Channel Management Scope Price Positioning Deep Channel & Customer Insights Tangible Action PlansPresentation1 44
    45. 45. Marketing value capturing issues Missed Opportunities Vulnerable positions Low Marketing Value HighPresentation1 p. 45
    46. 46. Diagnostic Assessment Strong customer equity The brand is not able to and penetration translate strong equity into Increase barriers of entry market share/PP for competition Low customer equity is The customer equity does potentially major cause not justify current market for relatively poor market share/PP performance share/PP performance Low High Marketing ValuePresentation1 p. 46
    47. 47. Strategic options to increase value capturing capacity Drive sales Consolidate/ conversion improve Boost Brand Drive Building customer equity Low High Marketing ValuePresentation1 p. 47
    48. 48. Marketing/brand driver action planning Marketing Drivers Products / Technology Drive sales Consolidate/ Services conversion improve Purchase Process & Experience Communication Relationship Building Channel Management Boost Brand Drive Price Positioning Building customer equity Low High Marketing ValuePresentation1 p. 48
    49. 49. Driver action planning – An example Marketing Drivers •BTL / Trade communication >>> ATL/PR Products / Technology •Media close to the shops to drive trade relationships Services •Focus on product specific values Purchase Process & Experience Communication Relationship •ATL / PR >> BTL / Trade Building communication Channel •SOV >>>> market share Management •Sponsoring should be part of Price Positioning media mix •Focus on brand values Low High Marketing ValuePresentation1 49
    50. 50. ACID test of a strategy (McKinsey & Company) Step 1 - Will your strategy beat the market? Step 2 - Does your strategy tap a true source of advantage? Step 3 - Is your strategy granular about where to compete? Step 4 - Does your strategy put you ahead of trends? Step 5 - Does your strategy rest on privileged insights? Step 6 - Does your strategy embrace uncertainty? Step 7 - Does your strategy balance commitment and flexibility? Step 8 - Is your strategy contaminated by bias? Step 9 - Is there conviction to act on your strategy? Step 10 - Have you translated your strategy into an action plan?Presentation1
    51. 51. Marketing Plan is needed to get approval and guide execution Marketing Plan 1. Marketing Strategy • Objective, Strategy, Tactics • Segmentation & Targeting, Positioning 2. What actions you plan (Marketing Drivers) • Product and/or Service • Communication • Channel Management • Price Positioning • Services • Purchase Process & Experience • Relationship Building • Financial Forecast 3. Financial Implications • Sales forecast • Cost forecast 4. Controls on execution level and impact • Performance Indicators (financials & marketing) • Contingency Plan https://thomunity.thom.be/services/Strategic%20Marketing/Business%20and%20Marketing%20Planning/A.%20Knowledge/Internal%20Information/Marketing%20Planning%20Template/Marketing%20and%20Sales%20Planning%20Template %20%20-%20English%20v01.docPresentation1 51
    52. 52. Presentation1 52
    53. 53. •Thank You!Presentation1 53
    54. 54. Join us at our Meet & Greet! ‘Rodins’, Oude Markt 24, Leuven 4/12/2012 – 19h00 Subscribe via: www.thom.be/meet-greet

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