Explains the concept of the marketing mix. Without a clear understanding of the the "mix", its ingredients, components and elements,

1. Marketing planning,
implementation and
evaluation
Lecture 11
Chapter 14, also refer to Ch 2
© 2009 John Wiley and Sons Australia

2. Chapter 14: Marketing planning,
implementation and evaluation
Learning objectives:
• explain the relationship between the marketing
cycle and marketing management
• understand the importance of effective
marketing planning in achieving organisational
and marketing objectives
• describe how to manage the implementation of
a marketing strategy
• explain the role of marketing metrics and the
ongoing evaluation of marketing performance in
the marketing cycle.
© 2009 John Wiley and Sons Australia

3. Situational analysis
Situational analysis
• Identifying the key factors that will be used as a
basis for the development of marketing strategy.
Marketing planning
• An ongoing process that combines
organisational objectives and situational
analyses to formulate and maintain a marketing
plan that moves the organisation from where it
currently is to where it wants to be.
© 2009 John Wiley and Sons Australia

4. Marketing planning
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5. © 2009 John Wiley and Sons Australia

6. Marketing plan
Executive Future
summary recommendations
Introduction Evaluation
Situation analysis Implementation
Objectives – Budget
SMART
Marketing mix
Target market
strategy
© 2009 John Wiley and Sons Australia

7. Situational analysis
Marketing metrics
• Measures that are used to assess marketing
performance.
• The Australian Marketing Institute (AMI)
suggests sound metrics include, as a minimum,
four key elements:
1. return on marketing investment
2. customer satisfaction
3. market share in targeted segments
4. brand equity.
© 2009 John Wiley and Sons Australia

8. Situational analysis
© 2009 John Wiley and Sons Australia

9. Marketing strategy
The Auskick program – a component of the AFL’s
marketing strategy
Dial-up Broadband
© 2009 John Wiley and Sons Australia

10. Situational analysis
• SWOT analysis
• Analysis that identifies the internal strengths
and weaknesses and the external opportunities
and threats in relation to an organisation.
• Strengths: Those attributes of the organisation
that help it achieve its objectives.
• Weaknesses: Attributes of the organisation that
hinder it in trying to achieve its objectives.
• Strengths and weaknesses are internal factors,
directly controllable by the organisation.
© 2009 John Wiley and Sons Australia

11. Situational analysis
Opportunities
• External factors that are potentially helpful to
achieving the organisation’s objectives.
Threats
• External factors that are potentially harmful to
the organisation’s efforts to achieve its
objectives.
• Threats and opportunities are beyond the
organisation’s direct control.
© 2009 John Wiley and Sons Australia

12. Situational analysis
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13. An example of a SWOT analysis for
Hungry Jack’s
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14. The market cycle
The marketing cycle
• Understanding, creating, communicating and
delivering value, refined by continuous
evaluation.
© 2009 John Wiley and Sons Australia

15. Marketing planning, implementation and
evaluation
Understanding, planning, implementation and
evaluation involves:
• Developing detailed understanding of market
• Planning how to achieve the goals
• Implementing the plan
• Continuously evaluating performance and
refining accordingly.
Marketing management: The task of
understanding the market, and planning,
implementing and evaluating market activities
© 2009 John Wiley and Sons Australia

16. Marketing planning, implementation and
evaluation
• Based on an understanding of the market, the
organisation can formulate a marketing plan to
achieve objectives.
• The plan communicates how the team plans to
get to where it needs/wants to be. It details how
to create value, communicate the offering and
deliver the offering to the market.
• Putting the plan into action is the
implementation stage.
• At the conclusion of the marketing campaign,
marketing metrics and other systems can be
used to evaluate performance.
© 2009 John Wiley and Sons Australia

17. Marketing planning
Mission statements
• Summary statement of the overarching goals of
the organisation.
Corporate strategy
• Specific but high-level plan to achieve objectives
reflecting overall mission of the organisation.
Business-unit strategy
• Strategies for various business areas within an
organisation to guide their contribution to
achieving the overall corporate objectives.
© 2009 John Wiley and Sons Australia

18. Marketing planning
© 2009 John Wiley and Sons Australia

19. Marketing objectives
Marketing objectives
• Most for-profit marketing organisations share
the goals of profit, market share growth and
customer retention.
© 2009 John Wiley and Sons Australia

20. Marketing objectives: Profit
• Business organisations exist ultimately to
generate wealth for the owners, therefore a level
of profit will always be an objective.
• Not-for-profit organisations usually have some
financial objectives, such as to generate enough
funds to be self-supporting.
• The profit objective is likely to exist as the
corporate mission level, with the level of profit
broken down into targets for different areas of
the business.
© 2009 John Wiley and Sons Australia

21. Marketing objectives: Market share growth
• Market share growth is liked with profit, but is
not the same thing.
• Successful organisations operate with a long-
term view to sustainable operation, so maybe
willing to sacrifice profit to establish market
share.
© 2009 John Wiley and Sons Australia

22. Marketing objectives: Customer retention
• The business must not only win new customers,
but retain the loyalty of existing customers.
• This can be achieved by providing outstanding
service, acting quickly on problems, and
understanding CRM.
• Customer relationship management (CRM)
• Processes/practices put in place to identify, track
and use customer information and preferences
to provide superior customer service and sustain
long-term relationships.
© 2009 John Wiley and Sons Australia

23. Marketing objectives: Societal
Societal objectives
• Aimed at the good of society due to the
importance placed on social responsibility by
growing numbers of potential customers.
Corporate social responsibility
• Corporations are obliged to act in the interest of
the society in which they operate.
© 2009 John Wiley and Sons Australia

24. The SMART model
The SMART model
• An approach to determining effective marketing
objectives that requires they be:
• specific
• measurable
• actionable
• reasonable
• timetabled.
© 2009 John Wiley and Sons Australia

25. For-profit marketing objectives
Toyota Australia
Dial-up Broadband
© 2009 John Wiley and Sons Australia

26. Marketing implementation
Marketing implementation can have both internal
and external barriers.
Potential internal barriers to implementation
include:
• Inertia
• Poor coordination and cooperation
• Lack of strong leadership
• A short term outlook
© 2009 John Wiley and Sons Australia

27. Marketing implementation
Potential external barriers to implementation
include:
• Saturation: So many competitive offerings
makes it impossible to differentiate or create a
competitive advantage
• Fragmentation: The increasing division of the
market into ever-smaller niches with increasingly
specific needs
© 2009 John Wiley and Sons Australia

28. Maximising success: Planning
• Action plans are implementable plans with
specific actions, schedules and goals that direct
managers and staff.
• An emergent approach relies on development of
marketing strategy in response to changing
market conditions.
• Contingency planning plans for unforeseen or
uncertain eventualities to ensure managers think
ahead and can respond to emerging problems
and opportunities.
© 2009 John Wiley and Sons Australia

29. Maximising success: Motivation and incentives
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30. Maximising success: Empowerment
Empowerment
• Enabling employees to make decisions to do
their job properly and ensuring they have the
necessary resources to make effective use of
their power to make decisions.
© 2009 John Wiley and Sons Australia

31. Maximising success: structure for cooperation
and coordination
Organisational structure
• The formal arrangement of business functions
within an organisation.
The main options for structuring the marketing
department are:
• Customer structure
• Product structure
• Functional structure
• Regional structure
© 2009 John Wiley and Sons Australia

32. Maximising success: organisational culture
Organisational culture
• The values and behaviours shared throughout
the organisation.
• It is crucial that organisational culture is aligned
with the market concept.
• In organisations with a market-focused culture,
all employees and managers will make all
decisions, and act with the ideal of delivering
maximum customer value.
© 2009 John Wiley and Sons Australia

33. Evaluating marketing performance
Marketing metrics: A set of measures designed to
assess marketing performance. Common marketing
metrics include:
© 2009 John Wiley and Sons Australia

34. Chapter 14: Marketing planning,
implementation and evaluation
Summary:
• explain the relationship between the marketing
cycle and marketing management
• understand the importance of effective
marketing planning in achieving organisational
and marketing objectives
• describe how to manage the implementation of
a marketing strategy
• explain the role of marketing metrics and the
ongoing evaluation of marketing performance in
the marketing cycle.
© 2009 John Wiley and Sons Australia