This presentation is a general introduction/refresher to marketing planning and it will guide you through the planning process and building the plan itself. The presentation starts with an overview of marketing and this part is generally aimed individuals with limited marketing management experience or marketers who want a refresher. The next sections go into the market planning process, marketing communications planning, marketing budgets and forecasts, and the final section covers writing the marketing plan.
What do you mean by Market research, Concept of Market Research, Application of Market Research, Advantages of Market Research, Process of Market Research, Market Information.
Marketing environment, classification of marketing environment- macro and micro environment, components of marketing environment, marketing intermediaries, competitors, public, factors of macro environment, social and cultural factors.
What do you mean by Market research, Concept of Market Research, Application of Market Research, Advantages of Market Research, Process of Market Research, Market Information.
Marketing environment, classification of marketing environment- macro and micro environment, components of marketing environment, marketing intermediaries, competitors, public, factors of macro environment, social and cultural factors.
Distribution Channel
Management of Distribution Channel
Need of Distribution Channel
Need for Channel Management
Channel Partners and their Functions
Difference between Distributor and Wholesaler
Choice of Distribution System
Distribution Strategy
Factors Affecting Effective Management of Distribution Channels
Channel Conflict
Conflict Resolution
Motivating Channel Members
Selecting Channel Partners
Evaluating Channels
Channel Control
The marketing environment represents a mix between the internal and external forces which surround an organization and have an impact upon it, especially their ability to build and maintain successful relationships with target customers.
The marketing environment consists of the micro and macro environment.
Macro environmental factors include social, economic, political and legal influences, together with demography and technological forces. These are sometimes referred to as the PESTLE factors and are discussed in more detail in PESTLE analysis. The organization cannot control these forces, it can only prepare for changes taking place.
Micro environment refers to the forces closely influencing the company and directly affect the organization’s relationships. The factors include the company and its current employees, its suppliers, marketing intermediaries, competitors, customers and the general public. These forces can sometimes be controlled or influenced and are explained in more detail in Porter’s 5 Forces.
Porter’s 5 Forces model is an excellent tool to analyze the structure of the competitive environment. Two important forces are the bargaining power of customers and the bargaining power of suppliers.
Supplier power is represented by their ability to determine the terms and price of supply and will increase if there are fewer suppliers than buyers, if the organization is not a key customer for the supplier, or if their industry is not attractive for suppliers.
Buyer power refers to the pressure that customers exert on companies to obtain high quality products and services at lower prices. Buyer power increases when there are few buyers and many sellers in the field, or when products are not significantly differentiated and can be easily substituted. For the seller, buyers’ demands represent costs. This means that the stronger the buyer is, the less profit available for the seller, which is why many companies try to develop strategies that reduce the power of buyers.
The PESTLE Analysis is a framework used to scan the organization’s external macro environment. The letters stand for Political, Economic Socio-cultural, Technological, Legal and Environmental.
Marketing is an inevitable part of doing both business and non-business. This is emphasized in this presentation. A different focus of this kind is expected to add more value for the enthusiast.
How to Align Marketing Campaign Plans and Budgets with SiriusDecisionsAllocadia Software
Learn how marketing organizations are improving their marketing planning and budgeting processes using The SiriusDecisions Campaign Framework and Allocadia Software for better alignment.
What you'll learn:
1) How The Campaign Framework works. Identify key components of B2B marketing campaigns and deliver advanced marketing planning concepts
2) How to Align your Marketing Budgeting Strategy & Programs. Connect your corporate goals to your marketing programs and campaigns
3) How to Manage your Marketing Investments & Budgets using marketing budgeting software. Define budget targets, release and re-allocate marketing funds
Learn more at www.allocadia.com.
Distribution Channel
Management of Distribution Channel
Need of Distribution Channel
Need for Channel Management
Channel Partners and their Functions
Difference between Distributor and Wholesaler
Choice of Distribution System
Distribution Strategy
Factors Affecting Effective Management of Distribution Channels
Channel Conflict
Conflict Resolution
Motivating Channel Members
Selecting Channel Partners
Evaluating Channels
Channel Control
The marketing environment represents a mix between the internal and external forces which surround an organization and have an impact upon it, especially their ability to build and maintain successful relationships with target customers.
The marketing environment consists of the micro and macro environment.
Macro environmental factors include social, economic, political and legal influences, together with demography and technological forces. These are sometimes referred to as the PESTLE factors and are discussed in more detail in PESTLE analysis. The organization cannot control these forces, it can only prepare for changes taking place.
Micro environment refers to the forces closely influencing the company and directly affect the organization’s relationships. The factors include the company and its current employees, its suppliers, marketing intermediaries, competitors, customers and the general public. These forces can sometimes be controlled or influenced and are explained in more detail in Porter’s 5 Forces.
Porter’s 5 Forces model is an excellent tool to analyze the structure of the competitive environment. Two important forces are the bargaining power of customers and the bargaining power of suppliers.
Supplier power is represented by their ability to determine the terms and price of supply and will increase if there are fewer suppliers than buyers, if the organization is not a key customer for the supplier, or if their industry is not attractive for suppliers.
Buyer power refers to the pressure that customers exert on companies to obtain high quality products and services at lower prices. Buyer power increases when there are few buyers and many sellers in the field, or when products are not significantly differentiated and can be easily substituted. For the seller, buyers’ demands represent costs. This means that the stronger the buyer is, the less profit available for the seller, which is why many companies try to develop strategies that reduce the power of buyers.
The PESTLE Analysis is a framework used to scan the organization’s external macro environment. The letters stand for Political, Economic Socio-cultural, Technological, Legal and Environmental.
Marketing is an inevitable part of doing both business and non-business. This is emphasized in this presentation. A different focus of this kind is expected to add more value for the enthusiast.
How to Align Marketing Campaign Plans and Budgets with SiriusDecisionsAllocadia Software
Learn how marketing organizations are improving their marketing planning and budgeting processes using The SiriusDecisions Campaign Framework and Allocadia Software for better alignment.
What you'll learn:
1) How The Campaign Framework works. Identify key components of B2B marketing campaigns and deliver advanced marketing planning concepts
2) How to Align your Marketing Budgeting Strategy & Programs. Connect your corporate goals to your marketing programs and campaigns
3) How to Manage your Marketing Investments & Budgets using marketing budgeting software. Define budget targets, release and re-allocate marketing funds
Learn more at www.allocadia.com.
Workshop to help brand leaders write brand plans that everyone in the organization can follow. Case Study, using fictional “Gray’s Cookies” brand to complete a Brand Plan, which is the final stage of our overall Beloved Brands planning process.
Read our story on how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.
We make brands stronger and brand leaders smarter. Here's how we can help:
1. We lead workshops to define your brand, helping you uncover a unique, own-able Brand Positioning Statement and an organizing Big Idea that transforms your brand’s DNA into a consumer-centric and winning brand reputation.
2. We lead workshops to build a strategic Brand Plan that will optimize your resources and motivates everyone that touches the brand to follow the plan.
3. We coach on Marketing execution, helping build programs that create a bond with your consumers, to ensure your investment drives growth on your brand.
4. We will build a Brand Management Training Program, so you can unleash the full potential of your Marketing team, enabling them to contribute smart and exceptional Marketing work that drives brand growth.
5. Our Executive Coaching program is designed to help Marketing Leaders get smarter, and then drive stronger performance on their brands. Executives can use their increased knowledge to help their own teams get smarter.
Project Proposal for Sales and Marketing Administration, Tea Operational Proc...Md. Mainul Islam
The purpose of these Projects to assess and evaluate the current retailer outlet profile and compensation processes and system capabilities to enable the development of a new department of Sales and Marketing Administration process utilizing retailer outlet information. Here we provided many database works which is able to convert by any category wise of FMCG products.
These projects will assist you to find out many difficulties, gap or pending what actually fall down sales growth, market share etc. So we hope these projects will provide many beneficial activities to get more market share, to created more plans, policies, techniques, strategies etc.
Why Marketing Automation?
Top 3 Reasons SMB’s fail
What is LifeCycle Marketing
Lead Scoring
Segmentation & Tagging
Top 7 Automation Campaigns to run
Infusionsoft a Look Inside
The Updated Building Blocks of Sales Enablement 11-2019Mike Kunkle
This is what I call the building blocks of sales enablement. The advice in this presentation can help you start or evolve a sales enablement practice in your company,
Catalog Marketing 101 - Overview and E-Commerce Synergy
This is the first tutorial in the Catalog Marketing 101 Workshop. This section is an overview of catalog marketing and also the synergy between catalog marketing and e-Commerce. The section begins with developing the go-to-market strategies for your catalog and developing your business and marketing plans. It also addresses the whole area of catalog, e-Commerce synergy.
To download visit http://www.dwsassociates.com/marketing-tools/whte-papers-tutorials/tutorials/catalog-marketing-101/
MHR Analytics Summit 2018 | Using Data to Improve Employee Performance - Max ...MHR Analytics
MHR Analytics is committed to helping every organisation use this mass of data to obtain actionable insights for real growth. Learn more about using data to improve employee performance from Max Blumberg of the Blumberg Partnership, workforce, Salesforce and analytics advisor.
Tailored solutions designed to improve value for our clients, enabling them to capture unmet opportunities, deliver sustained change and transformation
Allocadia Webinar: Looking Forward & Back in Marketing PerformanceAllocadia Software
Don’t go into your next planning & budgeting cycle without insight into your marketing performance — both past and future.
Planning and budgeting season is almost here. Many organizations simply pull out last year’s plans and tweak them… but without factoring performance into the planning cycle, big opportunities can be missed.
Performance metrics can radically transform your marketing organization:
-- With marketing plans driven by past performance data, you’ll reduce costs and drive more revenue, since you’ll be investing more in the programs that really move the needle.
-- With meaningful, achievable forward-looking performance targets, you’ll bring your team into closer alignment and set them up to be more successful.
So why don’t more marketers do this? Performance measurement is complex. Metrics can be spread across siloed systems, and various parts of the business can define success in different ways. And what do you do with the data once you get it?
This webinar provides perspectives, tools and best practices for measuring your past performance so you can revitalize your budgets and plans for next financial period. We also discuss how to set meaningful performance targets for the year ahead.
Catalog Marketing 101 - Catalog Management, Financials & Analytics
This tutorial will walk you through the process of developing and using tools for managing, tracking and analyzing catalog performance. The analysis is key to fine-tuning and improving catalog results. Breaking down a catalog's performance at the end of the promotion cycle is one of the most important exercises you should perform. It is the activity that can provide you with a framework and direction for future catalog planning. In this tutorial you will learn what the key catalog performance measures and elements of catalog financial management are and how to use them. It shows you what needs to be analyzed and what are the key catalog analysis data requirements. It's an excellent "how to guide."
To download visit http://www.dwsassociates.com/marketing-tools/whte-papers-tutorials/tutorials/catalog-marketing-101/
Alex Shipillo - Director of Demand Generation, Influitive
Circulate Conference - April 11, 2016
W Hotel, San Francisco
Absract:
The role of marketing in B2B organizations is changing rapidly. Find out the secrets to building a strong foundation for data-driven marketing. Then, learn how you can expand beyond that baseline to drive better communication, transparency and ultimately, change across the revenue team. Alex will share how Influitive has built the marketing processes that have enabled 10x growth over the last two years.
http://alexshipillo.com/speaking
http://circulateconference.com
Best Practices of World-Class Sales Organizations and their performance against Key Performance Metrics; Data for specific industry segments is available; call or eMail Medio Waldt, 610 659 3489, medio.waldt@millerheimangroup.com
Catalog Marketing 101 - Merchandising
Some would have you believe that catalog merchandising has changed a lot since we've entered the digital age. But, the fact is that merchandising a catalog is the same today as it was before we entered the big data, or data overflow age. Merchandising has always been based on a healthy dose of data analysis, Today, we may have more and faster access to data related to product sales, but the processes and practices have not changed. But, one thing you need to keep in mind is that merchandising a catalog is very different from merchandising a store or e-Commerce website. How you merchandise a catalog is affected not only by the type of catalog. Is it B2B or B2C or both? Is it part of a multi-media, multi-channel strategy? Is it meant to drive retail sales or direct sales? The list of factors goes on. In this tutorial, you will learn how catalog merchandising differs from other types of merchandising, what makes a successful catalog product, the importance of developing a coherent merchandising strategy and other important factors involved in successfully merchandising a catalog.
To download visit http://www.dwsassociates.com/marketing-tools/whte-papers-tutorials/tutorials/catalog-marketing-101/
Catalog Marketing 101 - Operations & Fulfillment
If you can't take the order, ship the order, manage the inventory, and give your customers good customer service, then your catalog is going to fail. Catalog operations and fulfillment are not the sexy part of catalog marketing, but they are as necessary as breathing. It is the most important part of your catalog business. Without it, all the marketing in the world is not going to save your business. Mess it up and your customers will simply not comeback. We'd like to believe that we are the only game in town, but when it comes to products, most can be purchased somewhere else. If it's a new customer, making their first purchase, you get only one chance. This section of the Catalog Marketing 101 tutorial walks you through every step of the fulfillment process and the things you need to know to run a successful catalog operation. As a marketer, you are probably more interested in the creative side of the catalog business, but this will make or break a catalog, so you need to know what is involved even if you're not the person ultimately responsible for operations and fulfillment. This tutorial will help you do that.
To download visit http://www.dwsassociates.com/marketing-tools/whte-papers-tutorials/tutorials/catalog-marketing-101/
Catalog Marketing 101 - Catalog Production
This tutorial will expose you to the most important steps involved in catalog production from planning to design, printing and finally mailing. The production process is affected by the type of catalog...B2C or B2B, the size of the catalog in terms of dimensions and numbers of pages, how the catalog will be printed, assembled and distributed. All of needs to be tied into a well detailed production plan and schedule. This tutorial will walk you through all of the important steps and things you need to consider. If you're new to catalog production or this is your organization's first catalog, it's a good step-by-step guide. If you're an experienced cataloger, you can use it as a refresher and checklist of the things that you need to constantly stay on top of in the process. All of the other factors that go into making a successful catalog, mean nothing if the final product (catalog) doesn't meet your and your customers expectations or the book is not mailed and delivered on time. This tutorial will help you manage the entire process.
To download visit http://www.dwsassociates.com/marketing-tools/whte-papers-tutorials/tutorials/catalog-marketing-101/
Catalog Marketing 101 - Catalog Copy
In this tutorial, you will learn what makes effective catalog copy and the important guidelines for writing catalog copy. Catalog copy has to sell. Once the product picture draws the readers attention, the copy is the deal closer. You not only have to know "word that sell," but you have to know all of the rules for writing copy. There are also differences between writing B2C and B2B catalog copy. The tutorial gives you checklist to make sure you are writing the most effective copy you can to help sell your products.
To download visit http://www.dwsassociates.com/marketing-tools/whte-papers-tutorials/tutorials/catalog-marketing-101/
Catalog Marketing 101 - Creative & Design
It's not creative unless it sells. It may not be the mantra of artists, but it'd better be the mantra of every creative / designer that works on a catalog. The design of a catalog must be focused on generating sales. And, the marketing and creative teams must work together with the same goals of maximizing sales and profits, and the long term growth of the business.
This tutorial walks you through the catalog creative and design process. The creative and design process begins with deciding what type of catalog you're doing. Is it a consumer or business to business catalog? Then from there, the types of products and number of products drive many of the decisions around creative and design. Will this be a consumer catalog or a B2B (business to business) catalog? How many products will be in the catalog; how many per page? What kinds of products? How do you want the catalog to be positioned? These are just some of the questions that this section of the tutorial addresses. Use it as a guide and checklist and it will help you on your way to building a successful catalog.
To download visit http://www.dwsassociates.com/marketing-tools/whte-papers-tutorials/tutorials/catalog-marketing-101/
DWS Associates created SalesGen 2020 based on our decades of experience in developing and directing marketing and sales best practices for highly successful marketing and sales organizations. This process increases sales, conversion and retention rates, referrals and other key metrics by leveraging your current resources - in other words, SalesGen 2020 help you sell more while spending less.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Marketing Planning Tutorial
1. MMaarrkkeettiinngg PPllaannnniinngg 110011
WWoorrkksshhoopp
Creating a Winning
Marketing Plan
…The Fundamentals &
More
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2. TTaabbllee ooff CCoonntteennttss
• Overview of Marketing
• Market Planning Process
• Marketing Communications
• Marketing Budgets and Forecasts
• Writing the Marketing Plan
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3. IInnttrroodduuccttiioonn
• "K.I.S.S." ...This program introduces a simplified, straight-forward
approach to the process of developing and
implementing marketing plans.
• It is intended as both an introductory and refresher course for
marketing executives.
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4. WWoorrkksshhoopp OObbjjeeccttiivveess
• To improve your knowledge of the market planning process.
• To give you a set of tools which will help you design,
implement and track your marketing plan.
• To give you a better understanding of marketing
communications and how to use it in supporting your
marketing plan.
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5. WWhhaatt yyoouu wwiillll lleeaarrnn
• How to write an actionable targeted marketing plan.
• How to develop your expenses and sales budgets.
• How to develop your Marketing communications strategy and
Marketing communications mix.
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8. WWhhaatt tthhee pprroossppeecctt iiss tthhiinnkkiinngg……
• You don't know me.
• You don't know my company.
• You don't know my company's
business.
• You don't know my needs and
requirements.
• You don't know where I buy.
• You don't know my buying
process.
• Now -- what was it you wanted to
sell me?
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9. WWhhaatt iiss MMaarrkkeettiinngg??
• Marketing is the sum of all activities involved in the chain of
moving products from the producer to end-user.
• It includes market research, product and positioning strategy,
pricing, packaging, distribution, promotion, sales, etc.
• The purpose of marketing research is to find out who wants or
needs your product and under what conditions will they buy it.
• Then marketing strategy can be formulated to meet the needs
of the target market.
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10. HHooww ddoo ssaalleess aanndd mmaarrkkeettiinngg ddiiffffeerr??
• Marketing is inclusive of sales and deals with the overall
product/service offering - its conception, development,
packaging, positioning, pricing, distribution, and promotion
(including sales) in the market.
• The sales force, working inside the firm or out in the field,
take the product/promotion package and customer information
provided by marketing and actually sell the product, either in
person, via telephone, or the web.
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11. AA mmaarrkkeettiinngg ppllaann ddooeess tthhee ffoolllloowwiinngg
• Evaluates firm mission and vision for relevance/currency.
• Checks firm strengths and weaknesses.
• Checks environmental opportunities and threats.
• Focuses on strategic target markets and their underlying needs.
• Sets sales and marketing objectives for chosen segments.
• Defines strategies, tactics and programs.
• Sets sales and expense budgets.
• Assigns marketing functions, responsibilities, and timelines.
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12. WWhhyy hhaavvee aa mmaarrkkeettiinngg ppllaann??
• A marketing plan provides a stable base from which your company can
enter the competitive marketplace.
• Marketing is expensive requiring a great deal of organization and
coordination of activities for programs to work.
• To facilitate company wide buy-in, participation and support.
• It serves as a benchmark for establishing concrete objectives, strategies and
tactics.
• It’s a record for learning.
• It minimizes surprises…you enter the marketplace with your eyes wide
open.
• It tells everyone where you are going and prevents second guessing and
confusion in the organization
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13. MMaarrkkeettiinngg ssuucccceessss ddeeppeennddss oonn……
• Having more knowledge about your customers and prospects
than your competition.
• Having a well thought out, actionable plan.
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14. WWhhyy hhaavvee aa mmaarrkkeettiinngg ppllaann??
To facilitate execution of strategy by the marketing/sales team in
order to…
– Increase sales from existing customers
– Acquire new customers
– Find new market opportunities
– Add new strategic partners
– Add new sales channels
• Resellers and Representatives
• Value-added Resellers
• Partners and Co-Branding
• Joint Ventures
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17. SStteeppss iinn pprroocceessss
• Step 1 – analyze opportunities and set objectives
– The Four "Ps" -- What do you have to offer, etc. ...
– S.W.O.T.
• Firm’s internal strengths and weaknesses
• Internal and external environmental factors impacting your business
• Industry analysis -- Where's the industry going ...
– Set your marketing objectives.
• Step 2 – define your target market(s)
– Starting point - successful marketing plans begin with market focus.
– Consider many segments, but select your primary target markets.
– The target market defines the market need and product offering.
• Step 3 – set your marketing strategies
– Target market
– Target market needs
– Target market offering
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18. SStteeppss iinn pprroocceessss ((ccoonntt’’dd))
• Step 4 – set your marketing tactics
– What are your going to offer the target market?
– What and how are you going to tell the target market about this offer?
– How are you going to distribute this offer to the target?
– What will be your pricing strategy?
• Step 5 – define your supporting marketing programs
– Programs provide the specifics of implementation
• Step 6 – implementation
– The goal of planning is implementation.
– The key to implementation is management.
– To measure the success of a marketing plan, you need to be able to
control and track the activities and results of those activities.
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21. Foundation ooff mmaarrkkeettiinngg ppllaann
• Market analysis is most difficult to do, but you have to get it right or everything
else falls down.
• You need to be specific and you need to narrow your focus to the audience that will
be more likely to buy from you…note everybody.
• One way to find out who is likely to buy your product is to look at who has bought
from you and your business partners in the past.
• When you're developing a target marketing plan, the question gets down to how
finely do you need to target a given market to be effective and that depends on
revenue potential and whether you can reach and service that market cost
effectively.
• The number of segments you identify is a function of the cost structure of the
company, the commonality of demand in the segments for specific products and
services, and the number of potential customers in each resulting segment.
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22. SSeeggmmeennttiinngg yyoouurr mmaarrkkeett
• Markets can be segmented lots of different ways.
• Differences might be: demographics, psychographics,
life-styles, price-sensitivity, service needs, product
features, etc.
• The questions you have to ask yourself when
developing your plans are:
1) Are the differences identifiable, measurable and a reason
for varying the marketing and promotional mix?
2) Do the segments respond differently to variations in the
marketing/promotional mix?
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23. EExxaammpplleess ooff sseeggmmeennttaattiioonn
• Consumer Markets:
– Age: Under 18, 18 – 24, 25 - 34, etc.
– Sex: Males, females
– Income: Under $25K, $25 – 49K, $50K+, etc.
– Ethnicity: Caucasian, African, Hispanic, Asian, etc.
– Purchase history: triers, non-triers, heavy vs. light users, etc.
• Industrial Markets:
– Product: "PCs, mini computer, main frames..."
– Industry: "Retail, construction, manufacturing..."
– Applications: "Financial, CAD/CAM, Facility operations..."
– Customer: "Accounts, Engineers, IS managers..."
– Geographic: "U.S., Canada, Mexico..."
– Combinations of the above
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24. SSeettttiinngg ttaarrggeett mmaarrkkeettss
• Who are they?
• Where are they?
• Do they have sufficient size?
• What do they need?
• How do they buy?
• Can you reach them with your marketing and sales messages?
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25. MMaarrkkeett aannaallyyssiiss –– kkeeyy ccoommppoonneennttss
• Market segment definition
• Company analysis
• Needs and requirements
• Distribution channels
• Competitive forces
• Communications
• Keys to success
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26. MMaarrkkeett sseeggmmeennttaattiioonn ddeeffiinniittiioonn
• Define the name of the segment.
• Define the universe of potential buyers - market potential.
• Define growth forecast for total potential customers in the
segment.
• Define the average transaction value of sale and/or average
sales per year.
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27. CCoommppaannyy aannaallyyssiiss
• What are your strengths?
• What are your weaknesses?
• What are your company's objectives as they relate to this
target market?
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28. MMaarrkkeett nneeeeddss aanndd rreeqquuiirreemmeennttss
• Why do they need your product or service?
• What is going to make them buy?
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29. DDiissttrriibbuuttiioonn cchhaannnneellss
• Where do the customers go to fill their needs and
requirements?
• What is the channel of distribution for this customer segment?
• How are they different than for other segments?
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30. CCoommppeettiittiivvee ffoorrcceess
• What is the buying process for these customers?
• What are the key decision factors that make them choose one
vendor over another?
• Is it price, service, support, availability, quality, etc.?
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31. CCoommmmuunniiccaattiioonnss
• Where do members of this segment go for information?
• Where do you send messages so that the right customers will
find them?
• How do you create those messages so that they will generate
the right response?
• What kinds of information will be most effective?
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32. KKeeyyss ttoo ssuucccceessss
• Is price more important than features?
• Is ease of installation more important?
• Is ease of conversion and time of conversion most important?
• Is ease of use and learning most important, etc...?
(Remember: You need to determine what factors make the most
difference to success or failure of doing business with this
market segment.)
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34. SSttrraatteeggiieess && TTaaccttiiccss
Strategies Tactics
Strategies
Theoretical
Descriptive
General
Broad
Set of Guidelines
Operational
An Execution
Specific
Detailed
Implementation
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35. DDiiffffeerreennttiiaattiinngg ssttrraatteeggiieess aanndd ttaaccttiiccss
• What is a strategy?
– A marketing strategy is a statement describing the method of how a
marketing objective will be achieved.
– Example: We will grow sales by 5% by expanding the field sales force
from 20 to 25.
• What is a tactic?
– A marketing tactic sets the offer, the marketing message and the way it
should be transmitted.
– Example: We will focus on selling the Widget to existing company
accounts by having field sales reps offer free installation during the 3
month introductory period.
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36. Three mmaajjoorr ccllaasssseess ooff ssttrraatteeggiieess
• Market expansion - more fully penetrate existing market
• Market entry - penetrate new market
• Retrenchment
• Market entry strategy modes:
– Product development - new products, old markets
– Market development - new markets, old products
– Diversification - new product, new markets
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37. EExxaammpplleess
• Strategy:
– Reduce bad debts from 12% to 10% in the coming fiscal year.
– Reduce apparel returns from 20% to 10% in the coming fiscal year.
• Tactic:
– Use credit screening service to prescreen all lists during the coming
fiscal.
– Implement standard sizing practice and chart for all apparel.
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38. MMaarrkkeettiinngg mmaattrriixx
• Now we’re ready to talk
about the 3 components of
the marketing mix:
strategies, tactics, programs.
• Some educators combine
tactics within strategies and
programs become tactics.
• I like to keep them separate
to give you a clearer picture
of what you’re trying to
accomplish.
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39. SSttrraatteeggiieess bbeeggiinn wwiitthh mmaarrkkeett ffooccuuss
• Positioning is an important part of market focus.
• Positioning targets a product for specific market segments.
• The same product can be positioned in many different ways.
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40. PPoossiittiioonniinngg aa pprroodduucctt aannsswweerrss tthheessee
qquueessttiioonnss
• What kind of product is it?
• For whom is the product designed?
• What is the single most important benefit it offers?
• What is its most important competitor?
• How is it different from that competitor?
• What is the customer benefit of that difference?
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41. DDeevveellooppiinngg sseeggmmeenntt ssppeecciiffiicc ssttrraatteeggiieess
• You have defined your target markets focus and those
markets' needs.
• You have defined your overall offer and message.
• You are now ready to produce a statement describing the
method of how a marketing objective will be achieved.
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42. RReemmeemmbbeerr……yyoouu ccaann’’tt bbee aallll tthhiinnggss ttoo
aallll ppeeooppllee
• Focus on selected target markets…not all targets.
• Selected product offerings that appeal to target market needs
• Company strengths - play to your company strengths not
weaknesses
• Strategies that aren't focused won't work.
• Having too many is just as bad as having none.
• Try to keep them to an actionable number (3 - 4).
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43. DDeevveellooppiinngg sseeggmmeenntt ssppeecciiffiicc ssttrraatteeggiieess
• What is the marketing message?
• Align your message with your target's needs.
• How do you send that message to your target market?
• Where are they, what do they read, watch or listen to and how
do they respond?
• How do you convert leads into sales?
• How and where do they buy?
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44. EExxaammppllee:: aa mmaannuuffaaccttuurriinngg ssooffttwwaarree
ddeevveellooppmmeenntt ccoommppaannyy
• Objective
– Increase revenues by 15%.
• Strategy
– Position XYZ as the leading provider of information technology
solutions for the discrete and process manufacturing sectors.
• Tactics
– Broaden product/service line matrix to include ERP solutions for
mfgs.. in the $10 - 50 million revenue range.
– Develop PC based manufacturing solutions for small manufacturers.
• Programs
– Direct marketing campaign promoting solution to target market.
– Attending manufacturing trade shows.
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47. WWhhaatt iiss aa mmaarrkkeettiinngg pprrooggrraamm??
• A marketing program implements tactics.
• A marketing program is an activity with well-defined
responsibilities, deadlines and measurable results.
• A marketing program generally has budgeted expenses tied to
it.
• A marketing program generally has a concrete and
measurable outcome in sales units and value.
(Marketing programs don’t have to be media related. For example, conducting
customer needs assessment training for sales executives is a program.)
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48. KKeeyy ffaaccttoorrss iinnfflluueenncciinngg ddiirreeccttiioonn aanndd
pprroommoottiioonnaall ((MMaarrccoomm)) mmiixx
The mix of promotional activities is determined by seven central
factors:
1. What are you trying to accomplish?
2. The target market analysis
3. The marketing budget
4. What's the competition doing?
5. Product?
6. Media cost?
7. Timing?
(Your market analysis will suggest the best mix to reach the target audience. Your
budget will determine the total amount you can or should be spending on marketing
communications.)
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49. MMaarrkkeettiinngg pprrooggrraamm oobbjjeeccttiivveess
• What are you trying to accomplish?
– Generate sales
– Increase market share
– Improve brand image
– Improve customer relations
– Educate customers
(These are some examples. You have to decide what your objectives are and then you
can gear your communications towards reaching those objectives.)
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50. CCoommppoonneennttss ooff pprroommoottiioonnaall mmiixx
• Advertising
• Sales Force (Personal Selling)
• Sales Promotion (Internal & External)
• Public Relations
• Direct Marketing
• Trade Shows and Exhibitions
(Trade shows, Conferences and Exhibitions are considered part of Sales Promotion by
some marketers and educators, are often broken out into a separate category
because they are a primary tool in B-to-B marketing.)
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51. WWhhaatt iiss aa ccaammppaaiiggnn??
• A promotional program is integrated through a "campaign."
• A "campaign" is a unified, organized group of programs and
promotional messages that have one theme or central idea.
• Within a "campaign," you integrate the use of the various
promotional methods.
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52. AAddvveerrttiissiinngg
• Advertising is the creation and placement of paid messages to
inform potential customers and solicit sales of your product.
• It can be a more long term approach to increasing sales than
direct marketing, sales promotion, or personal selling.
• One-way communication vs. two-way of personal selling.
• It can be effective for wide target markets or narrow niches.
(Remember: The medium(s) you choose depends on creativity, budget, target market,
message, cost and response desired.)
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53. SSaalleess ffoorrccee ((ppeerrssoonnaall sseelllliinngg))
• Still the primary method of generating leads, closing sales and
servicing accounts.
• Face-to-face selling is being supplemented and/or being
replaced by telemarketing.
• Key issues include:
– Sales force training
– Sales force automation
– Provision of selling aids and materials
– Sales force incentives and compensation
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54. SSaalleess pprroommoottiioonn
• Supplements advertising, public relations and personal selling.
• External Objective – Motivate customers to buy now
• Internal Objective - motivate sales force to sell
• Includes: sales contests, premiums, coupons, trading stamps,
videotape presentations, POP displays, sampling, etc.
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56. PPuubblliicc RReellaattiioonnss
• Public relations is what you get others to say about you.
• It involves planting commercially significant news in the
media.
• It is a non-direct message about your company, product,
project or event.
• Because it appears written by others, it has great credibility.
• The goal of PR is to positively influence the marketplace
about your company and products.
• Examples include: sponsoring trade events, speeches, white
papers, newsletters, press releases.
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57. DDiirreecctt MMaarrkkeettiinngg
• Direct marketing uses direct mail or email media to generate
immediate, measurable, trackable results.
• It uses marketing databases to track responses and results at a
customer level.
• By using NAICS codes (formerly SIC), it allows the
placement of messages with highly targeted market segments.
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58. TTrraaddee sshhoowwss,, eevveennttss,, ccoonnffeerreenncceess
• Really a subset of sales promotion
• Still a significantly large part of marketing budgets and still an
effective way to reach your target audience.
• Reasons for participation:
– Connect with key media players and editors
– Evaluate competition
– Talk with customers and prospects
– Sell products
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59. SSaalleess CCoollllaatteerraall
• Written material that represents and explains your product to
potential customers.
• Includes any printed material that helps close a sale: data
sheets brochures, pamphlets, return cards, form letters, etc.
• Big issue here is consistency - all materials should be
integrated to have the same look and feel.
• Examples: white papers, e-Books, brochures, videos, CDs, etc.
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61. AAddvveerrttiissiinngg ddeecciissiioonn pprroocceessss
• Set specific advertising goals
• Determine target audience
• Establish budget
• Develop message
• Select the media type
• Select the specific media vehicles
• Determine media calendar
• Evaluate performance
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62. EElleemmeennttss ttoo ffooccuuss oonn wwhheenn sseelleeccttiinngg
mmeeddiiaa
• Advertising objectives
• Media circulation
• Media costs and budget
• Type of message that you will be conveying
• Timing
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63. TTyyppeess ooff aaddvveerrttiissiinngg
• Broadcast: Radio, TV
• Print: Newspapers, Magazines
• Electronic: E-mail, Banner Ads, SMS Text, etc.
• Supplements, Free Standing Inserts
• Direct Mail
• Coupon Packs, Card Decks
• Directories
• Telemarketing
• Outdoor: Billboards, Kiosks, Transit
(Remember: These are the media mix components. They need to be selected on the
basis of who you are trying to reach, what you are trying to accomplish and how
much you have to do it with.)
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64. TThhee aaddvveerrttiissiinngg ppllaann aannsswweerrss tthheessee
qquueessttiioonnss
• The media plan should be designed to expose your product to
the largest possible segment of your target market in the most
effective, efficient way. Answer these questions when
creating your media plan:
– Who do you want to reach (Right target, Missed anyone)?
– When do you want to reach them?
– Where do you want to reach them?
– How many of them do you want to reach?
– How frequently do you want to reach them?
– What media is best for reaching them?
– At what cost do you want to reach them?
– Are you spending enough in total and for each medium to be effective?
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65. MMeeddiiaa ssttrraatteeggiieess ttoo rreemmeemmbbeerr
• Select media with high specific market penetration.
• Schedule adequate frequency of advertisements to impact
target market.
• Position advertising in or near articles on industry, product
reviews, appropriate editorials, high visibility areas such as
front cover, center spread, above the fold, top of the email
messages, etc.
• Make use of special high-interest issues, programs, websites,
etc.
• Maximize ad life with frequent repetition…monthly, weekly,
daily, in selected media.
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66. MMaarrkkeettiinngg BBuuddggeett
Developing your
expense budget
and revenue
forecast
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67. BBuuddggeett ccoommppoonneennttss
• There are three components to a marketing budget
– Expenses
– Transactions (Closes)
– Revenues
• Each has three tracking components
– Plan
– Actual
– Variance
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68. MMaarrkkeettiinngg bbuuddggeett –– mmoorree tthhaann jjuusstt
aaddvveerrttiissiinngg eexxppeennssee
• Direct selling costs (salaries, commissions, travel,
entertainment)
• Indirect selling costs (training, selling aides, subscriptions,
dues)
• Advertising (print, direct mail, electronic)
• Sales promotion (trade shows, premiums, gifts, incentives)
• Public relations
• Marketing administration
(These are items typically include in the budget, but it is not a complete list.)
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69. SSeevveerraall wwaayyss ttoo bbuuiilldd aa bbuuddggeett
• From programs, work forward to projected leads, closes and
generated revenues.
• From revenues, work backwards to average transaction values,
to closes, to leads and programs to generate them.
(The preferred method is to start with revenues and work backwards. However, the
first method is often used when you have prior experience with expected response
and conversion rates.)
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70. BBuuiillddiinngg bbuuddggeett iiss aa 44--sstteepp pprroocceessss
The process of building a budget follows these steps:
1. Calculate transaction value & transactions
2. Calculate lead generation requirements
3. Determine lead generation tactics
4. Plan programs
(This method of developing budgets works whether you are talking about the entire
budget or a piece of it.)
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71. SStteepp 11:: CCaallccuullaattiinngg ttrraannssaaccttiioonn vvaalluueess
aanndd ttrraannssaaccttiioonnss
• Revenues by product or product category
• Most complicated
• Requires rolling up a product mix and then customer mix
calculation
• Revenues by customer
• Good starting point for developing overall budget especially if
programs and offers are not defined.
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72. SStteepp 22:: CCaallccuullaattiinngg lleeaadd rreeqquuiirreemmeennttss
• Straight forward mathematical calculation
• Start with revenue objectives - work backwards
• Based on inquiry to lead conversion rates
• General B-to-B formula
• Leads, Prospects, Hot Prospects, Closes
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73. SStteepp 33:: DDeetteerrmmiinnee lleeaadd ggeenneerraattiioonn
ttaaccttiiccss
• Where are the leads going to come from?
• Trade shows, Outbound telemarketing, Sales force, Business
partners, Direct response, etc.?
• Existing customers, new customers?
• This is the most important step in the process and the basis on
which you allocate your promotional budget.
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74. SStteepp 44:: DDeetteerrmmiinnee pprrooggrraammss
• What, how, where and when?
• Expenses associated?
• Revenues associated?
(This is the final step in developing the budget and the most detailed level.)
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75. PPuulllliinngg iitt aallll ttooggeetthheerr
The Written
Marketing Plan
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76. YYoouurr mmaarrkkeettiinngg ppllaann sshhoouulldd iinncclluuddee
• Target Market and segment strategies
• Who, how many, where ...
• The message
• The offering
• Segment Tactics
• Where, how, when to send the message
• Ads vs. PR vs. mail, etc. ...
• Specific Programs
• Budgets, milestones, managers, content, media specifics, etc.
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78. EExxeeccuuttiivvee ssuummmmaarryy aanndd oobbjjeeccttiivveess
• Summarize market strategy.
• Include highlights of expense budget and lead and sales
forecasts.
• State quantifiable and measurable marketing objectives.
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79. TTaarrggeett mmaarrkkeett iiddeennttiiffiiccaattiioonn aanndd
aannaayyllssiiss
• Summary
• Market definition and segmentation
• Segment strategy
• Segment analysis
– Demographics
– Needs and requirements
– Distribution channels
– Competitive forces
– Communications
• Keys to success
(Remember: This section is repeated for each identified target market.)
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81. FFiinnaanncciiaall ssuummmmaarryy
• Include summary and detailed analysis of expense budget,
lead generation forecasts and sales forecast.
• By program type
• By product
• By market
• By manager
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82. FFiinnaanncciiaall ssuummmmaarryy ((ccoonntt’’dd))
• Expenses
– Explain why the budget falls into different types of expenditures.
Which are most important, and why.
– Explain why and how the budget is allocated to the different product
lines. Make sure it matches your strategic focus.
– Show how budget allocations follow your strategy emphasis in certain
market segments. Do you have strategic alignment?
– Explain how the budget is managed and by whom.
• Revenues
– Use introductory paragraph to summarize the key elements of the sales
forecast. Highlight the products, markets, or managers expected to
produce highest sales or highest sales growth.
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83. OOrrggaanniizzaattiioonnaall ppllaann
• Cover organizational structure required to meet objectives.
• Identify personnel and training requirements.
• Cover related expense budgets and sales quotas.
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84. CCrriittiiccaall iissssuueess
• Discuss critical issues which have a direct impact on achieving
the objectives in the plan.
• List action points.
• Summarizes any risks.
• Request additional resources.
• Summarize conclusions.
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85. KKeeyyss ttoo aa bbeetttteerr mmaarrkkeettiinngg ppllaann
• Should be practical, concrete.
• Contain concrete programs with measurable objectives.
• Should assign tasks to people or departments with milestones
and deadlines for tracking implementation.
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87. TThhee ggooaall ooff ppllaannnniinngg iiss iimmpplleemmeennttaattiioonn
• A plan is as good as implementation.
• Most important element in implementing a plan is following
up on it's built-in steps.
• Following up and tracking plan vs. actual results is crucial to
the success.
• Another essential element is having all marketing activities or
tools responsibilities clearly assigned.
• A useful marketing plan must be a live plan.
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• Keys to implementation
– Is the plan simple?
– Is the plan specific?
– Is the plan realistic?
– Is the plan complete?
• Key factors that will determine the level of implementation
– Realism
– Ownership
– Tracking and follow-through
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• At the top of the pyramid are the marketing objectives.
• Next are the strategies, which include: markets, needs,
offering, etc.
• Then come the tactics, which include: messages, media,
channels, etc.
• And finally come the programs, which include: advertising,
direct mail, brochures, displays, seminars, trade shows,
promotions, press releases, etc.
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92. TTaaccttiiccss aanndd pprrooggrraammss ccaann ssuuppppoorrtt
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(Remember: Tactics and programs can support the marketing
strategies for more than one target market segment.
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• The target market defines the market need and product or service offering.
• Focus on markets and niches:
– Marketing strategies need to focus on market segments and niches within those
segments, not products.
• Strategy:
– A well-implemented, mediocre strategy is better than a brilliant strategy not
implemented.
• Implementation:
– A plan won't be implemented unless specific responsibilities are assigned to
specific people...
– Milestones are established and agreed upon...
– And the people responsible know that someone will follow-up to check on
results.
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94. SSuummmmaarryy:: wwhhaatt wwee hhaavvee ccoovveerreedd
• Marketing as a Concept
• The Market Planning Process
• The Role of Marketing Communications
• Developing Marketing Budgets and Forecasts
• Format of the Marketing Plan
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A marketing plan provides a stable base from which your company can enter the competitive marketplace. Effective marketing is a key to running a successful business and consistency, clarity and goal orientation in your marketing activities are very important.
Marketing is one of the most expensive and complicated components of business. Most marketing activities, programs once set in motion are hard to stop or turnaround. There needs to be a great deal of organization and coordination of activities for programs to work. Example: advertisement with 800 number where the people answering the phone don't know anything about the advertisement.
Company wide buy-in, participation and support - with a plan everyone who is involved indirectly or directly in the marketing process knows their role. E.g. - if you want the product people to buy-in, show them the numbers you are expecting to move of their product. Also tells them what they have to do.
A comprehensive marketing plan serves as a benchmark for your company by establishing concrete objectives, strategies and tactics.
It minimizes surprises...you enter the marketplace with your eyes wide open to possibilities and problems.
Probably most important, it tells everyone where you are going and it prevents second guessing and confusion on the part of supporting departments and outside vendors -- i.e. ad agencies, etc.
It means understanding ...
The people who make up your target market(s).
Their needs - products, services and buying preferences.
Where, when and how to reach them with your marketing messages.
Market analysis is the foundation of the marketing plan.
This is perhaps the most difficult thing for any business to do. You have to get this right or everything else falls down from here including your promotional plan.
You need to be specific and you need to narrow your focus to the audience you are trying to sell. Sure everyone might need your products or services, but certain groups will be more likely to buy them.
One way to find out who is likely to buy your product is to look at who has bought it in the past. This applies not only to your products, but your business partner’s products and services as well.
When you're developing a target marketing plan, the question gets down to how finely do you need to target a given market to be effective. The answer depends on revenue potential and whether you can reach and service that market cost effectively.
The number of segments identified in a market is a function of the cost structure of the company, the commonality of demand in the segments for specific products and services, and the number of potential customers in each resulting segment.
Markets can be segmented lots of different ways.
Differences might be: price-sensitivity, service needs, product features, etc.
The questions you have to ask yourself when developing your plans are:
1) Are the differences identifiable, measurable and a reason for varying the marketing and promotional mix?
2) Do the segments respond differently to variations in the marketing/promotional mix?
To develop effective tactics to reach a group of customers, you need to as much as possible about them.
What factors make the most difference to success or failure of doing business with this market segment?
Example:
Strategy:Reduce bad debts from 12% to 10% in the coming fiscal year.
Reduce apparel returns from 20% to 10% in the coming fiscal year.
Tactic:Use credit screening service to prescreen all lists during the coming fiscal.
Implement standard sizing practice and chart for all apparel.
Very important that we not get these confused.
Three major classes of strategies:
Market expansion - more fully penetrate existing market
Market entry - penetrate new market
Retrenchment
Market entry strategy modes:
Product development - new products, old markets
Market development - new markets, old products
Diversification - new product, new markets
We've now discussed market analysis and segmentation and are ready to move on to talking about developing the three components of the marketing matrix; strategies, tactics and programs.
Some marketing educators and professional combine tactics within the strategy and programs therefore become their tactics. I like to keep them separate because it gives you a clearer picture of what you are trying to accomplish.
Developing strategies is the most creative, innovative phase of planning.
We've now discussed market analysis and segmentation and are ready to move on to talking about developing the three components of the marketing matrix; strategies, tactics and programs.
Some marketing educators and professional combine tactics within the strategy and programs therefore become their tactics. I like to keep them separate because it gives you a clearer picture of what you are trying to accomplish.
Programs don't have to be media related. For example, customer needs assessment training for sales executives is a program.
The mix of promotional activities that you use is determined by seven central factors.
Your market analysis will suggest the best mix of marketing communications tools to reach the target market.
Your budget will determine the total amount you can or should spend on marketing communications.
These are just some examples.
You have to decide what your objectives are and then you can gear your communications towards reaching those objectives.
Trade shows, considered part of Sales Promotion by some marketers and educators, are often broken out into a separate category because they are a primary tool in B-to-B marketing.
The medium(s) you choose depends on creativity, budget, target market, message, cost and response desired.
These are the media mix components. They need to be selected on the basis of who you are trying to reach, what you are trying to accomplish and how much you have to do it with.
The media plan should be designed to expose your product to the largest possible segment of your target market in the most effective, efficient way.
You should answer these questions when creating your media plan:
Whom do you want to reach?
Is this the right target?
Have you missed anyone?
When do you want to reach them?
Where do you want to reach them?
How many do you need to reach?
How frequently do you need to reach them.?
What media provide the best environments and conditions under which to reach the prospects?
At what cost do you reach the prospects?
Are you spending enough in total and for each medium to be most effective?
Are you considering your competitions' activity in the various media?
These are items typically included in the budget, but it is not a complete list.
The preferred method is to start with revenues and work backwards. However, the first method is often used when you have prior experience with expected response and conversion rates.
The process of building a budget follows these steps:
Determine average transaction value on a customer or product basis. Calculate the net number of transactions required to hit your revenue target.
Calculate the net number of leads required to hit your closings target.
Select channels based on your lead generation requirements. We're talking where the leads come from, not where the sales occur.
Select programs to generate leads based on channel requirements.
This method of developing budgets works whether you are talking about the entire budget or a piece of it.
This is the final step in developing the budget and the most detailed level.
This section is repeated for each identified target market.
Financial Summary - Expenses and Revenues
Includes tables and charts from marketing plan spreadsheets.
Expenses
Explain why the budget falls into different types of expenditures. Which are most important, and why.
Explain why and how the budget is allocated to the different product lines. Make sure it matches your strategic focus.
Show how budget allocation follows your strategy emphasis in certain market segments. Do you have strategic alignment?
Explain how the budget is managed and by whom.
Revenues
Use introductory paragraph to summarize the key elements of the sales forecast. Highlight the products, markets, or managers expected to produce highest sales or highest sales growth.
At the top of the pyramid are the marketing objectives.
Next are the strategies, which include: markets, needs, offering, etc.
Then come the tactics, which include: messages, media, channels, etc.
And finally come the programs, which include: advertising, direct mail, brochures, displays,
seminars, trade shows, promotions, press releases, etc.
Tactics and programs can support the marketing strategies for more than one target market segment.