The document discusses marketing planning methodology. It begins by introducing difficulties with traditional marketing planning approaches from the 1990s and 2000s, such as inadequate information, lack of understanding of customers, and resistance to change. It then introduces a 10-step marketing planning method that focuses on choosing a goal, strategic issues, and activities. The method emphasizes focus, making implicit criteria explicit, and creating involvement. It provides examples of how to define a SMART goal and conduct a SWOT analysis by identifying opportunities, threats, strengths and weaknesses. The document concludes by explaining how to prioritize these factors by having team members assign points to select the most relevant elements.

1. Marketingplanning
“The art of making choices”
Delft, February 17, 2010
Michael Hompes

2. Introduction
Michael Hompes
• Social Psychology (Uva Amsterdam)
• Organisation & Mngmt Studies (Sydney, Australia)
• Consultant at Scenter
Topics during class:
-Marketingplanning: a methodology explained
– Developed and used by Scenter Consultancy
-Cases, wrapup + assignment (Sicco Santema)

3. To start off
Turn to your neighbour and discuss:
Have you ever written a marketingplan?
If yes, what was difficult?
If no, what do you think the difficulties are?

4. Marketingplanning difficulties (1990‟s)
• Lack of chief executive support
• No plan for the planning activity
• Line management hostility
• Lack of support, resources and skills
• Confusion over technology, jargon and procedures
• An emphasis on too much detail in a rigid one year planning ritual
• Separation of planning from other functional areas in the business
• Failure to relate marketing planning to corporate planning
• The delegation of marketing planning to planners
• Lack of knowledge and marketing skills
• Confusion between the planning process and its outputs
• Planning for planning‟s sake
Source: McDonald, 1992

5. Marketingplanning difficulties (2000‟s)
• Inadequate information
• Senior managers lacking business skills
• Management‟s failure to see the whole picture
• Lack of understanding of customers
• Individual manager‟s empire building
• Top-down approach to planning
• Time to conduct planning activities
• Poor involvement of functions/teams
• Current apparent business success/arrogance
• Lack of enthusiasm amongst non-marketers
• Staff: lack of and turnover
• Resistance to change
Source: Simkin,2000

6. Introducing the method
• 10 experiences or lessons
• Principles of the method
• The method
– Choosing the Goal
– Choosing the Strategic Issues
– Choosing the Activities

7. 10 experiences / lessons (1)
• Plans without focus will fail
– Where is the plan going?
– What is the key-message / strategy?
• Focus on strengths
• 360° views: diverge and converge
• Moving forwards and backwards
• Create involvement

8. 10 experiences / lessons (2)
• Combine intuition en logic
• Make implicite criteria explicit
• Plans without a leader will fail
• Put the execution / implementation on
the daily agenda
• Use the learning potential of your
organization

9. Outline of a marketing plan
Goal (within scope)
SWOT analysis
Strategic Strategic Strategic Strategic
Issue # 1 Issue # 2 Issue # 3 Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions Actions Actions Actions
belonging belonging belonging belonging
to project to project to project to project
#1 #2 #3 #4
But what happens most of the times......?

10. Choosing the scope
Organization
Business unit
Productgroup / marketsegment
Product / account
Product / market
combination

11. Example of Scope
Philips
Philips medical systems
Philips medical systems
Netherlands
Philips medical systems
Netherlands – product x
Philips medical
systems
Netherlands –
product x –
hospital x

12. My point
• Focus!
• Make sure the SWOT is within the context of your
scope

13. Outline of a marketing plan
Goal (within scope)
SWOT analysis
Strategic Strategic Strategic Strategic
Issue # 1 Issue # 2 Issue # 3 Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions Actions Actions Actions
belonging belonging belonging belonging
to project to project to project to project
#1 #2 #3 #4
But what happens most of the times......?

14. Defining a SMART Goal
S pecific
M easurable
A mbitious / A ttainable
R ealistic
T ime-bound

15. SMART?
• Realizing a growth in turnover of 10%
Same, but different formulation:
• Selling 50 machines with a total turnover of € 60 mln in
2008

16. Goals: examples
• Realizing a growth in turnover of 20% within 1
year for product type A in the business segment
of the market
• Bringing in 15 new customers in the business
segment of the market within 1 year
• Realizing a turnover of € 500.000 from customer
X

17. Outline of a marketing plan
Goal (within scope)
SWOT analysis
Strategic Strategic Strategic Strategic
Issue # 1 Issue # 2 Issue # 3 Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions Actions Actions Actions
belonging belonging belonging belonging
to project to project to project to project
#1 #2 #3 #4
But what happens most of the times......?

18. SWOT
S trenghts
S&W = internal
W eaknesses
O pportunities
O&T = external
T hreats
That looks easy!

19. # elements in the SWOT source: Hill & Westbrook, 1997

20. Step 1:
Identifying Opportunities & Threats
• Making a list of (minimal) 15 Opportunities and
15 Threats
– Within your scope!!!
• External Analysis = what is happening outside!
– That looks easy……(but most of the time isn‟t….)

21. Summary of analysis
Opportunities Threats
1 1
2 2
3 3
Strengths Weaknesses
1 1
2 2
3 3

22. Opportunities
Correctly formulated Incorrectly formulated
opportunities opportunities
Rise in consumer If we advertise more, the
expenditures consumer expenditures will
rise
New market segments Targeting new market
entering the market segments
Segment A has a need for Offer customized products
customized products to segment A.
There is a customer need for….
In the market ….
Do not start sentence with „we‟….

23. Opportunities or options / actions?
From an actual case mentioned opportunities:
• Growing market and customer demand for added value products.
• Strengthening market share world-wide.
• Further roll-out in Asia and USA.
• Products developing better than plan.
• Entering new categories

24. Opportunities & Threats (in summary)
Which opportunities are really relevant?
• Which will certainly occur?
• And have big impact?
• Which are relevant within the scope of our plan?
• Which are specific / concrete?
Which threats are really relevant?
• Which will certainly occur?
• And have big impact?
• Which are relevant within the scope of our plan?
• Which are specific / concrete?

25. Strenghts & Weaknesses
• Internal!
– “we are……”
– “we have…..”
Example:
• A “7” for math
– A 8 for history
– Which is the strength?
•Strengths: things we are better in than our competitors!
•Weaknesses: things we are worse in than our competitors!
•Everything is relative!!!!

26. Criteria of Strenghts
• What are real strengths?
• Is the resource…
• Superior to the competition?
• Important?
• Non-copiable / non-imitable
• Applicable
• Immobile

27. Examples of Strengths?
• Brand awareness
• Quality
• Innovation power
• Variation within portfolio
• Global A brand
• Market share

28. Let‟s make some choices!
• Using the 10 point method to go from longlist to shortlist
• Each member has 10 points to give to:
– The opportunities
– The threats
– The strengths
– The weaknesses
• Eg. Opportunity #1: 5 points, Opportunity #4: 2 points,
Opportunity #6: 2 poins and Opportunity #9: 1 point
• It‟s about making choices transparant!

29. This is how it works
T e a m m e m b e r1 T e a m m e m b e r2 T e a m m e m b e r3 T e a m m e m b e r4 T e a m m e m b e r5 T o ta l
O p p o rtu n ity 1
O p p o rtu n ity 2 4 3 2 2 3 14
O p p o rtu n ity 3 2 3 2 2 9
O p p o rtu n ity 4 2 2
O p p o rtu n ity 5 0
O p p o rtu n ity 6 1 1
O p p o rtu n ity 7 2 1 3 2 8
O p p o rtu n ity 8 1 1
O p p o rtu n ity 9 1 1 2
O p p o rtu n ity 10 0
O p p o rtu n ity 11 1 1 2 2 2 8
O p p o rtu n ity 12 1 1 2
O p p o rtu n ity 13 0
O p p o rtu n ity 14 1 1 1 3
O p p o rtu n ity 15 0
T o ta l 10 10 10 10 10 50

30. Objectivity by multisubjectivity
• It is not about the numbers!
• We use the numbers to identify
– Which things we agree upon
• Agree that it is important
• Agree that it is not important
– Which things we disagree upon
• Only focus on elements were there is a need for discussion!!
• You can adjust your score!

31. Role of the facilitator
• Make sure every team member scores
individually
• Adding all individual scores on a flip chart
• Lead the discussion (or: watch how a team
member leads the discussion....)

32. Outline of a marketing plan
Goal
SWOT analysis
Strategic Strategic Strategic Strategic
Issue # 1 Issue # 2 Issue # 3 Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions Actions Actions Actions
belonging belonging belonging belonging
to project to project to project to project
#1 #2 #3 #4
But what happens most of the times......?

33. Reacting 1-dimensionally
S1
Strenghts
S2 Use strengths
S3
Intern
W1
Weaknesses
W2 Enhance weaknesses
W3

34. Reacting 1-dimensionally
Opportunities Extern Threats
O1 O2 O3 T1 T2 B3
Grabbing Ward off
opportunities Threats

35. The confrontation matrix
Opportunities External Threats
O1 O2 O3 T1 T2 T3
S1
Strengths
S2 Attack Defend
S3
Internal
W1
Weaknesses
W2 Enhance Turn Around
W3

36. SWOT CommDesign
Strong resources Weak resources
Part of international chain Creating staff leaving firm
Experience in entertainment Market differentiation
industry
Full service approach Management capabilities
Opportunities Threats
Government more interested in Customers becoming more
design critical
Customers want more integrated Entertainment industry is
approach pricesensitive
Internationalization customers Rise of the internet

37. Confrontation matrix
Opportunities Threats
Government Customers want Internationalization Customers Entertainment Rise of the
more interested more integrated customers becoming more industry is internet
in design approach critical pricesensitive
Part of international chain
Experience in
strenghts
entertainment industry
Full service approach
market differentiation
weaknesses Management capabilities
Creating staff leaving the
firm

38. Confrontation matrix (2)
Opportunities Threats
Government Customers want Internationalization Customers Entertainment Rise of the
more interested more integrated customers becoming more industry is internet
in design approach critical pricesensitive
Part of international chain 5 1 6
Experience in
Strenghts
entertainment industry 3 5 8
Full service approach 1 5 3 3 3 15
market differentiation 5 3 1 5 14
Weaknesses Management capabilities 3 5 8
Creating staff leaving the
firm 1 1 1 3
9 9 9 9 9 9

39. External
Opportunities Threats
Government Customers believe Internationalization Customers Entertainment Internet becoming
more a more integral of customers are becoming industry is more relevant
interested in approach is more critical price sensitive
design necessary
Strenghts
Part of an international 0000 0035 5555 1000 0330 0000
chain 0 0
8 20 1 6
Experience in the 0031 0000 0003
3030
5555 0000
entertainment industry 0 0
4 3 6 20
Internal
1300 5553 3330
Full concept approach 0500 3003 3 155
4 18 9 5 6 14
5553 3300 1011
No market differentiation 5313 0010 0301
Weaknesses
18 6 3 12 1 4
3105 0101 0000 5533
Management capabilities 0100 0101
9 2 1 2 0 16
0010 1010 0000 1101 1010
0055
Creative staff leaving 0
the firm 1 1 10 3 2

40. Directions of options
Opportunities External Threats
O1 O2 O3 T1 T2 T3
S1
Strengths
S2 Attack Defend
S3
Internal
W1
Weaknesses
W2 Enhance Turnaround
W3

41. Choosing and defining
strategic issues
• How can I use my… (strength) to take
advantage of …. (an opportunity)
• How can I use my … (strength) to ward
off ….. (a threat)
• How can I enhance…. (a weakness) to
take advantage of …. (an opportunity)
• How can I enhance…. (a weakness) to
ward off ….. (a threat)

42. Example:
Strategic issues CommDesign
How can we use the fact that we are a part of an
international chain to take advantage of the
internationalization of customers? (attack)
How can we use our full concept approach to take
advantage of the fact that customers believe a
more integral approach is necessary? (attack)
How can we use our experience in the
entertainment industry to ward off the price
sensitiveness of the entertainment industry
(defend)

43. Outline of a marketing plan
Goal
SWOT analysis
Strategic Strategic Strategic Strategic
Issue # 1 Issue # 2 Issue # 3 Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions Actions Actions Actions
belonging belonging belonging belonging
to project to project to project to project
#1 #2 #3 #4
But what happens most of the times......?

44. Choosing the Projects and Activities
• Generating options
• Choosing (decision-making) criteria
• Choosing projects
• Choosing Activities

45. Generating options
Challenge:How can we lower the initial price to ward off
the fact that customers are price sensitive?
We can……
• Lower the initial price
• Lease the product to the customer
• Raise the price, but offer free service
• Offer telemetric maintenance
• Provide loans
• Introduce pay per bit
• Offer guarantees
• Tempt innovating companies with a low price

46. Criteria and norms
Criteria Norms
Angles
Suitability does it fit the yes
Challenge?
Finance ROI 15%
Turnover > + $ 200.000
Costs < 50.000
New business # new customers > 5 per year
Customer score in survey average score 8
satisfaction
Creativity # nominations > 4 per year
# new ideas > 15 per year
Organization realizable < 2 years results
implementation < 8 months
time implemented

47. Activity plan
w ie W anneer
(m a a n d )
1 2 3 4 5 6 7 8 9 1 1 1
0 1 2
V o o rb e re id in g
le a s e k e n n is a a n tre k k e n N B D m anager
e rv a re n N B D m anager
s tu d e n t N B D m anager
In le z e n p ro je c tte a m P ro je c tte a m
C o n c e p t o v e rle g g e n m e t P ro je c tte a m
in s ta lla te u rs
B e re k e n e n le a s e k o s te n P ro je c tte a m
a fs c h rijv in g P ro je c tte a m
in s ta lla tie k o s te n P ro je c tte a m
s e rv ic e k o s te n e tc . P ro je c tte a m
B e p a le n le a s e "p ro d u c te n " P ro je c tte a m
C o n c e p t te s te n b ij in n o v a tie v e P ro je c tte a m +
k la n te n AM
C o n c e p te n a a n p a s s e n n a P ro je c tte a m
c o n c e p tte s t
O p s te lle n c o m m u n ic a tie m ix P ro je c tte a m +
PR
E n k e le a c c o u n tm a n a g e r o p le id e n P ro je c tte a m +
AM
U itv o e rin g
S e le c te re n p o te n tie le k la n te n P ro je c tte a m +
AM
P ro m o te n c o n c e p t b ij p o te n tie le P ro je c tte a m +
k la n te n AM
P ro m o te n c o n c e p t b ij P ro je c tte a m +
e n g in e e rb u re a u s AM
V e rk o o p c o n c e p te n AM
M o n ito rin g S tu u rg ro e p

48. Assignment: marketingplanning
Describe how you would market/sell your product/service,
using the marketingplanning methodology
see also www.marketingplanning.com
• A (SMART) goal
• SWOT longlist
• SWOT selection
• Confrontation matrix & selected strategic issues
• Criteria for selecting options
• Per strategic issue
• Option
• Evaluation against criteria
• Selected project
• Actions

49. Journal of Business & Industrial Marketing
http://web.ebscohost.com/ehost/detail?vid=1&hid=21&sid=3db41a53
-2cae-49bb-ae37-a127ac615396%40sessionmgr2
Journal of Supply Chain Management
http://www.blackwell-synergy.com/loi/jscm
Journal of Purchasing and Supply Management
http://www.sciencedirect.com/science//journal/14784092
Customer Relationship Management
http://web.ebscohost.com/ehost/detail?vid=1&hid=114&sid=a89d2e6
c-389e-403a-a5e3-139f5f54127a%40sessionmgr109
Industrial Marketing Management
http://www.sciencedirect.com/science//journal/00198501
Journal of Personal Selling & Sales Management
http://web.ebscohost.com/ehost/detail?vid=1&hid=103&sid=7319428
e-9a8f-43a4-b4b3-efa4ee11a009%40sessionmgr103