This document contains a strategic marketing plan for an unnamed company. It includes an analysis of internal and external data sources to evaluate the company's performance and market opportunities. It also outlines objectives to expand into a new target market segment and increase sales and customer loyalty. Marketing tactics are proposed, including customized products, promotions, and customer relationship programs. Metrics are defined to monitor progress towards the objectives.

1. MKT/574 v1
Strategic Marketing Plan
MKT/574 v1
Page 6 of 6
Complete Part B of the Strategic Marketing Plan.
MKT/574
Professor Brent Duncan
17 Oct 2021
Complete Part B of the Strategic Marketing Plan.Part B:
Marketing Data Analysis
Internal Data

2. Evaluate internal sources of information available to you inside
the organization and what information you will receive from
each source. Identify 3-6 sources of internal data. Insert or
remove rows as needed.
Source
What it Measures
Data
Potential Usage
Data derived from sales.
Weekly sales figures at retail establishments.
Sales at retail establishments are expressed in US dollars.
The information will be used to determine trends and budgets
for the future.
Number of Clients.
The number of consumers that visit each shop every week.
A comparison of the number of consumers that came in each
week and the number of goods they purchased.
This information will be used to identify the busiest days of the
week when the most significant number of goods will be sold.
A satisfaction survey of customers.
How many consumers are overall pleased with their purchase?
Customers that participate in a survey will be able to give us
information about their purchasing experience.
This information will help assess both success and possibilities
in the future.
Budgeting
The total amount of money spent.
The total amount spent on buying goods, marketing, utilities,
and other expenses.
The data will assist in calculating the appropriate amount of
money to spend to maximize the likelihood of a positive return
on investment.
Compensation
The amount of money spent on the wages of workers.
Money spent on compensating workers for staffing and
performing duties on a project.

3. This information will assist in evaluating whether or not the
business is using rightsizing in conjunction with the appropriate
workforce for the job.
Secondary Data
Evaluate secondary data sources and the specific information
you need from each source. Insert or remove rows as needed.
Source
What it Measures
Data
Potential Usage
Demographic data obtained via a census.
Age and gender distributions among different types of shoppers.
Provides information on the different types of consumers as
well as their ages.
The information will help determine the most appropriate client
to market products to.
An item's sales data and analytics
Technologies used to manage, analyze, and evaluate sales data
will be developed.
Data on particular products and sales that have been targeted.
The data will be used to determine the viability and future of
the item.
Polling results in information about product sales outside of the
company.
A contrast of the sales of goods with those of other merchants.
Market share and revenues of businesses in a specific
geographic region.
This data will determine where the company stands concerning
its competitors (Scarisbrick‐ Hauser, 2007).
USDA
It assists in keeping track of supplements and their sales.
Statistical information on the sales of supplements supplied by
other businesses.
The data will aid in the identification of competitors and the

4. expansion of the brand portfolio.
Primary Data
Evaluate primary data needs to create and evaluate the
marketing plan. Insert or remove rows as needed.
Source
What it Measures
Data
Potential Usage
Discussions in small groups with a specific focus.
Concerns regarding product preferences, dislikes of products,
and store design.
Insider information about product preferences, dislikes, and
shop layouts were gleaned from insiders.
Data will assist the business in its search for new possibilities
and marketing successes (Hallikainen et al., 2020).
Convenience store polls
What customers want and don't want.
Qualitative.
It helps in deciding what things should be included in marketing
advertisements.
On-site sampling was done at several events.
Feedback on new items is solicited.
Feedback on individual goods, particularly new ones, is
welcome.
It assists in determining what modifications should be made to
the goods and which products are excellent and poor
alternatives (Hallikainen et al., 2020).
Surveys are carried out online.
Clients' comments and suggestions.
Please provide feedback on which goods and marketing methods
are most effective.
Customers' comments on their shopping experience and product

5. use will be used to keep them digitally connected with the
business, and the data will assist in doing so (Hallikainen et al.,
2020).
Customer Relationship Management
Establish customer touchpoints and develop appropriate CRM
events for customer acquisition, retention, and profitability.
Insert or remove rows as needed.
CRM Touchpoint
Purpose & CRM Objective
Data
Potential Data Usage
Loyalty cards are used to reward customers (Gold, platinum,
premium).
To collect information on clients, such as their name, age, and
address, among other things (Kim & Kim, 2009).
Customers' shopping habits, as well as their email and postal
addresses, are recorded.
It aids in identifying loyal consumers who often shop and the
specific retail location from which they will make their
purchases (Pradhan, 2019).
Online websites.
To assist customers in shopping online and receiving coupons.
When consumers buy online, they may take advantage of
coupons that they can download and purchasing trends.
This will aid in identifying the coupons that are often
downloaded, which will assist in identifying the purchases that
the users will make (Pradhan, 2019).
Reviews and ratings on social media are becoming more
common.
To increase the number of consumers and boost their loyalty to
the goods (Kim & Kim, 2009).
Individuals' likes and dislikes, product preferences, and least
liked products are all recorded by customers.
The information will assist in deciding which goods must be

6. offered and which products must be removed from product li nes
(Pradhan, 2019).
References
Hallikainen, H., Savimäki, E., & Laukkanen, T. (2020).
Fostering B2B sales with customer big data analytics. Industrial
Marketing Management, 86, 90–98.
https://doi.org/10.1016/j.indmarman.2019.12.005
Kim, H. S., & Kim, Y. G. (2009). A CRM performance
measurement framework: Its development process and
application. Industrial Marketing Management, 38(4), 477–489.
https://doi.org/10.1016/j.indmarman.2008.04.008
Pradhan, S. K. (2019). Big Data, Analytics and Paradigm Shift
in Marketing & Sales. The Management Accountant Journal,
54(5), 26. https://doi.org/10.33516/maj.v54i5.26-30p
Scarisbrick‐ Hauser, A. (2007). Data analysis and profiling.
Direct Marketing: An International Journal, 1(2), 114–116.
https://doi.org/10.1108/17505930710756860
Copyright 2020 by University of Phoenix. All rights reserved.
Copyright 2020 by University of Phoenix. All rights reserved.
MKT/574 v1
Strategic Marketing Plan
MKT/574 v1
Page 2 of 2
Strategic Marketing PlanPart A: Environmental Analysis and
SWOT Analysis
(Due in Wk 2)
Company Description

7. Describe the company you are designing the plan for. Include:
· Mission Statement
· Vision Statement
· Product line description
· Company information, such as the size of the company
Environmental Analysis
Analyze the forces that affect the company and marketing
efforts. Competitive Forces
Analyze the company’s key competitors. You may choose to use
a BCG Matrix or attribute checklist to compare your company
against its competitors. Describe any strategic moves the
competition has recently made. Estimate your market share.
Identify key competitive advantages against your
competitors.Economic Forces
Analyze the economic environment in the areas affecting your
business. Consider differences within your industry and the
economic impact on suppliers.Political Forces
Analyze relevant political forces. Examples may include an
election year or a law to drastically reduce or eliminate plastic
waste in your county.Legal, Regulatory, and Ethical Issues
Analyze the legal, regulatory, and ethical issues that may affect
your business. Considerations may include local laws such as a
ban on the use of plastic bags, the ability to post billboards, or a
possible increased regulation on direct mail.Technological
Forces
Analyze whether your company will be affected by emerging
technologies or trends in hardware and software
industriesSocial Forces
Analyze social trends and how they may affect your business.
Considerations may include if your business will be affected by
demographic trends, a growing dependence on computers, or
whether interest in your product might be affected by growing
preferences in the way things are done or changing social
values.

8. Current Target Markets
Define the company’s current target markets. Describe the
demographic, geographic, psychographic, and product usage of
these targets.
Review Current Marketing
Review the company’s current marketing tactics. Consider how
people find out about the product, how they get information
about the product or service, what might be involved in the
buying process, and what money is available for marketing. If
your company is a start-up, describe your competitors’ current
marketing.
SWOT Analysis
Assess your company’s strengths, weaknesses, threats,
opportunities, and then evaluate how to address these in your
marketing plan. Strengths
Assess your company’s competitive advantage. Consider core
competencies, assets, location, practices, etc. that are distinct in
the way the organization meets the needs of its
customers.Weaknesses
Assess what limits the company may have in its current
marketing strategy. Consider if there is a company weakness
that needs to be addressed through Public Relations or
Marketing.Opportunities
Assess the opportunities you see based on trends or
environmental conditions.Threats
Assess the threats or limitations that may interfere with the
company’s ability to meet its objectives or interfere with
marketing plans. Strengths to Opportunities & Converting
Weaknesses and Threats
Convert weaknesses and threats to strengths, then strengths to
opportunities in the marketing plan. Consider the implications
for addressing supplier relationships, implementing new
technologies, or changing the product line or addressing new
markets.

9. Marketing Objectives
Establish marketing objectives based on the results from the
SWOT analysis. Marketing objectives must align with corporate
objectives, modified by the company’s resources. Objectives
should include a date for the completion of the objective and the
way in which success will be measured. For example: The
company will expand its marketing efforts to include a new
market segment of 21- to 29-year-olds. This will entail the
development of a customized product by June 2020 that will
address the specific psychographic and technological needs of
this age group. This strategy is expected to attain a 20% growth
in overall sales by January 2020. Customer loyalty (willingness
to recommend the product) will increase by 30%.Part B:
Marketing Data Analysis
(Due in Wk 4)
Internal Data
Evaluate internal sources of information available to you inside
the organization and what information you will receive from
each source. Identify 3-6 sources of internal data. Insert or
remove rows as needed.
Source
What it Measures
Data
Potential Usage
Example: Sales data
Monthly sales by specific product
Average sales that month in US dollars for each of 10 products.
Data can be segmented by business and consumer markets.
Can be used for trend analysis, projections, and to measure
effectiveness of promotions.

10. Secondary Data
Evaluate secondary data sources and the specific information
you need from each source. Insert or remove rows as needed.
Source
What it Measures
Data
Potential Usage
Example: retail store analytics
Dollar value of sales by quarter by major product categories
Total sales of major players
Market Share Analysis
Seasonal patterns

11. Primary Data
Evaluate primary data needs to create and evaluate the
marketing plan. Insert or remove rows as needed.
Source
What it Measures
Data
Potential Usage
Example: Focus group
Product usage, motives, identify group level satisfaction,
decision process, etc.

12. Qualitative
Identify different reactions of market segments to product.
Identify marketing opportunities, product/service flaws and
opportunities
Customer Relationship Management
Establish customer touchpoints and develop appropriate CRM
events for customer acquisition, retention, and profitability.
Insert or remove rows as needed.
CRM Touchpoint
Purpose & CRM Objective

13. Data
Potential Data Usage
Example: Customer profile information on website
Starts the account for visitors: name, geography, email address
(Customer acquisition)
Presale: geographic location; customer id, source of reference
Email address
Post sales: address, product purchased, quantity, price.
Track new and returning customer counts, total period
purchases by customer ID, geographic sales data. Can be used
for loyalty rewards, retention, and targeted marketing.

14. Part C: Market Strategy, Marketing Channels, Implementation,
and Monitoring
(Due in Wk 6)
New Target Markets
Determine any new markets for your strategy and describe how
you will provide value to each target market.
Marketing Mix for New Target Markets
Determine adaptions for each new target market.
· Products
· Price
· Distribution
· Traditional Promotion
· Online Promotion
Marketing Implementation
Create the implementation for your marketing plan. Describe
how you will organize and implement the plan, such as whether
it will be organized by market, geography, and who is
responsible for marketing decisions.
Marketing Communication Channels
Evaluate the marketing communication channels you will use to
reach selected audiences. Include Internet and traditional
communication channels to convey key messages. Describe the
advantages and disadvantages of each channel you select. Insert
or remove rows as needed.
Channel
Target Market
Advantages
Disadvantages
Example: Direct mail
Middle class residential
Can include coupons
Expense and low return rate for given product

15. Strategic Actions
Develop specific activities required to implement the marketing
plan. Identify the person or role who will be responsible for
each action, when it will be complete, and what standard or
metric indicate that the activity is complete. Insert or remove
rows as needed.
Action
Date for Completion
Person/Role Responsible
Standard/Metric

16. Example: Design flyer for direct mail campaign
1/1/2021
J. Smith, graphic designer
Approval by senior marketing team and legal
Monitoring
Develop the measurement to identify how you know you have
been successful for each strategic action. Specify the measures
to track performance against goals. Identify standard reports
from your online and traditional marketing efforts. Insert or
remove rows as needed.

17. Action
Target
Person Responsible
Inter-measurement
Example: Direct mail flyer
1100 new inquiries
Western regional manager
500 new inquiries first month of campaign
Copyright 2020 by University of Phoenix. All rights reserved.
Copyright 2020 by University of Phoenix. All rights reserved.