Look inward.
Think of your company as if it were a person with its own unique personality and identity. With that in mind, create separate lists that identify your business's strengths, weaknesses and goals. Put everything down and create big lists. Don't edit or reject anything.
Find priorities among the bullet points. If you've done this right, you'll have more than you can use, and some more important than others.
Kick some of the less important bullets off the list and move the ones that are important to the top.
This sometimes requires input from your managers as well. For example, your management team thinks being conservative on spending is a weakness but you don't. That might be something to drop off the list.
Look outward.
The next list you'll need to make outlines your business's opportunities and threats. Opportunities can include new markets, new products and trends that favor your business. Threats include competition and advances in technology that put you at a disadvantage.
Put yourself in the place of each of these ideal buyers and then think about what media he or she uses and what message would communicate your offering most effectively.
Focus on strategy.
Look for the intersection of your unique identity and your target market. In terms of your business offerings, what could you drop off the list because it's not strategic? Then think about dropping those who aren't in your target market.
Set measurable steps.
Get down to the details that are concrete and measurable. Your marketing strategy should become a plan that includes monthly review, tracking and measurement, sales forecasts, expense budgets and non-monetary metrics for tracking progress. These can include leads, presentations, phone calls, links, blog posts, page views, conversion rates, proposals and trips, among others.
Match important tasks to people on your team and hold them accountable for their successes and failures.
Review often and revise
.
Just as with your business plan, your marketing plan should continue to evolve along with your business. Your assumptions will change, so adapt to the changing business landscape.
Think of your company as if it were a person with its own unique personality and identity. With that in mind, create separate lists that identify your business's strengths, weaknesses and goals. Put everything down and create big lists. Don't edit or reject anything.
Find priorities among the bullet points. If you've done this right, you'll have more than you can use, and some more important than others.
Kick some of the less important bullets off the list and move the ones that are important to the top.
This sometimes requires input from your managers as well. For example, your management team thinks being conservative on spending is a weakness but you don't. That might be something to drop off the list.
Look outward.
The next list you'll need to make outlines your business's opportunities and threats. Opportunities can include new markets, new products and trends that favor your business. Threats include competition and advances in technology that put you at a disadvantage.
Put yourself in the place of each of these ideal buyers and then think about what media he or she uses and what message would communicate your offering most effectively.
Focus on strategy.
Look for the intersection of your unique identity and your target market. In terms of your business offerings, what could you drop off the list because it's not strategic? Then think about dropping those who aren't in your target market.
Set measurable steps.
Get down to the details that are concrete and measurable. Your marketing strategy should become a plan that includes monthly review, tracking and measurement, sales forecasts, expense budgets and non-monetary metrics for tracking progress. These can include leads, presentations, phone calls, links, blog posts, page views, conversion rates, proposals and trips, among others.
Match important tasks to people on your team and hold them accountable for their successes and failures.
Review often and revise
.
Just as with your business plan, your marketing plan should continue to evolve along with your business. Your assumptions will change, so adapt to the changing business landscape.