Description
Outline how the strategic vision and direction of your organisation impacts on the marketing planning process.
… THE PLAN FOR TODAY
1. Strategic Vision and Direction v. Marketing Plan
2. Strategies to manage risk to ensure Marketing Plan
reaches organisational objectives
3. Develop a Marketing Plan
7008… YOUR ASSIGNMENT
TASK 1:
Outline how the strategic vision and direction of your
organisation impacts on the marketing planning process (1.1,
3.1, 1.2, 2.1)
TASK 2:
Outline key areas of risk in developing and delivering
Marketing Plan, strategies to minimize these and reach
organisational objectives (1.3, 2.2)
TASK 3:
Develop a Marketing Plan, key components, measurement
and review and approval process (2.3, 3.2, 3.3)
Submission Date: 16
th
August 2013
ASSIGNMENT TIP
• BREAK ALL TASKS DOWN INTO A CHECKLIST
• ENSURE YOU’VE HIT EVERY MARKER ON YOUR LIST IN THE
FINISHED ASSIGNMENTS
• BACK UP YOUR ASSUMPTIONS/VIEWS/DECISIONS WITH
FACTS AND APPROPRIATE REFERENCING.
• KEEP IT SIMPLE, STATE THE OBVIOUS
RUNNING ORDER…
• WHAT IS MARKETING?
• TASK 3
• TASK 2
• BREAK
• TASK 1
• SUMMARY
• LUNCH
WHAT IS MARKETING?
•What is it for you?
•How has marketing changed in your working lifetime?
According to Jobber/Ellis Chadwick (2013) the goal of marketing is
long term satisfaction not short term deception.
MARKETING PLANS
• Is a marketing plan a static document?
• Strategic v.Tactical plans?
• Who owns the document?
According to Doyle and Stern (2006) the plan communicates the objectives and
strategy to the management team and permits rational debate about potential
and chances of success.
Activity next….
MARKETING PLAN ACTIVITY (10 MINS)
AIMS…
• Understand the components of a marketing plan
• Doyle & Stern 7 key components
• See where input from organisation needed
• Post-it party!
• Spot where conflicts can arise
• Red pen X time
MARKETING PLAN – ACTIVITY RESULTS
• Info from others
• Board level decisions
• Research & present
• Parked genius ideas
MARKETING PLAN – USEFUL SOURCES
ACADEMIC/ THEORY/FORMAL
• KOTLER & KELLER (CHA.2)
• HOLLENSEN
• DOYLE & STERN
• CIM
• CMI
INFORMAL/FAD/SPRINT
• MARKETINGMO.COM
• BUSINESSBALLS.COM
• MARKETINGPROFS.COM
• OFFICE.COM
Tools: SWOT, PEST, 7p’s
MARKETING TOOLS
MARKETING MIX
4 P’S MCCARTHY (1960)
• PRODUCT
• PRICE
• PROMOTION
• PLACE
EXTENDED MARKETING MIX
7 P’S ADDED (SERVICES, STAFF)
• PEOPLE,
• PHYSICAL EVIDENCE,
• PROCESS MANAGEMENT
Key point: Decisions on the 4p’s are not made in isolation, nor just for
organisational objectives, also competitive, social political, legal,
technical and economic see Wilson & Gilligan (2013) p6-7 See also
Doyle and Stern (2006), Lancaster & Massingham (2011)
VISION V. MARKETING
• Mission, Vision and Values Statements
• Your company has them right? ….or does it?
• Fujitsu – Kill Kodak
• South West Airlines
“Organisations must be wary of a definition which is too wide or too
narrow, also the definition of the business must not be outside of the
competencies of the management and resources.”
Good examples of wide and well managed definitions; Virgin 300+ companies, ASDA were associated
dairies, had the distribution sorted and added more product lines beyond milk. See Jobber & Ellis
Chadwick 2013 p44-45
STRATEGIC V. MARKETING
• Strategic, tactical and emergencies
Understanding the strategic situation, confronting an organisation is an
essential starting point in developing a marketing strategy.” Cravens
(1986)
from Wilson & Gilligan (2013) p19 Strategic planning logically precedes marketing
planning by providing a framework within which marketing plans might be
formulated.
Tools: PEST, STEEPLE
MORE INFO ON MISSIONS…
Want to learn more about missions?
Google “big brand business name” mission statement 2013
Tactical moves away from the mission and emergencies:
Food scares, health scares, disasters,
Umbrellas to flip flops – dig about in that warehouse…
Jobber & Ellis Chadwick (2013) use Amazon as a good example of how mission can ride through
challenging trading times to become a leader demonstrating a fixed mission but flexibility of approach.
Tools: Porter’s Five Forces
MATCHING THE MISSION (ACTIVITY 5 MINS)
•What tools would you use to understand the decisions
behind strategic and tactical marketing in your
organisation?
STEEPLE, PESTLE, SLEPT, PEST, SWOT
Lancaster & Massingham (2011) 22-38 gives tools and guidance on this.
STRATEGY V. MARKETING PLAN – USEFUL SOURCES
ACADEMIC/ THEORY/FORMAL
• KOTLER & KELLER
• ELLIS & CHADWICK
• DOYLE & STERN
• CIM
• CMI
INFORMAL/FAD/SPRINT
• HARVARD BUSINESS REVIEW
• Roger Martin article from (Feb
2013)
* in student shared area
Tools: SMART objectives, SWOT analysis,
Other: Assessing growth opportunities, Culture, Shareholder values.
SWOT UP … ACTIVITY 5 MINS
Strengths Weaknesses
Opportunities Threats
So a quick, real life example from your business, look at STEEPLE
to help you, what will you put into a Marketing SWOT for your
business?
Socio - Cultural
Technological
Economic
Environmental
Political
Legal
Ecological/Ethical
BREAK
• 10 MINUTES
• PLEASE LEAVE YOUR SEAT AND THIS ROOM FOR AT
LEAST 5 MINUTES
MARKETING PLAN RISKS (ACTIVITY)
1. What is the absolute worst that could happen to
the business?
e.g. Weather, Litigation, HSE, HR disaster, Environmental Spillage
Wilson & Gilligan (2013) look at the modelling methods to aid decision
making and new product development based on risk
WHAT COULD POSSIBLY GO WRONG ….
• SERIOUSLY IMPACT SALES POTENTIAL
• REQUIRE SIGNIFICANTLY INCREASED INVESTMENT
• ADVERSELY AFFECT MARKET SHARE
WHAT IS THE RISK IF WE….
• send a press release out to announce xxxx will be on the market
dd/mm/yyyy
• When someone new is asked to cover facebook for the afternoon
• When we decide a risque tweet will be what we need to get attention
• When we latch onto some unfortunate disaster and promote our
product
• A customer says they found some xxx in their xxxx
DIFFICULT MEASURES
Evaluating effectiveness is difficult, but with substantial
expenditure, close control is important.
Measurement and control should not only look at the extent to
which objectives have been met but also provide reasons for
variances which can be used to adjust future campaigns.
LANCASTER AND MASSINGHAM (2011)
TASK 3 MEASURE AND REVIEW
PRIMARY MEASURES OF SUCCESS FOR ANY BUSINESS:
• SHORT TERM SUCCESS MEASURES
• VOLUME (UNIT AND £) PROFIT CONTRIBUTION
• MARKET SHARE
• FUTURE PROFITABILITY
• MARKET SHARE
HOW MIGHT YOU DETERMINE THE SUCCESS OF YOUR MARKETING CAMPAIGNS?
MEASUREMENTS AND REVIEWS
How are you going to measure the success of your marketing plan?
• Reporting
(CRM, Analytics, ERP, Management Accounting, Surveys).
• Frequency
(Quarterly? Monthly? Weekly? Daily?)
• Tactical Plans
See .xls template from Office.com (handout)
MEASURING, REVIEWING
& APPROVAL OF A MARKETING PLAN
TASK 3:
DEVELOP A MARKETING PLAN, KEY COMPONENTS,
MEASUREMENT AND REVIEW AND APPROVAL PROCESS (2.3,
3.2, 3.3)
How and when will you measure success or
improvements required?
Great measurement example with The Halifax and Howard, from Doyle
and Stern (2006) cha 9.
THE TACTICAL MARKETING BUDGET PLANNER
Office.com
BREAK
We are going to go onto a summary of the whole
module 7008 next
Take 5 to leave your seat and refresh yourself!
ADMIN
• Overall word count 3500-4000
• Marketing plan portion
• Submission date 16
th
August 2013
• Exceptions?
• Tutorials from 29
th
July
• Get them booked in
BACK TO THIS… YOUR ASSIGNMENT
Task 1:
Outline how the strategic vision and direction of your organisation impacts
on the marketing planning process (1.1, 3.1, 1.2, 2.1)
Task 2:
Outline key areas of risk in developing and delivering Marketing Plan,
strategies to minimize these and reach organisational objectives (1.3, 2.2)
Task 3:
Develop a Marketing Plan, key components, measurement and review and
approval process (2.3, 3.2, 3.3)
COMPONENTS OF A MARKETING PLAN
WHO, WHAT, WHERE, WHEN, WHY, HOW…. + SIGN OFF
Company (summary & strategic objectives)
Market situation (customer facts/segmentation)
Cost (Financial goals, risks and projections)
Campaigns (specific, risk assessed, plans)
Planning & Resources
Review Cycle (stakeholders)
See Doyle & Stern (2006) for a simple approach not sure I agree with it, but it’s a
good comparison to the other books.
BACK TO THIS… YOUR ASSIGNMENT
TASK 1:
Outline how the strategic vision and direction of your
organisation impacts on the marketing planning process (1.1, 3.1,
1.2, 2.1)
Tools:
SMART
SWOT
7 Ps, 4 Ps #Ps!!
BACK TO THIS… YOUR ASSIGNMENT
TASK 2:
Outline key areas of risk in developing and delivering
Marketing Plan, strategies to minimize these and reach
organisational objectives (1.3, 2.2)
WHAT COULD POSSIBLY GO WRONG ….
• SERIOUSLY IMPACT SALES POTENTIAL
• REQUIRE SIGNIFICANTLY INCREASED INVESTMENT
• ADVERSELY AFFECT MARKET SHARE
MITIGATING RISK
• IMPACT ON VOLUME
• IMPACT ON SPENDING
• IMPACT ON SALES
Triggers for action
• AGREE WHEN TO BEGIN
• CONTINGENCY PLAN
• CONTINGENCY PLAN
• CONTINGENCY PLAN
Assessment & Limiting Events causing risk
MINIMIZING RISK TO REACH OBJECTIVES – SOURCES
ACADEMIC/ THEORY/FORMAL
• SMART OBJECTIVES
• PEST ANALYSIS
• KOTLER & KELLER
• CMI
INFORMAL/FAD/SPRINT
• CMI Research –
Weathering the Storm
• CustomerThink.com
-Thomas Manning
• Gut feelings…ask the
oracle!
HOW WILL WE KNOW THE RISKS?
• Business Objectives KPI’s (Performance)
Metrics to show how Marketing is delivering against the Business Objectives (results
oriented)
• KRI’s (Risk)
Changes in preference, demand, behaviour, poor strategy, ineffective
operations/people/process. (Forecasting hazards)
• KCI’s (Control)
Governance, management, resources, mitigators. Ensuring A doesn’t crash with a B!!
Manning 2010http://www.customerthink.com/article/marketing_risk_management_seeing_around_the_corner
ASSIGNMENT TIP
• Break all tasks down into a checklist and tick them all off!
• Back up your assumptions/views/decisions with facts and
appropriate referencing.
• Where possible find conflicting references and deliver your own
winning, educated, qualified stand point.
• Keep it simple, state the obvious
doc_140941420.ppt
Outline how the strategic vision and direction of your organisation impacts on the marketing planning process.
… THE PLAN FOR TODAY
1. Strategic Vision and Direction v. Marketing Plan
2. Strategies to manage risk to ensure Marketing Plan
reaches organisational objectives
3. Develop a Marketing Plan
7008… YOUR ASSIGNMENT
TASK 1:
Outline how the strategic vision and direction of your
organisation impacts on the marketing planning process (1.1,
3.1, 1.2, 2.1)
TASK 2:
Outline key areas of risk in developing and delivering
Marketing Plan, strategies to minimize these and reach
organisational objectives (1.3, 2.2)
TASK 3:
Develop a Marketing Plan, key components, measurement
and review and approval process (2.3, 3.2, 3.3)
Submission Date: 16
th
August 2013
ASSIGNMENT TIP
• BREAK ALL TASKS DOWN INTO A CHECKLIST
• ENSURE YOU’VE HIT EVERY MARKER ON YOUR LIST IN THE
FINISHED ASSIGNMENTS
• BACK UP YOUR ASSUMPTIONS/VIEWS/DECISIONS WITH
FACTS AND APPROPRIATE REFERENCING.
• KEEP IT SIMPLE, STATE THE OBVIOUS
RUNNING ORDER…
• WHAT IS MARKETING?
• TASK 3
• TASK 2
• BREAK
• TASK 1
• SUMMARY
• LUNCH
WHAT IS MARKETING?
•What is it for you?
•How has marketing changed in your working lifetime?
According to Jobber/Ellis Chadwick (2013) the goal of marketing is
long term satisfaction not short term deception.
MARKETING PLANS
• Is a marketing plan a static document?
• Strategic v.Tactical plans?
• Who owns the document?
According to Doyle and Stern (2006) the plan communicates the objectives and
strategy to the management team and permits rational debate about potential
and chances of success.
Activity next….
MARKETING PLAN ACTIVITY (10 MINS)
AIMS…
• Understand the components of a marketing plan
• Doyle & Stern 7 key components
• See where input from organisation needed
• Post-it party!
• Spot where conflicts can arise
• Red pen X time
MARKETING PLAN – ACTIVITY RESULTS
• Info from others
• Board level decisions
• Research & present
• Parked genius ideas
MARKETING PLAN – USEFUL SOURCES
ACADEMIC/ THEORY/FORMAL
• KOTLER & KELLER (CHA.2)
• HOLLENSEN
• DOYLE & STERN
• CIM
• CMI
INFORMAL/FAD/SPRINT
• MARKETINGMO.COM
• BUSINESSBALLS.COM
• MARKETINGPROFS.COM
• OFFICE.COM
Tools: SWOT, PEST, 7p’s
MARKETING TOOLS
MARKETING MIX
4 P’S MCCARTHY (1960)
• PRODUCT
• PRICE
• PROMOTION
• PLACE
EXTENDED MARKETING MIX
7 P’S ADDED (SERVICES, STAFF)
• PEOPLE,
• PHYSICAL EVIDENCE,
• PROCESS MANAGEMENT
Key point: Decisions on the 4p’s are not made in isolation, nor just for
organisational objectives, also competitive, social political, legal,
technical and economic see Wilson & Gilligan (2013) p6-7 See also
Doyle and Stern (2006), Lancaster & Massingham (2011)
VISION V. MARKETING
• Mission, Vision and Values Statements
• Your company has them right? ….or does it?
• Fujitsu – Kill Kodak
• South West Airlines
“Organisations must be wary of a definition which is too wide or too
narrow, also the definition of the business must not be outside of the
competencies of the management and resources.”
Good examples of wide and well managed definitions; Virgin 300+ companies, ASDA were associated
dairies, had the distribution sorted and added more product lines beyond milk. See Jobber & Ellis
Chadwick 2013 p44-45
STRATEGIC V. MARKETING
• Strategic, tactical and emergencies
Understanding the strategic situation, confronting an organisation is an
essential starting point in developing a marketing strategy.” Cravens
(1986)
from Wilson & Gilligan (2013) p19 Strategic planning logically precedes marketing
planning by providing a framework within which marketing plans might be
formulated.
Tools: PEST, STEEPLE
MORE INFO ON MISSIONS…
Want to learn more about missions?
Google “big brand business name” mission statement 2013
Tactical moves away from the mission and emergencies:
Food scares, health scares, disasters,
Umbrellas to flip flops – dig about in that warehouse…
Jobber & Ellis Chadwick (2013) use Amazon as a good example of how mission can ride through
challenging trading times to become a leader demonstrating a fixed mission but flexibility of approach.
Tools: Porter’s Five Forces
MATCHING THE MISSION (ACTIVITY 5 MINS)
•What tools would you use to understand the decisions
behind strategic and tactical marketing in your
organisation?
STEEPLE, PESTLE, SLEPT, PEST, SWOT
Lancaster & Massingham (2011) 22-38 gives tools and guidance on this.
STRATEGY V. MARKETING PLAN – USEFUL SOURCES
ACADEMIC/ THEORY/FORMAL
• KOTLER & KELLER
• ELLIS & CHADWICK
• DOYLE & STERN
• CIM
• CMI
INFORMAL/FAD/SPRINT
• HARVARD BUSINESS REVIEW
• Roger Martin article from (Feb
2013)
* in student shared area
Tools: SMART objectives, SWOT analysis,
Other: Assessing growth opportunities, Culture, Shareholder values.
SWOT UP … ACTIVITY 5 MINS
Strengths Weaknesses
Opportunities Threats
So a quick, real life example from your business, look at STEEPLE
to help you, what will you put into a Marketing SWOT for your
business?
Socio - Cultural
Technological
Economic
Environmental
Political
Legal
Ecological/Ethical
BREAK
• 10 MINUTES
• PLEASE LEAVE YOUR SEAT AND THIS ROOM FOR AT
LEAST 5 MINUTES
MARKETING PLAN RISKS (ACTIVITY)
1. What is the absolute worst that could happen to
the business?
e.g. Weather, Litigation, HSE, HR disaster, Environmental Spillage
Wilson & Gilligan (2013) look at the modelling methods to aid decision
making and new product development based on risk
WHAT COULD POSSIBLY GO WRONG ….
• SERIOUSLY IMPACT SALES POTENTIAL
• REQUIRE SIGNIFICANTLY INCREASED INVESTMENT
• ADVERSELY AFFECT MARKET SHARE
WHAT IS THE RISK IF WE….
• send a press release out to announce xxxx will be on the market
dd/mm/yyyy
• When someone new is asked to cover facebook for the afternoon
• When we decide a risque tweet will be what we need to get attention
• When we latch onto some unfortunate disaster and promote our
product
• A customer says they found some xxx in their xxxx
DIFFICULT MEASURES
Evaluating effectiveness is difficult, but with substantial
expenditure, close control is important.
Measurement and control should not only look at the extent to
which objectives have been met but also provide reasons for
variances which can be used to adjust future campaigns.
LANCASTER AND MASSINGHAM (2011)
TASK 3 MEASURE AND REVIEW
PRIMARY MEASURES OF SUCCESS FOR ANY BUSINESS:
• SHORT TERM SUCCESS MEASURES
• VOLUME (UNIT AND £) PROFIT CONTRIBUTION
• MARKET SHARE
• FUTURE PROFITABILITY
• MARKET SHARE
HOW MIGHT YOU DETERMINE THE SUCCESS OF YOUR MARKETING CAMPAIGNS?
MEASUREMENTS AND REVIEWS
How are you going to measure the success of your marketing plan?
• Reporting
(CRM, Analytics, ERP, Management Accounting, Surveys).
• Frequency
(Quarterly? Monthly? Weekly? Daily?)
• Tactical Plans
See .xls template from Office.com (handout)
MEASURING, REVIEWING
& APPROVAL OF A MARKETING PLAN
TASK 3:
DEVELOP A MARKETING PLAN, KEY COMPONENTS,
MEASUREMENT AND REVIEW AND APPROVAL PROCESS (2.3,
3.2, 3.3)
How and when will you measure success or
improvements required?
Great measurement example with The Halifax and Howard, from Doyle
and Stern (2006) cha 9.
THE TACTICAL MARKETING BUDGET PLANNER
Office.com
BREAK
We are going to go onto a summary of the whole
module 7008 next
Take 5 to leave your seat and refresh yourself!
ADMIN
• Overall word count 3500-4000
• Marketing plan portion
• Submission date 16
th
August 2013
• Exceptions?
• Tutorials from 29
th
July
• Get them booked in
BACK TO THIS… YOUR ASSIGNMENT
Task 1:
Outline how the strategic vision and direction of your organisation impacts
on the marketing planning process (1.1, 3.1, 1.2, 2.1)
Task 2:
Outline key areas of risk in developing and delivering Marketing Plan,
strategies to minimize these and reach organisational objectives (1.3, 2.2)
Task 3:
Develop a Marketing Plan, key components, measurement and review and
approval process (2.3, 3.2, 3.3)
COMPONENTS OF A MARKETING PLAN
WHO, WHAT, WHERE, WHEN, WHY, HOW…. + SIGN OFF
Company (summary & strategic objectives)
Market situation (customer facts/segmentation)
Cost (Financial goals, risks and projections)
Campaigns (specific, risk assessed, plans)
Planning & Resources
Review Cycle (stakeholders)
See Doyle & Stern (2006) for a simple approach not sure I agree with it, but it’s a
good comparison to the other books.
BACK TO THIS… YOUR ASSIGNMENT
TASK 1:
Outline how the strategic vision and direction of your
organisation impacts on the marketing planning process (1.1, 3.1,
1.2, 2.1)
Tools:
SMART
SWOT
7 Ps, 4 Ps #Ps!!
BACK TO THIS… YOUR ASSIGNMENT
TASK 2:
Outline key areas of risk in developing and delivering
Marketing Plan, strategies to minimize these and reach
organisational objectives (1.3, 2.2)
WHAT COULD POSSIBLY GO WRONG ….
• SERIOUSLY IMPACT SALES POTENTIAL
• REQUIRE SIGNIFICANTLY INCREASED INVESTMENT
• ADVERSELY AFFECT MARKET SHARE
MITIGATING RISK
• IMPACT ON VOLUME
• IMPACT ON SPENDING
• IMPACT ON SALES
Triggers for action
• AGREE WHEN TO BEGIN
• CONTINGENCY PLAN
• CONTINGENCY PLAN
• CONTINGENCY PLAN
Assessment & Limiting Events causing risk
MINIMIZING RISK TO REACH OBJECTIVES – SOURCES
ACADEMIC/ THEORY/FORMAL
• SMART OBJECTIVES
• PEST ANALYSIS
• KOTLER & KELLER
• CMI
INFORMAL/FAD/SPRINT
• CMI Research –
Weathering the Storm
• CustomerThink.com
-Thomas Manning
• Gut feelings…ask the
oracle!
HOW WILL WE KNOW THE RISKS?
• Business Objectives KPI’s (Performance)
Metrics to show how Marketing is delivering against the Business Objectives (results
oriented)
• KRI’s (Risk)
Changes in preference, demand, behaviour, poor strategy, ineffective
operations/people/process. (Forecasting hazards)
• KCI’s (Control)
Governance, management, resources, mitigators. Ensuring A doesn’t crash with a B!!
Manning 2010http://www.customerthink.com/article/marketing_risk_management_seeing_around_the_corner
ASSIGNMENT TIP
• Break all tasks down into a checklist and tick them all off!
• Back up your assumptions/views/decisions with facts and
appropriate referencing.
• Where possible find conflicting references and deliver your own
winning, educated, qualified stand point.
• Keep it simple, state the obvious
doc_140941420.ppt