Marketing Planning & Problem Solving[Dr. Carter; MKTG.490]

COMBINED SET OF2nd section

MARKETING PLANNING TEXT SLIDES

Chapter 5: Planning Direction, Objectives, and Marketing Support

The Marketing Plan Handbook:

3rd ed.

Marian Burk Wood

5-1

Determining Marketing Plan Direction

The ultimate purpose of the marketing plan is to help the organization achieve its objectives. Goals = Long-term objective targets. Objectives= Short-term objective targets

The direction chosen must be consistent with the organization’s priorities and strengths.

5-2

Options for Marketing Plan Direction

5-3

Six Approaches to GrowthBased upon permutations of markets and products.

1-12

CURRENT MODIFIED INNOVATED

EXISTING

EXPANDED(Geographic

)

ENTIRELY NEW

Market Penetration

Market Development

Product Development

Diversification

Growth

Most business plans call for unit or dollar sale growth.

The four broad strategies for growth are: Market penetration Market development Product development, and Diversification

5-4

Market Penetration Is the growth strategy in which the

company sells more of the existing products to customers in existing markets or segments.

It is especially viable for companies that can build on established customer relationships and positive value perceptions.

5-5

Market Development Market development involves identifying

and reaching new segments or markets for existing products.

5-6

Product Development Product development is a growth strategy

in which the company sells new products to customers in existing markets or segments.

5-7

Diversification Diversification is a growth strategy of

offering new products in new markets to take advantage of new opportunities: Through internal product development

capabilities, or By starting or buying a business

5-8

Pros and Cons of Diversification

Advantage: Diversification can help avoid over-reliance on a small number of products or markets

Disadvantage: Diversification can dilute available resources and open the organization to competitive attacks on multiple fronts.

5-9

Growth Not Always Possible

Growth not always desirable or possible E.g., tough economic times

Priorities may be to: Maintain current share Seek highest possible profits Retrench

5-10

Nongrowth Strategies

Nongrowth strategies include: Filing for bankruptcy Withdrawing from certain markets Deleting products Limiting distribution Closing a division

5-11

Setting Marketing Plan Objectives

Exact objectives depends upon: The current situation. Environmental issues and keys to

success. Customers in targeted segments. The organization’s mission and goals. The chosen positioning.

5-12

Keys to Effective Objectives Specific, time-defined and measurable. Realistic, but challenging. Consistent with the mission and overall

goals. Consistent with internal environmental

analysis. Appropriate in light of opportunities and

threats.

5-13

Three Types of Objectives in Marketing PlansMarketers usually set three types of

objectives in marketing plans: Marketing objectives: Targets for

managing certain marketing relationships and activities,

Financial objectives: Targets for managing certain financial results, and

Societal objectives: Targets for achieving particular results in social responsibility.

5-14

Marketing Objectives

Targets for managing certain marketing relationships and activities:

Customer acquisition Customer retention Customer satisfaction Channel relationships Unit sales Market share Product development Order fulfillment

5-15

Financial Objectives To be effective, financial and marketing

objectives should be consistent. At times, key financial objectives may give

way to achieve a coveted marketing objective.

Financial objectives generally include: Sales volume and product targets Profitability targets Return on Investment (ROI) targets Break-even targets

5-16

Answering to Stakeholders Various stakeholders have an interest in

the activities of the organization: Customers Suppliers Employees Civic leaders Others

These stakeholders track company progress on key issues and often hold them accountable.

5-17

Societal ObjectivesFulfilling societal objectives: Polishes company and/or brand image. Shows the organization is doing something

constructive about important issues. Some of the key issues include:

“Greener” products Charitable donations Involvement in community projects Energy conservation Issue awareness

5-18

Cause Related Marketing Links the marketing of a brand, good or

service to a charitable cause. Although charitable, there is an explicit

marketing connection.

5-19

Planning Marketing Support

Before plunging into the details of planning the marketing mix, marketers need to set objectives for two aspects of marketing support:

Internal Marketing: marketing to managers and employees inside the company, and This includes upward communication

Customer Service

5-20

Internal Marketing

May take the form of: Internal newsletters Web pages Training meetings Marketing or sales meetings Other techniques

5-21

Internal Marketing Support Objectives Keep employees focused on customers. Keep employees involved in marketing. Keep employees informed about

marketing. Improve employee performance and

satisfaction.

5-22

Customer Service

Customers have different customer service needs at different points in the buying process:

Before the sale At the moment or point of sale After the sale

5-23

Customer Service Objectives

Meet targeted segment’s needs, expectations.

Attract, retain, satisfy customers. Reinforce the product or brand

positioning. Allocate service resources appropriately. Service recovery

Customer service is rarely perfect every time

5-24

Shaping the Marketing Mix

Managers look to the key priorities of the organization as they determine action steps and allocate resources.

All tactics and programs developed : Must be consistent with mission, direction,

goals and objectives, and Support the mission, direction, goals and

objectives.

5-25

The Strategy Pyramid

5-26

Chapter 6: Developing Product and Brand Strategy

The Marketing Plan Handbook:

3rd ed.

Marian Burk Wood

6-1

Introduction Product strategy is critical to the success

of the overall marketing strategy.

Value is captured in two key areas: Product Strategy

Existing and proposed products. Branding

Value enhancement through awareness and image.

6-2

Product Strategy Product value is derived from

Features, and Benefits received

Products can be tangible goods, services, places, ideas, organizations, or people.

6-3

Designing a ServiceTangible Activities

People Processing

Item Processing

Health care

Hotels

Mass transit

Delivery service

Janitorial service

Parking garage

Intangible Activities

Mental Processing

Information Processing

Entertainment

Management consulting

Local phone service

Banking

Legal services

Accounting services

6-4

Features and Benefits

Features: Specific attributes that enable a product or service to perform its function.

Benefits: Need-satisfaction outcomes.

6-5

Mass Customization Mass Customization: Creating products,

on a large scale, with features tailored to the needs of individual customers.

Offerings should be analyzed, feature by feature, to help understand the benefits and value derived by the target customers. Try to avoid “feature bloat”.

6-6

Sample Needs, Features and Benefits

Product

Targeted Segment Need Feature Benefit

Cordless drill Do it yourselfers

Drill holes without electricity

Extra battery pack included

Drill can be used for long periods of time

Mortgage loan

First-time home buyers

Obtain money to buy a home

Low down payment

Less money needed up front to buy a home

Laser printer Small business owners

Print documents economically

Draft-quality printing mode uses less toner

Toner cartridge lasts longer, saving money

6-7

QualityQuality: Put simply, how well the product

satisfies customers. Basic functionality is only the price of entry. Superior quality attracts business. Poor quality can lead to negative word-of-mouth.

6-8

DesignDesign: Quality comes from design,

components/ingredients and processes. At the forefront of many categories. Includes “emotional quality” – the impact

of design on how it makes the customer feel.

6-9

Packaging Keeps products safe. Helps companies burnish their brand

imagery and highlight points of differentiation.

6-10

Labeling Communicates product contents, uses and

warnings. Conforms to national, regional and local laws and

requirements mandating warnings, allowable use of certain phrases, and even the size and type of words used.

Helps attract attention, stand out from retail clutter.

6-11

Product DevelopmentSteps in the Product Development Process: Idea generation. Screening of new ideas. Initial concept testing. Business analysis. Prototype design. Market testing. Commercialization. Monitoring customer reaction.

Let’s look at product strategy from the perspective of this development process…

6-12

Product Strategy andThe Product Development ProcessIdea Generation and Screening

Initial Concept Testing

Business Analysis

Design Prototype

Market Testing

Commercialization

Based on customer needs and wants

Screen out unprofitable or unsuitable ideas

Research customer value of product concepts

Refine concept based on research

Estimate development, production and marketing mix costs

Compare costs with potential share, sales, profitability to identify good candidates

Design and produce working prototypes

Test prototype functionality, customer appeal

Limited market trials or simulated testing

Test different marketing mix combinations for support

Plan targeting and timing of launch

Plan production and marketing mix support for launch

6-13

The Product Life CycleMarketers must carefully monitor the

environment to determine where their industry or product may be among the following stages of the PLC:

Introduction Growth Maturity Decline

Let’s look at product strategy from the perspective of the Product Life Cycle…

6-14

Product Strategy andthe Product Life Cycle

Introduction Growth Maturity Decline

Launch the new product.

Support launch with marketing mix programs to build customer awareness, make product available, and encourage trial.

Enhance product (new features, improved quality, added services, new packaging).

Support rising sales with expanded channel coverage, pricing for market penetration, and communications to start and reinforce customer relationships.

Add brand or line extensions.

Defend market share through competitive pricing, channel expansion, communicating differentiation, and promotion to reinforce customer loyalty.

Reposition, reformulate, or cut struggling products.

Manage profitability through careful pricing, pruning channel outlets, and minimal or highly targeted communications.

6-15

Product Mix and Product Lines Product Mix: The overall assortment of all product or services

offered. Product Lines: A group of products that are all similar in some

way. Product Mix Width: Number of lines offered. Product line Depth: Number of products in a line.

6-16

Line Extensions & Brand Extensions Line Extension: Putting an established brand on a new product

and adding it to an existing product line. A low fat version of Lay’s potato chips.

Brand Extension: Putting an established brand on a new product in a different category for a new customer segment. E.g., Snicker’s brand ice cream.

6-17

Product Line and Mix Decisions

DECISION RESULTNew product Lengthens product line

Line extension Lengthens product line

New line Widens product mix

Brand extension Widens product mix

Product deletion Shortens product mix

Line deletion Narrows product mix

6-18

Planning Branding Branding gives a product a distinct identity and differentiates it

from competitive products using: words, designs, and symbols.

In terms of branding, a product may carry: Company name and individual brand.

Courtyard by Marriott

Individual name. Gap, Old Navy

Private-label brand. Wal-Mart

Multiple Brands (co-branding, ingredient branding). Dell PC with Intel computer chips

6-19

Brands Should Be….

Meaningful. Recognizable and memorable. Capable of being legally

protected. Suitable for international

markets.

Branding and Positioning Branding not only identifies a particular

product, but it sets it apart from the competition (both direct and indirect).

Positioning: What the target group perceives about your brand relative to how they perceive the competition.

6-20

The Power of Brand Equity Brand Equity: the extra value customers

perceive that enhances their long-term loyalty to a brand. Can insulate a company against competitive threats. Can help new products achieve acceptance.

The Value of Strong Brands: Encourages brand loyalty. Boosts customer lifetime value.

The total amount that a customer spends on a brand or with a company during the life of their relationship.

6-21

Pyramid of Brand Equity

Salience

Performance Imagery

Judgments Feelings

Resonance

6-22

Chapter 7: Developing Pricing Strategy

The Marketing Plan Handbook:

3rd ed.

Marian Burk Wood

7-1

Unique Aspects of Pricing Pricing directly produces revenues,

whereas other marketing functions require investments of money, time and effort.

Most pricing decisions can be implemented relatively quickly, while other elements of the marketing mix usually take longer to implement.

7-2

Fixed vs. Dynamic Pricing Fixed Pricing: customers in the targeted

segment pay the price set (fixed) by the marketer.

Dynamic Pricing: Prices vary from customer to customer or situation to situation.

7-3

Value Marketers must research and analyze

value from the customers perspective Marketers must also consider how the

product’s value will be communicated to customers.

Customers’ perceptions of value and price sensitivity can be used to deal with imbalances in supply and demand.

7-4

Weighing Benefits vs. Total Price

7-5

Price Elasticity

Price elasticity is the level of demand for a product at different price points.

Price elasticity is calculated by dividing the percentage change in unit sales demanded by the percentage change in price.

Demand is said to be “elastic” when a small price change significantly increases or decreases demand.

Demand is said to be “inelastic” when a price change does not significantly change the number of units demanded.

7-6

Price Elasticity (cont’d)

Change in Price Inelastic Demand

Elastic Demand

Small Increase Demand drops slightly

Demand drops significantly

Small Reduction

Demand rises slightly

Demand rises Significantly

7-7

Factors Impacting ElasticityIn general, customers tend to be less sensitive to a product’s

price when they: Are considering a relatively small amount. Are unaware of or can’t easily compare substitutes and

prices. Would incur costs or difficulties in switching products. Perceive that the product’s quality, status, or another benefit

justifies the price. Are spending a relatively small amount or are sharing the

cost. Perceive the price as fair. Are buying products bundled rather than separately.

7-8

Cost-Based Pricing / Value-Based Pricing

Cost-based pricing: Start with the product and its cost. Set a price that covers the cost. Communicate value to customers.

Value-based pricing: Research customers perceptions of value and

the price they are willing to pay. Find a way to make the product at a

reasonable cost (target costing) to return a reasonable profit or achieve other objectives.

7-9

Cost-Based Pricing / Value-Based Pricing

Of the two methods, cost-based is more common.

7-10

Planning Pricing Decisions Pricing decisions must be:

Value-based Profit-driven Proactive

When planning pricing, marketers must examine: Objectives External influences

Tend to suggest the price “ceiling”. Internal influences

Tend to suggest the price “floor”.

7-11

Pricing to Meet the Firm’s Objectives The pricing strategy must be consistent

with the firm’s overall goals and objectives

Due to market realities, organizations may have to trade off market share growth with profitability.

7-12

Samples of Pricing Objectives

Type of Objective Sample Pricing Objective

Financial For profitability: Set prices to achieve gross margin of 40%.For ROI: Set prices to achieve full-year ROI of 18%.

Marketing For higher market share: Set prices to achieve a market share increase of 5% within 6 months.For customer acquisition: Set prices to attract 1500 new customers from January to June.

Societal For philanthropy: Set prices to raise $10,000 for charity during the second quarter of the year.For energy conservation: Set prices to sell 500 alternative fuel vehicles nationwide during August.

7-13

External Pricing InfluencesKey external influences on pricing strategy

include: Customers Competitors Channel Members Legal, Regulatory and Ethical Concerns

7-14

Customers Consumer Customers

Perceptions of value, behavior, and attitudes all affect consumers reaction to pricing.

Research shows consumers allow some latitude in the range of prices deemed acceptable.

Business Customers Globalization has increased range of choices. Customers frequently search for the lowest price.

Willing to switch suppliers frequently. Emphasis on building relationships, thereby increasing

switching costs.

Customers tend to set the price “ceiling”.

7-15

Competitors By analyzing prices, special deals and

probable costs of competing products, a company can get a better sense of: The alternatives available to customers, and Competitors’ pricing objectives and strategies.

Pricing is highly visible in many industries, often exerting downward pressure on profits and limiting pricing options.

7-16

Reacting to Competitors’ Changes in Pricing Strategy

7-17

Channel Members Companies must consider the pricing

expectations and marketing objectives of their distribution partners: wholesalers and retailers.

The marketer must also consider that the Internet is bringing wholesale and retail prices down in many categories, due to: More efficient transaction capabilities, Convenient price comparisons, and Higher competition – sometimes from unexpected

sources.

7-18

Sample of Consumer Pricing in the Retail Channel

Note the % increase in price required by each channel intermediary.

7-19

Legal and Regulatory ConcernsCompanies need to comply with a variety of

pricing laws and regulations. Some of these include:

No price collusion. No minimum retail price. No price discrimination. No predatory pricing. Price limits.

7-20

Ethical ConcernsSome examples of ethical decisions in

pricing: Is it ethical to raise prices during an

emergency, when products may be scarce or particularly valuable?

Should a company set a high price for an indispensable product, knowing that some customers will be unable to pay?

How far in advance should customers be notified of planned price increases?

7-21

Internal Pricing Influences

Key external influences on pricing strategy include:

Costs and break-even objectives. Targeting and positioning strategy. Product strategy. Other marketing decisions.

7-22

Costs and Break-even Objectives

Costs typically establish the theoretical “floor” of the pricing range.

Break-even point: the sales level at which revenues cover costs.

Costs and break-even are more easily calculated for existing products in existing markets.

For new products, marketers must rely on forecasts and/or expert estimates of costs and expected sales volumes.

7-23

Total, Fixed and Variable Costs

The total cost consists of both fixed and variable cost.

Fixed costs: Overhead expenses such as rent and payroll, which do not vary with volume.

Variable costs: Expenses such as raw materials, which do vary with volume.

7-24

Average Cost/Unit Once the marketer knows the total costs, they

can divide the total by the number of units produced to compute the average cost per unit.

The marketer can then compute this average cost at various output levels, corresponding to different assumptions about demand.

This provides important insight to the marketer at how the price could be set at each level of demand to recover total costs, or earn a targeted level of profit.

7-25

Break-even ExampleThe break-even formula is: Break-even volume = fixed cost/price-

variable cost. Example:

Fixed cost = $40,550 Variable cost = $45 per unit Price = $995 per unit Therefore:

Breakeven = $40,550/$995 - $45 Breakeven = $40,550/$950 Breakeven = 42.6 units (roundup to 43 units)

7-26

Targeting and Positioning StrategyThe price must be appropriate to support the

targeting and positioning strategy. Target Market:

A target of price–sensitive customers would likely require lower price points.

A target of affluent customers would likely tolerate higher price points.

Positioning A product positioned as being a “good value” will

likely require a lower price point, A product positioned as a luxury good, or as a status

symbol would best be supported by a higher price point.

7-27

Product StrategyPricing can be used to manage the product’s

movement through the life cycle: Introduction: Decision between skim and

penetration pricing. Growth: Pricing used to stimulate demand, drive

toward break-even point. Maturity: Pricing used to defend market share,

retain customers, pursue profitability and expand into additional channels.

Decline: Pricing can be used to stimulate demand and “clear out” old products, or to “milk” existing products for profitability at end of life.

7-28

Skim PricingMore appropriate when the firm is more focused on

profitability, rather than unit volume.Most likely to occur at early stages and late stages of

the PLC.Favorable conditions: Considerable differentiation. Quality-sensitive customers. Sustainable advantage. Few competitors. Few substitutes. Difficult competitor entry.

7-29

Penetration PricingMore appropriate when business is focused on

building unit volume.Most likely to occur at the early stages of the PLC.Favorable conditions: No/Limited differentiation. Price-sensitive customers. No sustainable advantage. Many competitors. Many substitutes. Easy competitor entry.

7-30

Skim and Penetration Pricing

Note: Under skim pricing, prices start higher and are maintained higher over time.

7-31

Pricing for Special Situations

Special situations: For survival: Price to cover costs at very

least. For bankruptcy: Price to liquidate stock

and raise money quickly. For aggressive growth: Set prices to

return slim or no profit margins in the short run.

7-32

Impact of Other Marketing Mix Variables Channel members, suppliers and logistics

Each independent business partner has its own business objectives which must be balanced with the objectives of the organization.

Promotion strategy Higher-priced products often promoted differently and

through different media than lower-priced products. Pricing is a challenge for companies that market

through personal selling, when customers expect to negotiate prices with salespeople.

7-33

Adapting Prices Involves the activity of modifying and fine-

tuning prices within an acceptable range. Sometimes prompted by changes in

customer behavior. The chosen adaptation depends on the

company’s: Resources and capabilities Goals and strategic direction, and Marketing plan objectives

7-34

Pricing Adaptations

Some typical pricing adaptations include: Discounts Allowances Bundling or Unbundling Product Enhancement Segment Pricing

7-35

Pricing Adaptations (cont’d)Pricing

AdaptationIn Consideration

of ,,, ExamplesDiscounts Buying in volume

Buying out of season

Quantity discounts

Cash discounts

Functional discounts

Allowances Participating in special promotions

Bringing in old products and trading up to new products

Discounts

Extra payments

Extra product allocations

Trade-in allowances

Bundling or unbundling

Buying multiple products together

Buying parts of a product separately

Increasing discounts as one purchases more items together.

Lower overall prices as one purchases parts of an offering

Product Enhancement Maintaining the current price point

Raising the price point

Adding more for same price

Adding complementary products or services

Segment Pricing Special requirements of specific segments

Child’s menu

Senior citizen discount

7-36

Chapter 8: Developing Channel and Logistics Strategy

The Marketing Plan Handbook:

3rd ed.

Marian Burk Wood

8-1

Channel Strategy

8-2

How, when and where to make goods and services available to customers.

Decisions must be based upon: Other elements of the marketing mix strategy. A thorough understanding of the targeted

segment. An understanding of the environment. The product’s characteristics and its stage in

the product life cycle.

The Value Chain A series of interrelated, value-added

functions plus the structure of organizations performing them.

On the inbound side: To obtain the inputs needed for creating the goods and services.

On the outbound side: To meet demand by making the product or service available.

8-3

Major Links in the Value Chain

During the planning process, marketers analyze how value is added at each connection in the value chain.

8-4

Three Flows in the Value ChainChannel and logistics involves managing the three

value-chain flows: Products: Refers to physical items such as raw

materials and product packaging on the inbound side and finished products on the outbound side.

Data: Refers to information such as the number of items ordered, customer requirements and feedback, and other information that adds value.

Money: Refers to payments for supplies, reseller or customer payments for finished goods, and other money movements between participants.

8-5

Adding Value Through the Chain Each participant adds value to satisfy the

needs of the next link. The price paid by each successive

participant reflects the value added by the previous link.

Customers at the end of the chain ultimately pay for the combined value added by all participants.

8-6

Services and the Value Chain Marketers planning for service business

face the same supply chain challenges as those who manage tangible goods.

However, because services are generally produced and consumed simultaneously, marketers must plan flows to more accurately match supply and demand.

8-7

Planning Channel StrategyEach organization must make decisions

regarding: Which channel functions must be covered

by someone other than the organization? Who will handle each function? How many channel levels to use?, and How many and what type of channel

members to choose?

The answers to these questions will vary from product to product and market to market.

8-8

Types of Channel Functions Matching volume, amount, or offer to

customer needs. Providing intermediaries and customers

with product and market information. Contacting and negotiating with

customers to maintain relationships and complete sales.

Transporting and storing products prior to purchase.

8-9

Decisions Regarding Channel FunctionsThe configuration of functions must be

tailored to products and markets. Determine which functions are best

handled by the firm and which are best handled by an intermediary.

Determine who the channel intermediary should be.

Determine the compensation for the intermediary.

8-10

Channel LevelsEach channel level adds value in some way.Basic channel level configurations: Zero-level: direct linking of the seller to the

buyer. One-level: The seller works with a single type of

intermediary. Typically a manufacturer – retailer configuration.

Multiple-level: The seller works with tow or three levels of distribution partners. Typically a manufacturer – wholesaler – retailer

configuration.

8-11

Channel Levels Illustrated

8-12

Reverse Channels To return products for exchange, repair or

recycling. Can be used to build relationships with

customers and the community. Must take into consideration the laws and

regulations that may govern their reverse channel strategy.

Can also represent profit opportunities for enterprising companies.

8-13

Channel Members

Key considerations include: Customer needs and habits Financial considerations Product’s life cycle Product’s positioning The target segment Relations with channel members should

be reexamined periodically.

8-14

Distribution Intensity Intensive Distribution: In many outlets for

maximum market coverage. Selective Distribution: In a number of

selected outlets. Exclusive Distribution: In few outlets for

exclusivity within each market.

8-15

Distribution Intensity (cont’d)Distribution Intensity Value to Marketer Value to Customer

Intensive Increase unit sales.

Market impulse items.

Cover more of each market.

Convenient.

Lower prices due to competition.

Selective Reduce dependence on a few outlets.

Control costs.

See product.

Receives sales help.

Obtain some services as needed.

Exclusive Support product or brand positioning.

Better supervise service, etc.

Receive personalized attention.

Access to delivery, alterations, customizations, etc.

8-16

Influences on Channel Strategy

8-17

Planning for Logistics

Marketer’s Balancing Act: Being responsive to customers needs while still meeting internal financial targets.

8-18

Logistics Decisions

8-19

Influences on Logistics Decisions The organization’s approach to social

responsibility. Cost constraints and the marketer's

logistics budget.

8-20

The Logistics Strategy

The marketing plan need not contain very detail of the logistics strategy. But it should contain:

A general outline, An explanation of the balance of total

costs versus responsiveness, and An indication of how logistics functions

will support other marketing decisions.

8-21

Chapter 9: Developing Integrated Marketing Communication

The Marketing Plan Handbook:

3rd ed.

Marian Burk Wood

9-1

Integrated Marketing Communications Every marketing plan anticipates the use

of marketing messages. For maximum effect, marketers should

coordinate the content and delivery of all marketing communications to ensure consistency and support the positioning and direction.

This approach is known as integrated marketing communications.

9-2

Five Basic Promotion ToolsIntegrated Marketing Communications

consists of five basic tools:

1. Advertising

2. Sales Promotion

3. Public Relations

4. Direct Marketing

5. Personal Selling

9-3

IMC StrategyThe IMC strategy involves:

1. Defining target audiences,

2. Establishing objectives and a budget,

3. Analyzing pertinent issues,

4. Selecting appropriate IMC tools, and

5. Planning appropriate pre- and post- implementation research to evaluate effectiveness.

9-4

Choosing the Target Audience Target market can vary from end

customers to employees to distribution partners.

Target markets need to be understood in as much detail as possible: To help shape the message. To help choose the appropriate tool.

9-5

“Push” and “Pull” Strategies

Push strategy: the company targets intermediaries, encouraging them to carry and promote the product.

Pull strategy: The company encourages end consumers to ask intermediaries for the product.

9-6

Understanding Target Market Consumer Behavior IMC can be used to move the audience through

a series of responses corresponding to beliefs, behavior and feelings about the product or brand.

The order that the consumer moves through these responses is dependent upon whether the good or service is “low involvement” , “high involvement”, or “experiential”.

The marketer should understand the response model for a given product or category when setting objectives.

9-7

Low Involvement, High Involvement & Experiential Models of Behavior

Under high involvement, beliefs precede all subsequent steps.

Under low involvement, behavior precedes feelings.

Under experiential, feelings, precede both behavior and beliefs.

9-8

Setting Objectives

Objectives can be related to influencing beliefs, influencing feelings, or influencing behaviors.

Objective Sample

Influencing Beliefs “Achieve 25% awareness of Product A among the target audience within 4 months.”

Influencing Feelings “Achieve 18% preference for Product E among the target audience within 3 months.”

Influencing Behavior

“Achieve 9% trial of Product C among the target audience within 6 months.”

9-9

Setting the BudgetFactors to be considered when setting the

IMC budget: Overall marketing budget. Objectives to be achieved. Competitive circumstances. Potential ROI (Return on Investment).

9-10

Examining IssuesTypes of issues that can impact IMC

strategy: Legal Regulatory Technological Ethical Cultural Competitive

9-11

Choosing IMC Tools

9-12

Word of Mouth and Buzz Marketing When possible, marketers want to spark positive

word-of-mouth (WOM) communication: Information spread by WOM has more credibility

because it comes from a personal source. However, the outcome of WOM is unpredictable, and

cannot often be accurately measured. Buzz marketing: When the company seeks to

generate more intense WOM, it may provide communicators with samples or coupons.

9-13

Planning Research The marketing plan should allow for pre-testing

and post-implementation research to evaluate the IMC activities.

Pre-testing: To find out if the target audience understands the message and retains information.

Post-implementation: To determine whether or not the IMC program has achieved its objectives and which elements of the plan were particularly effective.

9-14

Using IMC Tools Marketers typically use multiple tools in

any one campaign. Marketers should consider the overall

effect when planning the IMC program. Careful coordination of content and delivery

across messages and media is essential for consistency.

9-15

AdvertisingTwo basic decisions: Message Media

9-16

Message Appeal

Message Appeal: determined by the ad’s wording, format and design, graphics, sound, and other elements. Types of appeals include:

Rational: Using facts and logic to stimulate a response.

Emotional: Evoking feelings to stimulate a response.

9-17

Choosing Media Each medium has characteristics that

convey the message in a different way. Two key decisions in planning media:

Reach Frequency

9-18

Media Choices Television Radio Outdoor Newspaper Magazine Internet Direct Mail Other

9-19

Sales Promotion

Influences customer behavior by reducing perceived price or enhancing perceived value for a limited time.

Sale promotion techniques vary depending on the target audience; Consumer promotions: Targeting end

consumers. Trade promotions: targeting channel members

and salespeople.

9-20

Consumer Promotions

Consumer Promotions Sampling Coupons Rebates Refunds Premiums Sweepstakes and

contests Bonus packs Loyalty programs

Objectives Building awareness Encouraging product trial

or usage Encouraging speedy

response Reinforcing loyalty Supporting advertising or

other IMC activities Defending against

competitors

9-21

Trade PromotionsTrade Promotions Allowances and

incentives Sales contests Training and support Point-of-purchase

materials

Objectives Enhancing product

knowledge Building commitment Reinforcing focus and

loyalty Supporting

advertising or other IMC activities

Defending against competitors

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Public RelationsPurpose: To open the lines of communication and

develop positive relationships with the company’s stakeholder groups:

Customers and prospects Employees and job applicants Channel members Suppliers Government officials Local community groups Special interest groups Financial community

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Objectives for PR Activities

Understanding stakeholders’ perceptions and attitudes.

Managing the company’s image. Communicating views and information. Building brand and product awareness.

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Direct Marketing Through mail, broadcast and print media,

the Internet, and other media. Direct marketing is cost-effective for:

Precise targeting, and The use of customized messages.

Marketers can easily measure results. To be effective, the direct marketing

message must be relevant to the target audience and not be perceived as junk mail or spam.

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Personal SellingMore appropriate if the target audience: Requires customized goods and services. Needs assistance assessing needs. Makes large purchases. Requires individual attention for other reasons.

The one-to-one nature of personal selling supports strong customer relationships.

For an immediate sale, or for a sale in the future.

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Personal Selling Decisions Whether to hire salespeople or work with

an outside sales agency. How many salespeople are needed, and

how they will be organized. Related to sales staff, how to:

Recruit Train Manage Motivate Compensate

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The Personal Selling Process1. Identifying and qualifying prospects.

2. Planning the presales approach.

3. Making sales contact.

4. Addressing objections.

5. Closing the sale.

6. Following up after the sale.

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Chapter 10: Planning Performance Measurement and Implementation Control

The Marketing Plan Handbook:

3rd ed.

Marian Burk Wood

10-1

Measurement and ControlMeasurement Forecasts of future sales and costs, Budgets allocating financial resources, Schedules identifying the timing of marketing tasks,

and Metrics to gauge progress toward achieving

objectives.

Control Identify Analyze Correct

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Overview of Measurement Tools

10-3

Forecasts Are future projections of what sales and costs

are likely to be in the months and years covered in the plan.

Can never be more than good estimates. However, still should be as accurate as possible. Need to be reviewed often. Must account for the effect that marketing

activities will have on the direction and velocity of sales.

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Forecasts of Sales and Costs External factors to consider:

Demand Threats Opportunities

Internal factors to consider: Goals Capabilities Constraints

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Types of Forecasts Market and segment sales Company product sales Cost of sales Sales and costs by channel

Creating the forecasts is only part of the task. Next, month-to-month and year-to-year changes must be estimated in order to examine trends and rates of change.

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Sources of InformationFor Forecasting Value-chain partners Primary research:

Studies of buying patterns and buying intentions.

Secondary research: Trade associations. Government statistics. Industry analyst reports.

Judgment is typically used to fine-tune the estimates.

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Judgment-based Forecasting

10-8

Forecasting New Products Forecasting for new products is even more

challenging than for existing products. Bass model appropriate when:

The company has been able to collect sales data for even a brief period , and

The product is similar to an existing product or technology with a known sales history.

When the product is so innovative that it establishes a new product category, companies will: Use simulated test markets. Look at sales patterns of products with similar

market behavior.

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Budgets Budgets are time-defined allocations of

financial outlays for specific functions, programs, customer segments or geographic regions.

Enable marketing managers to: Allocate expenses, and Compare estimates with actual expenses.

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Examples of Budgeting Policies

Insist that budget preparation follow internal financial calendars.

Specify profit hurdles. Specify particular assumptions about expenses

and allocations. Mandate particular formats or supporting

documentation. Based upon best-case, worst-case and most-

likely scenarios. Adjusting budgets monthly instead of annually.

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Budgeting Methods Affordability budgeting Percentage-of-sales budgeting Comparative-parity budgeting Objective-and-task budgeting

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Affordability Budgeting Budgeting what you believe you can

afford. May work for start-ups. Generally, not a good way to budget.

Doesn’t allow for the kinds of significant, ongoing investments often needed to launch major new products or enter intensely competitive markets.

Ignores profit payback calculation.

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Percentage-of-sales Budgeting Management sets aside a certain percentage of

dollar sales to fund marketing programs. Based on internal budgeting guidelines or

previous marketing experience. Advantage: Simple to implement. Disadvantages:

Sales are seen as the source of marketing funding, rather than as the result of budget investments.

Difficult to justify the % set aside for marketing. Self-defeating: lower sales may lead to a lower

marketing budget.

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Comparative-parity Budgeting Funding marketing by matching what

competitors spend. Advantage: Simple to implement. Disadvantages:

Ignores differences between companies. Doesn’t allow for adjustments to meet specific

marketing objectives.

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Objective-and-task Budgeting

Adding up the cost of completing all of the marketing tasks needed to achieve marketing plan objectives.

Advantage: A reasonable build-up method.

Disadvantage: May add up to more than the firm can afford. Priorities may have to be established.

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Budgets Within the Marketing Budget

Budgets for each marketing mix program. Budgets for each brand, segment or

market. Budgets for each region or geographic

division. Budgets for each division or product

manager. Budget summarizing all marketing

expenses.

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Schedules Schedules are time-defined plans for

completing a series of tasks or activities related to a specific program or objective. Timing should be as concrete as possible.

Help avoid conflicts. Help measure progress toward

completion.

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The Scheduling Process List the main tasks and activities. Assign each a projected start and end date.

Through research or experience. Determine who is responsible for each task. Develop an overall summary schedule. Develop detailed schedules for each sub-

program. Gantt charts. Critical path schedules.

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MetricsMetrics: Focus employees on activities that make a

difference. Set up performance expectations that can

be objectively measured. Lay a foundation for internal

accountability and pride in accomplishments.

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Main Categories of Metrics

10-21

Marketing Dashboard A marketing dashboard is a computerized,

graphical presentation that helps management track important metrics over time and spot patterns that signal deviations from the marketing plan.

Helps managers see the situation at a glance, based upon a limited number of data inputs.

Varying levels of dashboards: Corporate, divisional or functional.

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Identifying MetricsMethods of identifying appropriate metrics

include: Working backward from mission, goals and

objectives. Looking for key components or activities related

to customer buying behavior. This would include metrics for each of the three

key areas: Marketing objectives, Financial objectives, and Societal objectives

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Sample Marketing MetricsObjective Metric

To acquire new customers.

Measure number or percentage of new customers acquired by month, quarter, year.

To retain current customers.

Measure number or percentage of customers who continue purchasing during a set period.

To increase market share.

Measure dollar or unit sales divided by total industry sales during a set period.

To accelerate product development

Measure the time needed to bring a new product to market.

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Sample Financial Metrics

Objective MetricTo increase sales revenue by product.

Measure product sales in dollars per week, month, quarter, or year.

To improve profitability. Measure gross or net margin for a set period byproduct, line, channel, marketing program or customer.

To reach break-even. Measure the number of weeks or months until a product’s revenue equals and begins to exceed costs.

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Sample Societal Metrics

Objective MetricTo make products more environmentally friendly.

Measure the proportion of each product’s parts that are recyclable or have been recycled during a set period.

To build awareness of a social issue.

Measure awareness among the target audience after the program or a set period.

To conserve electricity or fuel.

Measure amount used by month, quarter, year.

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Metrics Based on Customer Behavior

10-27

Using Metrics

Metrics are most valuable to the marketer when viewed in the context of:

Expected outcomes. Historical results. Competitive or industry outcomes. Environmental influences.

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Keys to Success in Implementing a Marketing Plan

10-29

Controlling Marketing Plan ImplementationFour types of marketing control help

marketers gauge the effectiveness of the plan implementation:

Annual Plan, Profitability, Productivity, and Strategic Control

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Four Forms of Control

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Applying Control1. Set objectives.

2. Determine metrics.

3. Determine measurement intervals.

4. Measure.

5. Take corrective action, if necessary. Or modify standards and/or objectives.

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Contingency PlansContingency plans are plans that organizations

have ready to implement if one (or more) of their original strategies or programs is disrupted by significant, unexpected changes.

Often prepared to show how the organization will respond in the case of emergencies such as: Computer system outages Power outages Natural disasters Etc.

Should be creative in terms of considering options, priorities and resources.

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