new marketplan

8/10/2019 NEW Marketplan

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Marketing Plan for:

Proposed by:

Submitted to:


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Table of Contents

1. Executive Summary

. Company !escription

". Strategic #ocus and plan

Mission$%ision

&oals

Core Competency and Sustainable Competitive 'dvantage

(. Situation 'nalysis

S)*T 'nalysis

+nternal Strengt,s and )eaknesses

Management

*fferings

Marketing

Personnel

#inance

Manufacturing

-esearc, and !evelopment - / !0

External *pportunities and T,reats

Consumer$Social

Competitive

Tec,nological

Economic

egal$-egulatory

+ndustry 'nalysisCompetitor 'nalysis

Company 'nalysis

Customer 'nalysis

2. Market3Product #ocus


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Marketing and Product *b4ectives

Target Markets

Points of !ifference

Positioning

5. Marketing Program

Product Strategy

Price Strategy

Promotion Strategy

Place !istribution Strategy0

6. #inancial !ata and Pro4ections

Past Sales -evenues

#ive37ear Pro4ections

8. *rgani9ation

. +mplementation

1;. Evaluation and Control


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1. Executive Summary

T,e Executive Summary its target market> and its need ?it,in t,e market. T,esummary s,ould also provide an overvie? of t,e main points of t,e plan and s,ould emp,asi9e an actionorientation.


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2. Company Description

T,e company description s,ould ,ig,lig,t t,e recent ,istory and successes of t,e company or organi9ation.


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3. Strategic Focus and Plan

),ile not included in all marketing plans> t,e Strategic #ocus and Plan sets t,e strategic direction for t,eentire organi9ation.

*ne approac, to crafting a strategic focus is Porter@s four generic business strategy model.


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Mission/ ision

T,e Mission$%ision statement is a Aualitative statement t,at specifies t,e markets and product lines in?,ic, a business ?ill compete. ' mission statement can dramatically affect t,e range of a firm@s marketingactivities by narro?ing or broadening t,e competitive playing field. 'n effective mission statement must beclear and direct.


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!oals

T,e &oals section of a marketing plan sets bot, financial and non3financial targets. &oals s,ould be inAuantitative terms> ?,ere possible> to facilitate measuring t,e company@s future performance.

'n example of a non3financial goal:


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Core Competency and Sustaina"le Competitive #dvantage

),ereas t,e mission defines t,e scope of a business or business unit and t,e goals define its strategic performance dimensions> its business unit competencies determine t,e means for ac,ieving success.

'n example of a competitive advantage: more t,an double its competitors> making it more convenient for customers t,an any ot,er fastfood restaurant in t,e ?orld.=


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$. Situation #nalysis

T,e essence of t,e situation analysis is taking stock of ?,ere t,e firm or product ,as been recently> ?,ere itis no?> and ?,ere it is ,eaded. T,e situation analysis is t,e first of t,ree steps in t,e planning stage.


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S%&' #nalysisT,e S)*T analysis is an effective s,ort3,and summary of t,e situation analysis. T,e acronym is used todescribe an organi9ation@s internal Strengt,s and % eaknesses and its external & pportunities and ' ,reats.T,is analysis provides a solid foundation as a springboard to identify subseAuent actions in t,e marketing

plan. T,e S)*T analysis can be effectively presented in a tabular format follo?ed by a text discussion t,atelaborates on t,e information in t,e table.

'n analysis to identify internal strengt,s and ?eaknesses usually includes t,e follo?ing areas in anorgani9ation:

%(en analy)ing* Consider*

Management experience level> management style> si9e*fferings uniAueness> Auality> price>Marketing type and scope of marketing planPersonnel Auality and experience of ?orkforce#inance sales revenuesManufacturing Auality and dependability of suppliers- / ! plans for continual product improvement> - / ! budget

'n analysis to identify external opportunities and t,reats usually includes t,e follo?ing factors:

%(en analy)ing t(ese +actors* Consider*

Consumer$Social si9e and stability of marketCompetitive number and si9e of competitorsTec,nological t,e effect of tec,nology on any facet of t,e businessEconomic current and pro4ected economic situation of marketegal$-egulatory t,e effect of legal and regulatory factors on any facet of t,e business

,ndustry #nalysis

T,e industry analysis section s,ould provide t ,e backdrop for a more detailed analysis of t,e competition>t,e company> and t,e customer. 'n in3dept, analysis ?ill give bot, internal and external readers of t ,e planconfidence in t,e company@s ability to understand its o?n industry.

Competitor #nalysis

'n effective analysis of t,e competition s,ould demonstrate t,at t,e company ,as a realistic understandingof its ma4or competitors and t,eir marketing strategies. 's in ?it, t,e industry analysis> a realisticassessment makes readers feel confident t,at t,e marketing actions in t,e plan are ?ell grounded.

Company #nalysis

T,e company analysis provides details of a company@s strengt,s and marketing strategies t,at ?ill enable itto ac,ieve its marketing goals.

Customer #nalysis

' t,oroug, customer analysis ans?ers t,e Auestion:


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-. Mar et Product Focus

Mar eting and Product &"0ectives

Setting product ob4ectives and identifying target market segments significantly increases t,e c,ance t,at a product ?ill be successful. T,e ob4ectives and goals s,ould be stated in measurable terms so t,at t,ey can be measured during t,e program implementation and control p,ases of t,e marketing plan.

Target Markets

Gecause an organi9ation cannot satisfy t,e needs of all consumers> it must concentrate its marketing effortson t,e needs of specific nic,es or target markets. +n describing t,e target markets> consider ?,y a particular target market ?as selected and ,o? t,e product or service meets t,e needs of t ,e target market.

Points of Difference

Points of !ifference are t,ose c,aracteristics of a product t,at make it superior to competitive substitutes.T,e greatest single factor in a ne? product@s failure is t,e lack of significant points of difference.

Positioning

' product@s uniAue points of difference are communicated by ?ay of a positioning strategy.


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. Mar eting Program

Everyt,ing t,at ,as gone before in t,e marketing plan sets t,e stage for t,e marketing mix actions333t,e (Ps3333covered in t,e marketing plan. Product> price> promotion> and place distribution0 strategies are alldetailed in t,e Marketing Program section of t,e plan.

%(en descri"ing t(ese strategies* ,nclude t(ese elements*

Product #eatures> brand name> packaging> service> ?arranty

Price ist price> discounts> allo?ances> credit terms> payment period

Promotion 'dvertising> personal selling> sales promotion> publicity

Place *utlets> c,annels> coverage> transportation> stocklevel


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. Financial Data and Pro0ections

'll t,e marketing mix decisions covered in t,e marketing program ,ave bot, revenue and expense effects.+n t,is section of t,e marketing plan> bot, past and pro4ected financial data is included. ' key indicator of?,at future sales ?ill be is to examine past sales.


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. &rgani)ation

' marketing program needs a marketing organi9ation to implement it. T,is section of t,e marketing planmay include an organi9ational c,art ?it, bot, current and pro4ected positions represented.


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4. ,mplementation Plan

T,e implementation plan s,o?s ,o? a company ?ill turn plans into results. To implement a marketing program successfully> ,undreds of detailed decisions are often reAuired. T,ese marketing tactics aredetailed operational decisions essential to t,e overall success of marketing strategies. Fnlike marketingstrategies> marketing tactics involve actions t,at must be taken immediately.

#or eac, strategy describe ?,at ,as to be performed to carry it out. #or example> if t,e plan calls foradding television advertising> implementation mig,t involve contacting an ad agency and arranging ameeting> agreeing on ob4ectives> targeting audiences> and sc,eduling a flig,t of advertisements. +f t,e plancalls for increasing t,e price> a breakeven sc,edule of alternative prices mig,t be performed.


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15. Evaluation and Control

T,e purpose of t,e control p,ase of t ,e strategic marketing process is to keep t,e marketing programmoving in t,e direction set for it. +n t,e control p,ase> t,e marketing manager compares t,e results of t,emarketing program ?it, t,e goals in t,e ?ritten plans to identify deviations. T,e marketing manager t,enacts on t,e deviations to correct t,e negative and exploit t,e positive ones.

new marketplan

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