Developing Marketing Strategies and Plans

Chapter 2
Developing Marketing
Strategies And Plans
TABLE OF CONTENT
• Summary
• Marketing And Customer Value
• Corporate And Division Strategic Planning
• Business Unit Strategic Planning
• The Nature And Contents Of A Marketing Plan
SUMMARY 3
SUMMARY
• The value delivery process includes choosing (or identifying),
providing (or delivering), and communicating superior value.
The value chain is a tool for identifying key activities that
create value and costs in a specific business.
SUMMARY
• Strong companies develop superior capabilities in managing
core business processes such as new-product realization,
inventory management, and customer acquisition and
retention. In today’s marketing environment, managing these
core processes effectively means creating a marketing
network in which the company works closely with all parties in
the production and distribution chain, from suppliers of raw
materials to retail distributors. Companies no longer
compete—marketing networks do.
SUMMARY
• Market-oriented strategic planning is the managerial process
of developing and maintaining a viable fit between the
organization’s objectives, skills, and resources and its changing
market opportunities. The aim of strategic planning is to shape
the company’s businesses and products so they yield target
profits and growth. Strategic planning takes place at four
levels: corporate, division, business unit, and product.
SUMMARY
• The corporate strategy establishes the framework within
which the divisions and business units prepare their strategic
plans. Setting a corporate strategy means defining the
corporate mission, establishing strategic business units (SBUs),
assigning resources to each, and assessing growth
opportunities.
SUMMARY
• Marketers should define a business or business unit as a
customer-satisfying process. Taking this view can reveal
additional growth opportunities.
• Strategic planning for individual businesses includes defining
the business mission, analyzing external opportunities and
threats, analyzing internal strengths and weaknesses,
formulating goals, formulating strategy, formulating
supporting programs, implementing the programs, and
gathering feedback and exercising control.
SUMMARY
• Each product level within a business unit must develop a
marketing plan for achieving its goals. The marketing plan is
one of the most important outputs of the marketing process.
LEARNING OBJECTIVES
• In this chapter, we will address the following questions:
• How does marketing affect customer value?
• How is strategic planning carried out at different levels of the
organization?
• What does a marketing plan include?
Section 1
MARKETING AND CUSTOMER VALUE
The Value Delivery Process
• Marketing affects customer value.
• Successful marketers must focus on
delivering value to customers at a profit.
This is accomplished by fine tuning the
value delivery process
The Value Delivery Process
• What is Value Delivery Process?
• It is a three phases to the value creation and
delivery sequence are as follows:
Providing the
• Doing homework or value: • Use the Internet,
research on market advertising, sales
segmentation, target • Identification of force and other
market selection, features, prices, communication tools
value positioning distribution
Choosing the Communicating

value: the value:
The Value Chain
• What is a Value Chain?
• A tool for identifying ways to create more customer value
• Every firm is a synthesis of activities performed to design,
produce, market, deliver, and support its product
The Value Chain
• The Value Chain identifies nine – five primary and 4 support –
activities that create value and cost in a business.
• Firms examine costs and performance in each value-creating
activity and benchmark against competitors to look for ways
to improve
Primary Inbound Outbound

Logistics Operations Logistics Marketing Service
Activities
Margin
Procurement
Support Human Resource management
Activities
Technological Development
Infrastructure
Video Time – “Porter’s Value Chain”
 Discover strategy expert

Michael Porter's model
to help you to identify
and maximize value in
your organization. Learn
about Primary and
Support activities and
sub-activities, and how
they affect each other.
And reduce the costs of
creating value, so that
your profit margin can
grow.
Core Business Processes
• The firm’s success The market-sensing
depends not only on process
how well each
department performs The new-offering
its work, but also on realization process
how well the company The customer acquisition
coordinates process
departmental activities
to conduct core The customer relationship
business processes. management process
These processes The fulfillment
include the following: management process
• The market- The market-sensing
process
sensing process:
gathering and The new-offering
realization process
acting upon
The customer acquisition
information about process
the product
The customer relationship
management process
The fulfillment
management process
• The new-offering The market-sensing
process
realization
process: The new-offering
realization process
researching,
developing, and process
launching new
high-quality management process
offerings quickly The fulfillment
and within budget management process
• The customer The market-sensing
process
acquisition
process: defining The new-offering
realization process
target markets and
prospecting for process
new customers
management process
The fulfillment
management process
• The customer The market-sensing
relationship process
management The new-offering
process: building realization process
deeper
understanding, process
relationships, and
offerings to The customer relationship
management process
individual
customers The fulfillment
management process
• The fulfillment The market-sensing
management process
process: receiving The new-offering
and approving realization process
orders, shipping The customer acquisition
goods on time, and process
collecting payment The customer relationship
management process
The fulfillment
management process
Core Competencies
• What is Core Competencies?
• There are the resources and/or strategic
advantages of a business
Core Competencies
• It has three main
characteristics
• Sources of competitive
advantage that make a Useful in a
significant wide variety of
markets
contribution to Contributes to
perceived customer perceived
customer
Difficult to
imitate
benefits benefits
• Have applications to a Core

wide variety of Competencies
markets
• Are difficult for
competitors imitate
Core Competencies
How to maximize Core Competencies?
• Businesses may need to realign themselves to maximize core
competencies, using the following three steps
Reposition the
company’s
Reshape the brand identity
business scope,
Redefine the sometimes
business geographically
concept or big
idea
Central Role of Strategic Planning
• What is Strategic Planning?
• Strategic planning is an organization's
process of defining its strategy, or
direction, and making decisions on
allocating its resources to pursue this
strategy.
• Master marketers like Focus on the customer
Amazon.com and Ritz-
Carlton have a strong
strategic planning. Organized to respond effectively
to changing needs
• Five Criteria of Master
Marketers are as follows: Have well-staffed marketing
departments,
Have a successful Chief

Marketing Officers (CMOs), and
Have other departments accept

customer is king
• Five priorities for a Act as the visionary for the
future of the company.
successful CMO
Build adaptive marketing
capabilities.
Win the war for marketing

talent.
Tighten the alignment with

sales.
Take accountability for returns

on marketing spending.
Video Time – “The Role of a CMO”
 Chris Williams
 CMO of Capgemini,
explains the
expanding role of
the chief marketing
officer. He says
CMOs should help
grow the business in
a weak economy
• Below is the complete planning, implementation, and control
cycle of strategic planning
• Marketers must Businesses as
investment portfolio
prioritize strategic
planning in three
key areas: Assessing each
business’s strength
Establish a strategy
Central Role of Strategic Planning – Marketing Plan
• Strategic planning is a
broad process that can Strategic
address the entire
business, or a portion of
Level
the business such as Planning
marketing. Marketing
strategies derive from
strategic plans.
• A marketing plan operates Tactical
on a strategic level and a
tactical level.
Level
• It directs and coordinates Planning
the marketing effort
• The strategic
marketing plan lays
Strategic
out the target Level
markets and the Planning
firm’s value
proposition, based
on an analysis of the Tactical
best market Level
opportunities.
Planning
• The tactical
marketing plan
Strategic
specifies the Level
marketing tactics, Planning
including product
features, promotion,
merchandising, Tactical
pricing, sales Level
channels, and
service.
Planning
Section 2
CORPORATE STRATEGIC PLANNING
Four Planning Activities
• Whether they let Define the corporate
mission
their business units
set their own goals
Establish strategic
and strategies or business units
collaborate in doing
so, all corporate Assign resources to each
headquarters strategic business unit
undertake these four
planning activities. Assess growth
opportunities
Defining the Corporate Mission
• Over time, the mission
may change to respond What is our business?
to new opportunities or
market conditions
Who is the customer?
• These simple-sounding
questions are among the
most difficult a company What is of value to
will ever face. the customer?
• Successful companies
continuously ask and What will our
answer them. business be?
• From these answers the
organization can develop a What should our
good mission statement. business be?
• Product Definition vs. Market Definition
• Market definitions of a business describe the business
as a customer-satisfying process, which is preferred
because products are transient (product definitions)
but basic needs and customer groups endure forever.
Company Product Definition Market Definition
We are a people-and-goods
Union Pacific We run a railroad.
mover.
We make copying We help improve office
Xerox
equipment. productivity.
Hess
We sell gasoline. We supply energy.
Corporation
Paramount
We make movies. We market entertainment.
Pictures
Encyclopaedi
We sell encyclopedias We distribute information.
a Britannica
We make air
We provide climate control in
Carrier conditioners and
the home.
furnaces.
• A target market
definition tends to
focus on selling a
product or service Target Strategic
to a current market. Market Market
• A strategic market
definition,
however, also
focuses on the
potential market.
Crafting a Mission Statement
• A clear, thoughtful mission statement, developed
collaboratively with and shared with managers, employees,
and often customers, provides a shared sense of purpose,
direction, and opportunity.
• At its best it reflects a vision, an almost “impossible dream,”
that provides direction for the next 10 to 20 years.
• Good mission They focus on a limited number of
goals
statements have
They stress the company’s major
five major policies and values
characteristics
They define the major competitive
spheres within which the company
will operate
They take a long-term view
They are short, memorable and

meaningful as possible
Vague Mission Statement Clear Mission Statement

To build total brand value To organize the world’s
by innovating to deliver information and make it
customer value and universally accessible and
customer leadership faster, useful (Google Mission
better, and more Statement)
completely than our
competition
Vague Philosophy Clear Philosophy

We build brands and make the world a Never settle for the best (Google
little happier by bringing our best to you. Corporate Philosophy)
• Focus on the user and all else will
follow.
• It’s best to do one thing really, really
well.
• Fast is better than slow.
• Democracy on the web works.
• You don’t need to be at your desk to
need an answer.
• You can make money without doing
evil.
• There is always more information out
there.
• The need for information crosses all
borders.
• You can be serious without a suit.
• Great just isn’t good enough.
Video Time - How to Write a Mission Statement That Doesn't Suck
I want to show you why most

mission statements are so
terrible.
Let's say you founded a pizza

parlor. And your first idea for
a mission statement is
something like this: "Our
mission is to serve the
tastiest damn pizza in Wake
County." That's pretty good. If
I worked for you, I could get
excited about that. Now
here's how it will go off the
rails.
Strategic Business Units
• What is Strategic Business Units?
• It is a relatively autonomous division of a large company that
operates as an independent enterprise with responsibility for a
particular range of products or activities.
• Large companies normally manage quite different businesses,
each requiring its own strategy. The purpose of identifying the
company’s strategic business units is to develop separate
strategies and assign appropriate funding.
• Senior management knows its portfolio of businesses usually
includes a number of “yesterday’s has-beens” as well as
“tomorrow’s winners.”
• Three Characteristics Single business or collection of
related businesses that can be
of an SBU: planned separately from the rest of
the company
Own set of competitors
Manager responsible for strategic

planning and profit performance
and controls most factors affecting
profit
• Management must decide how to allocate corporate
resources to each SBU
• Portfolio-planning models such as the GE/McKinsey Matrix
and the BCG Matrix were used in the past to assist managers
in making resource allocation decisions. But they have been
replaced with newer models that consider shareholder value
analysis.
GE/McKinsey Matrix
HIGH
Boston Consulting Group Matrix

Business Position
MED
LOW
LOW MED HIGH
Industry Attractiveness
• What is shareholder value analysis (SVA)?
• SVA determines the financial value of a company by looking
at the returns it gives its stockholders (ie. with and without
an SBU). It is based on the view that the objective of
company directors is to maximize the wealth of company
stockholders
• These value calculations assess the potential of a business
based on growth opportunities from global expansion,
repositioning or retargeting, and strategic outsourcing.
• Growth
opportunities New Businesses
assessment may (Ie New SBU)
result in the
following:
Downsizing
Terminating
Older Businesses
• Firms can fill a gap
between future desired intensive
sales and projected sales
via growth
• intensive growth
• integrative growth integrative
• diversification growth
growth
diversification
growth
Assessing growth opportunities
• Intensive growth looks for
opportunities within intensive
current businesses. The
product-market expansion growth
grid looks at growth
possibilities from the
perspective of current and
integrative
new products and markets.
• Market Penetration
growth
• Market Development
• Product Development diversification
• Diversification
growth
• Market Penetration –
gaining market share with
current products and
New
current customers. The Market
Diversification
company can achieve Development
Markets
growth by having current
customers purchase more,
attract competitors
Current
customers, or bring non- Market Product
buyers into the market. Penetration Development
Current New
Products
• Market Development –
Finding new markets for
existing products. The firm
New
can find new buyer groups Market
Diversification
(business customers rather Development
Markets
than consumers), new
distribution channels
(online), or expand
Current
distribution to other Market Product
regions or countries. Penetration Development
Current New
Products
• Product Development –
Develop new products to
the current market. As the
New
firm already has a Market
Diversification
relationship with current Development
Markets
customers, they can
develop new products to
meet other, related needs
Current
of it’s customers. Market Product
Penetration Development
Current New
Products
• Diversification –
Developing new products
for new markets.
New
Market
Diversification
Development
Markets
Current
Market Product
Penetration Development
Current New
Products
• Integrative growth: acquire
related businesses intensive
• Use backward, forward or
horizontal integrations growth
within the industry
• May not reach desired
sales volume; challenges integrative
with integration
growth
diversification
growth
• A business can achieve growth through backward (buy supplier),
forward (buy wholesaler), or horizontal (competitor) integration.
Supplier Business Wholesaler
Competitor
• Diversification growth:
identify opportunities for
growth from adding
intensive
attractive, unrelated
businesses.
growth
• Firms can often discover
opportunities outside its integrative
present business. However,
the new industry should be growth
highly attractive (grow
potential) and the
company should have (or diversification
acquire) the right
capabilities to succeed. growth
• Downsizing and Divesting Older Businesses
• Companies must carefully prune, harvest, or divest tired old
businesses to release needed resources for other uses such
as for growth strategy and reduce costs
Organization and Organizational Culture
• What is organization?
• A company’s organization is its structures,
policies, and corporate culture, all of which can
become dysfunctional in a rapidly changing
business environment.
• What is organizational culture?
• Corporate culture is “the shared experiences, stories,
beliefs, and norms that characterize an organization.”
• Customer-centric culture can affect all aspects of an
organization
• Walk into any company and the first thing that strikes you is
the corporate culture—the way people dress, talk to one
another, and greet customers.
• Whereas managers can change structures and policies (though
with difficulty), the company’s culture is very hard to change.
• Yet adapting the culture is often the key to successfully
implementing a new strategy.
Video Time – Apple’s Culture
A walk through the
culture of Apple.
Insights can be gained
by examining the
cultural artifacts and
inferring underlying
beliefs and value
structures
Marketing Innovation
• Innovation in marketing is critical - Imaginative ideas on
strategy exist in many places within a company.
• Employees can challenge company orthodoxy and stimulate
new ideas
• Senior management should identify and encourage fresh ideas
from three generally underrepresented groups:
• employees with youthful or diverse perspectives,
• employees far removed from company headquarters, and
• employees new to the industry.
• Firms develop strategy by choosing their view of the future via
Scenario Analysis
Section 3
BUSINESS UNIT STRATEGIC PLANNING
Strategic Planning Level
• This section will outline the strategic planning at the SBU level.
Business Mission
• Each business unit Business Mission
must develop a
SWOT Analysis
specific mission that
fits within the Goal Formulation
broader company
mission. Strategy Formulation
• For example, the
specific mission for Program Formulation
YouTube must fit

Implementation
within the overall
mission of Google. Feedback and Control
Business Mission
must develop a
SWOT Analysis
broader company
YouTube must fit

Implementation
within the overall
Conduct a SWOT Analysis
• Strategic planning requires Business Mission
managers to understand the
external and internal
environments. A SWOT analysis SWOT Analysis
allows for these environments to
be monitored.
• Business units must monitor key Goal Formulation
macro-environment forces as
well as micro-environment
factors. Monitoring the external Strategy Formulation
environment can allow firms to
identify growth opportunities
and potential threats to its
existing businesses. Program Formulation
• To take advantage of
opportunities the firm must be Implementation
aware of its own internal
strengths and weaknesses.
Feedback and Control
Internal
SW
Strength Weakness
O T
External
Opportunity Threat
External Environment
• External environment (opportunity and threat) analysis:
monitor key macroenvironmental forces for
• Market Opportunity: area of buyer need and interest that a company
has a high probability of satisfying
• Environmental threat is a challenge posed by an unfavorable trend or
development that, in the absence of defensive marketing action, would
lead to lower sales
Market Opportunity
• Sources of market opportunities
1. Offer something in short supply
2. Supply existing product or service in a superior way
• Problem detection: ask consumers for suggestions
• Ideal method: ask consumers to imagine an ideal version
of the product or service
• Consumption chain method: chart steps in acquiring,
using, disposing of product
Market Opportunity
3. Benefit from converging industry trends/introduce
hybrid products or services to the market
4. Make buying process more convenient or efficient
5. Meet the need for more information and advice
6. Customize a product or service
7. Introduce a new capability
8. Deliver a product or service faster
9. Offer product at a much lower price
Market Opportunity Can we articulate the benefits convincingly
to a defined target market(s)?
• Market opportunity analysis
questions
Can we locate the target market(s) and
• To evaluate opportunities, reach them with cost-effective media and
companies can use market trade channels
opportunity analysis (MOA) to
Does our company possess or have access
ask questions like those posed to the critical capabilities and resources
on this slide we need to deliver the customer benefits?
Can we deliver the benefits better than

any actual or potential competitors?
Will the financial rate of return meet or

exceed our required threshold for
investment?
Internal Environment
• It’s one thing to find
attractive opportunities Company
and another to be able to Strengths
take advantage of them.

Each business needs to
evaluate its Internal
Environment
• internal strengths and
• Internal weaknesses.
Company
Weaknesses
Video Time – Starbuck’s SWOT Analysis
This video introduces
the idea behind doing
SWOT analysis using
Starbuck as an
example
Goal Formulation
• Once the company has Business Mission
performed a SWOT
analysis, it can proceed to SWOT Analysis
goal formulation,
developing specific goals Goal Formulation
for the planning period.
• Goals are objectives that Strategy Formulation
are specific with respect to
magnitude and time Program Formulation
Implementation

Business Mission
must develop a
SWOT Analysis
broader company
YouTube must fit

Implementation
within the overall
Goal Formulation
• Managing these objectives
effectively requires these four
criteria to be met.
Ranked
• They must be arranged
hierarchically, from most to
least important
• Objectives should be Consistent Quantified
quantitative whenever
possible
• Goals should be realistic
• Objectives must be Realistic
consistent
Strategic Formulation
• Strategy is a game Business Mission
plan for getting what SWOT Analysis

you want to achieve
Goal Formulation
Strategy Formulation
Program Formulation
Implementation

• Two type of strategies
• Porter’s Generic Porter’s
Strategies
• Strategic Alliances Generic
Strategies
Strategic
Alliances
Porter’s Generic Strategies With overall cost leadership, firms work
• Michael Porter has proposed to achieve the lowest production and
distribution costs so they can underprice
three generic strategies that competitors and win market share.
provide a good starting point
for strategic thinking:
• overall cost leadership With differentiation, the business
concentrates on achieving superior
• differentiation, and performance in an important customer
• focus. benefit area valued by a large part of the
market.
• According to Porter,
competing firms directing the With focus, the business focuses on one
same strategy to the same or more narrow market segments, gets to
target market constitute a know them intimately, and pursues either
cost leadership or differentiation within
strategic group. The firm that the target segment.
carries out the strategy best
will make the most profits.
Video Time – Porter’s Generic Strategies
Porter's Generic
Strategies are so called
because they can be
useful to you no matter
what industry you work
in, what products or
services you sell, or
whether you are a
small or large
organization
Strategic Alliances Product or service alliances—One company
• Even giant companies often licenses another to produce its product, or
two companies jointly market their
cannot achieve leadership, complementary products or a new product.
either nationally or globally,
Promotional alliances—One company
without forming alliances agrees to carry a promotion for another
with domestic or company’s product or service.
multinational companies that
complement or leverage their Logistics alliances—One company offers
capabilities and resources. logistical services for another company’s
• Many strategic alliances take product.
the form of marketing
alliances. These fall into four Pricing collaborations—One or more
companies join in a special pricing
major categories. collaboration.
Program Formulation and Implementation
• Great strategies can lead to failure unless they are
implemented properly. Proper formulation ensures that all the
pieces fit together. But firms must also examine the cost of the
marketing programs to ensure that the expense is justified.
• According to McKinsey & The first “soft” element, style, means company
employees share a common way of thinking and
Company, strategy is behaving.
only one of seven

elements—all of which The second, skills, means employees have the
start with the letter s—in skills needed to carry out the company’s
strategy.
successful business
practice.
Staffing means the company has hired able
• The first three—strategy, people, trained them well, and assigned them to
structure, and systems— the right jobs.
are considered the
“hardware” of success.
The fourth element, shared values, means
• The next four—style, skills, employees share the same guiding values. When
staff, and shared values— these elements are present, companies are
usually more successful at strategy
are the “software.” implementation.
• McKinsey’s Elements of Success
Skills Strategy
Staff Structure
Style Systems
Shared values
• A company’s strategic fit with
Constant
the environment will Monitoring of
inevitably erode because the External and
Internal
market environment changes Environment
faster than the company’s Key to
seven Ss. Organizational
• Thus, a company might Health
remain efficient yet lose Willingness to
effectiveness. organizations adopt new
goals and
can be changed through behaviors
strong leadership, preferably
in advance of a crisis.
Section 4
THE NATURE AND CONTENTS OF A
MARKETING PLAN
THE NATURE AND CONTENTS OF A MARKETING PLAN
What is a marketing plan?
• A marketing plan is a written document

that summarizes what the marketer has
learned about the marketplace and
indicates how the firm plans to meet its
marketing objectives
• Provides direction and focus for a brand,
product or company
• Informs and motivates key constituents inside
and outside an organization about its
marketing goals and how these can be
achieved
Shortcomings of Marketing Plans
• The most Lack Of Realism

frequently cited
shortcomings of
current marketing Insufficient
plans, according to Competitive Analysis
marketing
executives, are: A Short-run Focus
Evaluating a Marketing Plan
• Here are some questions to Is the plan simple and succinct? Is
ask in evaluating a it easy to understand and act on?
Does it communicate its content
marketing plan.
clearly and practically? Is it not
unnecessarily long?
Is the plan complete? Does it

include all the necessary
elements? Does it have the right
breadth and depth? Achieving
the right balance between
completeness and lots of detail
and simplicity and clear focus is
often the key to a well-
constructed marketing plan.
Evaluating a Marketing Plan
• Here are some questions to Is the plan specific? Are its
ask in evaluating a objectives concrete and
measurable? Does it provide a
marketing plan.
clear course of action? Does it
include specific activities, each
with specific dates of completion,
specific persons responsible, and
specific budgets?
Is the plan realistic? Are the sales
goals, expense budgets, and
milestone dates realistic? Has a
frank and honest self-critique
been conducted to raise possible
concerns and objections?
Shorter and Less Formal Plans for Smaller Businesses
• Smaller businesses Small

Business –
may create Shorter
shorter or less Less Formal
formal marketing Plan
plans;
• Corporations Corporate –
generally require Longer
Formal
highly structured Plan
documents.
Marketing Plan Content
• Although the exact length Executive summary
and layout varies from
company to company, most
marketing plans cover one
Table of contents
year in anywhere from 5 to Situation analysis
50 pages. Smaller
businesses may create Marketing strategy
shorter or less formal
marketing plans, whereas Marketing tactics
corporations generally
require highly structured Financial projections
documents.
• A marketing plan usually Implementation
contains the following controls
sections
• Executive summary
• Table of contents
• Situation analysis
• relevant background data on sales, costs, the
market, competitors and the
macroenvironment
• Marketing strategy
• mission, marketing and financial objectives,
needs the marketing offering is intended to
satisfy and its competitive positioning
• Marketing tactics The product or service offering section
describes the key attributes and benefits
• Marketing activities that that will appeal to target customers.
will be undertaken to
execute the marketing The pricing section specifies the general
price range and how it might vary across
strategy different types of customers or channels,
including any incentive or discount plans.
The channel section outlines the different

forms of distribution, such as direct or
indirect.
The communications section usually

offers high-level guidance about the
general message and media strategy. Firms
will often develop a separate
communication plan to provide the detail
necessary for agencies and other media
partners to effectively design the
communication program.
• Financial Projections The break-even analysis estimates
how many units the firm must sell
• Include a sales forecast, monthly (or how many years it will
an expense forecast, and take) to offset its monthly fixed
a break-even analysis. costs and average per-unit variable
costs
Risk analysis obtains three

estimates (optimistic, pessimistic,
and most likely) for each uncertain
variable affecting profitability,
under an assumed marketing
environment and marketing
strategy for the planning period.
• Implementation Controls
• Outlines the controls for monitoring and
adjusting implementation of the plan
• Spells out the goals and budget for each
month or quarter so management can review
each period’s results and take corrective action
as needed.
The Role of Research
• The marketing plan

should outline what Environment
marketing research
will be conducted
and when, as well as
how the findings will Competition
be applied.
• Up-to-date Selected
information is Market
needed about the: Segments
The Role of Research
• Research helps
marketers learn Customers’ Requirements
about customers’
Customers’ Expectations
Customers’ Perceptions
Customers’ Satisfaction
Customers’ Loyalty
The Role of Relationships
• Although the
marketing plan Internal
shows how the
company will
Relationships
establish and
maintain profitable
customer
relationships, it also External
affects both internal
and external
relationships
relationships.
• Internal
Relationships: The
marketing plan Marketing
Department
influences how
Creating,
marketing staff work Delivering and
Communicating
with each other and Values to
Customers
with other
departments to Other
Department
deliver value and
satisfy customers
• External
Relationships: The Suppliers
marketing plan
affects how the
company works with
suppliers, Company
distributors, and
partners to achieve Partners Distributors
the plan’s objectives

Developing Marketing Strategies and Plans

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Developing Marketing Strategies and Plans

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Chapter 2

Choosing the Communicating

Primary Inbound Outbound

 Discover strategy expert

• Have applications to a Core

Have a successful Chief

Have other departments accept

Win the war for marketing

Tighten the alignment with

Take accountability for returns

They are short, memorable and

Vague Mission Statement Clear Mission Statement

Vague Philosophy Clear Philosophy

I want to show you why most

Let's say you founded a pizza

Own set of competitors

Manager responsible for strategic

Boston Consulting Group Matrix

LOW MED HIGH

Supplier Business Wholesaler

YouTube must fit

YouTube must fit

Can we deliver the benefits better than

Will the financial rate of return meet or

take advantage of them.

Feedback and Control

YouTube must fit

plan for getting what SWOT Analysis

Feedback and Control

only one of seven

• A marketing plan is a written document

• The most Lack Of Realism

Is the plan complete? Does it

• Smaller businesses Small

The channel section outlines the different

The communications section usually

Risk analysis obtains three

• The marketing plan

the plan’s objectives

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