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MARKETING PLANNING

MARKETING PLANNING. ICESI MBA. MARKETING PLANNING. Marketing Strategy its a blue print by which the firm plans to complete. David R (1987). Marketing Planning. A document that layouts recommendations for a business, what the firm need to accomplish and how. Calkins J (2005).

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MARKETING PLANNING

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  1. MARKETING PLANNING ICESI MBA

  2. MARKETING PLANNING Marketing Strategy its a blue print by which the firm plans to complete David R (1987) Marketing Planning A document that layouts recommendations for a business, what the firm need to accomplish and how Calkins J (2005)

  3. MARKETING PLANNING What is in the document?

  4. MARKETING PLANNING The written marketing plan • An executive summary • Table of contents • A summary of the current situation (SWOT) • A focused assessment of the marketing opportunity • A financial marketing goal • A summary of the company marketing strategy • A month to month budget • A month to month sales and revenue forecast • A plan for monitoring and evaluating action plans and progress and • at the end of the period

  5. MARKETING PLANNING Where does planning fit in the marketing process?

  6. MARKETING PLANNING THE MARKETING PROCESS Marketing Planning Strategy formulation Program deployment

  7. MARKETING PLANNING

  8. MARKETING PLANNING Marketing Planning The planning process requires meetings and agreement and an understanding (analyzing) the current situation. Planning requires also communicating the plan and supervising its implementation

  9. MARKETING PLANNING Planning may help people to sell ideas and to get budget allocation Planning can be an unfertile business requirement. The written document may never be read and left getting dust on a shelf

  10. MARKETING PLANNING MARKETING PLANNING Planning should ultimately activate decision making A plan without an implementation worth nothing

  11. MARKETING PLANNING Stop making plans, start making decisions How Executives Decide 100% continuosly 70% issue by issue How Executives Plan 66% periodically 67% unit by unit No wonder only 11% of executives are highly satisfied that Strategic Planning is worth the effort

  12. MARKETING PLANNING How is planning conducted in your organization?

  13. MARKETING PLANNING The Planning Process Step 1 Understand situation Step 4 Execute Step 2 Develop Objetives, Strategies and Tactics Step 3 Write and Present the Plan Gain Support

  14. MARKETING PLANNING Marketing Plan Summary OBJETIVES STRATEGIES TACTICS • Key to success • Always remember you are selling a recommendation • Make the data compelling and; • Always deal with the conflicting data.

  15. MARKETING PLANNING Practical Recommendations • Tell a story but don't write a novel • plans should be long enough to be understood but short • enough to be read, and they should “speak” to people. • 2) Don't make novice mistakes check data accuracy, sources • reliability • 3) Set demanding but achievable goals • 4) Make sure you have the resources to make the plan possible • 5) Make sure you have an implementation and follow up process

  16. MARKETING PLANNING The Planning Process It all begins with a clear understanding of business

  17. MARKETING PLANNING Typical business situation sumarizes in two sets of components: Company´s Environment Strength weaknesses Opportunities Threats

  18. MARKETING PLANNING Understanding the situation Behind the typical SWOT analysis we have: • Marketing research • Analysis of competitors • Industry intelligence • Analysis of the past performance • Organizational and industry constraints

  19. MARKETING PLANNING Understanding the situation We want to understand the market and its segments, and how the competition is doing in those markets and segments

  20. MARKETING PLANNING Situation Analysis At the end we should be able to detect the critical factors we need to deal with in our plan

  21. MARKETING PLANNING Portfolio Planning One of the ways to explain your current situation in the market is poftfolio analysis: - BCG chart - G.E Mckinsey Screen

  22. MARKETING PLANNING BCG Portfolio Chart 20% Product Market Growth Rate 10% 4.0 2.0 1.0 0.5 0.25 Relative Market Share

  23. MARKETING PLANNING BCG Portfolio Chart High ? ? “SUCCESS” SEQUENCES Product Market Growth Rate $ X “DISASTER” SEQUENCES X $ Low 4.0 2.0 1.0 0.5 0.25 Low High Relative Market Share

  24. MARKETING PLANNING GE McKinsey Screen INDUSTRY ATTRACTIVENESS High Medium Low Invest/grow Selectivity/earnings High Harvest/divest • Size • Growth • Share • Position • Profitability • Margins • Technology position • Strengh • Image • Pollution • People • Size • Market Growth • Market diversity • Competitive structure • Industry Profitability • Technical role • Social • Environment • Legal • Human Medium BUSINESS STRENGTHS Low

  25. MARKETING PLANNING Situation Analysis With the Situation Analysis we intend to see and explain the reality that the company is facing.

  26. MARKETING PLANNING Explaining Reality Esscence Sustantable Marketing Leadership Competitive Positioning Customers Benefits Product/service features Internal capabilities

  27. MARKETING PLANNING Explaining Reality Saturation Commoditization Cruise control Sales Replacement The surge Planting Time

  28. MARKETING PLANNING Strategy Development Process

  29. MARKETING PLANNING Strategy Development Process What do we want to achieve? How do we achieve it?

  30. MARKETING PLANNING Strategy Development Process Setting objetives Responding what? and when?

  31. MARKETING PLANNING Strategy Development Process Objetives should correspond to mission, vission and corporate goals

  32. MARKETING PLANNING Steps in Strategic Planning

  33. MARKETING PLANNING Market-Oriented Mission • A mission statement asks.. • What is our business? • Who is the customer? • What do consumers value? • What should our business be? • A mission statement should be: • An “invisible hand” • Neither too narrow nor too broad • Fitting of market environment • Based on distinctive competencies • Motivating

  34. MARKETING PLANNING • Company Mission Strategic Planning Company Objectives must tie to Marketing Objectives • Business Objectives • Marketing Objectives

  35. MARKETING PLANNING Strategy Development Process Strategic initiatives responding to the how we are achieving the objetives

  36. MARKETING PLANNING Devising the Implementation Tactical implementation should follow the Strategy formulation phase. It refers to a specific “road map” to turn the Strategic initiatives in to reality.

  37. MARKETING PLANNING Tactical implementations Strategy formulation activities (pre-implementation planning) • Project ideation • Developing initial support for project among decision makers • Estimating an expected budget and schedule • Identifying project goals and expected outcomes • Attaining approval for project

  38. MARKETING PLANNING Tactical implementations Implementation planning activities (tactical and project planning) • Detailed action planning • Resource planning • Facilitating buy-in with implementation participants • what.-if analysis • Developing contingency plans

  39. MARKETING PLANNING Tactical implementations Execution activities • Carrying out planned activities • Monitoring and coordinating tasks • Communicating with project participants • Overcoming unanticipated problems

  40. MARKETING PLANNING Managerial Guidelines for Tactical Implementations • Hone your implementation skills • Prepare for the unexpected • Effective excecution is not possible without a supportive • infraestructure • Building buy-in is a fundamental implementation task • Top management must provide direction • Like a fine wine, implementation takes time • Management must provide air corver for “reality checkers” • Make simplicity a virtue Peter J, & Harper S (2003) The Devil is in the Detail Business Horizons

  41. MARKETING PLANNING Tactical Implementation Anticipating to problems in the implementation Phase is as important as the strategy it self

  42. MARKETING PLANNING Framework for Diagnosing Implementation Problems

  43. MARKETING PLANNING Evaluating Performance No implementation is successful if we don't Clearly define the performance indicators

  44. MARKETING PLANNING Establishing Performance Indicators

  45. MARKETING PLANNING Establishing Performance Indicators

  46. MARKETING PLANNING Defining the Resources Requirements

  47. MARKETING PLANNING Defining the Resources Requirements

  48. MARKETING PLANNING Orchestrating the marketing effort

  49. MARKETING PLANNING Elements of most marketing programs People Processes Systems

  50. Training • Certification People • Facilitate the • marketing task • Enable best practice • sharing • Monitoring the • marketing program • Key basic action • lies in the marketing • task • Certification Processes Systems MARKETING PLANNING

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