Nov 10, A marketing plan is the first step in creating a successful marketing program for your business. Fortunately, it doesn't have to be complicated in order to work. Here are the ten basic components of a marketing plan.
After fixing the targets and setting the strategies, they will be realised by the marketing mix in step 4. The last step in the process is the marketing controlling. In most organizations, "strategic planning" is an annual process, typically covering just the year ahead.
Occasionally, a few organizations may look at a practical plan which stretches three or more years ahead. To be most effective, the plan has to be formalized, Scope of marketing planning activities in written form, as a formal "marketing plan. It is also an interactive process, so that the draft output of each stage is checked to see what impact it has on the earlier stages - and is amended.
Marketing planning aims and objectives[ edit ] Behind the corporate objectives, which in themselves offer the main context for the marketing plan, will lay the "corporate mission"; which in turn provides the context for these corporate objectives.
This "corporate mission" can be thought of as a definition of what the organization is; of what it does: This definition should not be too narrow, or it will constrict the development of the organization; a too rigorous concentration on the view that "We are in the business of making meat-scales," as IBM was during the early s, might have limited its subsequent development into other areas.
On the other hand, it should not be too wide or it will become meaningless; "We want to make a profit" is not too helpful in developing specific plans. Abell suggested that the definition should cover three dimensions: The idea precedes the deed. This will be not least because its strategies will be consistent; and will be supported by its staff at all levels.
The emphasis at this stage is on obtaining a complete and accurate picture. In a single organization, however, it is likely that only a few aspects will be sufficiently important to have any significant impact on the marketing plan; but all may need to be reviewed to determine just which "are" the few.
A "traditional" - albeit product-based - format for a "brand reference book" or, indeed, a "marketing facts book" was suggested by Godley more than three decades ago: Financial data --Facts for this section will come from management accounting, costing and finance sections.
Product data --From production, research and development. Sales and distribution data - Sales, packaging, distribution sections. Advertising, sales promotion, merchandising data - Information from these departments. Market data and miscellany - From market research, who would in most cases act as a source for this information.
His sources of data, however, assume the resources of a very large organization.
In most organizations they would be obtained from a much smaller set of people and not a few of them would be generated by the marketing manager alone. It is apparent that a marketing audit can be a complex process, but the aim is simple: Accordingly, the best approach is to accumulate this material continuously, as and when it becomes available; since this avoids the otherwise heavy workload involved in collecting it as part of the regular, typically annual, planning process itself - when time is usually at a premium.
Even so, the first task of this "annual" process should be to check that the material held in the current "facts book" or "facts files" actually "is" comprehensive and accurate, and can form a sound basis for the marketing audit itself. The structure of the facts book will be designed to match the specific needs of the organization, but one simple format - suggested by Malcolm McDonald - may be applicable in many cases.
This splits the material into three groups: The last of these is too frequently ignored.
It needs to concentrate on the 20 per cent of products or services, and on the 20 per cent of customers, which will account for 80 per cent of the volume and 80 per cent of the profit.
This next stage in marketing planning is indeed the key to the whole marketing process. The "marketing objectives" state just where the company intends to be; at some specific time in the future.
James Quinn succinctly defined objectives in general as: They are essentially about the match between those "products" and "markets.
They are part of the marketing strategy needed to achieve marketing objectives. To be most effective, objectives should be capable of measurement and therefore "quantifiable.
An example of such a measurable marketing objective might be "to enter the market with product Y and capture 10 per cent of the market by value within one year.
He went on to explain his view of the role of "policies," with which strategy is most often confused: Price- The amount of money needed to buy products Product- The actual product Promotion advertising - Getting the product known Placement- Where the product is located People- Represent the business Physical environment- The ambiance, mood, or tone of the environment Process- How do people obtain your product In principle, these strategies describe how the objectives will be achieved.
It should be noted, however, that they are not the only framework, and may divert attention from the real issues. The focus of the strategies must be the objectives to be achieved - not the process of planning itself.THE SCOPE OF FACILITY MANAGEMENT Wanlaya PATANAPIRADEJ The scope, range of services, activities, respon-sibilities, skills and knowledge of facility management are all intended At the strategic level there is consultation and non-routine planning aimed at making the best, long-term use of the organisation’s physical resources and.
Planning Activities The auditor should establish an overall audit strategy that sets the scope,timing,anddirection of theauditand thatguides the developmentof. What is Digital Marketing? A visual summary. By Dave Chaffey Explore our Digital Marketing Strategy and Planning Toolkit.
Defining the scope of digital marketing using the '5Ds of Digital' and the Smart Insights RACE planning framework The infographic is divided into activities to develop and manage digital strategy at the top to the.
Regardless of the scope of your marketing plan, you must keep in mind that it is a fluid document. Every business needs to begin with a well structured plan that is based in thorough research, competitive positioning and attainable outcomes. The project plan is the major work product from the entire planning process, so it contains all the planning documents for the project.
Related Article: The Project Plan: How Much Detail is Enough?
Typically many of the project's key stakeholders, that is those affected by both the project and the project's end result, do not fully understand. Join Drew Boyd for an in-depth discussion in this video Determining your marketing plan's scope, part of Marketing Foundations.