市場(chǎng)計(jì)劃分析展示

MarketingPlan

Authors:Prof.Keegan,Prof.MalcolmPresenters:M.AzadiM.TabatabaeiChapter82021/5/91ObjectivesMarketingplanningTacticalandStrategicMarketingPlansMarketingplanningprocessMarketingauditsCorporatePlanningAssumptionsMarketingObjectivesMarketingStrategyMarketingProgramMissionstatements2021/5/92MarketingPlanningAnoutlineofadesigntoaccomplishaspecificobjective:Tocreatevalueforcustomersataprofit,orinthenewconceptofmarketing,Tocreateamutuallybeneficialrelationship2021/5/93MarketingPlanningMarketNeedsWantsStrengthsoforganizationWeaknessoforganizationExistingcompetitorsExpectedcompetitorsDesignforcreatingvalue2021/5/94MarketingPlanningProcessDefinition:Theapplicationofmarketingresourcestoachievemarketingobjectives.2021/5/95MarketingPlanningProcessPerformingasituationanalysisFormulatingbasicassumptionsSettingobjectivesforwhatisbeingsoldandtowhomDecidinghowtheobjectivesaretobeachievedSchedulingandcostingouttheactionsnecessaryforimplementation2021/5/96Develop

aMarketPlanManagementprovideslittleguidanceastohowtheprocessshouldbemanaged.ToCompromisebetweenwhatisdesirableandwhatispracticableManagementmustbecustomizedtotheirparticularorganizationSizeComplexityCharacteranddiversityofcompanyoperations2021/5/97EssentialofMarketingPlanningWeneedmarketingplanningwhenhostilesincreasedandenvironmentiscomplex.2021/5/98OurChallengeWeshouldmanage:RevenueProfitReturnoninvestmentCostOptimization2021/5/99Applicationof

MarketingPlanTohelpidentifysourcesofcompetitiveadvantageToforceanorganizedapproachTodevelopspecificityToensureconsistentrelationshipsToinformeveryoneintheorganizationaboutprioritiesToobtainresourcesneededtoimplementplansToengageorganizationalsupportatalllevels,formthebottomtothetopoftheorganizationTosetobjectivesandstrategiesTogaincommitmenttowardsgoals2021/5/910TheElementsofStrategySteppingbackformthedaytodayIdeasandthoughtActivity/ActionSettingObjectivesandgoalsImportantdecisionsandchoicesSignificantcommitmentofresourcesNoteasilyreversibleInvolveschoice/tradeoffsDifferentiationInsightVisionDefinesthebusinessweareinDefinesthebusinesswearebecomingValueTradeoffsObjectivesandgoalsStrategyVs.Tactics2021/5/911StrategicPlanDefinition:AclearandsimplesummaryofKeymarkettrends,Keytargetsegments,Thevaluerequiredbyeachsegment,Howthecompanyintendstocreatevalue,Withaclearprioritizationofmarketingobjectivesandstrategies,togetherwithfinancialconsequences.2021/5/912BiggestDangerforOrganizations MostManagersprefertoselltheproductstheyfindeasiesttoselltocustomerswhooffertheleastlineofresistance.2021/5/913StrategyStrategydescribes:ThedirectionabusinesswillpursueandguidestheallocationofresourcesandeffortThebusinessweareinandbecoming.Andprovides:ThelogicthatintegratesthePerspectivesoffunctionaldepartmentsandoperatingunitsandpointsthemallinthesamedirection.2021/5/914StrategyStatementThestrategystatementforabusinessunitiscomposedofthefollowingthreeelements:Abusinessdefinitionthatspecifiestheareainwhichthebusinesswillcompete.Astrategicthrustthatdescribeswherecompetitiveadvantageistobegained.Supportivefunctionalstrategies.2021/5/915MarketingStrategyDefinition:ItisastatementofhowabrandorproductlinewillachieveitsobjectivesItProvidesdecisionsanddirectionregardingvariablessuchas:Segmentationofthemarket,Identificationofthetargetmarket,Positioning,MarketingMixelementsandexpenditures.2021/5/916TacticallyOrientedCompanyBoardSeniorManagementMiddleManagementOperationsTacticalOrientationStrategicOrientation2021/5/917StrategicOrientedCompanyBoardSeniorManagementMiddleManagementOperationsTacticalOrientationStrategicOrientation2021/5/918Rulesof

MarketingPlanningDevelopthestrategicmarketingplan.ScanningtheexternalenvironmentIdentifyingearlyontheeffectthismayhaveonthecompanyAstrategicplanshouldcoverathree-yearperiod.Never

writetheone-yearplanfirstandextrapolatefromit.2021/5/919MarketingPlanningProcessAstrategicmarketingplanshouldcontainthefollowing:ExecutivesummaryMissionStatementFinancialSummaryofrevenue,expensesandearningsMarketingauditSWOTanalysisAssumptionofkeydeterminantsOverallmarketingobjectivesandstrategiesExpectedresultsAlternatives(contingencyplan)Budget2021/5/920StagesofMarketingPlan1.Mission2.Corporateobjectives3.Marketingaudit4.SWOTanalysis5.Assumptions6.Marketingobjectiveandstrategies7.Estimateexpectedresult8.Identityalternativeplansandmixes9.Budget10.FirstyeardetailedimplementationprogramPhaseone-GoalSettingPhaseTwo–SituationReviewPhaseThree-StrategyFormulationPhaseFour-ResourcesallocationandmonitoringMeasurementandreview2021/5/921CriticalFactorsDelegationWhencompaniesdelegatemarketingplanningtoplanner,theplaninvariablyfails,becauseplanningforlinemanagementcannotbedelegatedtoathirdparty.CommitmentWithoutit,thosechargedwithintroducingtheplanningfoundthattherewasgreatresistancetoplanningonthepartoflocalmanagers.2021/5/922MarketingAuditI “Marketingauditisacomprehensive,systematic,independent,andperiodicexaminationofacompany’s—orbusinessunit’s—marketingenvironment,objectives,strategies,andactivitieswithaviewtodeterminingproblemareasandopportunitiesandrecommendingaplanofactiontoimprovethecompany’smarketingperformance” PhilipKotler2021/5/923MarketingAuditIIGoal: ToseehowwellthefirmisapplyingthemarketingconceptsExamineexternalandinternalinformationandproceduresIdentifyproblemsintheenvironment2021/5/924MarketingAuditIII Needforanauditdoesnotmanifestitselfuntilthingsstarttogowrongforacompanyintheform:DecliningsalesFallingmarginsLostmarketshareUnderutilizedproductioncapacity2021/5/925MarketingAuditIVExternalAudit -Byindependentexperts -Startswithanexaminationofinformationonthegeneraleconomyandthenmovesontotheoutlookforthehealthandgrowthofthemarketsservedbythecompany.InternalAudit -Bymembersofthemarketingorganization -ToassesstheresourcesoftheorganizationastheyrelatetotheenvironmentandtheresourcesofCompetitors2021/5/926MarketingAuditVAtleastonceayearUsing:Normalinformation,ControlProcedures,MarketingResearch2021/5/927MarketingAuditVICompanyExecutivesandManagersFewConsultantshavethein-depthknowledgeofmarket,customers,companyculture,andtheindustrythatcompanylinemanagershave.ExternalConsultantsEverycompanyisatriskofbecomingblindedtorealitybytheinfluenceofcompanyculture2021/5/928Kindofvariables

forControllingNonDirectControlTheseusuallytaketheformofwhatcanbedescribedas:Environment,Market,CompetitivevariablesCompanyhasControlOperationalvariables2021/5/929AuditingProcessIdentification,measurement,collection,andanalysisofallfactsandopinionsthataffectacompany’sproblemTheapplicationofjudgmenttouncertainareasthatremainaftertheinitialanalysis2021/5/930MarketingAuditProcedureMarketingenvironmentauditMarketingstrategyauditMarketingorganizationauditMarketingsystemauditMarketingproductivityauditMarketingfunctionauditMarketingexcellencereviewEthicalandsocialresponsibilityreview2021/5/931SWOTAnalysisOpportunitiesThreatsStrengthsSTSOWeaknessWTWOInternalExternal2021/5/932CorporatePlanningStep1:CorporateFinancialObjectiveStep2:ManagementAuditStep3:ObjectiveandStrategySettingStep4:PlansStep5:Corporate

PlansTargetedGrowthinSalesandearningsMarketingDistributionManufacturingFinancialPersonnelMarketingDistributionManufacturingFinancialPersonnelMarketingDistributionManufacturingFinancialPersonnelIssue:corporateobjectivesandstrategiesMarketing“…2021/5/933Elementsof

CorporatePlanThedesirelevelofprofitabilityBusinessboundariesWhatKindsofproductswillbesoldtowhatkindsofmarket(Marketing)WhatKindsoffacilitieswillbedeveloped(Productionanddistribution)Thesizeandcharacterofthelaborforce(Personnel)Funding(Finance)Technologytobedeveloped(Researchanddevelopment)OthercorporateobjectivesSocialResponsibilityandcorporateStock-marketEmployerimage2021/5/934AssumptionsThisisoneofthemostcriticalstepsinthepreparationofamarketingplanbecauseitistheeasieststeptodocarelessly.Theyshouldbe:Key,CriticalandfewinNumberConsistentwithrelevantknownfactsWithdefensibleassumptions2021/5/935Examples:Industrialovercapacitywillincreasefrom105percentto115percentasnewplantscomeintooperation.Pricecompetitionwillforcepricelevelsdownby10percentacrosstheboard.Anewproductthatcompeteswithourswillbeintroducedbyourmajorcompetitorbeforetheendofthesecondquarter.2021/5/9364.DiversificationMarketDevelopmentNewMarketsMarketPenetrationExistingMarketsExistingProductsProductDevelopmentNewProductsThreeIntensiveGrowthStrategies:

Ansoff’sProduct/MarketExpansionGridMarketingObjectivesandStrategies2021/5/937MarketingMixProductPricePromotionPlaceTheMarketingMixCustomerSolutionCustomerCostCommunicationConvenience2021/5/938UseofMarketingPlanTodetermine:Wherethecompanyisnow,Whereitwantstogo,HowtogetthereIncludes:AdvertisingPlanSalesPromotionPlanPricingPlanDistributionPlanProductPlanTargetMarketPlan2021/5/939TheMarketingBudgetTojustifyallmarketingexpendituresfromazerobaseeachyearagainstthetaskthatyouwishtoaccomplish.2021/5/940MissionStatementsItisoneofthemostdifficultaspectsofmarketingplanningtomaster,largelybecauseitisphilosophicalandqualitativeinnature.Keypoints:RoleorContributionProfitServiceOpportunityseekerBusinessdefinitionCoreCompetenciesCompany/DivisionPositioningIndicationsforthefuture2021/5/941TypesofMissionStatementsMotherhood Itfoundinannualreportsdesignedto“stroke”shareholders/NonPracticalUseTheRealThing