4. Marketing plan - sample plan
|> marketing planning overview >|
|1. overview||2. planning||3. swot||4. marketing plan||5. marketing mix||6. product|
|7. price||8. promotion||9. place||10. literature||11. public relations||12. promos|
|13. advertising||14. sponsorship||15. sales|
Marketing plan. A marketing plan is critical for the development of a successful business. The following table gives you an indication of the marketing process you should be going through in order to produce a coherent and achievable marketing plan. The large multi-national companies will spend many months on this and hold many, many internal meetings to debate the options. Smaller companies should at least consider the process and attempt to answer the same questions - although it should be much quicker/easier.
What is the overall goal of the company?
What are you trying to achieve (usually over the next year) must be measureable and specific
What resources need to be applied to achieve these objectives?
|4. Tactics (Plan and Time & Events)||
Which elements of the marketing
mix are most appropriate? Which weapons in the marketing armoury should you be using?
You are currently promoting your products. Why do you
promote them in the way you do?
Why do you attend that exhibition?
Why do you continue to reprint that leaflet?
If you can satisfactorally answer questions like these, then that's great. My experience however is that all too often the answer is
"because we've always done it"
"because our competitors do it".
These are not good reasons, and they invariably come about because the above planning process has not been gone through. The "classic" approach to developing a marketing plan would involve the above process. Those of you who are not used to a " market led" approach to business might be inclined to think that this approach is too theoretical and not of the real world. Let me attempt to quash that view immediately.
The most successful, efficient and profitable companies are those that have a very clear vision of what they are trying to achieve and how they will achieve it. If these goals (objectives) are successfully communicated within the organisation then everyone is pulling in the same direction and all resources have the same end in mind. Profitable business growth is then just a matter of time.
Lets take a look at a simple hypothetical example for a car-manufacturing plant in the Midlands
(The objective should be specific and measurable. E.g.)
To capitalise on the growing customer demand for energy efficient cars and secure 10 per cent of the small car market by 2005.
(What resources need to be committed in order to achieve the above objective)
By building a new 800 cc engine at our Midlands plant.
By distributing direct to consumers and bypassing the traditional dealers and showrooms.
(What are the individual activities that need to be carried out in order to fulfil the above strategy)
Explain the new distribution network to consumer and trade journalists.
- PR campaign
- Targetted radio advertisement campaign
- Produce leaflet
Set up a website able to take enquiries and orders
Whether the above is a viable projet or not is not the point. What I am trying to demonstrate here is that the individual tactics (advertising, press releases, leaflets, sponsorship, etc) should be determined by the marketing objectives/strategies.
Just because you have always attended the Birmingham car show for the last 25 years it is clearly now not a sensible use of your limited resources given that it is primarily attended by members of the traditional distribution system.
Your current management team (especially your sales team) might argue very strongly for a continuation of attendance at the show. Also, given that you are attempting to do something different it is quite likely that your management team have little experience of the marketing tactics (armoury) available to support such a (new) strategy.