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BSBMKG609
Develop a marketing plan
Learner Guide
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BSBMKG609
Develop a marketing plan
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Table of Contents
Table of Contents .............................................................................................................................. 3
Unit of Competency ............................................................................................................................. 6
Performance Criteria............................................................................................................................ 7
Foundation Skills .................................................................................................................................. 8
Assessment Requirements ................................................................................................................... 9
Housekeeping Items .............................................................................................................................. 10
Objectives .............................................................................................................................................. 10
1. Devise marketing strategies......................................................................................................... 11
1.1 – Evaluate marketing opportunity options that address organisational objectives, and evaluate
their risks and returns in the selection process ..................................................................................... 12
What are your organisational objectives? ......................................................................................... 12
Marketing opportunities .................................................................................................................... 12
Evaluation risks and returns............................................................................................................... 13
Activity 1A .......................................................................................................................................... 14
1.2 – Develop marketing strategies that address strengths and opportunities within the organisation's
projected capabilities and resources ..................................................................................................... 15
What is a marketing strategy? ........................................................................................................... 15
Capabilities and resources ................................................................................................................. 15
Activity 1B .......................................................................................................................................... 16
1.3 – Develop strategies which increase resources or organisational expertise where gaps exist
between current capability and marketing objectives .......................................................................... 17
Addressing gaps ................................................................................................................................. 17
Activity 1C .......................................................................................................................................... 18
1.4 – Develop feasible marketing strategies and communicate reasons that justifies their selection . 19
Develop marketing strategies ............................................................................................................ 19
Justify their selection ......................................................................................................................... 19
Activity 1D .......................................................................................................................................... 21
1.5 – Ensure strategies align with organisation's strategic direction .................................................... 22
Aligning strategies .............................................................................................................................. 22
Activity 1E........................................................................................................................................... 23
1.6 – Develop a marketing performance review strategy, incorporating appropriate marketing metrics
to review the organisational performance against marketing objectives ............................................. 24
Marketing performance review strategy ........................................................................................... 24
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Comparative analysis ......................................................................................................................... 24
Competitive analysis .......................................................................................................................... 24
Life cycle models ................................................................................................................................ 24
Issues relating to product life cycle ................................................................................................... 25
Product portfolio analysis .................................................................................................................. 26
Strengths, weaknesses, opportunities, threats (SWOT) analysis....................................................... 26
Value chain analysis ........................................................................................................................... 27
Activity 1F........................................................................................................................................... 29
2. Plan marketing tactics ................................................................................................................. 30
2.1 – Detail tactics to implement each marketing strategy in terms of scheduling, costing,
accountabilities and persons responsible .............................................................................................. 31
An action plan .................................................................................................................................... 31
Time management ............................................................................................................................. 31
Activity 2A .......................................................................................................................................... 32
2.2 – Identify coordination and monitoring mechanisms for scheduled activities ............................... 33
What can I monitor? .......................................................................................................................... 33
Advertising ......................................................................................................................................... 33
Promotions......................................................................................................................................... 34
Distribution ........................................................................................................................................ 34
Finances ............................................................................................................................................. 34
Activity 2B .......................................................................................................................................... 35
2.3 – Ensure tactics are achievable within organisation's projected capabilities and budget .............. 36
The budget ......................................................................................................................................... 36
Capabilities ......................................................................................................................................... 36
Activity 2C .......................................................................................................................................... 37
2.4 – Ensure tactics meet legal and ethical requirements ..................................................................... 38
Legal and ethical requirements ......................................................................................................... 38
Principles of equal opportunity, equity and diversity ........................................................................ 38
Codes of practice ............................................................................................................................... 39
Legislation .......................................................................................................................................... 39
Environmental issues ......................................................................................................................... 41
Social responsibilities ......................................................................................................................... 41
Activity 2D .......................................................................................................................................... 42
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2.5 – Ensure tactics provide for ongoing review of performance against objectives and budgets and
allow marketing targets to be adjusted if necessary ............................................................................. 43
Ongoing review of performance ........................................................................................................ 43
Contingencies ..................................................................................................................................... 43
Activity 2E........................................................................................................................................... 44
3. Prepare and present a marketing plan ......................................................................................... 45
3.1 – Ensure marketing plan meets organisational, as well as marketing, objectives and incorporates
marketing approaches and a strategic marketing mix .......................................................................... 46
Organisation and marketing requirements ....................................................................................... 46
Marketing mix .................................................................................................................................... 46
Activity 3A .......................................................................................................................................... 47
3.2 – Ensure marketing plan contains a rationale for objectives and information that supports the
choice of strategies and tactics .............................................................................................................. 48
A rationale .......................................................................................................................................... 48
Activity 3B .......................................................................................................................................... 49
3.3 – Present marketing plan for approval in the required format and timeframe .............................. 50
Present marketing plan ...................................................................................................................... 50
Format ................................................................................................................................................ 50
Developing trust................................................................................................................................. 51
Activity 3C .......................................................................................................................................... 52
3.4 – Adjust marketing plan in response to feedback from key stakeholders and disseminate for
implementation within the required timeframe ................................................................................... 53
Adjusting marketing plan ................................................................................................................... 53
Activity 3D .......................................................................................................................................... 54
Skills and Knowledge Activity ............................................................................................................. 55
Major Activity – An opportunity to revise the unit ................................................................................ 56
References ............................................................................................................................................. 58
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Unit of Competency
Application
This unit describes the skills and knowledge required to research, develop and present a marketing plan
for an organisation.
It applies to individuals working in senior marketing positions who are responsible for formulating a
marketing plan by developing specific marketing strategies and tactics in accordance with the
organisation’s overall marketing objectives.
Individuals operating at this level may receive input from people working under their supervision who
collect information required to devise specific marketing strategies and tactics.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Business Development – Marketing
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Performance Criteria
Element
Elements describe the
essential outcomes.
Performance Criteria
Performance criteria describe the performance needed to
demonstrate achievement of the element.
1. Devise marketing
strategies
1.1 Evaluate marketing opportunity options that address
organisational objectives and evaluate their risks and returns
in the selection process
1.2 Develop marketing strategies that address strengths and
opportunities within the organisation's projected capabilities
and resources
1.3 Develop strategies which increase resources or
organisational expertise where gaps exist between current
capability and marketing objectives
1.4 Develop feasible marketing strategies and communicate
reasons that justifies their selection
1.5 Ensure strategies align with organisation's strategic direction
1.6 Develop a marketing performance review strategy,
incorporating appropriate marketing metrics to review the
organisational performance against marketing objectives
2. Plan marketing tactics
2.1 Detail tactics to implement each marketing strategy in terms
of scheduling, costing, accountabilities and persons
responsible
2.2 Identify coordination and monitoring mechanisms for
scheduled activities
2.3 Ensure tactics are achievable within organisation's projected
capabilities and budget
2.4 Ensure tactics meet legal and ethical requirements
2.5 Ensure tactics provide for ongoing review of performance
against objectives and budgets and allow marketing targets
to be adjusted if necessary
3. Prepare and present a
marketing plan
3.1 Ensure marketing plan meets organisational, as well as
marketing, objectives and incorporates marketing
approaches and a strategic marketing mix
3.2 Ensure marketing plan contains a rationale for objectives
and information that supports the choice of strategies and
tactics
3.3 Present marketing plan for approval in the required format
and timeframe
3.4 Adjust marketing plan in response to feedback from key
stakeholders and disseminate for implementation within the
required timeframe
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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Skill
Reading
Performance Criteria
1.1, 1.5, 1.6, 2.4, 2.5,
3.4
Description
 Accesses information from a range of sources and
accurately analyses and evaluates complex information
relating to the marketing process
Writing
1.4, 1.6, 2.1, 3.3, 3.4
 Uses a range of writing styles to articulate complex
concepts and ideas
 Revises and edits documents based on feedback
 Uses appropriate formats and grammatical structures to
present information logically for different audiences
Oral
Communication
1.4, 3.3
 Uses appropriate language and non-verbal features to
explain and present information to a range of personnel
 Uses active listening and questioning to elicit feedback
Numeracy
2.1, 3.3
 Analyses and manages complex information relating to
timelines, targets and budgets
Navigate the
world of work
1.1, 1.5, 2.4, 3.1
 Works autonomously making high level decisions to ensure
organisational objectives and regulatory requirements are
met
 Understands own legal and ethical rights and
responsibilities
Interact with
others
1.4, 3.3, 3.4
 Selects and uses appropriate conventions and protocols
when communicating with diverse internal and external
stakeholders to seek feedback or share information
 Demonstrates sophisticated control over oral, visual
and/or written formats, drawing on a range of
communication practices to achieve goals
Get the work
done
1.1, 1.2, 1.3, 1.4, 1.6,
2.1, 2.2, 2.3, 2.5, 3.1,
3.2, 3.4
 Accepts responsibility for planning and sequencing
complex tasks and workload to meet timelines
 Uses problem-solving processes to identify key information
and issues, evaluate alternative strategies, anticipate
consequences and consider implementation issues and
contingencies
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Assessment Requirements
Performance Evidence
Evidence of the ability to identify organisational objectives and:
 Devise, document and present a marketing plan including:
o Evaluation of marketing opportunity options
o Marketing strategies that utilise existing strengths and opportunities and develop resources and
expertise as needed to meet objectives
o Marketing tactics that are legal, ethical, achievable and can be reviewed
o Costs, scheduling, responsibilities and accountabilities for tactics
o Strategic use of marketing approaches and marketing mix
o Rationale for objectives and chosen strategies and tactics
 Adjust marketing plan in response to feedback from key stakeholders and disseminate for
implementation.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
 Summarise organisational structure, products and services and overall strategic and marketing
objectives
 Outline common marketing opportunity options including:
o Strategic alliances and cooperative business models
o New products or services to target specific markets
o Greater market penetration with existing products or services
o Take-overs
o New businesses and franchising
o Other options relevant to the organisation
 Outline common marketing strategies and marketing approaches
 Explain processes to ensure marketing strategies, approaches and marketing mix align to
organisation’s objectives and are legal, ethical and achievable
 Outline the legislative and regulatory context of the organisation as relevant to the marketing plan.
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates
consistent performance of typical activities experienced in the business development – marketing field
of work and include access to:
 Relevant legislation, regulations, standards and codes
 Relevant workplace documentation and resources
 Case studies and, where possible, real situations
 Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes http://www.ibsa.org.au/companion_volumes
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Housekeeping Items
Your trainer will inform you of the following:
 Where the toilets and fire exits are located, what the emergency procedures are and
where the breakout and refreshment areas are.
 Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.
 What times the breaks will be held and what the smoking policy is.
 That this is an interactive course and you should ask questions.
 That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
 Ground rules for participation:
o
Smile
o
Support and encourage other participants
o
When someone is contributing everyone else is quiet
o
Be patient with others who may not be grasping the ideas
o
Be on time
o
Focus discussion on the topic
o
Speak to the trainer if you have any concerns
Objectives
 Discover how to devise marketing strategies
 Know how to plan marketing tactics
 Learn how to prepare and present a marketing plan
 Gain skills and knowledge required for this unit
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1. Devise marketing strategies
1.1.
Evaluate marketing opportunity options that address organisational objectives and evaluate
their risks and returns in the selection process
1.2.
Develop marketing strategies that address strengths and opportunities within the
organisation's projected capabilities and resources
1.3.
Develop strategies which increase resources or organisational expertise where gaps exist
between current capability and marketing objectives
1.4.
Develop feasible marketing strategies and communicate reasons that justifies their selection
1.5.
Ensure strategies align with organisation's strategic direction
1.6.
Develop a marketing performance review strategy, incorporating appropriate marketing
metrics to review the organisational performance against marketing objectives
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1.1 – Evaluate marketing opportunity options that address organisational
objectives, and evaluate their risks and returns in the selection process
What are your organisational objectives?
Organisational objectives are goals set by your organisation that aim to achieve something. They are
specific, measurable, achievable, relevant and timed (SMART).
Objectives may involve:
 Improving the current product range

Developing a new product or set of products
 Company growth
 Attracting more customers.
You may have specific timelines for achieving objectives that you should also consider in your evaluation
of marketing opportunity options.
Marketing opportunities
Marketing opportunities can be found if you closely observe the market, competitors and customers.
For example you may identify a group of customers that you want to attract that haven’t yet been
attracted by your competitors or a new or changing trend that you think you could develop a product
for.
Marketing is about how you present products, services and the brand. You need to be able to set your
products, services and brand apart from competitors and gain a good or higher share of the market.
Marketing opportunity options include:
 Achieving lower costs of production and distribution than competitors
 Creating a very different product line or service so that the business becomes a class
leader in the industry
 Distribution
 Pricing, presentation and display of products or services
 Product design and packaging
 Product range and mix
 Promotion and advertising
 Pursuing cost leadership or product differentiation within a specialist market segment.
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Evaluation risks and returns
To do this you should first know the target market, size and potential share of the market and
information about your competitors.
You could ask yourself:
 Who can you potentially attract to the brand and through which aspects?
 Where does the appeal lie for different demographics?
 What is the demand for the product or service?
 What is the size of the market and your share/potential share?
 Who are your competitors and how do they compare?
Next look at each of the marketing opportunities available to you and evaluate the returns and risks,
taking into account organisational objectives. For example you want to achieve lower costs of
production and distribution than competitors.
The returns may be:
 You are able to sell your product or service at a more competitive price
 You attract a larger market (one that can afford the products)
 Higher profitability
 You can claim to be more sustainable and environmentally aware through efficiency
The risks may be:
 Poor quality of product or service
 Alienate certain customers looking for a higher end brand
 Damage to reputation
You should then ask yourself how much of a risk and return each is and assess whether the idea is
feasible.
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Activity 1A
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1.2 – Develop marketing strategies that address strengths and opportunities
within the organisation's projected capabilities and resources
What is a marketing strategy?
A marketing strategy will detail how you are going to achieve your marketing objectives. For example,
what the best way would be to promote and advertise your products? What price would work the best?
Or what packaging would work well? Etc. A marketing strategy will help you to think of the best
combination of these and others.
Capabilities and resources
To develop a strategy you will need to find out your organisation’s projected capabilities and resources.
A useful tool to help you is a SWOT analysis. A SWOT analysis shows you your strengths, weaknesses,
opportunities and threats.
What are the elements most important for success?
They may include:
 Product range
 Costs
 Customer service
 Distribution speed
 Product performance
These should be rated on a scale e.g. from one to five, to demonstrate how important it is.
You can then give your organisation a rating out of ten for each element. This can be compared to the
ratings given for success and to competitors.
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Activity 1B
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1.3 – Develop strategies which increase resources or organisational expertise
where gaps exist between current capability and marketing objectives
Addressing gaps
In section 1.2 we addressed the organisation’s capabilities and resources. You should now focus on
identifying any gaps where you think improvements could be made to the organisation’s capabilities
that would allow it to reach its marketing objectives.
Resources may include:
 Budget allocations
 Human resources e.g. staff roles, the level and number
of staff
 The product/service
 The work environment e.g. building
 Partnerships with other organisations.
A strategy to increase the budget may be to appeal to investors through a persuasive presentation that
refers to forecasts to show how the company can grow as a result of more investment.
You may identify a skills or knowledge gap in your workforce. If this occurs then you may need the help
of experts in a certain field.
Organisational expertise may include:
 Marketing experts
 Sales experts
 I.T developers
 Product experts.
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Activity 1C
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1.4 – Develop feasible marketing strategies and communicate reasons that
justifies their selection
Develop marketing strategies
Your marketing strategy helps to achieve your end goals or long-term objectives. It proposes how you
can achieve these. For example if your one of your organisation’s objectives is to introduce a new
product by in six months’ time your strategy will plan how this can be achieved.
This diagram breaks down the process:
Objective
• Introduce
a new
product
Strategy
• Establish
a new
brand
Detail
• Advertising
methods
• Timescales
Justify their selection
It is important to select the best strategies to achieve your objectives. You will have to consider time
and budget restrictions, your competitors and your potential customers as part of this.
For example, if your strategy is to establish a new brand of soup and you have chosen to develop an
advertising campaign you need to justify this. You may think that an advertising campaign will create
awareness for your brand.
You may need to answer the following:
 Why use this strategy?
 Why use this/these methods?
You may also want to justify the use of individual aspects of advertising methods e.g. the use of offers, a
particular layout or theme.
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Advertising methods could include:
 Leaflets
 Cold calling
 Internet and email
 Direct marketing e.g. SMS messaging
 Newspaper
 Social media
 Television
 Radio
 Street advertising
You should think about which methods will reach your target audience, fit with your timescales and
budget.
Building a brand may involve:
 Naming it
 Values and qualities e.g. what does it stand for? (This could be value for money, exotic
flavours or healthy snack).
 Its image and logo (think about design and how this can relate to the product to remain
consistent with other aspects like values).
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Activity 1D
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1.5 – Ensure strategies align with organisation's strategic direction
Aligning strategies
If your organisation wants to look at focusing on a niche market and your strategies involve targeting
the masses you may need to rethink. Your strategies should align with the organisation’s strategic
direction.
It can be helpful to ascertain what the company’s mission, vision and values are.
 What is a mission statement? – A mission statement is a statement of what the
company’s purpose is.
 What is a vision statement? – A company’s vision is about what the company is striving
to achieve.
 What are corporate values? – What the company feels is important and guides its
conduct e.g. if the company values sustainability it may have policies in place to
minimise resources.
What does an inconsistent message look like?
Aligning strategies with an organisation’s strategic direction means aiming for consistency for example,
it would be unsuitable for a company that values sustainability to promote 4 x 4s.
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Activity 1E
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1.6 – Develop a marketing performance review strategy, incorporating
appropriate marketing metrics to review the organisational performance
against marketing objectives
Marketing performance review strategy
To review your marketing performance a strategy can be put into place. Metrics can be used effectively
when reviewing how many people visited a website for example and can be used with some of the tools
shown below.
Marketing performance review strategy may include:
 Comparative analysis
 Competitive analysis
 Life cycle models
 Product portfolio analysis
 Strengths, weaknesses, opportunities, threats (SWOT) analysis
 Value chain analysis.
Comparative analysis
You may want to compare two different areas, products or markets. This is often done to determine the
best price to sell something for. To conduct a comparative analysis you should calculate the sales
volume (or other attributes that you would like to compare) and compare it to competitors, taking into
account the differences between them.
Competitive analysis
You may want to compare competitor’s:
 Products e.g. quality
 Target audience/prospects
 Market share
 Profit.
Life cycle models
It is important to understand your products’ life cycle and what stage it is in to help you to market each
stage successfully.
 Introduction
 Growth
 Maturity
 Decline.
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Issues relating to product life cycle
Understanding how to manage the stages of a life cycle helps you to know when and how to promote
the product.
Introduction stage
Knowing that in the introduction stage profits will be low as there is not a lot of awareness helps you to
plan how to build awareness and create demand for the product. You will need to monitor the growth
of the product carefully in the introduction stage so that you can decide if to pursue it further or not.
Issues to consider in the introduction phase:
 Promotion – to build product awareness
 Price – costs are high and profits low
Growth stage
The growth phase is about either improving the product or improving demand for it. Improvements can
be made to the product (e.g. other features or quality), promotions, price and distribution of the
product. Growing your market and improving demand for the product should be the focus of this stage.
Issues to consider in the growth phase:
 Brand promotion - how you can encourage customers to be loyal as competition
becomes more of an issue.
 Working out of initial problems e.g. the right price
Maturity stage
The growth of sales will have tailored off and profits will be more predictable. Increase in competition
will mean that you may have to reduce prices though overall profit should be good as marketing prices
may have dropped too as people are more aware.
Issues to consider in the maturity phase:
 Product differentiation due to increased competition
 Pricing – may have to lower prices due to competition
 Incentives – e.g. vouchers may have to be used
Decline stage
This is when a products profit declines; this could be due to a variety of factors e.g. the saturation of the
market or lack of interest as a result of things like changing trends.
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Issues to consider in the decline stage:
 Reducing or merging products:
o
Pricing options e.g. discount prices or use same prices just less products
 Can products be added to or adapted?
 Can you enter a new market?
Product portfolio analysis
A product portfolio analysis is an analysis of the organisations whole portfolio of products. This may
include:
 Volume of sales e.g. per item sold or per group – this could help to determine popular
products and services
 New customers contacted versus existing for each
 How many new customers contacted versus items sold for each product
 The costs involved in promoting each product.
Strengths, weaknesses, opportunities, threats (SWOT) analysis
Strengths
Weaknesses
e.g. Staff knowledge
and skills
e.g. low brand
awareness
Opportunities
Threats
e.g. market
development
e.g. economy,
competition
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Value chain analysis
Adding value is important when developing a strategy to compete against other companies. Value chain
analysis is a tool that organisation’s use to discover what aspects/tasks produces the most value in
terms of cost or differentiation. Michael Porter discusses a value chain in his book ‘Competitive
Advantage’ (1985). Using this model companies can see how all of their activities are interconnected to
create profit.
Activities are split into two categories; primary and support. Primary activities are the main activities
needed to actually create, sell and maintain the product or service.
Primary activities include:
 Inbound logistics
 Operations
 Outbound logistics
 Marketing and sales
 Service.
Support activities help achieve the primary activities, these include:
 Firm infrastructure
 Human resource management
 Procurement
 Technology.
To use this tool you will need to identify sub-activities for each primary and then each support activity
and decide which create value. These may be direct and create value on their own e.g. selling the
product for marketing and sales, indirect and support direct activities e.g. record keeping and quality
e.g. product testing. List all the activities that create value and find connections between them e.g.
training sales team by HR connects to the amount of sales. Now you can see things clearly you can
identify opportunities to create more value.
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Porter’s value chain can be found below:
Inbound
logistics
Operations
Outbound
logistics
Marketing
and sales
Service
P
R
O
Firm Infrastructure
Human Resource Management
F
I
Procurement
Technology
T
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Activity 1F
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2. Plan marketing tactics
2.1.
Detail tactics to implement each marketing strategy in terms of scheduling, costing,
accountabilities and persons responsible
2.2.
Identify coordination and monitoring mechanisms for scheduled activities
2.3.
Ensure tactics are achievable within organisation's projected capabilities and budget
2.4.
Ensure tactics meet legal and ethical requirements
2.5.
Ensure tactics provide for ongoing review of performance against objectives and budgets and
allow marketing targets to be adjusted if necessary
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2.1 – Detail tactics to implement each marketing strategy in terms of
scheduling, costing, accountabilities and persons responsible
An action plan
You should review your agreed timeframes and methodologies to ensure you are on track. It may be
helpful to create an action plan to help you set goals.
You should begin by highlighting your aims and objectives and then detail your strategies. This could be
represented in a table format for ease of use and understanding.
Your action plan may also include:
 Milestones e.g. a target market
 Costing for each tactic e.g. making sales calls – training of staff
 Targets e.g. dates for milestones
 Partners e.g. information about other organisations that you are working alongside
 Priorities e.g. researching visits to a website
 People responsible e.g. for different elements of research.
Time management
It is important to manage time efficiently and effectively. You will need to produce plans and strategies
on time.
 Do not procrastinate
 Plan time efficiently
 Set time aside each day specifically for planning
 Ask for help from team members
 Keep a calendar
 Set yourself targets for each day/week – create an action plan
 Aim to have the plan in a week earlier than needed. This way if you experience setbacks e.g. you become ill, you can still make the deadline.
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Activity 2A
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2.2 – Identify coordination and monitoring mechanisms for scheduled activities
What can I monitor?
You should monitor parts that will have an impact on the activity itself and that can be monitored
accurately.
You may monitor elements of:
 Advertising
 Promotions
 Distribution
 Finances.
Advertising
To monitor the effect of your advertising, you should get a balanced view by using both quantitative and
qualitative data. Quantitative data is numerical or statistical data and is easy to analyse, while
qualitative data is rich data that is a more detailed account and may contain people’s opinions.
A quantitative method
A study can be undertaken that involves showing participants (the target audience) the advertisement
and asking them a list of standardised questions about it. You can also determine how memorable the
advert is compared to competitors. This is an accurate tool but can be expensive and takes time to
complete.
A qualitative method
You can use interviews or focus groups to discuss certain elements of the advert. This is less accurate as
it is based on opinion, but you may be able to use members of staff as participants.
Buying review
Buying reviews can be undertaken for a variety of different media, but they will differ slightly in their
monitoring methods. For example a television advert can be monitored by asking television channels for
data on the number of people in your target audience that saw the advert, which you can compare to
how many you were aiming for. This can also monitor competitive activity and money spent on the
advertisement.
Monitoring how many people saw a billboard or poster is a bit different and instead of looking at figures
that viewed the billboard, you would have to look at the number of different poster/billboard locations.
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Promotions
Using a sample you can monitor promotions through:
 Retailer audits (useful to identify problems e.g. with promotional codes)
 Mystery shoppers (useful to monitor whether promotions are being advertised and
how effectively)
 Telephone research (useful to gauge the response to advertising e.g. direct mail).
Distribution
You should obtain a representative sample from across your distribution network to monitor
distribution levels and its quality.
Finances
There are two areas to monitor here:
 Investment – the amount spent should be measured against the budget
 Price – you should monitor the pricing regularly.
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Activity 2B
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2.3 – Ensure tactics are achievable within organisation's projected capabilities
and budget
The budget
You may need to consult with colleagues such as colleagues in different departments, other marketing
and sales colleagues and managers. You will also need to discuss what your estimated expenses are and
total these up to ensure that they are within budget.
To help you plan for all situations you can work out:
 What is the best possible revenue you can achieve?
 What is the worst revenue outcome?
Capabilities
You should also consider whether tactics are achievable for the organisation.
Other capabilities other than financial include:
 Staff skills and knowledge
 Infrastructure
 Technological
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Activity 2C
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2.4 – Ensure tactics meet legal and ethical requirements
Legal and ethical requirements
There are many legal and ethical requirements to consider. It is imperative that you comply with them,
not only for legal reasons, but also to protect your reputation and your organisation’s reputation.
Legal and ethical requirements may include:
 Codes of practice
 Cultural expectations and influences
 Environmental issues
 Ethical principles
 Legislation
 Policies and guidelines
 Regulations
 Safety issues
 Security and privacy issues
 Social responsibilities
 Societal expectations.
Principles of equal opportunity, equity and diversity
You need to be careful that your publication abides by anti-discrimination acts. It is unlawful to
discriminate against people because of their age, sex, race or disability.
Acts include:
 Age Discrimination Act 2004
 Disability Discrimination act 1992
 Racial Discrimination Act 1975
 Sex Discrimination Act 1984.
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Codes of practice
The Australian Direct Marketing Association Limited (ADMA) direct marketing code of practice
The objectives of this code are to:
 Ensure business and consumers have access to the product and service information
they need to make informed choices
 Minimise the risk of members breaching the Trade Practices Act 1974, Privacy Act 1988
including the National Privacy Principles (NPPs), Spam Act 2003 or State fair trading
legislation
 Promote a culture among members of conducting their businesses fairly, honestly,
ethically and in accordance with best practices; and
 Increase business and consumer confidence in doing business with ADMA members.
More information can be found at: http://www.adma.com.au/comply/code-of-practice/ (accessed
10/12/2014).
Free TV Australia commercial television industry code of practice
The code regulates program content on commercial free-to-air television, including:
 Program classification
 Accuracy, fairness and respect for privacy in news and current affairs
 Non-program time on television; and
 Placement of commercials and program promotions.
Source: http://www.freetv.com.au/content_common/pg-viewer-feedback.seo (accessed 5/12/2014)
Legislation
Privacy Act 1988
This Act relates to the handling of personal information about people. It:
 Regulates the collection, storage, use, disclosure, security and disposal of
individuals' tax file numbers
 Permits the handling of health information for health and
medical research purposes in certain circumstances, where
researchers are unable to seek individuals' consent
 Allows the information commissioner to approve and
register enforceable app codes that have been developed by
an app code developer, or developed by the information
commissioner directly
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 Permits a small business operator, who would otherwise not be subject to the
Australian privacy principles (apps) and any relevant privacy code, to opt-in to being
covered by the apps and any relevant app code
 Allows for privacy regulations to be made.
http://www.oaic.gov.au/privacy/privacy-act/the-privacy-act (accessed 10/12/2014)
Trades Practices Act 1974 now the Competition and Consumer Act 2010
This law refers to fair trading and consumer protection. It could apply to employing external agencies,
contractors and suppliers. ‘Under section 29 of the ACL, a person is prohibited from making false or
misleading representations in connection with the supply, possible supply or promotion of goods or
services’
Source:
http://www.consumerlaw.gov.au/content/the_acl/downloads/acl_guide_to_provisions_november_201
0.pdf
The ACL includes:
 A national unfair contract terms law covering standard form
consumer contracts;
 A national law guaranteeing consumer rights when buying goods
and services;
 A national product safety law and enforcement system;
 A national law for unsolicited consumer agreements covering doorto-door sales and telephone sales;
 Simple national rules for lay-by agreements; and
 New penalties, enforcement powers and consumer redress.
http://www.consumerlaw.gov.au/content/Content.aspx?doc=fact_sheets/FAQ.htm (accessed
10/12/2014)
Copyright Law
‘Copyright provides legal protection for people who express ideas and information in certain forms. The
most common forms are writing, visual images, music and moving images’ For more information about
copyright and do download a short guide on the subject please go to the following website:
http://www.ag.gov.au/RightsAndProtections/IntellectualProperty/Pages/Copyright-information.aspx
(accessed 30/10/2014)
Defamation and libel
If through your marketing campaign you publish something that injures the reputation of an individual
or organisation it is considered defamation. You can be sued for libel when publishing on the internet or
through print. There are exceptions called ‘defences’ that are outlined in the Defamation Act 2005 e.g.
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Innocent Dissemination which is in place to protect librarians, newsagents and booksellers as they
cannot possibly scrutinise all the material they sell/loan to the public.
The easiest way to protect yourself is to:
 Make sure that you have the correct information – is it true and can you prove it?
 Do not exaggerate information.
Environmental issues
To demonstrate that your organisation is committed to sustainability, you will need to ensure that you
are constantly thinking about new ways to improve economic efficiency, environmental and social
sustainability in all aspects and levels of your organisation.
This means:
 Products and services you supply
 Products and services you use
 The building you work in
 Transportation
 Procedures and efficiency
 Training staff and staff incentives.
Your organisation may have an environmental policy that may restrict certain marketing activities.
Social responsibilities
Social responsibility is about organisations taking responsibility for social issues such as protecting
children and environmental issues. This means:
 Working as efficiently as possible
 Researching suppliers e.g. using Fairtrade where possible
 Working to a code of conduct demonstrating ethical behaviour
 Protecting vulnerable people and children
 Anticipate social change and react early and voluntarily.
What do the public expect?
They have come to expect large corporations to have a social conscience and not only give money to
charity but be actively involved in the local and global community, setting examples for other
organisations and individuals.
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Activity 2D
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2.5 – Ensure tactics provide for ongoing review of performance against
objectives and budgets and allow marketing targets to be adjusted if necessary
Ongoing review of performance
You will need to allot adequate time for reviewing performance of your team to ensure that the budget
is on track and the objectives will be reached. You may need to organise regular one-to one sessions
with individual staff and group meetings to give the chance for feedback on both sides. You can use
group meetings as a time to brainstorm options with colleagues. If things are not going as planned, you
may need to make adjustments.
Brainstorming is a quick and easy way to gain some ideas. You may have to change the type of
technology you are using– assess what you have – how will this impact on what is to come and the end
goal? If changing the technology has a low impact on the achievement of the goal it could be a good
option.
Contingencies
It is good practice to create contingencies or adaptable plans so that any problems or developments
that occur can be easily incorporated into the plan.
You should have planned for the possibility of change. It takes time to make changes to a marketing
plan and you will need to ensure that you have the time complete any changes ready for
implementation. One way to ensure you complete the planning process and implementation activities
on time is to have contingency plans in place.
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Activity 2E
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3. Prepare and present a marketing plan
3.1.
Ensure marketing plan meets organisational, as well as marketing, objectives and incorporates
marketing approaches and a strategic marketing mix
3.2.
Ensure marketing plan contains a rationale for objectives and information that supports the
choice of strategies and tactics
3.3.
Present marketing plan for approval in the required format and timeframe
3.4.
Adjust marketing plan in response to feedback from key stakeholders and disseminate for
implementation within the required timeframe
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3.1 – Ensure marketing plan meets organisational, as well as marketing,
objectives and incorporates marketing approaches and a strategic marketing
mix
Organisation and marketing requirements
You should ensure that your marketing plan meets organisational and marketing objectives. This means
using appropriate marketing approaches and a strategic marketing mix to suit your organisation’s
requirements.
Marketing approaches may include:
 Differentiated target marketing
 Direct marketing
 Direct response marketing
 E-business
 Mass distribution
 Mass marketing
 Personal selling
 Product variety marketing
 Promotion marketing.
Marketing mix
The marketing mix is the blend of the product, price, promotion and place that support each other.
Marketing mix may include:
 Product or service variables such as:
o
Technical features
o
Design
o
Quality
o
Range
o
Safety features
 Pricing
 Promotion
 Distribution
 Level of service.
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Activity 3A
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3.2 – Ensure marketing plan contains a rationale for objectives and information
that supports the choice of strategies and tactics
A rationale
A rationale contains an argument for using your chosen strategies and tactics. You need to be sure that
you have thought of the best possible approaches for your organisation’s objectives.
Information to include in your rationale:
 Description of product/service
 Budget
 Who will be interested in this and why
 What methods you have chosen and why.
You should know the advantages and disadvantages of your chosen strategies and tactics. For example
if you have chosen direct marketing you will need to know that advantages include can target existing
customers or target an audience interested in your product, measurable outcomes, control of timing,
can obtain more feedback from customers and competitors are not always aware of it. The
disadvantages of direct marketing include; there is a stigma about mail/junk mail, it can be perceived as
pushy and it can be expensive. Once you know these you can be prepared for making your case.
Other strategies and tactics can include:
 Differentiated target marketing
 Direct response marketing
 E-business
 Mass distribution
 Mass marketing
 Personal selling
 Product variety marketing
 Promotion marketing.
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Activity 3B
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3.3 – Present marketing plan for approval in the required format and timeframe
Present marketing plan
You should ensure that your marketing plan is presented in the required format and timeframe. Your
organisation may have a template and guidelines of what they expect to see in the marketing plan in
terms of content.
You may need to include:
 The purpose and goals
 Situational/organisational analysis
 Marketing strategy and tactics
 Budgets, performance analysis and review
 Amendments/flexibility considerations.
Format
Similarly the format will need to be confirmed. Your recommendations may need to be in the form of a
written document/report or a presentation.
Format may include:
 Content
 Line spacing
 Font
 Colour
 Margin width
 Spacing
 Page numbering
 The use of headers and footers
 Typefaces
 Graphs and charts
 References.
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Tips for verbal communication:
 Using active listening techniques e.g. clarifying by summarising
 Controlling your tone of voice and body language e.g. remain calm and demonstrate
understanding:
o
Talk slowly
o
Look interested by maintaining eye-contact and expression of concern
o
Do not fold arms.
 Interpreting non-verbal and verbal messages e.g. resistance
 Your use of language, verbal or non-verbal – try to be accommodating and adapt your
style
 Questioning to clarify and confirm understanding
 Using language and concepts appropriate to cultural differences:
o
Different cultures and communities have different euphemisms and accents,
which you should bear in mind when speaking
o
English can potentially be a second language
o
Some words, terms and phrases may be offensive.
 Using positive, confident and co-operative language.
Developing trust
Remain professional at all times and consider your language carefully. You may have to be concise so
every word counts.
You should:
 Only present the facts
 Be objective in your communication
 Try to match the product/service to the right customer
 Remain professional
 Have integrity and tell the truth.
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Activity 3C
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3.4 – Adjust marketing plan in response to feedback from key stakeholders and
disseminate for implementation within the required timeframe
Adjusting marketing plan
After gaining stakeholder feedback you may need to adjust the marketing plan in line with what has
been discussed. Stakeholders are anyone that has an interest in the organisation. You should decide
who is relevant to the marketing plan.
Stakeholders may include:
 Staff members e.g. managers, directors and colleagues
 Customers
 Investors
Implementing adjustments
 You should ensure everybody who needs to know, knows what the adjustments are
and how to action them.
 Consider the level of adjustment needed to affect the necessary
changes. There could be various options available depending on
the need.
 You may only need to make small changes. Small changes can be
actioned quickly and cause minimal impact.
 Larger changes may include things such as a change in target
audience. These kinds of changes will have a significant impact and
may take time to implement.
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Activity 3D
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Skills and Knowledge Activity
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Nearly there...
Major Activity – An opportunity to revise the unit
At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between and 1-2 hours to complete and your
trainer will let you know whether they wish for you to complete it in your own time or during session.
Once this is completed, you will have finished this unit and be ready to move onto the next, well done!
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Congratulations!
You have now finished the unit ‘Develop a marketing plan'.
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References
These suggested references are for further reading and do not necessarily represent the contents of
this Learner Guide.
Copyright:http://www.ag.gov.au/RightsAndProtections/IntellectualProperty/Pages/Copyrightinformation.aspx (accessed 10/12/2014)
Free TV Australia commercial television industry code of practice:
http://www.freetv.com.au/content_common/pg-viewer-feedback.seo (accessed 5/12/2014)
Privacy Act 1988: http://www.oaic.gov.au/privacy/privacy-act/the-privacy-act (accessed 10/12/2014)
The Australian Direct Marketing Association Limited (ADMA): http://www.adma.com.au/comply/codeof-practice/ (accessed 10/12/2014).
Trades Practices Act 1974 now the Competition and Consumer Act 2010:
http://www.consumerlaw.gov.au/content/the_acl/downloads/acl_guide_to_provisions_november_201
0.pdf (accessed 10/12/2014)