Download Market Plan

The Creation of a Marketing Plan
Phase 1
Phase 2
Phase 3
Phase 4
Situation
Report
Objectives
Statement
Execution & Implementation
Performance
Evaluation
Where is the
client now?
Where does the client
want to be?
How should the client get there?
Has the client reached
her/his goals?
Communication
Creative/
Analytical
Process
1.
Assess
Market
Environment
Product
Price
2.
Formulate
Strategies &
Set Objectives
3.
4.
Develop
Marketing
Tactics
Marketing
Mix
Place
Structure
Evaluative
Process
Promotion
Distribution
Written
Outputs to
Marketing
Plan
Executive
Summary
Corporate
Strategy
Situation
Report
Key
Assumptions
Marketing
Strategies &
Objectives
Marketing
Tactics
Short &
Long Term
Measures &
Goals
Created by Barry Sullivan
Consistent Client Interaction & Input
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.0 Assess the Market Environment
Sub-Process
Objective
• Develop the foundation from
which marketing strategies,
objectives, and tactics are to
be developed
• Recognize for
implementation the
consumer orientation for
targeted marketing
communications
• Define necessary
assumptions, both internal &
external, upon which further
planning can be
meaningfully based
Tips & Key ?s
• Is the industry growing? Is it
stable? Does technology play a
dominant role?
• Are the client’s existing/ potential
resources & capabilities
coincidental with key industry
success factors?
• How has the client performed? Is
the client well-positioned relative
to competitors?
Conduc
t
Externa
l
Analysi
s
•Determine chief
economic traits
•Identify drivers
of change
•Identify key
success factors
•Determine the
impact of
external entities
upon the industry
(government
regulation, social
goodwill, etc.)
•Identify the
relative strengths
& weaknesses of
existing industry
players
•Identify existing/
potential voids
within the market
for possible
exploitation
Conduc
t
Internal
Analysi
s
•Understand
overarching
business strategy
•Determine the
client’s strengths
& weaknesses
•Earmark areas to
be improved for
later action
•Gather all
historical data
and secondary/
primary research
when appropriate
and possible
•Evaluate past
performance in
light of internal
goals/ objectives
& competitor’s
performance
where possible
•Evaluate past
and current
positioning for
coherence with
overarching
business strategy
Tools
EXTERNAL
• Porter’s Five Forces
• PESTLE Framework
• Structure-ConductPerformance Articulation
• Segmentation Scheme
• Competitive Positioning
Articulation
• Value Mapping
• Perceptual Mapping
•Define internal
& external
assumptions (ie
growth rates,
advent of
regulation, speed
of innovation,
etc.) using
historical data
and secondary/
primary research
Outputs to Written Marketing Plan
INTERNAL
• SWOT Analysis
• Activity Coherence
Mapping
ASSUMPTIONS
• Historical Trend
Analysis
• Pareto Affect
• A summary of all the external factors which will
likely affect the client’s marketing performance
in the present & future
• A statement of the client’s strengths &
weaknesses with relevance to its competition
• An exhaustive list of necessary assumptions
Created by Barry Sullivan
essential to current & future marketing
OSBI,
Director
of
Client
Service
& Quality Assurance
decisions
Illinois MBA 2004
1.01 Porter’s Five Forces Model
Tool
Process
•Assess strength of each
of the five competitive
forces (Strong?
Moderate? Weak? )
•Explain how each force
acts to create
competitive pressure.
What are the factors
that cause each force to
be strong or weak?
•Decide whether overall
competition (the
combined effect of all
five competitive forces)
is fierce, strong,
normal/moderate, or
weak
Personal Computer
Industry
Supplier Power:
Very High
Intel and Microsoft
extract all industry
profits.
Substitutes: Low to Moderate
Increasing competition from hand
held/ portable computing devices
Rivalry: Very High
Intense price competition
Excess capacity and
saturation. Some brand
recognition, but PCs thought
of as commodities
Buyer Power:
High and Rising
Low switching
costs, Less brand
loyalty.
Resellers and
retailers
have grip on
end users
Threat of Entry: Moderate to High
Low capital costs of manufacturing
Relatively easy to assemble PCs
Some brand recognition and loyalty
Notes/ Implications
• Key questions to better understand the ferocity of competition within the industry:
Is price competition vigorous? Active efforts to improve quality? Are rivals
competing on customer service? Lots of advertising/sales promotions? Active
product innovation? Active use of other weapons (strategic, operational, marketingCreated by Barry Sullivan
related)?
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.02 PESTLE Analysis
Tool
Scan of the External
Macro-Environment
Process
•Gather information
relevant to client’s
external environment
and analyze for
relevance to the client’s
strategies
•Implications for the
client, customers,
intermediaries, the
market/ industry,
competitors, and
stakeholders must be
considered
•Arrange this
information into the
categories at left for
use during both the
internal analysis phase
and the strategy &
objective development
phases
Political
Economic
Social
Technological
Legal
Environmental
Tax policy
Economic
growth
Population
demographics
Automation
Pollution
control
Exchange
rates
Income
distribution
Government
spending on
technology
Health
&
safety
laws
Trade
restrictions &
tariffs
Waste disposal
Interest
rates
Attitudes
towards work &
leisure
Information
technology
development
Employ
ment
regulati
ons
Political
stability
Inflation
rates
Social mobility
Deregulation
Business
cycles
Unemploy
ment
Speed of
technology
transfer
Environmental
regulations
Privatization
Health
consciousness
Population
growth rate
Emphasis on
safety
Monop
olies
legislati
on
Noise levels
Additional
requirements
on
manufacturing
processes
Research &
Development
Technology
incentives
Rate of change
Technological
maturity
Notes/ Implications
• What influences have been particularly important to the client in the past?
• Are any of these more or less significant in the future for the client and her/his competitors?Created by Barry Sullivan
• Which of these are the most important at the present time? In the nextOSBI,
few years?
Director of Client Service & Quality Assurance
Illinois MBA 2004
1.03 Structure-Conduct-Performance Articulation
Tool
Process
• To identify the structure
of the industry, the
dominant conduct of
existing players, and the
resulting performance of
newer firms
• To define the relationships
illustrated at right, the
following industry conditions
must first be considered:
Consumer
Elasticity of demand
Substitutes
Seasonality
Rate of growth
Location
Lumpiness of orders
Method of purchase
Production
Technology
Raw materials
Unionization
Product durability
Location
Scale economies
Scope economies
Structure
•Numbers of buyers
•Numbers of sellers
•Barriers to entry facing new firms
•Product differentiation
•Vertical integration
Conduct
•Diversification
•Advertising and marketing
•Research and development
•Pricing behavior
•Plant investment
•Legal tactics
•Product choice
•Collusion
Performance
•Profits
•Product quality
•Production efficiency
•Technical progress/ progressiveness
•Allocative efficiency
•Equity
Notes/ Implications
• Threat of entry is stronger when…entry barriers are low, a sizable pool of entry
candidates exists, incumbents are unwilling or unable to contest a newcomer’sCreated
entryby Barry Sullivan
efforts, and/or newcomers can expect to earn attractive profits
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.04 Segmentation Scheme
Tool
Determine Which Segmentation Variables to Use
Process
•Define distinct customer
groups that have
problems/ needs which
can be solved/ serviced
in one or more ways
• Establish segment
variables that yield
mutually exclusive and
exhaustive segments
• Develop Segment
Profiles
• Evaluate Segments for
their viability and
“attractiveness”
Develop Market Segment Profiles
Evaluate Relevant Market Segments
Segmentation Variables
User-Related
•Demographics: Age, Gender,
Race, Ethnicity, Income, Education,
Occupation, Family Size, Family
Life Cycle, Religion
•Social Class
•Geographic: Region, Urban,
Rural, City Size, County Size, State
Size, Market Density, Climate,
Terrain
•Lifestyles & Psychographics
Behavioral
•Benefits
•Usage
•Price
•Brand
•Situational
Are acquired segments viable?
Measurable
• Size, purchasing power, profiles of segments can be
measured
Actionable
•Must be able to attract and serve the segments
Substantial
•Segments must be large or profitable enough to serve
Differential
•Segments must respond differently to different
marketing mix elements & actions
Accessible
•Segments must be effectively reached and served
Notes/ Implications
• Segmentation scheming defines potential markets and serves as an essential component of
the client’s ultimate marketing mix decisions
Created by Barry Sullivan
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.05 Positioning Articulation
Tool
Student-Staffed
Consulting
Process
Quality
Management
Consortium
MBA Consulting
Program
OSBI
•Determine current
competitive
positioning within
the marketplace
•Identify holes,
potentially
representative of
untapped markets,
for further
exploration
•Formulate
strategies to seize
advantage, whether
by challenging
competitors’
positioning or by
seeking “vacant”
space
Primarily
Fortune 500
Austin Power
Low Student
Participation
Carlson
Business Consulting
Network
Center for Experiential
Learning
High Student
Participation
Community
Consulting
The MBA
Consulting
Project
Darden Business
Projects
Freeman Consulting
Group
Primarily Start-up
Companies
Notes/ Implications
• With positioning articulated, unfulfilled customer groups or needs can be more readily identified and targeted
Created by Barry Sullivan
• Should current positioning prove incoherent with the client’s business strategy, this articulation becomes
OSBI,
Director
of
Client
Service
& Quality Assurance
essential to developing new marketing strategies
Illinois MBA 2004
1.06 Value Mapping
Tool
Price Value Map of the Toothpaste Industry, 1992
Process
$3.00
•Determine the current
value-price orientation
prevalent in the industry
$2.80
•Define the customer
groups to which major
competitors cater (pricesensitive or qualityfocused)
$2.20
Oral-B
Regular
$2.60
$2.40
•Formulate strategies to
combat competitors or to
seize “vacant” space
Price
Aquafresh Flex
$2.00
Pepsodent
Professional
$1.80
Colgate
Plus
Reach
Advanced
Reach
Regular
$1.60
Price
•Identify areas of the
existing value
orientation scheme
within which client could
capture value
Oral-B
Indicator
$1.40
$1.20
Pepsodent
Regular
Colgate
Classic
$1.00
Perceived
Perceived Performance
Benefits
Notes/ Implications
• Use the acquired value map to identify holes in the market’s current pricing scheme;
where large gaps exist between products on the value line, there is opportunity for new
product introduction
Created by Barry Sullivan
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.07 Perceptual Mapping
Tool
Liquid Detergent Market
Process
•Evaluate the
current players
and their
respective
abilities in light
of all-important
consumer
perceptions
•Formulate
strategies to
exploit the
weaknesses and
nullify the
strengths of
competitors in
terms of
consumer
perception
Long-lasting
suds
Most pleasant fragrance
Mildness
50%
Best Value
for money
Overall
Cleaning
100%
Leaves dishes
shiny
Competitor
#1
#2
#3
Cutting Grease
Removing
baked-on foods
Notes/ Implications
• By mapping perceptions, the relative strengths & weaknesses of competitors become more clear and actionable
Created by Barry Sullivan
• What are the respective foci of competitors, and how do consumers perceive them in the marketplace?
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.08 SWOT Analysis
Tool
Process
• Gather relevant
information and
list all issues,
external &
internal, that have
or will likely have
impact upon the
client’s activities
• Use this
information in
conjunction with
the findings of the
external analysis
(specifically the
PESTLE) to
develop a
thorough
understanding of
the client’s reality
Strengths
Weaknesses
Opportunities
Threats
List internal strengths
List internal weaknesses
List external opportunities
List external threats
•Brand awareness
•Converse of
suggested strengths (ie
lack of brand
awareness, lack of
access to resources)
•An unfulfilled
customer need
•Emergence of
substitutes
•Arrival of new
technologies
•Tightening of
applicable
regulations
•Patents/ trademarks
•Cost advantages
•Proprietary
knowledge
•Exclusivity of
resources
•Preferential
distributive access
•May sometimes be
the “flip-side” of a
strength (ie large
manufacturing
capacity, while
generating low perunit costs, might also
inhibit flexibility/
adaptability)
•Relaxation of
regulations
•Dissolution of preexisting trade barriers
•Institution of
new trade
barriers
•Shifts in
consumer
preferences away
from client’s
offerings
Notes/ Implications
• Compiled strengths should be considered potential points of competitive advantage for the client
and her/his activities
• This information is useful in the immediate to better understand the current environment,
willSullivan
Createdand
by Barry
again prove essential during the strategy formulation & recommendation
stages
of
the
plan
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.09 Activities Map
Tool
Process
Southwest
Airlines
• Evaluate the existing
strategic coherence of
the client’s current
activities
No
meals
No
assigned
seats
Flexible
Union
contracts
High
employee
compensation
Limited
Passenger
Amenities
No connections
Point-to-Point
flights
Frequent
Departures
15 min.
turnaround
• Identify the higherlevel activities and then
list those actions
undertaken and
policies adopted to
support main actions/
initiatives
No
transfers
Lean
and
productive crew
Employee Stock
ownership
Limited use
of travel agents
Standard
fleets
Automatic
Ticketing
machines
Low prices
High aircraft
utilization
Notes/ Implications
• The more relationships/ linkages that exist among current activities, the more
coherent and integrated is the client’s strategy
• Planned activities for the future can herewith be evaluated prior to adoption/
implementation for coherence with existing activities
Created by Barry Sullivan
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
1.10 Historical Trend Analysis
Tool
Trends in US GDP
Growth
Process
Increasing Annually at $256B
Billions of '96 $s
• Acquire historical data
and establish relevant
time periods for
examination (ie similar
in duration, behavior,
conditions, etc)
Most Recent 10-Years:
10,000
9,000
8,000
7,000
6,000
5,000
• Examine data for
statistical relevance and
significance, being
careful to adjust for
seasonality where
appropriate
4,000
3,000
Long-term: Trending
2,000
increases of $118B
1,000
0
1929
• Extrapolate forward
into the future for
periods of appropriate
relevance to the client
positively with annual
1939
1949
1959
1969
1979
1989
1999
Notes/ Implications
• While long-term trends are often beneficial in establishing the broad perspective, it
is often more insightful to limit trend analysis to a more current term given that
influential factors/ conditions can change dramatically over time. ExaminingCreated
the by Barry Sullivan
past for periods of similar observable behavior to that of the
current
period
can
OSBI, Director of Client Service & Quality Assurance
prove useful in predicting upcoming movements.
Illinois MBA 2004
1.11 The Pareto Effect (80/20 Rule)
Tool
Process
• To quickly estimate
with demonstrated
accuracy the
importance of existing
customer segments
• This “effect” is
generally applicable
across industries and
basically states that
approximately 80% of a
firm’s sales are
attributable to only
20% of same firm’s
customers
• With this tool,
marketing efforts can
be better focused/
targeted to generate
maximum impact with
respect to stated goals
Observed
Pareto
Effect in the
Capital
Industrial
Goods
Market
% of client’s
current sales
Customer
Customer
Group A
accounts
for 75% of
sales and
represents
only 25%
of total
customer
base
Group C
accounts
for 5% of
sales and
represents
20% of
the total
customer
base
Customer Group B
accounts for 20% of
sales while
comprising 55% of
customer base
% of client’s existing customer base
Notes/ Implications
• While this tool is useful in a general sense, it is static and therefore must be used carefully.
Created
Customers with the greatest potential may well be within the 80 percent, or within
a by Barry Sullivan
OSBI,
Director
of
Client
Service
&
Quality Assurance
heretofore untapped segment of the market.
Illinois MBA 2004
2.0 Formulate Strategies & Set Objectives
Sub-Process
Objective
• Develop marketing
strategies and
associated objectives
based upon the
environmental
assessment
• Translate into concrete
form the needs, hopes,
& desires of the client
with respect to her/his
business performance
Tips & Key ?s
• This process must be one of
continuous review, as the
strategies and associated
objectives need to be evaluated
forwards and backwards for
coherence.
•Develop cohesive
marketing strategies
to best approach the
client’s environment
now and into the
future
•Establish broad
objectives applicable
to these marketing
strategies and to the
client’s overarching
wants/ needs (ie
target ROI, improved
image, social
responsibility)
Tools
• Ansoff Matrix
• TWOS Matrix
•Translate the broad
objectives into key
result areas (ie
market penetration,
sales growth rate)
commensurate with
key industry success
factors
•Create subobjectives necessary
for the
accomplishment of
the broad objectives
(ie sales volume
goals, geographical
expansion, product
line extension)
Outputs to Written Marketing Plan
• A set of overarching marketing strategies
relevant to the client’s environment
• A definitive statement of the client’s objectives
replete with associated complementary subobjectives
Created by Barry Sullivan
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
2.1 Ansoff’s Matrix of Growth Strategies
Existing
Markets
• This tool is useful as it allows
for the simplification of even
the most complicated
industry. By reducing
complexities along two
dimensions, the client has
only to consider four broad
growth strategies.
Market Penetration
Product Development
•In a growing market, maintaining
the status quo will result in growth;
there may also exist opportunities
to increase market share if
competitors reach capacity limits
•Mitigates risk by basing operations within an
established customer base
•May be appropriate if the client’s strengths are
related to specific customers rather than
products
•As the market approaches
saturation/ maturity another
strategy must be pursued if further
growth is desired
• Develop marketing
strategies for which
specific objectives can be
defined and later
measured
Notes/ Implications
New Products
•Least risky of the four as it
leverages the client’s existing
resources and capabilities
Process
• Conceptualize the client’s
competitive situation
within two dimensions
only: products and
markets (ie what is
offered and to whom it is
offered)
Existing Products
Market Development
•Mitigates risk by basing market
expansion on existing products
New
Markets
•Can include entering new
geographical areas, promoting new
uses for an existing product and
entering new market segments
•May be appropriate when the
client’s distinct competence rests
with the product rather than the
market
Diversification
•Most risky of the four growth strategies since it
requires both product and market development
─also know as the “suicide cell” of this matrix
•Horizontal: development of activities which
are complementary to or competitive with the
client's existing activities
•Vertical: development of activities which
involve the preceding or succeeding stages in the
client’s production process (upstream/backward
or downstream/forward)
•Conglomerate: refers to the situation where at
face value the new activity of theCreated
clientbyseems
to
Barry Sullivan
bear little or no relation to it's existing products
or markets OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
2.2 TWOS Matrix
Tool
Process
• Analyze most
relevant
information from
SWOT in an
attempt to
maximize strengths
and minimize
weaknesses
• Complete the
matrix as shown,
with careful focus
upon the actionable
recommendations
arising from the
analysis
Opportunities (O)
List external
opportunities
Threats (T)
List external threats
Strengths (S)
Weaknesses (W)
List internal strengths
List internal weaknesses
SO Strategies
Generate strategies here
that use strengths to take
advantage of opportunities
WO Strategies
Generate strategies here that
take advantage of opportunities
to overcome weaknesses
ST Strategies
Generate strategies here
that use strengths to avoid
threats
WT Strategies
Generate strategies here that
minimize weaknesses and avoid
threats
Notes/ Implications
• This model, while seemingly academic in nature, is one of the essential elements of
strategy formulation and the written Marketing Plan.
Created by Barry Sullivan
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004
3.0 Develop Marketing Tactics
Sub-Process: Use of Marketing Tactics to Attain Objectives
Objective
• Develop the overall
route to be followed
for the achievement of
stated objectives
• Determine the
appropriate
Marketing Mix, with
special emphasis upon
relevant & coherent
Communications
•Determine
where within
the Product
Life Cycle
the client’s
offering is
currently, as
the maturity
of the
offering will
determine
much of the
MM
Product
•Policies & decisions related to client’s
offerings: line extensions/ retractions, feature
modifications, branding, etc.
Promotion
(Communication)
•Impersonal:
advertising, POS
displays, public
relations
•Personal: faceto-face selling on& off-site
Adjust the
Marketing Mix
as appropriate
to pursue
objectives
Place (Distribution)
•Agent, retailer, wholesaler, direct, etc.
•Issues associated with the physical movement
of goods
Price
•Skimming &
penetration
policies
•Cost & value
approaches
•Revisit marketing
strategies to
ensure coherence
with defined
objectives and
associated tactics
•Refine objectives
as necessary and
adjust strategies
accordingly; this
process is one for
continuous review
& modification
Tips & Key ?s
• Any and all Marketing Mix decisions
(especially those to do with product &
pricing) must be made with due
consideration for competitive positioning
• Product Life Cycle Articulation
• Communication means & messages are
largely dependent upon the complexity of
client’s offering
• Elements of Environmental
Assessment
• Each aspect of the MM should
correspond to definite, measurable, and
attainable objectives
Tools
Outputs to Written Marketing Plan
• Definite marketing tactics formulated specifically
to attain established objectives
• Associated expenditure requirements and
estimated results of each strategy relevant to
stated objectives (to be coordinated Created
with by Barry Sullivan
OSBI,
Director
of
Client
Service
& Quality Assurance
Evaluation Phase)
Illinois MBA 2004
3.1 Product Life Cycle Articulation
Tool
Process
• Determine where
within the life cycle the
client’s offering is
currently
Growth
Product: establishment
of branding & quality
level; acquisition of
trademarks/ patents
Product:
maintenance of
quality;
addition of
functionality/
support
Price: low penetration
pricing to build share or
high skim pricing to
recover development
costs
• Formulate marketing
mix strategies using the
accepted PLC as a
guide
Notes/
Implications
Place: selective
distribution until
demonstrated
acceptance
Product Sales
• The appropriate Marketing
Mix is heavily dependent
upon where within the life
cycle the product/ service
currently is. As the
product/ service matures
and demonstrates profit
potential, competitors are
likely to enter and influence
the client’s tactics,
objectives, & strategies.
Introduction
Promotion: targeting
innovators/ early
adopters; message is
education & awareness
Price: static
pricing
Maturity
Product:
enhancement of
features to pursue
differentiation
Maintain: continue
operations with a desire
to retain competitive
position
Price: decreased
price due to
competition
Improve: rejuvenate
product with additional
features, new issues, or
alternative customers
Place: “incentivize”
Place: addition existing channels to
of channels to
gain preference over
serve growing
competitors
customer base
Promotion:
broad message
to widening
audience
Decline
Promotion: strong
emphasis on
differentiation
Harvest: reduce costs
and target loyal/ niche
customers
Exit: discontinue
offering and liquidate
inventory to end-users
or competitors
Enter: develop new
products/ services
(usually for a new
customer group or
market)
Created by Barry Sullivan
OSBI, Director of Client Service & Quality Assurance
Time
Illinois MBA 2004
4.0 Structure Evaluative Process
Sub-Process
Objective
• Predict the outcomes
associated with each
defined tactic and the
marketing plan as a
whole to better align
stated objectives with
reality
• Evaluate in progress
and in retrospect the
successes/ failures of
the marketing plan
Complete
projections
associated with
each tactic and
evaluate
against
budgeted
expenditures
Employ test
markets when
appropriate and
where possible
to evaluate the
paper plan in
the “real
world” prior to
full-scale
implementation
Evaluate
observed
successes/
failures against
stated
objectives (ie
did advertising
expenditures
create desired
awareness
levels?)
Examine the
external
environment
for events that
may have
contributed
positively/
negatively to
observed
outcomes
Tips & Key ?s
• Where will the client be if she/he adopts
the recommended actions?
• In retrospect, has the client reached
her/his stated objectives within the
parameters established? If not, why not?
• Did the marketing efforts have the
desired effect or even cause the observed
effect?
• Evaluate all phases of the planning
process for validity and improvement
Tools
• Sales Trend Analysis (with &
without control markets)
• Growth Rate of Improvement
Analysis
Outputs to Written Marketing Plan
• Structured process for predicting success in the
“pre-period,” analyzing progress in the “test
period,” and measuring success in the “post
period”
• List of measures (ie sales growth, brand
Barry Sullivan
awareness, penetration rate, marketCreated
share,by etc.)
OSBI,
Director
of
Client
Service
&
Quality
Assurance
and associated goals for each
Illinois MBA 2004
The Written Marketing Plan
Marketing Plan Inclusive of Defined Analyses
Objective
• Develop for
articulation a
coordinated plan that
translates stated
marketing strategies
into actionable
objectives and
associated tactics,
replete with a process
for evaluation
Tips & Key ?s
• Answer with the Marketing Plan these
four questions: Where is the client now?;
Where does the client want to be?; How
should the client get there?; Did the client
reach stated goals?
• Be concise and keep in mind the endaudience for this marketing plan
• Obtain “buy-in” from all levels of
management, while maintaining
overarching strategies & objectives and
rejecting biased, individualistic goals
2.
1.
Corporate
Strategy
Executive
Summary
3.
Situation
Report
4.
Key
Assumptions
7.
5.
Marketing
Tactics
Marketing
Strategies &
Objectives
9.
8.
Short & Long
Term Measures
& Goals
Conclusion
Created by Barry Sullivan
OSBI, Director of Client Service & Quality Assurance
Illinois MBA 2004