Download DEVELOP, MANAGE AND EVALUATE LOCAL MARKETING

DEVELOP, MANAGE AND
EVALUATE LOCAL MARKETING
STRATEGIES NAME
D2.TCS.CL5.13
Slide 1
Subject elements
This unit comprises five elements:

Determine the internal business environment

Determine the external business environment

Prepare local marketing strategies and plans

Manage the local marketing strategies

Conduct evaluation of local marketing strategies
Slide 2
Assessment
Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from supervisor
Slide 3
Element 1:
Determine the internal business
environment
Slide 4
Determine the internal business
environment
Performance Criteria for this Element are:

Identify and confirm business orientation

Assess past local marketing activities

Analyse local performance information from all areas of
the business

Assess local product and service range
Slide 5
Determine the internal business
environment
Performance Criteria for this Element are:

Evaluate the marketing information system used by the
organisation

Describe the use of the marketing mix in relation to local
identified target markets and current marketing strategies

Record and report the information identified and the
conclusions reached
Slide 6
Travel and tourism
Role of travel and tourism
Tourism involves all activities that take people away from
their usual place of residence for any reason.

What are the common reasons for travel?

Who travels?

Where do they come from?

How can we gather information
about tourists?
Slide 7
Tourism marketing
Importance of marketing in tourism industry
Marketing is a pivotal activity that need to be performed by
any hospitality and tourism organisation.

What is marketing?

Why is it important in the tourism industry?
Slide 8
Tourism marketing
Marketing

Marketing aims to understand the customer before
selling an offering to them
Slide 9
Tourism marketing
Focus of marketing
It must be customer focused and try to:

Understand what the customer wants

Develop an offering to meet these needs

Identify the best way to make people aware of the
offering

Motivate people to partake of the offering
Slide 10
Tourism marketing
Key marketing components

Needs

Wants

A Market

Products and services

Customer value

Customer satisfaction

Relationship Marketing
Slide 11
Tourism marketing requirements
Specific marketing requirements of the tourism
industry

Shorter exposure to services

More emotional and irrational buying appeals

Greater importance on managing evidence

Greater emphasis on stature and imagery

More variety and types of distribution channels

Dependence on complementary organisations

Easier copying of services

More emphasis on off-peak production
Slide 12
Tourism marketing relationships
Unique relationships within tourism marketing

Suppliers, carriers and travel trade

Destination mix concept: attractions and events (draw
visitors) facilities infrastructure and transportation
amenities, hospitality resources

Visitors and local residents
Slide 13
Business orientation
Identify and confirm business orientation

Before we undertake marketing activities, it is essential
that we have a sound understanding of the business

There are a number of aspects that define the
orientation of a business.

It is important to look at these business foundations as
a first step of developing marketing strategy
Slide 14
Business plans and strategies
Understand vision, values and mission of the
business
Why is the purpose of the following documents?

Vision

Values

Mission Statement

Corporate goals

Strategic plans
COMPLETE ACTIVITY 1
Slide 15
Core Activities
Identify general core activities

Getting information

Selling or influencing others

Interacting with computers

Communicating with persons outside organisation

Updating and using relevant knowledge

Establishing and maintaining interpersonal
relationships

Organising, planning, and prioritising work
Slide 16
Core Activities
Identify general core activities

Communicating with supervisors, peers, or
subordinates

Documenting information

Making decisions and solving problems

Interpreting others

Resolving conflicts and negotiating with others

Performing administrative activities
Slide 17
Core Activities
Identify general core activities

Judging the qualities of things, services or people

Processing information

Thinking creatively

Analysing data or information

Assisting and caring for others

Coordinating the work activities of others
Slide 18
Core Activities
Identify general core activities

Scheduling work and activities

Monitoring and controlling resources

Training and teaching others

Developing objectives and strategies

Identifying objects, actions and events

Estimating the quantifiable characteristics of
products, events or information

Provide consultation and advice to others

Developing and building teams
Slide 19
Core Activities
Identify general core activities

Coaching and developing other

Evaluating information to determine compliance with
standards

Monitor processes, materials or surroundings

Guiding, directing and motivating subordinates

Staffing organisational units

Handling and moving objects
Slide 20
Core Activities
Identify core activities for different positions
What are the core activities for the following positions?

Travel agent

Tour guide

Other travel and tourism industry positions
COMPLETE ACTIVITY 2
Slide 21
Types of customers
Different types of customers

Existing customers

Potential customers

Different market segments
Slide 22
Types of customers
Common customer segments

Business

Leisure

FIT (Free Independent Travelers)

Tours / coach groups

Honeymooners

Families

Elderly
Slide 23
Types of customers
Common customer segments

Religious

Sporting

Outbound Tourists

Inbound Tourists

Domestic Tourists

International Tourists
COMPLETE ACTIVITY 3
Slide 24
Business direction
Identify current business direction
Naturally, any marketing campaign must be in line with
business direction.
Current business direction may be focused on, but not
limited to:

Growth

Contraction

New markets

Re-direction of efforts

Local business focus
Slide 25
Assess past marketing activities
Importance of looking at past activities
Naturally if we are to prepare marketing strategies for the
future it is important to look at what was successful or
unsuccessful in the past.

Why is this important?

What do you want to know?

How can you find the information?
Slide 26
Assess past marketing activities
What is market analysis?
Market analysis provides us with the information
necessary to formulate the marketing plan and its
evaluation.

What are the activities associated with a market
analysis?

What are the benefits of conducting research?
Slide 27
Assess past marketing activities
Reviewing previous marketing plans and strategies

What the earlier marketing goals of the business were

How the business tried to achieve them

What has worked in the past

The extent of the success it had in achieving its goals

What strategies were not successful

Reasons behind success and failure of
previous marketing strategies

Identifying the campaigns, promotions and other types
of marketing initiatives that have been used

Identifying personnel and media involved
Slide 28
Assess past marketing activities
Reviewing previous marketing plans and strategies

Identifying personnel and media involved

Identifying all cost, both monetary and non-monetary
associated with those activities

Determining how the campaigns, promotions and other
types of marketing initiatives were perceived

Quantifying the results of the marketing activities

Which strategies can be used in future
strategic planning
COMPLETE ACTIVITY 4
Slide 29
Review business performance
Importance of reviewing business performance

One key aspect of reviewing the success of a business
is to review the performance of different aspects of the
organisation

For a business to be successful, all aspects of the
organisation should be contributing in a positive
manner
Slide 30
Review business performance
Areas of business performance

Strengths and weaknesses

Critical success factors

Current capabilities

Existing resources or resources the business has
access to or the authority to use

Relevant operational factors

Need for specialist assistance

Need for immediate market research
Slide 31
Review business performance
Areas of business performance

Sales and bookings

Profit

Market share

Position in the marketplace

Image of the business

Identifying critical success factors
Slide 32
Review business performance
Methods to review business performance
The different ways to review business performance will
vary depending on which aspect of business performance
is to be reviewed.

What are the different methods that can be used to
review business performance?
COMPLETE ACTIVITY 5
Slide 33
Review business performance
Methods to review business performance
Reviewing:

Past records and previous business plans

Legal business structure

Client feedback

Service audits

Public perception of the business

Financial performance
Slide 34
Capabilities and resources
Importance of identifying capabilities and resources
The key aspects of achieving business success is through
the use of capabilities and resources.
Whilst it is important to review the 'end results' as
identified in previous sections, it is important to identify the
capabilities and resources used in providing products and
services to clients.

What are capabilities?

What are resources?
Slide 35
Capabilities and resources
Types of capabilities

Products and or services

Capacity to produce goods or services

Equipment capacity

Skill level of staff, management and owners

Hours of operation

Communication capabilities

Location/position of the agency

E-business capacity

Need for specialist assistance in certain areas

Maintaining a competitive advantage
Slide 36
Types of resources
Types of resources

Physical resources

Financial resources

Human resources

Intangible resources
What are factors affecting resources?
COMPLETE ACTIVITY 6
Slide 37
Assess local product and service
range
Products
A product is anything that can be offered to a market that
might satisfy a want or need.
This can include:

Tourism products and services

Packages

Merchandise
Slide 38
Assess local product and service
range
Services
A service is any activity or benefit that one party can offer
to the other which is essentially intangible and does not
result in the ownership of anything.
It's production may or may not be tied to the product.

Booking services

Foreign exchange services

Insurance
Slide 39
Assess local product and service
range
Travel and tourism products and services
Commonly purchased products and services include:

Tours

Attractions

Activities

Entertainment

Events

Accommodation
Slide 40
Assess local product and service
range
Travel and tourism products and services

Amenities and services

Airlines

Car hire

Cruises

Transfers

Rail
COMPLETE ACTIVITY 7
Slide 41
Identify underperformance
Importance of identifying under performing products
and services

It is vital that any underperforming products and
services currently being provided in your travel and
tourism organisation are identified in a timely manner

Not only is it important that you identify problem areas
or areas for improvement, but you also understand the
reasoning behind the problems or substandard
performance
Slide 42
Identify underperformance
Underperformance in service oriented industries

Staff absences

Professional incompetence

Service failure

Customer complaints

Customer attrition

Failure to meet targets
Slide 43
Identify and resolve underperformance
Correcting underperformance

What are methods to identify underperformance?

What are sources of underperformance?

What are corrective strategies to resolve
underperformance issues?
COMPLETE ACTIVITY 8
Slide 44
Analyse competition
Importance of understanding competition
Knowing what the competition is doing in the marketplace is a
critical aspect of strategic planning for any business.
This knowledge can be combined with other data to determine:

Which target markets the establishment will develop

Which ones it may elect to move out of

What the premises needs to do in order to meet
or exceed what the opposition is doing
Slide 45
Analyse competition
Identifying the competition
It is important to identify the main competitors to your business
including their:

Name

Address

Number of staff

Strengths and weaknesses
Slide 46
Analyse competition
Analysing the competition
It is important to identify the main competitors to your business
including their:

What information do you want to know?

How can you get the information?
Slide 47
Developing competitive advantage
Importance of understanding competitive advantage

Why is this important?

How can you create a competitive advantage?

What are examples of competitive advantages companies
have in your industry?
COMPLETE ACTIVITY 9
Slide 48
Evaluate marketing information
system
Importance of having an information system
Each organisation will have an information management system
that is used to record and manage information relating to all
aspects of the organisation.

What is the importance of having an information system?
Slide 49
Evaluate marketing information
system
Components of marketing information system
In essence, a marketing information system will relate to:

Marketing intelligence

Market research data and information

Marketing decisions support

Identification of personnel involved

Identification of relevant scopes of authority when making
decisions
COMPLETE ACTIVITY 10
Slide 50
Marketing Mix
Role of the Marketing Mix

Products

Price

Placement

Promotion

People

Processes

Physical evidence
COMPLETE ACTIVITY 11
Slide 51
Element 2:
Determine the external business
environment
Slide 52
Determine the external business
environment
Performance Criteria for this Element are:

Describe information relating to local opportunities and
threats

Analyse local comparative market information

Analyse local industry and customer trends

Analyse legal, ethical and environmental
constraints that apply to the business

Record and report the information identified
and the conclusions reached
Slide 53
Gather comparative market
information
Importance of market information

What is a market?

Why is it important to gather market information?

What areas of the market do you want to know about?

How can you collect this information?
Slide 54
Gather comparative market
information
Concept of comparative marketing information
Comparative market information may include:

Best practice information

Benchmarking

Competitor information
Slide 55
Understand current marketing
situation
Market situation

Total market characteristics

Customer needs, perceptions and buying behaviour

Products

Prices

Customer service and distribution

Channels

Communication
Slide 56
Understand current marketing
situation
Competitive situation

Industry structure

The geographic market in which they compete

Their current marketing performance

Their competitive position

Strengths and weaknesses, and vulnerabilities
of each significant competitor

Their objectives and competitive strategies

Industry profitability
Slide 57
Understand current marketing
situation
Product situation

Sales, profits, contribution margins and growth

Product lifecycle and expected demand

Growth of the product or service
Slide 58
Understand current marketing
situation
Current strategies

Current product, price, place and promotional
strategies

Current people, processes and physical evidence
strategies
COMPLETE ACTIVITY 12
Slide 59
Analyse trends
Importance of understanding trends
Understanding trends of the industry is vital in ensuring
that what you are seeking to provide to the market is not
only fresh and relevant but is in demand.

What is a trend?

Why is it important to understand trends?

Which trends and statistics are important?

How can you collect this information?
Slide 60
Analyse trends
Importance of understanding trends
Your research should seek to:

Determine what the trend is

Identify whether it is a positive or negative trend

Calculate how long the trend has been identifiable

Determine the possible threat or opportunity this trend
presents or provides
Slide 61
Analyse trends
Emerging trends
The aim of ‘analysing information’ in this context is to
identify emerging trends.
An emerging trend may be seen as:

Something which did not previously exist but now does

A variation to a previous pattern:
 Positive – a ‘growing’ trend
 Negative – a ‘declining’ trend

A change in the degree of the variation
Slide 62
Analyse trends
Sources of trend information

Direct observation

Personal surveys

Internet research

Colleagues, supervisors and managers

Head office

Customers

Industry suppliers

Developing your own industry network

Conferences and seminars
Slide 63
Analyse trends
Sources of trend information

Product launches

Industry statistics from industry bodies or associations

Data from relevant government agencies

Trade magazines

Industry publications

Newsletters and brochures

Advertisements

Reference books
Slide 64
Analyse trends
Types of trends

Market trends

Social trends

Customer trends

Tourism industry statistics and trends
COMPLETE ACTIVITY 13
Slide 65
Analyse legal, ethical and
environmental constraints
Importance of understanding constraints
All businesses, regardless of their industry, size or mode
of operation will have legal, ethical and environmental
constraints that will impact on their operation.

Why is it importance to understanding constraints?
Slide 66
Analyse legal, ethical and
environmental constraints
Types of legal, ethical and environmental constraints

Organisational policies relating to business ethics,
company values and beliefs

Legislated operational obligations

Registration compliance requirements

Compliance with industry, peak body and
government agency codes of practice
Slide 67
Analyse legal, ethical and
environmental constraints
Types of legal, ethical and environmental constraints

Complying with cultural expectations and influences of
local communities

Ensuring promises made in relation to non-mandated
issues are met

Supporting social responsibilities by being a
responsible corporate citizen
Slide 68
Analyse legal issues
Importance of understanding laws

For any business it is important to understand the
different types of laws that govern business operations
and activities

Laws are legally binding requirements established
under legislation or Acts
Slide 69
Analyse legal issues
Tourism law
Tourism Law is commonly defined as a body of rules or
principles of action which deals with the regulation,
authority, relations and obedience among members of a
society involved in tourist travel and accommodation.

What laws affect the travel and tourism industry?

What legal trends exist?
Slide 70
Analyse legal issues
Types of laws and regulations

Legislation

Common law

Act of Parliament

Regulations

Codes of Practice

Civil and criminal law
Slide 71
Analyse legal issues
General areas to which legal requirements apply

Business establishment

Business operation

Licensing

Consumer protection and trade practices

Duty of Care

Fair trading legislation

Employment relations
Slide 72
Analyse legal issues
General areas to which legal requirements apply

Employment of foreign workers

Superannuation / Pension Funds

Contributory Negligence and Personal Injuries
legislation

Contracts

Income & company taxation

Goods and Services taxation

Financial recording and management
Slide 73
Analyse legal issues
General areas to which legal requirements apply

Anti-corruption

Copyright, patent, design and trademark protection,
trade secrets

Occupational safety and health (OSH)

Fire Safety

Environmental legislation

Insurance requirements
COMPLETE ACTIVITY 14
Slide 74
Analyse ethical considerations
Ethical considerations
Ethical requirements relate to issues about which a
personal judgement has to be made regarding the way the
business elects to conduct its business.

What are examples of ethical behaviour in a business?
COMPLETE ACTIVITY 15
Slide 75
SWOT Analysis
SWOT Analysis

Most businesses undertake a SWOT analysis to gain an
understanding of what is happening both external and
internal to the business and the effect it will have on the
business
Slide 76
SWOT Analysis
SWOT Analysis
This process ultimately tries to identify:

Strengths – what the business does well

Weaknesses – what the business can improve upon

Opportunities – where the business can improve or take
advantage

Threats – where the business may become
disadvantaged, weakened or susceptible
COMPLETE ACTIVITY 16
Slide 77
Market Report
Importance of a Market Report

Once you have completed a review of the business /
market environment it is important that information is
compiled into a concise report

The most commonly used form of documenting market
information is in the form of a 'Market Report'
Slide 78
Market Report
Contents of a Market Report

Industry Profile

Review of Existing Operation (if appropriate)

Your Product and/Service

Competition

Environmental Information and Trends
COMPLETE ACTIVITY 7
Slide 79
Element 3:
Prepare local marketing
strategies and plans
Slide 80
Prepare local marketing strategies and
plans
Performance Criteria for this Element are:

Describe local opportunities that exist

Develop marketing strategies to support identified local
opportunities

Develop marketing plans to support identified local
marketing activities
Slide 81
Prepare local marketing strategies and
plans
Performance Criteria for this Element are:

Involve relevant personnel in the development phase and
solicit their contributions and feedback

Ensure marketing plans comply with all necessary
requirements

Gain approval for the marketing plan
Slide 82
Prepare marketing strategies and
plans
Importance of marketing objectives and strategies
Like in any organisation, objectives and strategies need to be
identified before any activities can be implemented.
By conducting a SWOT Analysis, a clear understanding of what
needs to take place in the future.

What are objectives?

What are strategies?
Slide 83
Prepare marketing strategies and
plans
Marketing planning and management

Marketing management is the analysis, planning,
implementation and control of programs designed to
create, build and maintain beneficial exchanges with
the target buyers for the purpose of achieving
organisational objectives
Slide 84
Prepare marketing strategies and
plans
Marketing planning and management
Organisations needs to plan its marketing activities on two
levels:

The strategic marketing plan

The tactical marketing plan
Slide 85
Prepare marketing strategies and
plans
Importance of marketing objectives and strategies
An objective is a goal, something that is deemed worthwhile
achieving for the future of your business.
A marketing objective is the stated goal to be achieved via
performance of marketing strategies and tactics.

What are SMART objectives?
Slide 86
Prepare marketing strategies and
plans
Types of marketing objectives

Client development

Geographic expansion

Organisational growth

Service growth

Debt reduction

Income development
Slide 87
Prepare marketing strategies and
plans
Focus of marketing strategies
Marketing strategies state how marketing objectives will be
achieved.
Marketing strategies may be for:

A new or existing, specific product or service

A small or medium sized business enterprise

A destination

A single event
Slide 88
Prepare marketing strategies and
plans
Types of marketing strategies

Status quo

Intense growth

Integrated growth

Diversification

Market penetration

Product or market development
Slide 89
Prepare marketing strategies and
plans
Product and service strategies

Product strategies

Branding strategies

Services strategies

New products and services strategies
COMPLETE ACTIVITY 18
Slide 90
Prepare Marketing Plan
The marketing plan of your business or organisation is a flowon from the strategic marketing plan or business plan.

What information is included in a Marketing Plan?

Who prepares a Marketing Plan?

Who is it prepared for?
Slide 91
Summary of the Marketing Plan
Preliminaries

Title page

Table of contents

Executive summary

Mission statement
Slide 92
Summary of the Marketing Plan
Current Situation Analysis

Background

Current objectives

Current target markets and segmentation
Slide 93
Summary of the Marketing Plan
Current strategies

External environmental analysis

Internal environmental analysis

SWOT including opportunity and issue analysis

Customer analysis

Marketing information requirements

Forecasting profit and loss statement

Controls
Slide 94
Summary of the Marketing Plan
Objectives, Strategies & Tactics

Product, service and brand strategies

New products and services strategy

Pricing strategies

Placement, logistics and distribution of services strategies

Promotional strategies
Slide 95
Summary of the Marketing Plan
Objectives, Strategies & Tactics

Media advertising and public relations strategy

Sales promotions strategy

Direct marketing tools and technology

Personal selling and sales management strategy

Positioning strategies

People and processes
Slide 96
Summary of the Marketing Plan
Action and control plans

Action plan

Budgeting

Control and evaluation
Slide 97
Summary of the Marketing Plan
Attachments

Bibliography

Reference lists

Appendices

Tables, Graphs and Figures
Slide 98
Prepare a Marketing Plan
Prepare a Marketing Plan

Review Pages 90-106 of TM
COMPLETE ACTIVITIES 19-23
Slide 99
Involve relevant personnel in
preparing marketing plans
Importance of consulting with stakeholders and
colleagues

Who are possible stakeholders and colleagues?

Why is it important to consult with them?

What do you require from them?
Slide 100
Involve relevant personnel in
preparing marketing plans
Importance of involving stakeholders and colleagues
Communication throughout the planning, preparation and
delivery of marketing and sales plan is vital to ensure that
all stakeholders and colleagues:

Are involved

Had the chance to contribute

Provide feedback on initial strategies and approaches

Understand how marketing and sales plan plans and
strategies will affect them

How the marketing and sales plan will
interrelate or impacts other stakeholders
Slide 101
Involve relevant personnel in
preparing marketing plans
Types of stakeholders

Head office

Joint venture partners

Owners

Board of directors

Managers

Supervisors

Finance staff
Slide 102
Involve relevant personnel in
preparing marketing plans
Types of stakeholders

Human resource staff

Information Technology staff

Production staff

Marketing personnel

Sales staff

Customer contact staff

Market research specialists

Customers
Slide 103
Involve relevant personnel in
preparing marketing plans
Seeking advise from experts
Before you start your business it is advisable to consult as
many organisations and persons that you believe can inform
and assist you in your planning.

Why is this important?

What types of assistance and advice can be sought?

What are sources of assistance and advice?
Slide 104
Gain approval
Gain approval for the marketing plan
Gaining approval for the marketing plan may include the
following tasks:

Forwarding draft plan with recommendation for approval to
management

Preparing the submission according to specified
internal requirements

Distributing multiple copies of the draft to
an identified network of decision makers
Slide 105
Gain approval
Gain approval for the marketing plan

Speaking about the plan and explaining aspects, as
required

Providing supplementary supporting and/or additional
information to assist in the final decision making process

Revising the draft plan on the basis of feedback from the
decision makers
COMPLETE ACTIVITY 24
Slide 106
Ensure marketing plans comply
with all necessary requirements
Importance of meeting compliance requirements
It is vital that any marketing plans and proposed initiatives
meet any necessary compliance requirements.

What is this important?

How can you identify what requirements
you need to comply with?
Slide 107
Ensure marketing plans comply
with all necessary requirements
Types of compliance requirements

Compliance with externally imposed compliance
obligations

Internal policies and procedures

Internal values and beliefs

Ethical standards

Relevant codes of practice to which the
organisation subscribes
Slide 108
Ensure marketing plans comply
with all necessary requirements
Types of compliance requirements
Business goals and outcomes which may include:

Key performance indicators

Strategic objectives

Price

Market and sales indicators

Brand value

Quality standards and criteria

Performance benchmarks

Milestones
COMPLETE ACTIVITY 25
Slide 109
Element 4:
Manage the local marketing
strategies
Slide 110
Manage the local marketing strategies
Performance Criteria for this Element are:

Communicate the approved marketing plan to those with
responsibility for implementation

Implement the activities and strategies contained in the
marketing plan

Monitor the implementation of the marketing plan

Produce reports on the progress of the marketing plans

Share information on marketing activities
with operational staff
Slide 111
Communicate marketing plan
information
Define and communicate marketing plan information
One of the key requirements for the successful
implementation of any marketing plan is to outline how the
goals, objectives and strategies will be accomplished.

Why is this important?

What needs to be communicated?

How should expectations be communicated
with stakeholders?
Slide 112
Communicate marketing plan
information
Marketing plan information to be communicated

Key vision of the plan

Reviewing company aims and objectives and
explaining how the marketing plan fits with these

Reasoning or purpose behind the marketing plans

Background information

Marketing objectives

Explaining priorities

Explaining all elements of the plan
Slide 113
Communicate marketing plan
information
Marketing plan information to be communicated

Explaining the need for the marketing plan in terms of
business performance, market share, position and the
ongoing viability of the organisation

How the plan will be implemented

Roles and responsibilities of key stakeholders

Scopes of authority for action

Timelines
Slide 114
Communicate marketing plan
information
Marketing plan information to be communicated

Identifying support mechanisms available for
responsible personnel

Highlighting progress points/milestones along the way

Explaining the reporting and monitoring processes

Defining how the performance of individuals and the
overall plan will be assessed
Slide 115
Communicate marketing plan
information
Defining and assigning roles
It is important that everyone knows what is expected of
them.

What do staff need to know?

How can they understand their roles and
responsibilities?
Slide 116
Communicate marketing plan
information
Identify Key Performance Indicators (KPI’s)

Total number of calls made

Total number of new customers

Number of leads

Increase in sales

New sales per product group

Marketing expense per customer

Marketing expense and sales revenue per
customer from a specific campaign
Slide 117
Communicate marketing plan
information
Stakeholder considerations

Get a clear understanding of the marketing plans

Ensure that all key concerns have been considered

Understand the benefits of the marketing plans

Understand how the marketing plans will benefit them

Understand how the marketing plans will impact on
them
Slide 118
Communicate marketing plan
information
Stakeholder considerations

Understand their role in implementing the marketing
plans

Any potential problems identified

Have their concerns addressed

Be excited and reassured about the marketing plans
Slide 119
Communicate marketing plan
information
Communicate information
How can you communicate information to:

Staff

Managers

Clients

Suppliers
COMPLETE ACTIVITY 26
Slide 120
Implement marketing plan activities
and strategies
Implement marketing plan actions

Now that marketing plans have been communicated
with stakeholders responsible for its delivery, it is now
time to implement any actions
Slide 121
Implement marketing plan activities
and strategies
Implementation considerations

Compliance requirements

Occupational safety and health (OSH)

Legal liability exposure

Integration with other aspects of the business

Timing issues
Slide 122
Implement marketing plan activities
and strategies
Implementation considerations

Resources

Changes to policies and procedures

Documentation & record keeping

Service delivery

Impact on organisational culture
COMPLETE ACTIVITY 27
Slide 123
Implement marketing plan activities
and strategies
Implementing marketing activities

Ensuring the details of the approved marketing plan
are implemented as intended and on time

Providing assistance to those with specific
responsibilities

Supporting responsible personnel by back-filling them
with other staff as necessary
Slide 124
Implement marketing plan activities
and strategies
Implementing marketing activities

Maintaining a high profile for the marketing activities so
they remain a priority for the business and the staff

Encouraging staff

Recognising and acknowledging performance and
compliance with marketing plan requirements
COMPLETE ACTIVITY 28
Slide 125
Implement marketing plan activities
and strategies
Provide support and resources to support
implementation actions
The aim is to enable staff to be able to learn and
implement new changes into the workplace.
During this period, you must manage the twin functions of:

Task functions

Maintenance functions
Slide 126
Monitor implementation of
marketing plan
Importance of monitoring implementation of
marketing plans

Once marketing initiatives have been implemented, it is
important to monitor the activities that are taking place,
and the people implementing these activities

Monitoring is an ongoing, regular process of review
Slide 127
Monitor implementation of
marketing plan
Importance of monitoring implementation of
marketing plans
Monitoring is essential to ensure that:

Activities are being conducted as planned

Staff have the resources and support as required

Results can be identified

Any unexpected changes can be made
in a timely manner
Slide 128
Monitor implementation of
marketing plan
Activities associated with the monitoring of marketing
plan implementation

Observing responsible personnel

Reviewing quotations received from suppliers for
undertaking marketing activities

Checking expenditure related to the activities

Conducting regular progress meetings to
keep the plan on track

Meeting with suppliers and providers
Slide 129
Monitor implementation of
marketing plan
Handling poor implementation
Several factors cause implementation problems:

Isolated planning

Conflict between long-term and short-term objectives

Natural resistance to change

Lack of specific implementation plans
COMPLETE ACTIVITY 29
Slide 130
Produce marketing reports
As the implementation of marketing initiatives take place, it
is important to communicate with staff for a number of
reasons including:

Preparing suitable reports

Sharing information with them relating to marketing
activities

Asking for their input to better improve
future implementation
Slide 131
Produce marketing reports
Focus of marketing reports
Reports may relate to:

Product or service

Marketing strategy

Promotional strategies and their duration, cycle,
territory coverage and product or service focus

Market research

Business performance
Slide 132
Produce marketing reports
Methods of reporting marketing reports
Methods to present marketing reports to management and
staff may include:

Making verbal presentation to stakeholders and
management

Providing written reports

Informal meetings

Email
Slide 133
Produce marketing reports
Contents of a marketing report

What information should be contained within a
marketing report?

Refer to TM Page 130
COMPLETE ACTIVITY 30
Slide 134
Share marketing report information
Importance of sharing information
Periodically, there will be a need for you to provide your
team and management with feedback in regard to
achievement of marketing activities and the progress of
the overall marketing strategy.

Why is this important?

How often should it be done?

What information should be shared?

How can you share information?
Slide 135
Share marketing report information
Information to share

Keeping staff aware of progress

Maintaining focus on the identified target markets and
objectives

Making staff aware of the objectives

Informing staff on any changes or future activities
that need to be implemented or changed

Explaining if your marketing strategy
and effort work

Identifying the reasons why they work
or not work
Slide 136
Share marketing report information
Information to share

Significant variations and the factors associated with
the changes

Unusual results and determine their causes

Patterns and trends in consumer behaviours, and the
factors that resulted in those behaviours

Strengths and marketing opportunities

Weaknesses and potential areas of improvement

Impact / implications of the results and
conclusions on performance
Slide 137
Share marketing report information
Providing identified market intelligence

Providing new market research data

Providing recent feedback from clients

Providing information gathered as a result of personal
observation and experience

Providing data relating to marketing activities

Passing on names and details of prospects

Supplying information about new
marketing techniques and strategies

Advising team of changes
Slide 138
Share marketing report information
Process of sharing marketing report information

Give a general comment

Focus their thoughts

Assure staff

Cover each target, one at a time

Give specific examples as opposed to generalisations

Interpret the findings and tell staff what it all means

Explain what the results mean

Thank and congratulate everyone
COMPLETE ACTIVITY 31
Slide 139
Asking staff for their input
Methods to encourage staff input

Asking for ideas

Having an ‘open door’ policy regarding suggestions

Sharing ideas

Being prepared to test new ideas

Seeking information and ideas from
non-traditional places
Slide 140
Asking staff for their input
Methods to encourage staff input

Thanking people for their contributions

Taking the time and effort to explain to someone who
contributed an idea why their idea was not
implemented

Ensuring the person responsible for suggesting
an effective new approach receives the credit
for doing so
Slide 141
Element 5:
Conduct evaluation of local
marketing strategies
Slide 142
Conduct evaluation of local marketing
strategies
Performance Criteria for this Element are:

Evaluate marketing activities against agreed key
performance indicators

Adjust marketing plans in response to information
received about progress achieved

Implement changes to initial local marketing plans
Slide 143
Evaluate marketing activities
Importance of evaluation

Evaluation is when you review the outcome and
effectiveness of all sections of your marketing plan to
identify successes and problems and if necessary to
put a marketing campaign and overall organisation on
the road to growth
Slide 144
Evaluate marketing activities
Information to help evaluation process
When evaluating marketing initiatives, information that will
be useful may include:

Key performance indicators

Gap analysis

Customer feedback

Compliance reports

Employee feedback
Slide 145
Evaluate marketing activities
Importance of key performance indicators (KPI's)
Naturally the key requirement of evaluating marketing
initiatives is to identify actual results against identified key
performance indicators.

What are examples of KPI’s?
Slide 146
Evaluate marketing activities
Types of key performance indicators (KPI's)

Enquiries received

Bookings received

Advanced deposits collected

Changes to customer database numbers and details

New customers attracted or with whom contact has
been made

Sales made, including distinguishing sales by value,
unit type and target market buying group
Slide 147
Evaluate marketing activities
Types of key performance indicators (KPI's)

Judging return on investment for monies expended on
advertising and promotional activities

Assessing changes, where applicable, to company
image and reputation in the market place

Gauging level of public awareness in relation to
specific marketing activities
Slide 148
Evaluate marketing activities
Comparing performance against KPI's
It is the role of management to compare actual
performance to the key performance indicators that have
been set and determine:

Whether things are on track

Whether there are problems

Whether you are exceeding expectations
Slide 149
Evaluate marketing activities
Marketing audit control questions

The macro-environment

The task environment

Marketing strategy audit

Marketing organisation audit

Marketing systems audit

Marketing productivity audit

Marketing function audit
COMPLETE ACTIVITY 32
Slide 150
Make adjustments to marketing plans
Need to make adjustments
Where marketing performance is not performing well
compared with desired standards, KPI's and targets, in
most cases some type of adjustment or change needs to
take place.

What are common reasons for adjustments?
Slide 151
Make adjustments to marketing plans
Reasons for adjustments
Adjustments will usually be on the basis of:

Unsatisfactory performance

A business opportunity

Customer feedback

Significant alteration to the marketing
strategy
Slide 152
Make adjustments to marketing plans
Activities associated with making adjustments

Providing supplementary resources to extend the
marketing activities

Amending marketing alternatives being used

Retreating from activities that are not working

Extending a limited offer

Re-allocating responsibilities for marketing activities

Modifying timelines

Responding to action taken by competitors
Slide 153
Make adjustments to marketing plans
Types of adjustments

Objectives

Strategies

KPI's

Marketing budget

Types of research

Target expectations

Target market segments

Promotional message
Slide 154
Make adjustments to marketing plans
Types of adjustments

Promotional mix

Types of promotions

Mix of promotions

Timing of promotions

Price

Packages

Place of promotion
Slide 155
Make adjustments to marketing plans
Types of adjustments

Method of distribution

Marketing management

People involved in marketing activities

Training of marketing personnel

Marketing techniques

Products and services being promoted
and sold

Operational mechanisms
Slide 156
Make adjustments to marketing plans
Making recommendations for change

Detail the problem that is at the root of the
recommendation

Describes the negative impacts of the above situation

Identifies specific revised targets

Sets revised flags to warn of unacceptable deviations
to the revised targets

Presents options for rectifying the position

Sets out implementation costs for each
recommendation or option
Slide 157
Make adjustments to marketing plans
Making recommendations for change

Identifies the benefits of each recommendation or
proposal

Supplies a formal cost-benefit analysis

Gives realistic timelines for introduction and
implementation
COMPLETE ACTIVITY 33
Slide 158
Implement changes to marketing
plans
Implementing changes
Now that proposed changes have been documented into
recommendations, it is now time to discuss them with
relevant stakeholders and to implement any changes that
have been agreed.

What activities are associated with implementing
changes to marketing plans?
Slide 159
Implement changes to marketing
plans
Activities associated with implementing changes to
marketing plans

Revising plans

Communicating revisions to relevant people, including
sales and customer contact staff

Providing identified resources

Ensuring previous arrangements are altered
on the basis of revisions made
Slide 160
Implement changes to marketing
plans
Communicating changes to marketing plans with
stakeholders

Hold a formal staff meeting

Give them a hard copy of the new marketing plans

Explain the changes

Tell them about the dates for introducing the new
marketing plans implementation
Slide 161
Implement changes to marketing
plans
Communicating changes to marketing plans with
stakeholders

Reassure them they are not required to implement the
changes ‘tomorrow’

Inform of the training being provided to support
implementation of the new marketing plans
requirements

Encourage questions about the new
marketing plans
Slide 162