Business marketing planning leuven

Business & Marketing Planning

Failing to plan, is planning to failOr

Why it is necessary to think about the business model when writing your marketing plan.

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Project ervaring

Tijdens zijn carrière heeft hij gewerkt aan projecten in verschillende sectoren (financiële diensten, ICT, FMCG, farma) o.a.:

• Personal Coach op CRM onderwerpen aan een Marketing Director voor een Belgische Telco.

• Het leiden van een project in een Telco B2B omgeving voor het verbeteren van Up-en Cross selling acties.

• Teamleider van een best practices team over hoe de relatie met de handel voor een Global Tobacco Company te verbeteren. Vertegenwoordigen van de zakelijke belangen bij de invoering van de Siebel CRM applicatie in pilootlanden.

• Identificeren en analyseren van de CRM-mogelijkheden binnen een beveiligd bankinstrument voor een grote privé bank in Luxemburg.

• Het analyseren en uitwerken van een benadering om de dataverrijking over medische professionals te verbeteren voor een groot farmaceutisch bedrijf.

Eerdere ervaring

Eerder, heeft Davy een consultancy bedrijf opgericht in indirecte spend management, maakte hij deel uit van het directiecomité van AB-InBev Belux en was hij global procurement director voor Point of Sales materiaal bij AB-Inbev. Daarvoor was hij 7 jaar bij Accenture, waar hij verschillende posities in (trade-) marketing en CRM projecten op Europese en mondiale schaal heeft geleid en mee uitgevoerd.

Academische achtergrond

Davy is afgestudeerd als Handelsingenieur aan de UFSIA (B) met aanvullende cursussen aan de Georgetown University in Washington DC (VS) en uitwisselingsprogramma's met ESC-Lille en UMSL Missouri (VS)

Algemeen Davy versterkte het team van The House of Marketing na een aanzienlijke ervaring in FMCG en consulting op het gebied van Marketing, Trade Marketing en CRM consulting

1’ on who is front of you:Davy VerhulstManaging consultant

2Project voorstel De Haven van Antwerpen

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3’ on The House of Marketing:

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History & Size

Geography & Nationality

• Founded in 1994• Privately owned, Belgium based company• 45+ marketing consultants / experts• Pool of experienced freelancers

• Serving clients based all over Europe• Team of consultants with different nationalities and cultural

backgrounds enabling us to easily integrate the local culture while managing the multicultural differences

Concept

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We offer a unique combination of strategic excellence and operational pragmatism

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We help you in realizing more from your marketing strategies and building the marketing capabilities for systematic results

Operational pragmatismStrategic excellence

• Proven track record in strategic marketing advice

• Creating relevant insights in the business

• Identifying the true leverages for significant improvements

• Turning opportunities into structured and prioritized business initiatives

• Track record in making things happen within international and complex companies

• Applying practical knowledge of successful corporate sales and marketing organizations

• Turning initiatives into tangible actions

• Helping you to successfully implement strategic recommendations

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… applying ‘FACTS’ as guiding principles.

• Simplicity• Strategic consistency• Leadership continuity• Prioritize & making choices • Consistent brand across all channels• Seek leadership in specific category• Customer centricity• Focused team

• Detect trends & act• Early warning systems & processes

• Agile & up to date organization• Built around customer

engagement• Willingness to change• Flexibility & Speed

• Innovative company culture• Diversity of profiles• Idea generation process• Idea valuation• Porosity & open-mindedness

• KPI’s & dashboards• Scenario analysis & ROMI• Connect with marketing intelligence• Analytical culture & skills

• People: yours & every stakeholder• Planet: ACT on innovation, packaging, promotion...• Profit: business-minded marketers

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Brand Managers

Broad FMCG experience Coordination activities of

specialists in production, sales, advertising, promotion, R&D, …

Churn analysis, churn reduction

Product placement optimization

Business Analysts

Market & competitor analysis

Market assessment & quantification

Clustering of customers

E-Marketers & Social Media

Specialists

E-strategy definition & roll-out

Coordination, design & implementation of e-marketing actions

Website management, email marketing, social media, mobile

Marketing Managers

Channel & Category Managers

Process Managers

B2B and B2C environments

Marketing plan, go-to-market strategy & implementation, people management, business intelligence

Coordination of Marketing activities

Strong analytical and negotiation skills

Enhancing retail partnerships by increasing category sales and aiding in fact based/strategic selling

Extended experience in SME and large matrix organizations

Alignment of organization towards similar goals

Clear roles & responsibilities definition, organizational design

We work on temporary assignments….Mostly function based

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… and on strategic marketing challengesMostly project based

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• Attract new customers• Increase customer spending• Reduce customer churn• Increase Innovation success rate

Volume driven

Margin driven

Positioning

• Restore customer trust• Capture more customer value• Margin management• Doing more with less resources• Tracking of ROI

• Define or redefine positioning• Changing customer experience from product push to relational (customer-centric)

• Positioning on the sustainability dimension

• Positioning towards current and potential employees

• Customer intelligence: translate data into relevant insights

• Segmentation• Business and marketing planning• Innovation Management Program

• Customer intelligence: translate data into relevant insights

• Category assessment• Marketing performance management (ROMI, CLTV, dashboards)

• Marketing audit

• Consumer intelligence: translate data into relevant insights

• Customer (store) experience• Sustainability• Employer branding

Consumer analytics and insights are crucial for each of the three challenges

Client challenges THoM expertise & solutions

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To guarantee the excellence, we split marketing into four expertise areas and develop our people in all four of them

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I. Strategic Marketing

II. Go-to-Market

• Market Intelligence• Segmentation• Branding & Positioning

• Pricing• Product/ Brand/ Category

Management• Communication (offline &

online)

III. Organization capabilities

IV. Performance Management

• Customer Process Management

• Organization & Change Management

• Customer Experience

• Marketing Dashboards• Marketing Performance Management• Customer Lifetime Value & ROMI

• Business & Marketing Planning

• Employer Branding• Sustainability

• Social Media• Shopper Marketing• Customer Relationship

Management

• Marketing Audit• Marketing Coaching &

Training

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A whole team of marketing specialists

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•Hiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise:

•THoM consultant: your day to day contact

• Counselor, Client Manager and Mentor: first help, coaching and stretched goals for the THoM consultant

• All THoM consultants with their specific skills, expertise and experience: the second resort for the THoM consultant

• THoM knowledge base (training, career development plan, books, papers, former projects, experience of previous THoMers)

Visible

Invisible

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Real details: Meet & Greet

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Why Business Modeling & Marketing Planning

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Why to/a plan or model?

"All of us perform better and more willingly when we know why we're doing what we have been told or asked to do.“

Zig Ziglar

"The best way to predict the future is to create it.“

Peter Drucker

“Planning is bringing the future into the present so that you can do something about it now”

Alain Lakein

“By failing to prepare, you are preparing to fail.”

Benjamin Franklin

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A marketing plan translates the business strategy into executable actions

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A written document

describing the nature of

the business, the sales

and marketing strategy,

and the financial

background, and

containing a projected

profit and loss

statement

A written document

that lays out your

recommendations to

translate your strategy

into executable

marketing actions. Its

purpose is to get approval

and guide execution.

Business plan Marketing Plan

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Business & Marketing Planning

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BMP

= The process of sustainably aligning the Marketing Strategy & Marketing plan & activities with the overall Business Mission & Model, taking into account both internal & external stakeholders with the final goal to improve the business results.

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The House

Tangible Action Plans

Deep Channel & Customer Insights

Mission

Vision

Business ambitions

Business strategy Growth strategyGrowth potentialB

usin

ess O

bje

cti

ves

Price Premium

Market Share

Marketing Value

Bu

sin

ess R

esu

lts

Customer Equity

Intention

Awareness

Perception &Reputation

Preference

AcquisitionEngine

RetentionCommitment

Recommen-dation

Behaviour

Environmental and Competitive Scan

Marketing DriversProducts / Technology

Services

Communication

Purchase Process &Experience

RelationshipBuilding

ChannelManagement

Price Positioning

Segmentation & Targeting

Positioning

Scope

Marketing Strategy

Business Paradigms

Value proposition

Value creation Value capturing

Share of wallet

Market research

Marketing Plan

YOUR INPUT YOUR OUTPUT

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Mission, Vision, Business Ambitions

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The HouseMission

Vision

Business ambitions


usin

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Price Premium

Market Share

Marketing Value

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Customer Equity

Intention

Awareness


Preference

AcquisitionEngine

RetentionCommitment

Recommen-dation

Behaviour




Services

Communication



ChannelManagement

Price Positioning


Positioning

Scope

Marketing Strategy

Business Paradigms

Value proposition



Share of wallet

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“Our founders built this company on a certain set of principles. But since they’re all dead and nobody wrote anything down, looks like we are screwed.”

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Aspirations and description of future company

Purpose of company as a corporate entity

Attributes that define company’s corporate and competitive business behavior

Underlying mandates for business conduct

Vision • A clear, concise, compelling statement that provides direction and guide business

activities - What do we want to be?

Mission • The purpose of the business including its products, its customers and where it

operates – What do we want to do, What business are we in?

Corporate Values • 5 to 7 key attributes of the culture designed by the business. They provide guidance

on how work is expected to be done in the business and they are expressions of the beliefs and values that drive a company’s behavior and culture – What behaviors do we utilize to accomplish our mission, What are the fundamentals of the organization?

Guiding Principles • These are the techniques the company deploys to do its work. – What operating

principles must we use to win?

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Vision, Mission,… need to be articulated!

vision

mission

values

principles

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•Business Strategy

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The HouseMission

Vision

Business ambitions


usin

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cti

ves

Price Premium

Market Share

Marketing Value

Bu

sin

ess R

esu

lts

Customer Equity

Intention

Awareness


Preference

AcquisitionEngine

RetentionCommitment

Recommen-dation

Behaviour




Services

Communication



ChannelManagement

Price Positioning


Positioning

Scope

Marketing Strategy

Business Paradigms

Value proposition



Share of wallet

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It’s nice to have ambitions,……, but how do we realize them?

A strategy is a plan of action designed to achieve a specific goal.

Strategy is all about gaining (or being prepared to gain) a position of advantage over adversaries or best exploiting emerging possibilities. As there is always an element of uncertainty about future, strategy is more about a set of options ("strategic choices") than a fixed plan. It derives from the Greek "στρατηγία" (strategia), "office of general, command, generalship".

(wikipedia)

http://en.wikipedia.org/wiki/Greek_language

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How can we structure our approach to think about a strategy?

The AtoC of http://www.easy-strategy.com/strategy-gurus.html

Igor Ansoff

Chris Argyris

Christopher Bartlett and Samantha Ghoshal

Gary S Becker

G Bennett-Stewart

Chester Barnard

Warren Bennis Ken Blanchard

W. Chan Kim and Renée Mauborgne

Adam Brandenburger

John Seely Brown

Cliff Bowman

Richard Branson

Andrew Carnegie

Clayton Christensen

Alfred Chandler

Ronald Coase

Stephen Covey

…

There are as many opinions a

s there are guru

’s!

And you don’t want t

o feed th

e number of g

uru’s

out there!

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How can we structure our approach to think about a strategy?

What they all have in common:

A view on reality providing insight on an area of opportunity

A clear intention and view on how to realize the opportunity

A method of documenting to enable buy-in by stakeholders

A money value appraisal of the intent to test feasibility

1

2

3

4

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1. Insights

A moment’s insight is sometimes worth a lifetime’s experience

Oliver HolmesAmerican Poet – 19th century

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1. Insights

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Macro-environment• Political• Economic• Social• Technological• Environmental• Legal

Company• Corporate requirements• Category strategy• Global strategy• Organizational structure• Functional capability• Supply chain

Competitors• Competitor

definition• Competitor

assessment• Strategic

analysis• Activity audit

Market• Category definition• Segmentation• Market dynamics• Demand

characteristics

Consumers• Trend analysis• Consumer insights• Gap analysis

Brand• Commercial

performance

• Equity analysis

• Brand positioning statement

• Mix effectiveness

• Market perfor-mance

SITUATION ANALYSIS

Customers• Route to

market• Channel

architecture• Customer

definitions• Customer

strategies• Category

management• Brand

performance

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Some pitfalls to avoid:

Is being THE BEST the most rewarding strategy?

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2. Identify the opportunity and define intention

Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions.


Competitive success is not the result of being the BEST!, rather a result of being UNIQUE!

Travelers residents

Low

pri

ce

Hig

h p

rice

e.g. the car rental industry

Car owner

Non-owners

day

hou

r

A

http://www.google.be/imgres?imgurl=http://www.nndb.com/people/468/000094186/michael-porter-2.jpg&imgrefurl=http://www.nndb.com/people/468/000094186/&h=162&w=131&sz=6&tbnid=o_kNwIKeB-IqRM&tbnh=0&tbnw=0&prev=/search?q=michael+porter&tbm=isch&tbo=u&zoom=1&q=michael+porter&usg=__V6kYshwYkO3381vZlNmyuxxlSWg=&docid=ffaQXXFxNeyoNM&sa=X&ei=bjY3UMrWLoLQ0QWbwYC4Dw&ved=0CIUBENUX


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Which power forces do you need to take into account? Which parties will influence your profit?

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The battle for profit is fought between 5 forces.

Market competitio

n

NewEntrants

BuyerPower

Supplier

Power

Substitute

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2

3

5Price – Cost = Profit

Market competition Supplier Power

Substi-tutes

NewEntrants

BuyerPower

- + +

- - -

B



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When being Unique is the pre-requisite, does the long term benefit come from a focus on the activities that make you unique or on the activities that you are best at?

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Long term competitive benefit is the result of your value chain translated into your P&L. ≠ the total of all things you are good at!C

Firm infrastructure

Human Resource Management

Technology

Procurement

Inbound logistics

Operations Outbound logistics

Marketing & Sales

Service

margin

margin

Sup

port

act

ivit

ies

Pri

mary

act

ivit

ies



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“Who are our most important costumers?”

“What value do we deliver to the customer?”“For whom are we creating value?”“Which channel is the most efficient

or effective?” How are we reaching them now?

“What type of relationship does each of our Customer Segments expect us to establish and maintain with them?”Which ones have we established? How costly are they?How are they integrated with the rest of our business model?

“For what value are our customers willing to pay?” “For what do they currently pay?”“How are they currently paying?” “How much does each Revenue Stream contribute to overall revenues?”

“What Key Resources do our Value Propositions require?…Our Distribution Channels?…Customer Relationships?…Revenue Streams?”

“What Key Activities do our Value Propositions require?…Our Distribution Channels?…Customer Relationships?…Revenue Streams?”

“Who are our Key Partners?” “Who are our key suppliers?“

“Which Key Activities do partners perform?”

“What are the most important costs inherent in our business model?

“Which Key Resources are most expensive?” “Which Key Activities are most expensive?”

3&4. Document and putting a money value to the intent: the business model canvas

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http://www.youtube.com/watch?v=QoAOzMTLP5s

http://www.youtube.com/watch?v=QoAOzMTLP5s

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Marketing Plan and its impact

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examples

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examples

33

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examples

34

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example

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Exercise

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Exercise Set UP

1. Make groups of 4 to 6 people

2. You will see in a moment a ‘fake’ business model canvas of a well known producer of cars

3. After being explained briefly the canvas you will be informed of an impactful change in the business environment

4. You will be asked to review the business model

5. One or two groups will be asked to present their business model

6. Share the experiences.

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1’

5’

1’

15’

15’

5’

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Porsche

The original standardfor sports cars

High qualityHigh performance &outstanding everdaypracticalityStatus

Upper classMaleBusiness ownersResellers & DealersEmo > ratio

Emotional connection through statusExclusive clubMerchandising

JournalistsRace teamsRaw materialsGlobal transportersVolkswagenTire manuf.

R&DDesignPublicityGlobal distribution

R&DPRManufacturingDistribution

People: BrainpowerRaw materialsAssembly

SalesSpare parts (also for classics)AccessoriesMerchandising

Exclusive network +partnership VW

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You all have a business canvas for Porsche...

... but the world is changing

European governmental decision: men can no longer drive, since they

are a safety hazard

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5’ break

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Marketing strategy & Plan

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The HouseMission

Vision

Business ambitions


usin

ess O

bje

cti

ves

Price Premium

Market Share

Marketing Value

Bu

sin

ess R

esu

lts

Customer Equity

Intention

Awareness


Preference

AcquisitionEngine

RetentionCommitment

Recommen-dation

Behaviour




Services

Communication



ChannelManagement

Price Positioning


Positioning

Scope

Marketing Strategy

Business Paradigms

Value proposition



Share of wallet

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THoM 's Marketing value creation and capturing model

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Bu

sin

ess O

bje

cti

ves

Price Premium

Market Share

Marketing Value

Bu

sin

ess R

esu

lts

Customer Equity

Intention

Awareness


Preference

AcquisitionEngine

RetentionCommitment

Recommen-dation

Behaviour



Marketing Drivers

Products / Technology

Services

Communication



ChannelManagement

Price Positioning


Positioning

Scope

Marketing Strategy

Business Paradigms


Share of wallet

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THoM 's Marketing value creation and capturing model

44

Bu

sin

ess O

bje

cti

ves

Price Premium

Market Share

Marketing Value

Bu

sin

ess R

esu

lts

Customer Equity

Intention

Awareness


Preference

AcquisitionEngine

RetentionCommitment

Recommen-dation

Behaviour



Marketing Drivers


Services

Communication



ChannelManagement

Price Positioning


Positioning

Scope

Marketing Strategy

Business Paradigms

Value proposition Value creation Value capturing


Share of wallet

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Marketing value capturing issues

Marketing ValueLow High

Cu

sto

mer

eq

uit

yLo

wH

igh

MissedOpportunities

Vulnerablepositions

Marketin

g Value Capturin

g

Fair

Optimal

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Diagnostic Assessment

The brand is not able to translate strong equity into market share/PP

The customer equity does not justify current

market share/PP performance

Strong customer equity and penetration

Increase barriers of entry for competition

Low customer equity is potentially major cause

for relatively poor market share/PP performance


Cu

st o

mer

eq

uit

yLow

Hig

h

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Strategic options to increase value capturing capacity


Cu

st o

mer

eq

uit

yLow

Hig

h

Consolidate/improve

Drive customer

equity

Boost Brand

Building

Drive sales conversion

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Marketing/brand driver action planning


Cu

st o

mer

eq

uit

yLow

Hig

h

Consolidate/improve

Drive customer

equity

Boost Brand

Building

Drive sales conversion

Marketing Drivers


Services

Communication



ChannelManagement

Price Positioning

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• ATL / PR >> BTL / Trade communication

• SOV >>>> market share• Sponsoring should be

part of media mix• Focus on brand values

• BTL / Trade communication >>> ATL/PR

• Media close to the shops to drive trade relationships

• Focus on product specific values

Driver action planning – An example

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Cu

st o

mer

eq

uit

yLow

Hig

hMarketing Drivers


Services

Communication



ChannelManagement

Price Positioning

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ACID test of a strategy (McKinsey & Company)

Step 1 - Will your strategy beat the market?

Step 2 - Does your strategy tap a true source of advantage?

Step 3 - Is your strategy granular about where to compete?

Step 4 - Does your strategy put you ahead of trends?

Step 5 - Does your strategy rest on privileged insights?

Step 6 - Does your strategy embrace uncertainty?

Step 7 - Does your strategy balance commitment and flexibility?

Step 8 - Is your strategy contaminated by bias?

Step 9 - Is there conviction to act on your strategy?

Step 10 - Have you translated your strategy into an action plan?

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Marketing Plan is needed to get approval and guide execution

1. Marketing Strategy

• Objective, Strategy, Tactics• Segmentation & Targeting, Positioning

2. What actions you plan (Marketing Drivers)• Product and/or Service• Communication• Channel Management• Price Positioning• Services• Purchase Process & Experience• Relationship Building• Financial Forecast

3. Financial Implications• Sales forecast• Cost forecast

4. Controls on execution level and impact• Performance Indicators (financials & marketing)• Contingency Plan

51https://thomunity.thom.be/services/Strategic%20Marketing/Business%20and%20Marketing%20Planning/A.%20Knowledge/Internal%20Information/Marketing%20Planning%20Template/Marketing%20and%20Sales%20Planning%20Template%20%20-%20English%20v01.doc

Marketing Plan

https://thomunity.thom.be/services/Strategic%20Marketing/Business%20and%20Marketing%20Planning/A.%20Knowledge/Internal%20Information/Marketing%20Planning%20Template/Marketing%20and%20Sales%20Planning%20Template%20%20-%20English%20v01.doc



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•Thank You!

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‘Rodins’, Oude Markt 24, Leuven4/12/2012 – 19h00

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