Business-marketing planning process · [e.g., Toyota, adopt this approach, offering a wide range of products under both the Toyota and Lexus brands]. Mass customisation: is when organisations

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PositioningThe business-marketing planning process

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Consider the degree of planning that went into the design &

development of the ‘Kelpies’

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Once data has been collected & analysed, the MA report has been submitted & SWOT summary presented

The next step is to articulate the strategic intent of the organisation Which customers

What products to compete with How to compete Where to compete Whom to compete with

Directions


The information is then analysed To determine The market attractiveness The ability to compete [in the market]

This information will be passed on through the Chief Marketing Officer to the strategic planning group

The business-marketing planning process


Marketing* Audit Report

+ the market attractiveness & ability to competeReport on the organizational performance & the situational factors

ReportMarketing Audit

* The other disciplines would also report


Chief FinanceOfficer

The strategic planning group

ChiefInformation

Officer

ChiefMarketing

Officer

Chief Operations

Officer

Articulation of desired market position & basis of competition

Outlines the strategic intent of the organisation

Chief Executive

Officer

Financeplan

Operationalplan

Informationplan

Marketingplan

The business plan

HR


The strategic planning group Will synthesise the information from

the various discipline reports Finance Operations Information Marketing



Information from The reports & the SWOT summary presentation


The strategic planning group Although the report will be in detail,

the Chief XXX Officers will often present the information in a SWOT summary framework Strengths Weaknesses Opportunities Threats



Discipline reports + SWOT summary presentation


The strategic planning group Will synthesise the information from

the various discipline reports, presentations & discussions & then articulate the desired outcomes for each discipline

For marketing, it would to articulate the desired market position and the basis of competition



The business plan - structure Executive summary The statement of purpose The situational analysis The organisational objectives The discipline plans



Design & develop marketing planThe marketing plan The executive summary The mission or vision statement The organisational objectives quantitative qualitative

Situational analysis Executive summaries of the

various action plans Who what where when which how





Articulation of desired market position & basis of competition Which customers to serve What products to compete with How to compete Where to compete Who to compete against



Articulation of desired market position & basis of competition The product

uniqueness/augmentation/superior value The compelling reason to purchase The most attractive [target] market[s] The anticipated market size The anticipated revenue and return The likely competitors Allocation of resources to achieve marketing

objectives Product protection from copying Best methods of communicating with internal

and external customers



Design & develop marketing plan The strategic marketing objectives of

the organisation The strategies and the tactics

needed to achieve the marketing objectives of the organisation.

The marketing planning process


Selection of appropriate strategiesOrganisations distribute the products through one of three strategies Whole-of-market approach Segments-of-the market approach Segment-of-market approach



Segmentation variables Geographical: location, city V urban, suburb,

city, country, proximity to business Demographic: age, gender, occupation,

income, disposable income, family life cycle Psychographic: lifestyle and values,

aspirational goals Behavioural: usage, loyalty, outcomes sought Price/benefit: perceptions of product quality

and value hence products at different price intervals

Cultural: culture influences values and in-turn consumption activities. Importance varies from product to product

VALS: on the basis of values, attitudes, and lifestyles



Whole-of-market approach • If one product is offered to the entire

market. Market segments are ignored and the emphasis is on minimising costs. Many organisations that adopt a production philosophy practice a whole-of-market approach – this approach can also be a sound for organisations that practice a marketing philosophy. A whole-of-market approach can be practiced if most customers have similar requirements and therefore high volume and high market share can be achieved



Segment-of-market approach Where an organisation offers one product

for a niche market segment and has no desire to develop a product outside their specific and selected market. Unlike whole-of-market approach, which requires considerable resources, a segment-of-market approach can be practiced by organisations of varying size and resources.



Segments-of-the market approach Some organisations serve more than one

segment; with a segments-of-market approach organisations produce multiple products to appeal to the requirements of multiple customer segments [e.g., Toyota, adopt this approach, offering a wide range of products under both the Toyota and Lexus brands].

Mass customisation: is when organisations provide the customer with the opportunity to customise the product to a limited degree [luxury car manufacturers choosing the leather]. Another option is micromarketing [e.g., an architect].



Product decisions The product decisions will vary due

to the nature of the business; however, a comprehensive marketing plan is likely to detail the total product, including the

Product considerations Product layers Product components.


Product brand strategy


Product considerations whilst the situational factors may

summarise the products that compete in a market, this section of the marketing plan will identify the key considerations that need to be communicated.




Product layers will communicate the core needs

that the product must address, what consumer expectations, how the product is augmented, and mayaddress long-term intentions for this product [potential product].




Product components How the product is constructed the qualities that are embedded in each component The goods component

The material and functional properties The services component

Facilitating and supporting activities The ideas component

Branding, pricing, communication The experience components

The feelings and emotional connections The people component

Retaining, recovering, education, The place component

Ambient conditions, artefacts, signage, symbols, space, function, and location




Brand considerations This section will outline how the

product[s] is/are aligned with the overall branding objectives of the organisation.

And include an overview of the brands and how the brands are positioned in relationship to competitor brands.




Blue Ocean Thinking is part of the new product planning process.The idea is for the strategic marketing group to explore if a new approach could provide a Blue Ocean advantageOne that make all segments obselete



Design Thinking is a template for designing & developing a new product + complements Blue Ocean Thinking



Design & Develop the action plans Who does what - when - how A detailed action plan for each: product strategic business unit major function

Allocation of resources to implement each plan



Two types of marketing action plansAs needed marketing action plans relate to specific projects, sometimes

referred to ad hoc projects as the action plan are only undertaken when a particular situation requires attention.

Everyday marketing action plans relate to actions and outcomes that happen

on an ongoing basis, sometimes referred to as ‘marketing metrics’ – sales, market share, communication, advertising, promotions, public relations, social media, service quality, retention, etc.



Marketing action plan may include: Sales Market share Communication Advertising Promotions Public relations Social media Service quality Retention, etc.



The structure of the action plans Title Organisation philosophy Objectives Financial objectives Processes Roles and responsibilities Timeline Budget Collection and analysis



The structure of the action plans Title: The title should identify the activity and

parameters of the action plan Organisation philosophy: This should be

included to provide guidance to employees at all levels

Objectives: In broad terms provide a statement of purpose; an overview of what the action plans hopes to accomplish. Describe the specific strategic marketing objectives that the action plan addresses

Financial objectives: This would detail the increase in sales revenue, how it reduces costs as a percentage of sales, build the value of the business



The structure of the action plans [cont] Processes: the processes should be detailed

and include a flow chart[s] of how the actions will be implemented and the sequence of events. The process for reporting of deviations should also be outlined.

Roles and responsibilities: identifies who is responsible for implementing the action plan [this could be a person, an organisation, a team, and may involve channel parties] and who is ultimately accountable for reviewing performance and advising the CMO of any deviations from design.



The structure of the action plans [cont] Timeline: identifies the various milestones that

need to be achieved and in what time period. It is common that a marketing action plan has a shorter life than the marketing plan or business plan therefore timeframes – who does what and by when.

Budget: itemises how much has been budgeted for the implementation of the action plan. This should include a breakdown of costs.



The structure of the action plans [cont] Collection and analysis: what information is

needed post implementation. The how, when, and with what frequency of collection and analysis. Who will analyse the information and who is responsible for distribution of information. Often a weekly report will be presented to the CMO for synthesis and communicating with the strategic planning group.

Evaluation of sales performance metrics Volume, $ value, month, YTD, previous year,

margins Associated costs, Av. sell price, prices exceptions, Market share, territory, department, Salesperson performance, conversion rates, Lead times, Customer satisfaction by product/salesperson



Where are we now?

How will we get there?

org. objectives

Did we get there?Where do we

want to be?


Business planning can be strategic or tactical


Marketing Audit[COMP]

Articulate position

Marketingplan

Marketingaction plans

Corrective actions

Organisation’sphilosophy

Organisation’sobjectives priorities &

budget

EVALUATE

IMPLEMENT

ANALYSE

DESIGN

1

Evaluateperformance

Analysedata

Implementaction plans

COLLECT

DEVELOP

Businessplans


bestsatisfy

bestsatisfy to best satisfy2

The focus of the marketing concept is

Documents

Business-marketing planning process · [e.g., Toyota, adopt this approach, offering a wide range of products under both the Toyota and Lexus brands]. Mass customisation: is when organisations