Marketing Assessment UB08027835

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University of Bradford School of Management

Marketing Course Work

Marketing Plan for Petroleum Storage and

Distribution Company - ABC Limited

March 2009

Name Asuni OladimejiUB No. 08027835

Program DLMBA January 2009

The name of the company assessed in this coursework has

been withheld for confidential reasons


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Contents

1 Terms of Reference 1

2 Executive Summary 2

3 Business Mission 3

4 External Marketing Audit 44.1 Macro Environment 44.2 Micro Environment 7

5 Internal Marketing Audit 115.1 Strategic Issues Analysis 115.2 Marketing Structures and Systems 14

6 SWOT Analysis 15

7 Marketing Objectives 167.1 Strategic Thrust 167.2 Strategic Objectives 16

8 Core Strategy 178.1 Target Markets 178.2 Competitor Targets 178.3 Competitor Advantage 17

9 Marketing Mix Decisions 189.1 Product 189.2 Promotion 189.3 Price 189.4 Place 19

10 Budget 20

11 Organization and Implementation 2211.1 Marketing Organisation 2211.2 Implementation of the marketing strategy 23

12 Control 2412.1 Customer Satisfaction Measurement 2412.2 Sales and Market Share Analysis 24


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13 References 25

14 Reflexive Account 2614.1 Marketing Plan Development 2614.2 Myself as a Marketer 2614.3 Lessons Learnt 26


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1 Terms of Reference

This market plan is based on ABC Limited, a start-up petroleum product sourcing,

storage and distribution company in Nigeria. The company has a 50,000MT Capacity

depot located in a southern state in Nigeria.

Following the complete neglect of the local petroleum refineries during the past

administrations in the country, the output of the four refineries in the country have

declined to an almost non-productive state. This limited refining capacity has

necessitated the heavy reliance on fuel importation to meet the local consumption

needs.

Prior to 2004, the Nigerian Government was solely responsible for fuel importation and

administration in the country through its agency, NNPC1. Only recently, the government

deregulated the market thus stimulating the entrance of private players within the

importation market segment. The figure below is a representation of the downstream

petroleum industry value chain in Nigeria.

Refinery

Imports

End users

Retail Outlets

Industrial

HNI

Consumers

Bulk Storage Tanks/Distribution Depots

Pipelines Tankers(3rd Parties)

Sourcing MarketingDistribution

REGULATION

1 Nigerian National Petroleum Company

Source: industry research


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2 Executive Summary

Key Audit Findings

Poor distribution of infrastructure has limited distribution of petroleum products intothe Nigerian hinterlands

Concentration of market players in the south-west region has led to port congestionand product shortages

Poor state of power supply by Nigerian Government guarantees continued demandfor alternative power sources which require fuels

Favourable government polices to promote private sector participation in industry Risky market due to susceptibility to global petroleum price fluctuations and foreign

currency exchange rates Potential opportunity for ABC to leverage favourable policy and market opportunity Strategic location of ABCs operations will be attractive to consumers that need to

save transportation cost

Key Recommendations Strategic thrust should be focused on market penetration aimed at acquiring and

growing market share through under-served regions Introduction of product differentiation Increased focus on promotion to build awareness Redesign of marketing structure to promote functionalism and align with objective


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3 Business Mission

Through hard work, innovation, competency and mobilization of human and

material resources shall provide Total Quality Service delivery- ABCs business mission

This business mission emphasizes the delivery of Quality Service. This is an

important focus for a company operating in a sector that has been plagued by poor

service and a lack of differentiation in products. With a mission to deliver total quality

service, ABC seeks to distinguish itself from the competition.


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Real GDP Growth (%)

0

1

2

3

4

5

6

7

8

2008 2009 2010 2011 2012 2013

Year

GrowthRate(%)

Figure 1: Nigeria's GDP Growth Forecast (Source Economist Intelligence Unit, March 2009)

Stagnation in Personal Disposable Income: Personal disposable income isexpected to decline between 2009 and 2010.

Personal Disposable Income

40

45

50

55

60

2007b 2008b 2009c 2010c 2011c 2012c 2013c

Year

(US$bn)

Figure 2: Personal Disposable Income Forecast (Source: a Actual. b Economist Intelligence Unit estimates. c Economist IntelligenceUnit forecasts)

4.1.3 Socio-Cultural

Population Growth: With an estimated population of about 150 million in (over20% of Sub-Saharan Africa) Nigeria remains an important market because of thesheer size of its population.


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Nigeria's Population Forecast

135

140

145

150

155

160

165

2007 2008 2009 2010 2011 2012

Year

Population(millions)

Figure 3: Nigeria's Population Forecast (Source: Economist Intelligence Unit, March 2009)

Social Unrest: Violent militant action in the Southern states is causing the Nigerianoil sector to continue to operate below potential.

4.1.4 Technology

Fuel Refining and Distribution infrastructure: Paucity of refining and distributioninfrastructure has impacted significantly on seamless supply of petroleum productsnationwide.

Power: Poor state of power is causing both industries and households to increaseinvestment in alternative power sources.

Transportation: Transportation system in Nigeria is predominantly by road. EIUforecasts show a marginal increase in the number of passenger cars from 7 to 8 per1,000-population between 2007 and 2012 respectively. Other forms oftransportation in the country are relatively underutilised due to poor development

Communications: Proliferation of voice and data communications infrastructure.

4.1.5 Ecological/Environment

Increasing global concerns on the impact of carbon fuels combustion on theenvironment: Although engine manufacturers are beginning to build more fuel

efficient engines for their products (cars, aircraft, generators etc.), the penetration ofsuch eco-friendly products within the Nigerian market is still quite subtle.


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4.2 Micro Environment

An analysis of the micro-environment using Porters 5 Forces model (Porter, 1998) isas follows:

4.2.1 Rivalry amongst Current Competitors in the Industry - Strong

7 major marketers (including NNPC) controlling about 72%2 of the market share.Their target customers are the end users whom they reach through theirestablished and extensive network of retail outlets across the country (between 200and 500 per company).

Although there are about 7000 independent marketers controlling the remainder28%2 of the market, the focus of this report is on the less-than-12 of thesemarketers that actually have owned storage facility and up to 20 retail outlets. Majorcustomers for these are industries as well as smaller retailers that do not haveenough capacity to import their own products.

Degree of product/ price variation before now was very marginal and limited due toprice regulation policy. Recent deregulation policy should present new competitivescenarios within the industry

Distribution of storage capacity amongst the industry players is as follows. Thestorage facilities of most of these companies are mainly located along shared jettyfacilities in the South-west region of Nigeria.

2 NNPC Annual statistical bulletin 2007


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Market share of Major and Independent Marketers

Conoil, 8%

Mobil, 6%

NNPC, 4%

Texaco, 9%

Total, 16%

Oando, 20%

Independents, 27%

African Petroleum,

10%

Figure 4 Analysis of market share of major and independent marketers (Source NNPC Annual Statistical Bulletin, 2007)

312>70,000

6

0

2

2

Majors

9

4

2

2

Independents Total

450,001 70,000

15Total

430,001 50,000

470,000

6

0

2

2

Majors

9

4

2

2

Independents Total

450,001 70,000

15Total

430,001 50,000

4


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ABCsFarmTank

Location

Maiduguri

Kano

Gusau``

Kaduna

Biu

Gombe

Bight of

Benin

Makurdi

Calabar

Gulf of Guinea

PortHarcourt

Lagos Escravos

Warri`

Aba

Enugu

Illorin

Ibadan Auchi

Lokoja

AtlasCove

Mosimi Ore Benin

City

Egbisi

Abudu

MinnaJos

Zaria

Yola

Sarkinpowa

R.Benu

e

R.N

iger

Izom

Abaji

Cam

erou

n

Abuja

Ondo

Pump Station

Product Line

Crude Line

Pump House

Marine Station

KEY

Refinery and Depot

NNPC Distribution Depot

Booster

Marketer Owned Storage

ABCsFarmTank

Location

Maiduguri

Kano

Gusau``

Kaduna

Biu

Gombe

Bight of

Benin

Makurdi

Calabar

Gulf of Guinea

PortHarcourt

Lagos Escravos

Warri`

Aba

Enugu

Illorin

Ibadan Auchi

Lokoja

AtlasCove

Mosimi Ore Benin

City

Egbisi

Abudu

MinnaJos

Zaria

Yola

Sarkinpowa

R.Benu

e

R.N

iger

Izom

Abaji

Cam

erou

n

Abuja

Ondo

Pump Station

Product Line

Crude Line

Pump House

Marine Station

KEY

Refinery and Depot


Booster


Pump Station

Product Line

Crude Line

Pump House

Marine Station

KEY

Refinery and Depot


Booster


Figure 6: Spread of Storage and Distribution Infrastructure

4.2.2 Threat of New Entrants Weak

Huge capital investment for setting up and running large storage facility (up to$100,000,000 for 50,000MT Capacity). Product importation for cost is up to$17,000,000 per 30,000MT shipment.

The majors have established brand names having been in the market much longerthan the independents as well as through their affiliations with multi-national oilcompanies (E.g. Total, Mobil, Chevron)

Narrow profit margins means that players have to be capable of turning over highproduct volumes

4.2.3 Bargaining Power of Customers - Strong

Petroleum products are of standardised quality, therefore there is a perceived lackof differentiation by the customers.

Other than the end-consumers that purchase from petroleum retail outlets, the lowlevel of industrialisation means that there fewer industries requiring fuel to powertheir operations.


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Consumers have a significant influence on the market. Labour and trade unions

have often reacted to unfavourable changes in petroleum prices.

4.2.4 Bargaining Power of Suppliers Medium

Petroleum is an essential commodity item which is in high demand globally andlocally. Prices are very sensitive to global fuel price fluctuations

There are a number of suppliers of refined products within the industry. However,the options for sourcing quality petroleum products appear to be somewhat limited.

4.2.5 Threat of Substitutes - Weak

Alternative source of energy for powering vehicles is currently unavailable therebyguaranteeing demand over the medium to short term. Industries however have theoption of setting up gas powered stations as an alternative. This will require a hugeamount of capital and might to be in the immediate term.


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5 Internal Marketing Audit

5.1 Strategic Issues Analysis

5.1.1 Marketing objectives

ABCs marketing objective is To be a foremost petroleum product marketing anddistribution company and to progressively diversify to oil production in the marginalfields.

5.1.2 Market Segments

ABCs business is focused on organisational marketing; hence, macro-segmentation ofits markets is based on:

Geographic Location: Nigeria has been dimensioned according to its 7geopolitical regions3 and this forms a basis for comparing patterns such as:- Petroleum distribution- Level of industrialisation- Population distribution

Petroleum Product Distribution by Region

South West

51%

Abuja

5%

South South

22%

South East

4%

North West

5%

North East

4%

North Central

9%

Figure 7: Product distribution by region NNPC Statistical Report 2007

3North-West (NW), North-East (NE), North-Central (NC), Abuja (Federal Capital),South-South (SS), South-West (SW),

South-East (SE)


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Geographical Distribution of Industries by Region

North East

4%

North Central

9%

Abuja

2% South West

36%

South East

15%

South South

13%

North West

21%

Figure 8: Geographical distribution of industries (N igerian Bureau of Statistics, 2006)

Population Distribution by Region1

South-West

14%

North-Central

21%

North-East

15%North-West

23%

Abuja

1%

South-East

12%

South-South

14%

Population Distribution by Region1

South-West

14%

North-Central

21%

North-East

15%North-West

23%

Abuja

1%

South-East

12%

South-South

14%

Figure 9: Geographical distribution of population by region (Source National Population Commission, 2006 Census)

Industry:

S/N Industry segment Requirements Micro-segmentation

A Petroleum

i Importers Storage Choice criteria: priceand service

Complex decisionmaking unit

Long decisionprocess

ii Major distributors Storage space

Strategic distribution pointsfor quick access to theirretail outlets

Choice criteria: priceand service


Long decision


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S/N Industry segment Requirements Micro-segmentation

processiii Independent

retailers Product sourcing

alternatives Choice criteria: price

and service

Simple decisionmaking unit

Short decisionprocess

B Manufacturing

C Corporate consumers(Banks, Hotels,institutions, hospitalsetc.)

Bulk fuel purchases topower their operations

Choice criteria: priceand service


Long decisionprocess

Distribution of Petroleum Retail Outlets in Nigeria

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

Independents Majors

No.ofRetailOutlets

South West Remainder Regions

Figure 10: Distribution of Petroleum Retail Outlets in Nigeria (Source - PPPRA4Nationwide Retail Outlet Census November 2006)

5.1.3 ABCs Competitive Advantages

Location

- Proximity to the underserved markets

- Easy access to water-ways, less congested jetty

Large Storage Capacity 50,000 MT (ranked amongst the top 11 in the country)

4Petroleum Products Pricing Regulatory Agency


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Technology ultra-modern facility and equipment for operational efficiency

Purchasing Power ABC can embark on bulk importation in order to achieveeconomies of scale and cheaper products

5.2 Marketing Structures and Systems

SalesBusinessDevelopment

Business/ Strategic Planning

Business Performance

Review and Reporting

Industry/ Market Analysis

Business Intelligence

Demand Forecasting and

Planning

Product Pricing

Customer Segmentation

Sales&Marketing

OrderFulfillment

ProductSales

Order Confirmation

and Scheduling

Marketing Strategy

Definition

SalesRepresentatives

CustomerBilling&Collections

Marketing strategies

implementation

Sales contract negotiations

Customer relationship

management

Customer marketing

Customer acquisition andmanagement

Sales order processing

Sales reporting

Resolution of customer inquiries

Customer relationship management

Customer satisfaction

monitoring

Customer relationship

management

Customer billing

Resolution of customerbilling inquiries

Figure 11: ABC's marketing structure

The availability of Sales Representatives as the organisations main selling force isquite an effective strategy based on its business-to-business marketing model. In linewith the organisations vision of providing total quality in its service, customerrelationship management is entrenched across all market facing positions. Marketingneeds to work with operations to ensure that customer orders are promptly scheduledhence, the position of Order Fulfilment personnel. A business development positionalso exists to ensure that marketing is up to date on ABCs operating environment.


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6 SWOT Analysis

A SWOT analysis of ABC is presented below:

Strengths

Comparatively large storage capacity

Strategic location provides proximity tounder-served markets in the South-south, South-East and Northernmarkets

Owned jetty facility reducesoperational inefficiencies from port

congestion delays Strategic alliance with foreign

refineries for guaranteed supply ofproduct

Ultramodern facility for increasedoperational efficiency

Purchasing power will drive economiesof scale

Weaknesses

Relatively new and unknown brand

New entrant: lack of market / industryexperience

Lack of unique product offering due toundifferentiated products

Opportunities

Deregulation policy would create room

for increased market participation andcompetitive pricing

Privatisation policy presentsopportunity to play in other marketsegments including petroleum refining

Expansion into under-served marketsegments within catchments area

Guaranteed demand for product due tolack of substitute products

Large number of independent retailers

Increasing need for storage to meetlocal consumption growth

Threats

Declining growth in economy may

affect product consumption patterns Fluctuation in the international prices

of petroleum

Social unrest in southern region ofNigeria due to militancy

Increasing risk due to foreign currencyfluctuation

High cost of operations

Increasing cost of operations whichmay be attributable to factors includingcommunity and labour union demands

Increasing environmental concerns onthe harmful effect of fuel combustion


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7 Marketing Objectives

7.1 Strategic Thrust

As presented in the previous sections, ABC is mainly aspiring to sell existing productsto an existing, albeit underserved, market. Thus, its strategic thrust as depicted in theAnsoff matrix is focused on market penetration.

Market

Existing New/ related

Existing

Market penetration orexpansion

Market development

Product

New

/related

Product development Enter new markets

Figure 12: Ansoff Matrix

7.2 Strategic Objectives

In line with ABCs vision of being a foremost player in the petroleum industry as well asthe market potential as shown in the audit, its strategic objectives should be focused onbuilding its sales and market share.

ABC


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8 Core Strategy

8.1 Target Markets

ABCs target market shall be based mainly on geographical segmentation. Asmentioned earlier, the strategic location of ABCs operations at the south-south placesit at an advantageous position to service the underserved regions thereby diverting thetypical south-west bound buying transactions.

Geographic Segments:- South-South region due to proximity- South-East and Northern markets which are currently underserved

Industry Segments:- Independent Petroleum Retail Outlets: Independent petroleum retail outlets in

the selected geographic zones account for 57% of the entire market.- Manufacturing industries and corporate consumers operating fuel powered

generators- Petroleum product importers and marketers requiring storage and distribution

services

8.2 Competitor Targets

Industries and corporate consumers within the South-west market segments are

equally close to ABCs location and may be prime targets for acquisition.

8.3 Competitor Advantage

Target market Requirement Product Competitive Advantage

PetroleumImporters

Major distributors

Storage space

Strategic points for quickaccess (to theirdistribution/retail outlets)

Storage anddistributionservices

Competitive pricing

Service quality

Operational efficiency

Proximity to desired

distribution pointsIndependentretailers

Product sourcingalternatives

Manufacturing andcorporateconsumers

Bulk fuel purchases topower their operations

Bulk supply ofpetroleumproducts

Competitive pricing

Service quality

Operational efficiency

Proximity to consumer


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9 Marketing Mix Decisions

9.1 Product

Considering the market deregulation, ABC Limited should seek to differentiate/renew its product offering (e.g. through the use of fuel additives such as detergentsto keep fuel injectors clear and prolong engine life). This will impact on the productprice.

9.2 Promotion

Advertisement: Placement of adverts in various media to promote awareness ofthe ABC brand, products and service offering.

Personal Selling: Being a business-to-business market, personal selling remains aviable mode for promoting ABCs products. This should be preceded by otherpromotion methods that will spur awareness of the product.

Public/ community relations: This will address negative publicity that petroleumbusinesses have suffered in Nigeria due to their seeming neglect of communitiesand environment in which they operate. Community relation projects to embark oninclude educational scholarships, community projects (e.g. water, health, educationprograms etc.).

Internet: Because of the price volatility of its products, ABC should consider

internet as a tool for promoting its business while ensuring that customers haveaccess to real time information on product pricing/availability.

9.3 Price

Competitive pricing for products: ABC should seek to ensure a competitivepricing of its products through strategic sourcing to ensure comparatively low unitprices while maintaining reasonable profit margins

Credit Allowances: Subject to meeting credit compliance requirements, ABC mayprovide credit allowances to its customers based on mutually favourable terms.

Bulk purchase discounts: ABC should define a graduated discount tableapplicable to various purchase volume thresholds.


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9.4 Place

Retail Distributors: ABC could enhance its market share acquisition throughbeneficial schemes targeted at consolidating the numerous petroleum retail outlets.Such schemes could include group ordering in order to meet discount purchasingvolumes.

Transportation: Alliance with 3rd party transport services for delivery of customerorders.


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10 Budget

The table below shows a 5-year Operating Expenses projection for ABC Limited.

Value (000 N)

Operating Expenses Year 1 Year 2 Year 3 Year 4 Year 5

a Staff Costs 262,050 275,384 289,408 304,159 319,675

b Board Compensation 5,550 5,828 6,119 6,425 6,746

c Communication 6,963 7,334 7,727 8,141 8,579

d Depreciation 905,922 905,922 905,922 905,922 905,922

e Rent 1,500 1,800 2,160 2,592 3,110

f Sales / Marketing 104,906 114,782 125,614 137,498 150,535

g Office Supplies 14,154 14,861 15,604 16,384 17,204

h Repair & Maintenance 707,421 742,792 779,931 818,928 859,874

i Insurance 605,684 632,238 660,232 689,739 721,140

j Professional Services 38,461 41,426 44,644 48,136 51,930

k Government Levies & Taxes 1,500 1,500 1,500 1,500 1,500

l Travel Expenses 20,640 21,672 22,756 23,893 25,088

m Bank Charges 231,515 254,667 280,134 308,147 338,962

Total 2,906,266 3,020,205 3,141,749 3,271,463 3,410,265

Contingencies (5%) 145,313 151,010 157,087 163,573 170,513

Total Expenses 3,051,580 3,171,215 3,298,837 3,435,036 3,580,778

ABCs marketing budget is about 3.5% of the entire operating expense budget. Thebudget has been distributed across the various marketing mixes as follows:

Marketing Mix Component Percentage Amount (N 000)5

Product 5% 5,243

Promotion 55% 57,698

Price 15% 15,735

Place 25% 26,226

Total 100% 104,906

5 N = Naira (Nigerias currency)


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Allocation of marketing budget across the various marketing mixes is based on theirperceived importance and objectives. Being a start-up company, the marketing mix forthe first year of operations will be largely focused on promoting the ABC brand in orderto increase the awareness within the target market segment.


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11 Organization and Implementation

11.1 Marketing Organisation

A slight modification to ABCs marketing structure has been recommended in order toalign with the functional structure described in the text (Jobber, 2007). Modificationsmade to the existing structure include addition of an Advertising and promotions unit. Inline with ABCs market penetration strategies, it is imperative that a unit is dedicatedadvertising and promotions management. Also, it is recommended that the salesrepresentatives are categorised according to their regions for increased focus,ownership and accountability. This may promote some internal competition towards theattainment of the overall growth of the business.

Definition of a functional structure is expected to bring the benefit of specialisation oftask and clear definition of responsibilities (Workman et al, 1998).

Sales Marketing

Sales&Marketing

OrderFulfillment&

Billing

RegionalProductSales

Representatives

Advertisingand

Promotions

MarketingResearch

Order Confirmation

Order Scheduling

Billing and Collection

Resolution of

Customer Billing

Inquiries

Advertisement and

promotions

coordination

Customer marketing

Customer acquisition and

management

Sales order processing

Sales reporting

Resolution of customer inquiries

Customer relationship management

Industry/ Market Analysis

Demand Forecasting and

Planning

Product Pricing

Marketing Strategy

Definition

Performance Review

and Reporting

Marketing Strategy

Development

Marketing Strategy

Implementation

Marketing strategies

implementation

Sales contract

negotiations

Figure 13: Proposed marketing structure for ABC Limited


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11.2 Implementation of the marketing strategy

Refine marketingstrategy to address keyfindings from marketing

plan

ChangeManagement

Communication oftargets based on

established performancemeasures

Re-organisation ofmarketing structure

Cascade targets to salesrepresentatives

Implement salesstrategies across target

market

Evaluate performancesagainst targets and take

necessary action

CEO Head of Sales &

Marketing

Head of Sales &Marketing

Head of Sales &Marketing

Head of Sales

Advertising andpromotions

Sales Representatives Sales Admin. (order

fulfillment and billing)

Head of Marketing Marketing Research


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12 Control

12.1 Customer Satisfaction Measurement

ABCs mission is to deliver total quality service. A control system that can be used tomeasure alignment with this mission is customer satisfaction measurement.Because perception of quality is subjective, a reasonably accurate way to evaluate thisis through market research.

12.2 Sales and Market Share Analysis

ABCs marketing objective is to be a foremost player in the petroleum industry - thishas to do with acquisition of market share. To be ranked amongst the foremost players,

ABC has to control no less than 6% of the market share which is equivalent to theminimum market controlling percentage of the major marketers. Thus, it must be ableto sustain an annual volume turnover of over 700 million litres - less than half of itscurrent annual turnover capacity at 100% capacity utilisation.

With appropriate controls to ensure that ABCs prices are within a reasonable margin ofthe prevailing market prices, a growth in annual turnover would translate to improvedsales performance.

Market share of Major and Independent Marketers

Conoil, 8%

Mobil, 6%

NNPC, 4%

Texaco, 9%

Total, 16%

Oando, 20%

Independents, 27%

African Petroleum,

10%

African Petroleum Conoil Mobil NNPC Texaco Total Oando Independents

Million Litres 1,146 863 641 424 1,028 1,737 2,242 3,042

% 10.31% 7.76% 5.77% 3.81% 9.24% 15.62% 20.15% 27.35%

Figure 14: Source NNPC Annual Statistical Bulletin, 2007


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13 References

Economist Intelligence Unit: Views Wire Nigeria (March 22nd 2009).http://viewswire.eiu.com/index.asp?layout=oneclick&pubtype_id=1086275908&country_id=1650000165&rf=0 (Accessed March 23 2009)

Jobber D. (2007) Principles and Practices of Marketing (5 th Edition). Mc Graw-HillEducation

Nigerian National Petroleum Corporation (NNPC) Annual Statistical Bulletin (2007).

Petroleum Products Pricing Regulatory Agency (PPPRA) Nationwide Retail OutletCensus (November 2006)

Porter, M. E. (1998). Competitive Strategy: Techniques for Analysing Industries andCompetitors, New York: Free Press

Workman J.P. Jr, C. Homburg and K Gruner (1998) Marketing Organisation: AnIntegrative Framework of Dimensions and Determinants. Journal of Marketing 62,July, pp21 41


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March 2009

14 Reflexive Account

14.1 Marketing Plan Development

14.1.1 What Worked Well

The concepts presenting in the text were mostly areas I could relate to. That aidedunderstanding to a great extent.

I particularly found the environmental research aspect fascinating i.e. putting together thevarious aspects on the external and internal business environment (SWOT) to extrapolate

the overall impact on the business.

14.1.2 What was problematic

Developing the marketing implementation plan. I could relate to the implementation issuespresented in the text. It was quite difficult applying it to the developed marketing plan.

Developing the marketing budget.

14.2 Myself as a Marketer

From the experience garnered during this course I see myself playing a more strategic marketing

role (i.e. market research, strategy definition, performance evaluation etc.) rather than an

implementer role

14.3 Lessons Learnt

The role of the marketer in an organisation is to ensure the organisations strategic objectives are

met through efficient delivery of customers needs better than the competition, and why abiding

by societal ethics. In order to achieve the objective of the role, the marketer has to have a good

understanding of :

Organisation products and services offered, performance, growth strategies

Customer current needs and expectations

Competition products and services offered, current performance, future strategies

Society identity and sensitivities

Documents

Marketing Assessment UB08027835