Marketing Plan for: Proposed by: Submitted to:

Table of Contents 1. . ". Executive Summary Company !escription Strategic #ocus and plan Mission$%ision &oals Core Competency and Sustainable Competitive 'dvantage (. Situation 'nalysis S)*T 'nalysis +nternal Strengt,s and )eaknesses Management *fferings Marketing Personnel #inance Manufacturing -esearc, and !evelopment .- / !0 External *pportunities and T,reats Consumer$Social Competitive Tec,nological Economic 1egal$-egulatory +ndustry 'nalysis Competitor 'nalysis Company 'nalysis Customer 'nalysis 2. Market3Product #ocus

Marketing and Product *b4ectives Target Markets Points of !ifference Positioning 5. Marketing Program Product Strategy Price Strategy Promotion Strategy Place .!istribution Strategy0 6. #inancial !ata and Pro4ections Past Sales -evenues #ive37ear Pro4ections 8. :. 1;. *rgani9ation +mplementation Evaluation and Control

1.

Executive Summary

T,e Executive Summary <sells= t,e marketing plan to readers t,roug, its clarity and brevity. T,e summary s,ould present a description of t,e product$service> its target market> and its need ?it,in t,e market. T,e summary s,ould also provide an overvie? of t,e main points of t,e plan and s,ould emp,asi9e an action orientation.

2.

Company Description

T,e company description s,ould ,ig,lig,t t,e recent ,istory and successes of t,e company or organi9ation.

3.

Strategic Focus and Plan

),ile not included in all marketing plans> t,e Strategic #ocus and Plan sets t,e strategic direction for t,e entire organi9ation. *ne approac, to crafting a strategic focus is Porter@s four generic business strategy model.

Mission/ ision T,e Mission$%ision statement is a Aualitative statement t,at specifies t,e markets and product lines in ?,ic, a business ?ill compete. ' mission statement can dramatically affect t,e range of a firm@s marketing activities by narro?ing or broadening t,e competitive playing field. 'n effective mission statement must be clear and direct.

!oals T,e &oals section of a marketing plan sets bot, financial and non3financial targets. &oals s,ould be in Auantitative terms> ?,ere possible> to facilitate measuring t,e company@s future performance. 'n example of a non3financial goal: <+t is recommended t,at P,ilip Morris diversify its product lines to ac,ieve 2; percent of sales revenue in non3tobacco products in t,e next five years.= 'n example of a financial goal .note it is specific and measurable0: <+t is suggested t,at B7C +nc. increase sales from D1; million in ;;; to D12 million in ;;1.=

Core Competency and Sustaina"le Competitive #dvantage ),ereas t,e mission defines t,e scope of a business or business unit and t,e goals define its strategic performance dimensions> its business unit competencies determine t,e means for ac,ieving success. 'n example of a competitive advantage: <Mc!onalds@ competitive advantage is its large number of restaurants> more t,an double its competitors> making it more convenient for customers t,an any ot,er fast food restaurant in t,e ?orld.=

$.

Situation #nalysis

T,e essence of t,e situation analysis is taking stock of ?,ere t,e firm or product ,as been recently> ?,ere it is no?> and ?,ere it is ,eaded. T,e situation analysis is t,e first of t,ree steps in t,e planning stage.

S%&' #nalysis T,e S)*T analysis is an effective s,ort3,and summary of t,e situation analysis. T,e acronym is used to describe an organi9ation@s internal Strengt,s and %eaknesses and its external &pportunities and ',reats. T,is analysis provides a solid foundation as a springboard to identify subseAuent actions in t,e marketing plan. T,e S)*T analysis can be effectively presented in a tabular format follo?ed by a text discussion t,at elaborates on t,e information in t,e table. 'n analysis to identify internal strengt,s and ?eaknesses usually includes t,e follo?ing areas in an organi9ation: %(en analy)ing* Management *fferings Marketing Personnel #inance Manufacturing -/! Consider* experience level> management style> si9e uniAueness> Auality> price> type and scope of marketing plan Auality and experience of ?orkforce sales revenues Auality and dependability of suppliers plans for continual product improvement> - / ! budget

'n analysis to identify external opportunities and t,reats usually includes t,e follo?ing factors: %(en analy)ing t(ese +actors* Consumer$Social Competitive Tec,nological Economic 1egal$-egulatory ,ndustry #nalysis T,e industry analysis section s,ould provide t,e backdrop for a more detailed analysis of t,e competition> t,e company> and t,e customer. 'n in3dept, analysis ?ill give bot, internal and external readers of t,e plan confidence in t,e company@s ability to understand its o?n industry. Competitor #nalysis 'n effective analysis of t,e competition s,ould demonstrate t,at t,e company ,as a realistic understanding of its ma4or competitors and t,eir marketing strategies. 's in ?it, t,e industry analysis> a realistic assessment makes readers feel confident t,at t,e marketing actions in t,e plan are ?ell grounded. Company #nalysis T,e company analysis provides details of a company@s strengt,s and marketing strategies t,at ?ill enable it to ac,ieve its marketing goals. Customer #nalysis ' t,oroug, customer analysis ans?ers t,e Auestion: <),o are our customersE= Fnderstanding your customers and ?,at t,ey ?ant is critical in satisfying t,em and providing genuine value. Consider* si9e and stability of market number and si9e of competitors t,e effect of tec,nology on any facet of t,e business current and pro4ected economic situation of market t,e effect of legal and regulatory factors on any facet of t,e business

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Mar.et/Product Focus Mar.eting and Product &"0ectives

Setting product ob4ectives and identifying target market segments significantly increases t,e c,ance t,at a product ?ill be successful. T,e ob4ectives and goals s,ould be stated in measurable terms so t,at t,ey can be measured during t,e program implementation and control p,ases of t,e marketing plan. Target Markets Gecause an organi9ation cannot satisfy t,e needs of all consumers> it must concentrate its marketing efforts on t,e needs of specific nic,es or target markets. +n describing t,e target markets> consider ?,y a particular target market ?as selected and ,o? t,e product or service meets t,e needs of t,e target market. Points of Difference Points of !ifference are t,ose c,aracteristics of a product t,at make it superior to competitive substitutes. T,e greatest single factor in a ne? product@s failure is t,e lack of significant points of difference. Positioning ' product@s uniAue points of difference are communicated by ?ay of a positioning strategy.

1.

Mar.eting Program

Everyt,ing t,at ,as gone before in t,e marketing plan sets t,e stage for t,e marketing mix actions333t,e ( Ps3333covered in t,e marketing plan. Product> price> promotion> and place .distribution0 strategies are all detailed in t,e Marketing Program section of t,e plan. %(en descri"ing t(ese strategies* Product Price ,nclude t(ese elements* #eatures> brand name> packaging> service> ?arranty 1ist price> discounts> allo?ances> credit terms> payment period 'dvertising> personal selling> sales promotion> publicity *utlets> c,annels> coverage> transportation> stock level

Promotion Place

2.

Financial Data and Pro0ections

'll t,e marketing mix decisions covered in t,e marketing program ,ave bot, revenue and expense effects. +n t,is section of t,e marketing plan> bot, past and pro4ected financial data is included. ' key indicator of ?,at future sales ?ill be is to examine past sales.

3.

&rgani)ation

' marketing program needs a marketing organi9ation to implement it. T,is section of t,e marketing plan may include an organi9ational c,art ?it, bot, current and pro4ected positions represented.

4.

,mplementation Plan

T,e implementation plan s,o?s ,o? a company ?ill turn plans into results. To implement a marketing program successfully> ,undreds of detailed decisions are often reAuired. T,ese marketing tactics are detailed operational decisions essential to t,e overall success of marketing strategies. Fnlike marketing strategies> marketing tactics involve actions t,at must be taken immediately. #or eac, strategy describe ?,at ,as to be performed to carry it out. #or example> if t,e plan calls for adding television advertising> implementation mig,t involve contacting an ad agency and arranging a meeting> agreeing on ob4ectives> targeting audiences> and sc,eduling a flig,t of advertisements. +f t,e plan calls for increasing t,e price> a breakeven sc,edule of alternative prices mig,t be performed.

15.

Evaluation and Control

T,e purpose of t,e control p,ase of t,e strategic marketing process is to keep t,e marketing program moving in t,e direction set for it. +n t,e control p,ase> t,e marketing manager compares t,e results of t,e marketing program ?it, t,e goals in t,e ?ritten plans to identify deviations. T,e marketing manager t,en acts on t,e deviations to correct t,e negative and exploit t,e positive ones.