T

R
O
F
F
E
G
N
I
MARKET
E
T
A
R
O
P
R
O
1. THE C
G
N
I
T
E
K
R
A
M
R
O
F
T
N
E
M
N
ENVIRO
PL ANNING
E
T
A
R
O
P
R
O
C
L
A
N
O
I
T
A
Z
I
N
2. ORGA
S T R ATE G Y

D
N
A
G
N
I
T
MARKE
E
U
L
A
V
R
E
M
O
T
S
U
C
BY: CORINA JEAN RICO

MARKETING AND CUSTOMER VALUE

MARKETING INVOLVES SATISFYING CONSUMERS' NEEDS AND
WANTS.

THE TASK OF ANY BUSINESS IS TO DELIVER CUSTOMER VALUE AT

A PROFIT.

THE TRADITIONAL VIEW OF MARKETING IS THAT THE FIRM

MAKES SOMETHING AND THEN SELLS IT. IN THIS VIEW,
MARKETING TAKES PLACE IN THE SECOND HALF OF THE
PROCESS.

THE VALUE DELIVER PROCESS

MARKETING IS THE PROCESS OF VALUE EXCHANGE. VALUE

ACTUALLY REPRESENTS THE EXCHANGE OF TANGIBLE GOODS,

SERVICES, IDEAS, TIME AND MAYBE OTHER INTANGIBLES
BETWEEN BUYERS AND SELLERS.

A STRATEGIC MARKETING APPROACH THAT DIFFERENTIATES A

CUSTOMER-ORIENTED ORGANIZATION FROM THE TRADITIONAL
BRAND MAKING AND SELLING.

BUILDING AND ENHANCING STRONG BUYER-SELLER BUSINESS

RELATIONSHIPS IS A STRONG PART - COEFFICIENT OF THEVALUE
DELIVERY PROCESS.

THREE DISTINCT PHASES:

1. CHOOSING THE VALUE- WHERE MARKETING
MANAGEMENT DOES ITS OWN HOMEWORK
MARKETING BEFORE ANY PRODUCT EXISTS

2. PROVIDING THE VALUE- WHERE MARKETING

MANAGEMENT DECIDE THE MARKETING MIX CRITERIA
THAT WILL PROVIDE A STRONG COMPETITIVE AND THUS
A DIFFERENTIAL ADVANTAGE
3. COMMUNICATING THE VALUEWHERE MARKETING
MANAGEMENT DECIDES ON THE ACTUAL
IMPLEMENTATION PROCESS

THE VALUE CHAIN

A TOOL FOR IDENTIFYING WAYS TO CREATE MORE
CUSTOMER VALUE BECAUSE EVERY FIRM IS A
SYNTHESIS OF PRIMARY AND SUPPORT ACTIVITIES
PERFORMED TO DESIGN, PRODUCE, MARKET, DELIVER,
AND SUPPORT ITS PRODUCT.

PRIMARY ACTIVITIES :
1) BRINGING MATERIALS INTO THE BUSINESS (INBOUND
LOGISTICS),

2) CONVERTING THEM INTO FINAL PRODUCTS (OPERATIONS),

3) SHIPPING OUT FINAL PRODUCTS (OUTBOUND LOGISTICS),
4) MARKETING THEM (MARKETING AND SALES), AND
5) SERVICING THEM (SERVICE).

THE SUPPORT ACTIVITIES:

1) TECHNOLOGY DEVELOPMENT,
2) HUMAN RESOURCE MANAGEMENT,
3) FIRM INFRASTRUCTUREARE HANDLED IN
CERTAIN SPECIALIZED DEPARTMENTS, AS WELL
AS ELSEWHERE.

4) PROCUREMENT AND HIRING

CORE COMPETENCIES
BUSINESS PROCESS

THE MARKET SENSING PROCESS.

THE NEW OFFERING REALIZATION PROCESS. THE CUSTOMER
ACQUISITION PROCESS.

THE CUSTOMER RELATIONSHIP MANAGEMENT PROCESS.

THE FULFILLMENT MANAGEMENT PROCESS.

CHARACTERISTICS OF CORE COMPETENCIES:

A SOURCE OF COMPETITIVE ADVANTAGE

APPLICATIONS IN A WIDE VARIETY OF
MARKETS
DIFFICULT TO IMITATE

MAXIMIZING CORE COMPETENCIES

(RE)DEFINE THE BUSINESS CONCEPT

(RE)SHAPING THE BUSINESS SCOPE
(RE)POSITIONING THE COMPANYS BRAND
IDENTITY

A HOLISTIC MARKETING ORIENTATIONS AND

CUSTOMER VALUE

HOLISTIC MARKETING SEES ITSELF AS INTEGRATING

THE VALUE EXPLORATION, VALUE CREATION, AND
VALUE DELIVERY ACTIVITIES WITH THE PURPOSE OF
BUILDING LONG-TERM, MUTUALLY SATISFYING
RELATIONSHIPS AND CO-PROSPERITY AMONG KEY
STAKEHOLDERS.

THE HOLISTIC MARKETING FRAMEWORK IS DESIGNED

TO ADDRESS THREE KEY MANAGEMENT QUESTIONS:
VALUE EXPLORATION - HOW CAN A COMPANY IDENTIFY NEW

VALUE OPPORTUNITIES?
VALUE CREATION- FLOW CAN A COMPANY EFFICIENTLY
CREATE MORE PROMISING NEW VALUE OFFERINGS?
VALUE DELIVERY- HOW CAN A COMPANY USE ITS
CAPABILITIES AND INFRASTRUCTURE TO DELIVER THE NEW
VALUE OFFERINGS MORE EFFICIENTLY?

VALUE EXPLORATION
VALUE FLOWS WITHIN AND ACROSS MARKETS THAT ARE THEMSELVES
DYNAMIC AND COMPETITIVE, COMPANIES NEED A WELL-DEFINED STRATEGY
FOR VALUE EXPLORATION

DEVELOPING SUCH A STRATEGY REQUIRES AN UNDERSTANDING OF THE

RELATIONSHIPS AND INTERACTIONS AMONG THREE SPACES:
(1) THE CUSTOMER'S COGNITIVE SPACE;
(2) THE COMPANY'S COMPETENCE SPACE; AND
(3) THE COLLABORATOR'S RESOURCE SPACE.

VALUE CREATION
MARKETERS NEED TO:

IDENTIFY NEW CUSTOMER BENEFITS FROM THE CUSTOMER'S

VIEW;
UTILIZE CORE COMPETENCIES FROM ITS BUSINESS DOMAIN;
AND
SELECT AND MANAGE BUSINESS PARTNERS FROM ITS
COLLABORATIVE NETWORKS.

MARKETERS MUST UNDERSTAND WHAT THE CUSTOMER

THINKS ABOUT, WANTS, DOES, AND WORRIES ABOUT.

VALUE DELIVERY
DELIVERING VALUE OFTEN MEANS SUBSTANTIAL INVESTMENT IN
INFRASTRUCTURE AND CAPABILITIES.

THE COMPANY MUST BECOME PROFICIENT AT CUSTOMER

RELATIONSHIP MANAGEMENT, INTERNAL RESOURCE

MANAGEMENT, AND BUSINESS PARTNERSHIP MANAGEMENT.

CUSTOMER RELATIONSHIP MANAGEMENT ALLOWS THE

COMPANY TO DISCOVER WHO ITS CUSTOMERS ARE, HOW THEY

BEHAVE, AND WHAT THEY NEED OR WANT.

THE CENTRAL ROLE OF STRATEGIC PLANNING

COMPANIES SHOULD HAVE THE CAPABILITIES TO:

UNDERSTANDING CUSTOMER VALUE,

CREATING CUSTOMER VALUE,
DELIVERING CUSTOMER VALUE,
CAPTURING CUSTOMER VALUE, AND
SUSTAINING CUSTOMER VALUE.

D
N
A
E
T
A
CO R P O R
C
I
G
E
T
A
R
T
S
N
O
I
S
I
V
I
D
P LA N NI N G
BY: GABRIEL DE GUZMAN

I. DEFINING THE CORPORATE MISSION

II.ESTABLISHING STRATEGIC BUSINESS UNITS
III. ASSESSING GROWTH OPPORTUNITIES
IV. ORGANIZATION AND ORGANIZATIONAL
CULTURE

DEFINING THE CORPORATE

MISSION
MISSION STATEMENTS HAVE THREE MAJOR CHARACTERISTICS.
1. FOCUS ON A LIMITED NUMBER OF GOALS.
2. MISSION STATEMENTS STRESS THE COMPANYS MAJOR
POLICIES AND VALUES.

3. DEFINE THE MAJOR COMPETITIVE SPHERES WITHIN WHICH THE

COMPANY OPERATE.

MAJOR COMPETITIVE
SPHERES

1. INDUSTRY - THE RANGE OF INDUSTRIES IN WHICH A COMPANY

WILL OPERATE.

2. PRODUCTS AND APPLICATIONS - THE RANGE OF PRODUCTS

AND APPLICATIONS A COMPANY WILL SUPPLY.

3. COMPETENCE THE RANGE OF TECHNOLOGICAL AND OTHER

CORE COMPETENCIES THAT A COMPANY WILL MASTER AND
LEVERAGE.

MAJOR COMPETITIVE
SPHERES
4. MARKET SEGMENT - THE TYPE OF MARKET OR CUSTOMERS A
COMPANY WILL SERVE.

5. VERTICAL - THE NUMBER OF CHANNEL LEVELS FROM RAW

MATERIAL TO FINAL PRODUCT AND DISTRIBUTION IN WHICH A

COMPANY WILL PARTICIPATE.

6. GEOGRAPHICAL - THE RANGE OF REGIONS, COUNTRIES, OR

COUNTRY GROUPS IN WHICH A COMPANY WILL OPERATE.

STRATEGIC BUSINESS UNITS (SBUS)

THE PURPOSE OF IDENTIFYING THE COMPANYS STRATEGIC BUSINESS UNITS IS TO
DEVELOP SEPARATE STRATEGIES AND ASSIGN APPROPRIATE FUNDING.

1.
2.
3.
4.

IT IS A SINGLE BUSINESS COLLECTION OF RELATED BUSINESSES THAT CAN BE

PLANNED SEPARATELY FROM THE REST OF THE COMPANY.
IT HAS ITS OWN SET OF THE COMPANY.
IT HAS ITS OWN SET OF COMPETITORS.
IT HAS A MANAGER WHO IS RESPONSIBLE FOR STRATEGIC PLANNING AND
PROFIT PERFORMANCE AND WHO CONTROLS MOST OF THE FACTORS AFFECTING
PROFIT.


ASSESSING GROWTH OPPORTUNITIES

INTENSIVE GROWTH CORPORATE

MANAGEMENTS FIRST COURSE OF ACTION

SHOULD BE A REVIEW OF OPPORTUNITIES
FOR IMPROVING EXISTING BUSINESS.


ASSESSING GROWTH OPPORTUNITIES

INTEGRATIVE GROWTH A BUSINESSS

SALES AND PROFITS MAY BE INCREASED
THOUGH BACKWARD, FORWARD, OR
HORIZONTAL INTEGRATION WITHIN ITS
INDUSTRY.


ASSESSING GROWTH OPPORTUNITIES

DIVERSIFICATION GROWTH MAKES SENSE WHEN

GOOD OPPORTUNITIES CAN BE FOUND OUTSIDE THE

PRESENT BUSINESSES. A GOOD OPPORTUNITY IS ONE
IN WHICH THE INDUSTRY IS HIGHLY ATTRACTIVE AND
THE COMPANY HAS THE RIGHT MIX OF BUSINESS
STRENGTHS TO BE SUCCESSFUL.


ASSESSING GROWTH OPPORTUNITIES

DOWNSIZING AND DIVESTING OLDER

BUSINESSES COMPANIES MUST NOT ONLY

DEVELOP NEW BUSINESSES; THEY MUST ALSO
CAREFULLY PRUNE, HARVEST, OR DIVEST TIRED
OLD BUSINESSES IN ORDER TO RELEASE
NEEDED RESOURCES AND REDUCE COSTS.

ORGANIZATION AND ORGANIZATIONAL

CULTURE

CORPORATE CULTURE THE

SHARED EXPERIENCES, STORIES,
BELIEFS, AND NORMS THAT
CHARACTERIZE AN ORGANIZATION.

T
I
N
U
S
S
BUSINE
C
I
G
E
T
A
R
ST
G
N
I
N
N
A
PL
BY: KATHERINE MOLINA

THE BUSINESS MISSION

MISSION STATEMENT:

STATES THE BASIC BUSINESS SCOPE AND

OPERATIONS
MAY INCLUDE THE MARKET AND CUSTOMERS
SOME MAY DESCRIBE COMPANY VALUES, PRODUCT
QUALITY, ATTITUDES TOWARD EMPLOYEES

GOOD MISSION STATEMENTS

THEY FOCUS ON A LIMITED NUMBER OF GOALS.
THEY STRESS THE COMPANYS MAJOR POLICIES AND VALUES. THEY NARROW THE
RANGE OF INDIVIDUAL DISCRETION SO EMPLOYEES ACT CONSISTENTLY ON
IMPORTANT ISSUES.

THEY DEFINE THE MAJOR COMPETITIVE SPHERES WITHIN WHICH THE COMPANY

WILL OPERATE. SUMMARIZES SOME KEY COMPETITIVE DIMENSIONS FOR MISSION

STATEMENTS.

THEY TAKE A LONG-TERM VIEW. MANAGEMENT SHOULD CHANGE THE MISSION

ONLY WHEN IT CEASES TO BE RELEVANT.

THEY ARE AS SHORT, MEMORABLE, AND MEANINGFUL AS POSSIBLE

SWOT ANALYSIS

OPPORTUNITIES
A

GOOD POSITION, CHANCE OR PROSPECT AS FOR

ADVANCEMENT OR SUCCESS

SITUATION OR CONDITION
ATTAINMENT OF A GOAL.

FAVORABLE

FOR

ASSESSING GROWTH OPPORTUNITIES

MARKET-PENETRATION STRATEGY THE COMPANY FIRST CONSIDERS WHETHER IT
COULD GAIN MORE MARKET SHARE WITH ITS CURRENT PRODUCTS IN THEIR
CURRENT MARKETS .

MARKET-DEVELOPMENT STRATEGY THE COMPANY CONSIDERS WHETHER IT CAN

FIND OR DEVELOP NEW MARKETS FOR ITS CURRENT PRODUCTS.

PRODUCT-DEVELOPMENT STRATEGY THE COMPANY CONSIDERS WHETHER IT

CAN DEVELOP NEW PRODUCTS OF POTENTIAL INTEREST TO ITS CURRENT
MARKETS

DIVERSIFICATION STRATEGY THE COMPANY WILL ALSO REVIEW OPPORTUNITIES

TO DEVELOP NEW PRODUCTS FOR NEW MARKETS.

THREATS
OFTEN CALLED ENVIRONMENTAL THREATS, ARE

TRENDS, EVENTS OR SIMPLE REALITIES OF THE

MARKETPLACE THAT WOULD STAND IN THE WAY
OF A COMPANY MAKING A PROFIT

STRENGTHS
CAPITAL, KNOWLEDGE, SKILL, OR OTHER
ADVANTAGE THAT A FIRM HAS OR CAN
ACQUIRE OVER ITS COMPETITORS IN
MEETING THE NEEDS OF ITS CUSTOMERS.

WEAKNESS
WEAKNESSES,

OBVIOUSLY, ARE THE FLIP SIDE

OF STRENGTHS

FLAW THAT INCREASES THE RISK OF A FAILURE

GOAL FORMULATION

IS

THE PROCESS OF DEVELOPING

SPECIFIC
GOALS
FOR
THE
PLANNING PERIOD

THE GOALS A COMPANY SETS ARE SPECIFIC TO TIME AND

SIZE. MOST COMPANIES SET A MIX OF OBJECTIVES THAT
INCLUDE, BUT ARE NOT LIMITED TO:

SALES GROWTH
PROFITABILITY
IMPROVING MARKET SHARE
REPUTATION
INNOVATION; CREATING NEW PRODUCTS OR SERVICES

MANAGEMENT BY OBJECTIVE

IS A MODEL THAT AIMS TO IMPROVE

PERFORMANCE OF AN ORGANIZATION BY
CLEARLY DEFINING OBJECTIVESTHAT ARE
AGREED TO BY BOTHMANAGEMENTAND
EMPLOYEES.

CRITERIA IN ORDER FOR MBO SYSTEM TO

WORK:
OBJECTIVES MUST BE ARRANGED FROM MOST IMPORTANT TO
LEAST IMPORTANT

WHENEVER POSSIBLE, OBJECTIVES MUST BE QUANTITATIVE

SET GOALS THAT ARE REALISTIC AND ATTAINABLE
OBJECTIVES MUST BE CONSISTENT

STRATEGY
,
N
O
I
T
A
L
U
M
FOR
PROGRAM
D
N
A
,
N
O
I
T
A
L
U
FORM
FEEDBACK &
CONTROL
A
Z
O
D
N
E
M
.
C
E
N
I
T
S
KRI

STRATEGY FORMULATION

THE PROCESS BY WHICH AN ORGANIZATION CHOOSES THE

MOST APPROPRIATE COURSE/S OF ACTION TO ACHIEVE ITS

DEFINED GOALS.
THIS PROCESS IS ESSENTIAL TO AN ORGANIZATIONS SUCCESS,
BECAUSE IT PROVIDES A FRAMEWORK FOR THE ACTIONS THAT
WILL LEAD TO THE ANTICIPATED RESULTS.

STRATEGY

FORMULATION
FORCES AN ORGANIZATION
TO CAREFULLY LOOK AT THE
CHANGING ENVIRONMENT
AND TO BE PREPARED FOR
THE POSSIBLE CHANGES
THAT MAY OCCUR.

STRATEGY FORMULATION REQUIRES A DEFINED SET OF SIX

STEPS FOR EFFECTIVE IMPLEMENTATION. THOSE STEPS ARE:

1. DEFINE THE ORGANIZATION

2. DEFINE THE STRATEGIC MISSION
3.DEFINE THE STRATEGIC OBJECTIVES
4. DEFINE THE COMPETITIVE STRATEGY
5.IMPLEMENT STRATEGIES
6.EVALUATE PROGRESS

STEP 1. DEFINE THE ORGANIZATION

THE FIRST STEP IN DEFINING AN ORGANIZATION IS TO IDENTIFY
THE COMPANYS CUSTOMERS; WITHOUT A STRONG CUSTOMER
BASE, WHOSE NEEDS ARE BEING FILLED, AN ORGANIZATION WILL
NOT BE SUCCESSFUL. A COMPANY MUST IDENTIFY THE FACTORS
THAT ARE VALUED BY ITS CUSTOMERS.

WAYS IN WHICH COMPANIES CAN DEFINE

THEMSELVES:

1. END BENEFIT
2. TARGET MARKET
3. TECHNOLOGY

STEP 2. DEFINE THE STRATEGIC MISSION

AN ORGANIZATIONS STRATEGIC MISSION OFFERS A LONG-RANGE
PERSPECTIVE OF WHAT THE ORGANIZATION STRIVES FOR GOING
FORWARD.

STEP 3. DEFINE THE STRATEGIC OBJECTIVES

THIS THIRD STEP IN THE STRATEGIC FORMULATION PROCESS
REQUIRES AN ORGANIZATION TO IDENTIFY THE PERFORMANCE
TARGETS NEEDED TO REACH CLEARLY STATED OBJECTIVES. THESE
OBJECTIVES MAY INCLUDE: MARKET POSITION RELATIVE TO THE
COMPETITION, PRODUCTION OF GOODS AND SERVICES, DESIRED
MARKET SHARE, IMPROVED CUSTOMER SERVICES, CORPORATION
EXPANSION, ADVANCES IN TECHNOLOGY, AND SALES INCREASES.

STEP 4. DEFINE THE COMPETITIVE STRATEGY

THE NEXT STEP IN STRATEGY FORMULATION REQUIRES AN
ORGANIZATION TO DETERMINE WHERE IT FITS INTO THE
MARKETPLACE. THIS APPLIES NOT ONLY TO THE ORGANIZATION AS A
WHOLE, BUT TO EACH INDIVIDUAL UNIT AND DEPARTMENT
THROUGHOUT THE ENTERPRISE. EACH AREA MUST BE AWARE OF ITS
ROLE WITHIN THE COMPANY AND HOW THOSE ROLES ENABLE THE
ORGANIZATION TO MAINTAIN ITS COMPETITIVE POSITION.

THREE FACTORS MUST BE CONSIDERED WHEN

DETERMINING THE OVERALL COMPETITIVE STRATEGY:

1. THE INDUSTRY AND MARKETPLACE

2. THE COMPANYS POSITION RELATIVE TO THE COMPETITION, &
3.THE COMPANYS INTERNAL STRENGTHS AND WEAKNESSES

STEP 5. IMPLEMENT STRATEGIES

DEVELOPING A STRATEGY IS ONLY EFFECTIVE IF IT IS PUT INTO
PLACE. AN ORGANIZATION MAY TAKE ALL THE NECESSARY STEPS
TO UNDERSTAND THE MARKETPLACE, DEFINE ITSELF, AND
IDENTIFY
THE
COMPETITION.
HOWEVER,
WITHOUT
IMPLEMENTING THE STRATEGY, THE ORGANIZATIONS WORK WILL
BE OF LITTLE TO NO VALUE.

STEP 6. EVALUATE PROGRESS

AS IN ANY PLAN, A REGULAR EVALUATION OF
PROCESSES AND RESULTS IS VITAL TO ONGOING
SUCCESS. AN ORGANIZATION MUST KEEP TRACK
OF THE PROGRESS IT IS MAKING AS DEFINED BY
ITS STRATEGIC PLAN. IF GOALS ARE NOT BEING
MET, THE ORGANIZATION MUST BE ADAPTABLE
AND FLEXIBLE TO RECOGNIZE THAT CHANGES
MAY BE NEEDED.

PROGRAM FORMULATION
THE PROCESS OF CHOOSING THE WHO, WHAT, HOW, WHEN, AND
WHERE OF PURSUING PROGRAM OBJECTIVES. PROGRAM
PLANS GENERALLY DO NOT CONTAIN MANY DETAILS ON THE
ACTIVITIES TO BE CARRIED OUT AND THE OUTPUTS EXPECTED
BY THESE ACTIVITIES: THESE ARE SPECIFIED AT THE PROJECT
SPECIFICATION LEVEL.

PROGRAM FORMULATION PROVIDES A FRAMEWORK WHERE

DIFFERENT PROJECTS, SHARING THE SAME OVERALL
OBJECTIVES, CAN BE CONCEIVED AND IMPLEMENTED IN A
COORDINATED MANNER.

A GOOD PROGRAM DESIGN WILL GIVE ANSWERS TO THE FOLLOWING QUESTIONS:

WHAT IS THE CULTURAL AND POLICY APPROACH THAT IS EXPECTED TO BE USED IN THE
IMPLEMENTATION METHODOLOGY

WHAT IS THE EXPECTED QUALITY STANDARD AND HOW TO ACHIEVE IT?

HOW WILL THE PROJECT OR PROGRAM BE MONITORED, EVALUATED AND ITS IMPACT MEASURED?
HOW WILL THE ORGANIZATION LEARN FROM THE PROGRAM?
HOW ARE CROSS-SECTORAL ISSUES OF DEVELOPMENT CONSIDERED IN THE PROGRAM?

FEEDBACK AND CONTROL

FEEDBACK IS THE PROCESS IN WHICH THE EFFECT OR OUTPUT OF
AN ACTION IS 'RETURNED' (FED-BACK) TO MODIFY THE NEXT
ACTION. FEEDBACK IS ESSENTIAL TO THE WORKING AND
SURVIVAL OF ALL REGULATORY MECHANISMS AND THE
ECONOMY.

CONTROL IS ANY PROCESS THAT DIRECTS THE ACTIVITIES OF

INDIVIDUALS TOWARD THE ACHIEVEMENT OF ORGANIZATIONAL
GOALS.
ORGANIZATIONAL OR MANAGERIAL CONTROL IS THE SYSTEMATIC
PROCESS
THROUGH
WHICH
MANAGERS
REGULATE
ORGANIZATIONAL ACTIVITES TO MAKE THEM CONSISTENT WITH
ESTABLISHED EXPECTATIONS DETAILED IN PLANS, TARGETS AND
STANDARDS PERFORMANCE.

IMPORTANCE OF CONTROL

1. ENSURE THAT ACTIVITIES ARE DONE ACCORDING TO PLANS

2. ENSURE THAT GOALS ARE ATTAINED, AND
3.ASSIST THE MANAGERS AND SUPERVISORS IN THE
DELEGATION OF AUTHORITY, AS CONTROLS OFTEN MOTIVATE
AMANAGERS TO DISPENSE AUTHORITY

:
G
N
I
N
N
A
L
P
PRODUCT
D
N
A
E
R
U
T
A
N
E
TH
A
F
O
S
T
N
E
T
N
CO
N
A
L
P
G
N
I
T
E
K
M AR
O
D
A
G
LE
E
E
D
JA
E
LL
E
T
IS
R
BY: CH

MARKETING PLAN

A WRITTEN DOCUMENT THAT

SUMMARIZES WHAT THE

MARKETER HAS LEARNED
ABOUT THE MARKETPLACE
AND INDICATES HOW THE
FIRMS PLAN TO REACH ITS
MARKETING OBJECTIVES AND
STRATEGIES.

MARKETING PLAN
MARKETING

PLANNING PROCEDURES AND CONTENT

VARY CONSIDERABLY AMONG COMPANIES.

MOST MARKETING PLANS COVER ONE YEAR.

THE PLANS VARY IN LENGTH FROM UNDER 5 TO OVER
50 PAGES.

CONTENTS OF A MARKETING PLAN

EXECUTIVE SUMMARY AND TABLE OF CONTENTS
- AN OVERVIEW OF THE MARKET OPPORTUNITY AND
STRATEGY FOR MEETING NEEDS OF TARGETED MARKET
SEGMENT.
- BRIEF STATEMENT OF GOALS AND
RECOMMENDATIONS

CONTENTS OF A MARKETING PLAN

SITUATION ANALYSIS

- DESCRIBES WHERE THE COMPANY STANDS AT THE

-

MOMENT IN TIME.
INCLUDES BACKGROUND ON PAST SALES, MAJOR
COMPETITORS, AND EXPLANATIONS OF RECENT SALES
AND PROFIT RESULTS

CONTENTS OF A MARKETING PLAN

MARKETING STRATEGY
- PRESENTS THE BROAD MARKETING APPROACH THAT
WILL BE USED TO ACHIEVE THE PLANS OBJECTIVES

- THE PRODUCT MANAGER DEFINES THE MISSION AND

MARKETING AND FINANCIAL OBJECTIVES

CONTENTS OF A MARKETING PLAN

FINANCIAL PROJECTIONS

-FINANCIAL PROJECTIONS INCLUDE A SALES

FORECAST, AN EXPENSE FORECAST, AND A

BREAK-EVEN ANALYSIS.

CONTENTS OF A MARKETING PLAN

IMPLEMENTATION CONTROLS

-MONITORING AND ADJUSTING

-

IMPLEMENTATION OF THE PLAN.

GOALS AND BUDGET OF EACH MONTH OR
QUARTER
PERIODICAL REVIEW AND CORRECTIVE
ACTION

THE ROLE OF RESEARCH

INFORMATION ABOUT PEOPLE AND
MARKETPLACE

MEASURE OF PROGRESS AND AREAS FOR

IMPROVEMENT

FROM MARKETING PLAN TO

MARKETING ACTION

A PERIOD OF TIME IS GIVEN TO

MARKETERS TO DO A SERIES OF PROCESS

A FLAW IN THE PLAN MUST BE CORRECTED