MARKETING PLAN 54

The Marketing Plan ProcessExecutive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis... Executive Summary• Objectives and financial summary • Market d

การตลาดมี ความสำาค ัญ

อย่างไร

ต่อธุรกิจ?

Financial success depends on

from diverse industries

Scope of Marketing – Who Markets?

• Cleanser, lotion,

medication

• Sold in Japan

-drugstores

Figure 1.3 Holistic Marketing Dimensions

การวางแผนประกอบไปด้วย ?

ประโยชน์ของการ วางแผนตลาด• ช่วยในการ

วางแผนเพื่อใช้

ทร ัพยากรที่มี

จำาก ัดให้บรรลุ เป้าหมายที่ต ั้งไว้ ในเวลาที่กำาหนด

องค์กร สามารถเผชิญ

ก ับการ เปลี่ยนแปลง

•

• เป็นสื่อกลางสำาหร ับ

ความเข้าใจก ันในการ

ปฏิบ ัติงาน

Marketing Plan

คุณล ักษณะของแผนการ ตลาดที่ดี

The Marketing Plan Process

Executive Summary & Table of Contents

Current Marketing Situation

Opportunity & Issue Analysis

Executive Summary

• A well-received executive summary will be

succinct, to the point and will provide the audience with an understanding of the

rationale behind the strategies and tactics

• Keep it simple and succinct.

• Only cite data that is relevant to your

conclusions.

• Mention only those elements of the

situation analysis that are key to

understanding the given or result.

Executive Summary

• Do not repeat anything, avoid saying

the obvious or stating the status quo.

• Identify the differences in the market,

the competition and your plan that will lead to different results, not

similarities to previous situations

of plans.

Executive Summary

• Objectives and financial summary

• Market definition and executive

summary or market information

• Core marketing strategy, supporting

strategies, key actions.

Part 1: Purpose and

Mission

Purpose of Marketing Plan

• This part also includes organizational background information

• Offer brief explanation for why this

plan was produced

• Suggest what may be done with the information contained in the plan

Mission Statement

• Identifies a stable long-run vision of the organization that can answer such

questions as:

- Why is the company in business?

– What markets do we serve and why do

we serve these markets?

– What is the general corporate

philosophy for doing business?

– What products/services does the

company offer?

Lesson learn

GROWTH STRATEGY

Eiji Koike

President & CEO

Cerebos’ Formula for a Successful

& Sustainable Business

Our Mission

BRAND’S will be your “Health Partner” at every stage of your life We know your lifestyle is demanding and that you need to maintain good health, both physically and mentally, to sustain

Cerebos’ Formula for a Successful

& Sustainable Business

Leverage on our core brands and corporate

wide thrusts to “grow Cerebos faster”

• Strengthen consumer proposition and focus R&D activities

on new product development

• Expand geographically

Key Focus Areas – “ Faster Growth ”

• Enhance consumer understanding and grow profitable customers through CRM

• Strengthen core brands

• Leverage innovation and NPD activities

Core Brands

Part 2: Situational Analysis

1 Current Product Analysis

2 Describe the Current Target Market

3 Describe Current Distributor Network

4 Competitive Analysis

- 4 Ps and service of competitors

- competitor’s strengths and weaknesses

- competitive trends

5 Financial Analysis for Product or Product Line

- Current Sales Analysis

- Profitability Analysis

Part 2: Situational Analysis

6 Environmental Problems and

Opportunities

The Marketing Environment

Cultural

Company

Customers Intermediaries

Suppliers

Competitors Publics

Serve Customers

Forces Affecting a Company’s Ability to

Serve Customers

to a Company

Forces that Shape Opportunities and Pose Threats

to a Company

Economic Environment

Changes

in Consumer Spending Patterns

Changes

in Consumer Spending Patterns

Key Economic Concerns for Marketers

Natural Environment

Factors Affecting the Natural Environment

Shortages of Raw Material

Part 2: Situational Analysis

7 Product/Market Analysis Tools

- Product Life Cycle Analysis

- Boston Consulting Group

Growth/Share Matrix

8 Summary of Current Situation

• Provide a SWOT analysis for the

company’s product(s) that includes:

O T

SWOT ANALYSIS

CORE COMPETENCY

PEST ANALYSIS

&

FIVE FORCE MODEL

BUSINESS ATTRACTIVENESS

Responding to the Marketing Environment

Responding to the Marketing Environment

• Reactive: Passive Acceptance and

Adaptation

– Companies design strategies that avoid threats and capitalize upon opportunities.

• Proactive: Environmental Management

– Use of lobbyists, PR, advertorials,

lawsuits, complaints, and contractual

agreements to influence environmental forces.

How to set marketing objective?

SMART OBJECTIVES

Time - Specific

Relevant Actionable Measurable Specific

Market Definition

Customer Markets

Company

Consumer Markets

International Markets

Government

Markets

Business Markets

Reseller Markets

1.3 การกำาหนดกลยุทธ์ทางการตลาด (Marketing Strategy Determination)

1 การขยายต ัวให้มากขึ้น 2 การขยายต ัวแบบ รวมต ัว 3 การขยายต ัวแบบ

intensive integrative หลากหลาย

1.1 การเจาะตลาด 2.1 การรวมต ัวไปข้างหน้า 3.1 แบบหลากหลาย

จาก จุดศูนย์กลาง

1.2 การพ ัฒนาตลาด 2.2 การรวมต ัวไป

ข้างหล ัง 3.2 แบบหลากหลาย

ในระด ับ เดียวก ัน

1.3 การพ ัฒนาผลิตภ ัณฑ์ 2.3 การรวมต ัว ในระด ับ 3.3 แบบหลากหลาย

เดียวก ัน

ที่แตกต่างจากเดิม

ตารางการขยายผลิตภ ัณฑ์/ ตลาด (Product / Market Expansion Grid)

ผลิตภ ัณฑ์เดิม ผลิตภ ัณฑ์ใหม่

ตล าด เดิ

 Market Development – increase new users (Branding)

 Market Penetration - Increase usage (CRM)

• Better taste

• Friendly packaging

• Scientific proof

　 Product Development (Innovative, Relevant)

• Veta Berry , Prune

• Heath Supplements Tablets

 Geographic expansion – new markets

 Acquisition

Strategic Direction

Cerebos’ Formula for a Successful

& Sustainable Business

- Customer Relationship Management

- New Product Development

Brand’s Branding & CRM Focus

Mass

1-2-1 Relationship

BRAND MANAGEMENT

Customer Relationship Management

Asia

More Education on Scientifically Proven Benefits

New, Innovative, Customer Oriented Products

Implementation Plan

• Key Execution Elements

* Launch

> IMC Plan

- Key Creative Ideas

- Key Activities Grid

- Media Plan

- PR Plan

- Consumer Promotion Plan

- CRM Plan

- Launch Event & Marketing Event Plan

- Budget (Break down by activities) & ROI analysis

360°Marketing Model

Chapter 5: Blast your taste buds

Venezuela Brazil PO1 China Thailand Brazil

Impact Across the Globe

Mass advertising, TV centric model One way communication

THEN

Customer Engaging model Two way communication NOW

Interactive website

Direct Mailers

Regular newsletters from BRAND’S®

to customers on mailing list

Staff and consumers having fun together at health camps

trips and Factory

Visits for loyal

consumers

Health seminars empower

consumers to

take charge of

their health matters

BRAND’S® Call Centre

in Taiwan receives anaverage of 500 calls from consumers daily

Picture of

Call Centre

in Taiwan

We must continue to CHANGE

Remain relevant to consumers needsand wants

Maintain our differentiation and justifyour premium pricing

Increase customer loyalty

CRM

Branding

It is not the strongest of

the species that survive,

nor the most intelligent

but the one most

responsive to change

Charles Darwin

Exhibit 20.11

The Contingency Planning Process

Identifying critical assumptions about the future

Measuring probability of each critical assumption’s

being right Rank ordering of critical assumptions Tracking/monitoring of action plan Setting triggers to activate contingency plan

Specifying alternative response options

Evaluating and Controlling the

Marketing Process

Strategic control

•Review for effectiveness

•Conduct marketing audit

•Rates performance

•Reviews for ethics and social responsibility

Strategic control

•Review for effectiveness

•Conduct marketing audit

Evaluating and Controlling the

Table 22.4 Types of Marketing Control

Figure 22.5

The

Control Process

Evaluation and Control

- Efficiency and Control

SALES-FORCE EFFICIENCY

• Key indicators of efficiency in territories:

1) Average calls per salesperson per day

2) Average sales call time per contact

3) Average revenue per sales call

4) Average cost per sales call

5) Entertainment cost per sales call

6) % of orders per 100 sales calls

7) Number of new customers per period

8) Number of lost customers per period

9) Sales-force cost as % of total sales

Evaluation and Control

- Efficiency and Control

ADVERTISING EFFICIENCY

Keep track of these:

• Advertising cost reached by media vehicle

• % of audience who noted, saw & read each ad

• Consumer opinion: ad’s content & effectiveness

• Before & after attitude - towards product

• Inquiries stimulated by ad

• Cost per inquiry

Measuring advertising efficiency in China is needed as

consumers are bombarded with many ads

The Future of Marketing

How to achieve marketing excellence?

1)Be “holistic” & less departmental

2)Larger influence - business strategy

3)Ongoing new ideas to prosper

4)Customer insight - treat different but

proper

5)Build brands - performance > promotion

6)Go electronic & win - superior systems

The Future of Marketing

To be truly holistic in marketing, proficient in:

1) Customer relationship management (CRM)

2) Partner relationship management (PRM)

3) Database marketing and data-mining

4) Contact center management & telemarketing

5) Public relations marketing

6) Brand building and brand asset management

7) Experiential marketing

8) Integrated marketing communications

9) Profitability analysis: segment customer channel

The Future of Marketing

• Pursuit of marketing superiority &

dominance, new rules and practices are emerging

• Benefits of successful 21st century

marketing are many, but need hard work, insight, and inspiration

Major Marketing Weaknesses

DEADLY SIN: Insufficient market-focus & customer drive

Signs: Segments poorly identified

Solutions: Advanced segmentation techniques

DEADLY SIN: Does not fully understand target

Signs: Customers buy less product; High returns, complaints

Solutions: Analytical techniques; Data mining

DEADLY SIN: To better define & monitor competitors

Signs: No system for competitive intelligence

Solutions: Establish office for competitive intelligence

DEADLY SIN: Relations with stakeholders not managed well

Signs: Stakeholders unhappy

Solutions: Manage relations better

DEADLY SIN: Not good at finding new opportunities

Signs: No exciting new opportunities for years

Solutions: Set up system - stimulate flow of new ideas

Major Marketing Weaknesses

DEADLY SIN: Marketing planning process is deficient

Signs: Plan lack right components; no contingencies

Solutions: SWOT, strategy, budgets & controls

DEADLY SIN: Product & service policies need tightening

Signs: Many products lose money, poor cross-selling

Solutions: System - track weak products, improve upselling

DEADLY SIN: Brand-building & communication skills are

weak

Signs: Target knows little about company, brand not distinctive

Solutions: Improve brand-building strategies

DEADLY SIN: Not organized for effective & efficient marketing

Signs: Lacks 21st century marketing skills, bad internal vibes

Solutions: Appoint strong leader; improve internal relations

DEADLY SIN: Not made maximum use of technology

Signs: Little use of Internet, outdated sales system

Solutions: Use more Internet, improve sales automation system

Exhibit 20.7

Effect of $300,000 Increase in Sales Resulting from Increased

Sales Commissions and Expenses of $35,000

Contribution to overhead and profits

Increase in profit (before tax) = $703 - $650 =

$5,700 4,012

$1,688

485 185 190 25 100

$ 985

$ 703

$53

The Marketing Plan Process

Executive Summary & Table of Contents

Current Marketing Situation

Opportunity & Issue Analysis