Stategic marketing planning template - Web viewMARKETING OBJECTIVES_x000d_ _x000d_ MARKET REVIEW_x000d_ _x000d_ MARKETING STRATEGIES. 91. ... Product strategy. Product strategy. Product

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Strategic Marketing Plan

for

The XYZ product line

January 1, 2011 to December 31, 2013

Prepared by:

Date:

Copyright 2010 Cengage Learning Australia Pty Limited

Appendix 1

Executive summary


62

Strategic marketing 3e – Instructor’s manual

ContentsExecutive summary 2Introduction 4

Situation analysis 5Business definition and scope 5External environment – remote environment 7

Economic forcesSociocultural forcesPolitical-legal forcesTechnological forcesNatural environment forces

External environment – near environment 12Market reviewCompetitive reviewDistribution channels and buyers (intermediary customers)End user customersSupply

Critical success factors 17Summary of opportunitiesSummary of threats

Situation analysis – Internal capabilities 18Non-marketing capabilitiesMarketing capabilities – ManagementMarketing capabilities – Marketing strategies and performance

Problems and opportunities statement 21

Marketing objectives and higher level marketing strategies 22

Marketing mix strategies 23

Budget 25

Implementation plan 26

Evaluation and control processes 27

Appendix 1: Worksheet for developing marketing objectives and higher-level marketing strategies

28


63

Appendix 1

Introduction


64


SITUATION ANALYSISBusiness definition and scopeMission statement(s)

Product definition

At the industry level (total of all product categories):

At each product category level

Product categories targeted by our organisation and our products competing in those categories

Product category Competitors’ products

Competitors and their products competing in these product categories:Competitors Competing products


65

Appendix 1

The market – Customers (end users) – for the product categories targeted by our organisation

Scope


66


External environment – remote environmentEconomic forcesScenario

Implications

Opportunities Rating* Threats Rating*

* The rating is based on a double-digit 5-point scale for the degree of significance and for probability of occurrence. For the degree of significance 5= extremely significant, 4 = quite to highly significant, 3= significant, 2 = reasonably significant, and 1 = not very significant. For probability of occurrence 5= extremely likely, 4 = highly likely, 3= quite likely, 2= moderate, and 1 = low probability.


67

Appendix 1

Sociocultural forcesScenario

ImplicationsOpportunities Rating* Threats Rating*



68


Political or legal forcesScenario




69

Appendix 1

Technological forcesScenario




70


Natural environment forcesScenario




71

Appendix 1

External environment – near environmentMarket reviewDescription




72


Competitive reviewDescription




73

Appendix 1

Distribution channels and buyers (intermediary customers)Description




74


End-user customersDescription




75

Appendix 1

SupplyDescription




76


Critical success factors (CSFs)


77

Appendix 1

Summary of opportunitiesSignificance of opportunity

High Low

Probability

of

occurrence

High

Low

Summary of threatsSignificance of threat

High Low

Probability

of

occurrence

High

Low


78


Situation analysis – Internal capabilitiesNon-marketing capabilities(Financial position, management & leadership, HRM, R&D, operations—production capabilities and supply, interfunctional coordination & responsiveness and competitive position)

Review

ImplicationsStrengths Rating Weaknesses Rating

Note The rating is based on single digit 5-point scale degree of significance: ‘extremely significant’ (5), ‘quite to highly significant’ (4), ‘significant’ (3), ‘reasonably significant’ (2) and ‘not very significant’ (1).


79

Appendix 1

Marketing capabilities – Management(Marketing organisation, market intelligence, marketing planning and marketing control process)

Review




80


Marketing capabilities – Marketing strategies and performance(Marketing strategies and marketing performance)

Review




81

Appendix 1

Problems and opportunities statement1 The business unit’s capabilities in relation to critical success factors

CSF Our capabilities

2 Opportunities for the business unit to exploit with existing capabilities

3 Opportunities for the business unit to exploit with improved capabilities

4 Threats that must be addressed


82


MARKETING OBJECTIVES AND HIGHER-LEVEL MARKETING STRATEGIESMarketing objectives

Year 1 Year 2 Year 3

Revenue Objectives

$ $ $

Gross profit margin

% % %

Net profitmargin

% % %

Product-market strategies

Existing products in existing markets (Market penetration)

Existing products in new markets (Market development)

New products in existing markets(NPD)

New products in new market segments (Related diversification)

Total

______________

______________

______________

______________

______________

______________

______________

______________

______________

______________

______________

______________

______________

______________

______________

Rationale


83

Appendix 1

MARKETING MIX STRATEGIESSummary


84

Market segment 1 Market segment 2 Market segment 3

Segment description Segment description Segment description

Products/brands serving this segment



Product/Brand positioning Brand positioning Brand positioning

Product strategy Product strategy Product strategy

Pricing strategy Pricing strategy Pricing strategy

Distribution strategy Distribution strategy Distribution strategy

IMC strategy* IMC strategy* IMC strategy*

* Integrated marketing communication (IMC) strategies include advertising, sales promotion, salesforce, marketing PR, database marketing and event marketing


Marketing mix strategies for segmentSegment description

Products/brands servicing this segment

Product/brand positioning

Proposed marketing mix strategies


85

Appendix 1

BUDGET


86


IMPLEMENTATION PLANWhat Who When


87

Appendix 1

EVALUATION AND CONTROL PROCESSESSWhat is to be measured How it is to be

measuredData source When it is to be measured


88


APPENDIX 1:Worksheet for developing marketing objectives and higher-level marketing strategiesStrategic gap analysis

At end of planning periodsYear 1Year 2Year 3

Corporate revenue objectives _______ _______ _______

Projected revenue from current strategies: _______ _______ _______

Revenue gap:______ ______ ______

Competitive position Marketing objectives

PLC [___________________]__________________________

BCG [___________________]__________________________

GE/McKinsey [___________________]__________________________

Porter CA strategy [___________________]__________________________

Summary of current competitive positionDescribe our current competitive position


89

Appendix 1

What should our competitive position be in 3 years time?

What are the strategic implications – in terms of our existing and potential new products and markets? That is, how will we grow the business?

Estimated revenue from existing products in existing markets (Market penetration)Market size (Value): Current size: $________________

Market projections Year 1Year 2Year 3

____________ ____________ ____________

Current market share: ________

Projected market share Year 1Year 2Year 3

(via new strategies)____________ ____________ ____________

Estimated value of existingproducts in existing markets:(Market projection xMarket share) Year 1

Year 2Year 3

____________ ____________ ____________

Estimated potential revenue from existing products in new markets (Market development)*

Year 1Year 2Year 3

____________ ____________ ____________* Identify the specific market development opportunities and the timeframe when these initiatives could come on stream


90


Estimated potential revenue from new products in existing markets (New product development)*

Year 1Year 2Year 3

____________ ____________ ____________* Identify the specific NPD opportunities and the timeframe when these initiatives could come on stream

Estimated potential revenue from new products in new market segments (Related diversification)*

Year 1Year 2Year 3

____________ ____________ ____________* Identify the specific NPD opportunities and the timeframe when these initiatives could come on stream


91

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