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Marketing Plan
1. Business mission
(What is the mission of the organisation? What business is it in? How well is its mission understood throughout the organisation? What business does the organisation wish to be in, five years from now?)
(Does the organisation define its business in terms of benefits its customers want, rather than in terms of goods and services?)
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Refer to
Part of marketing plan worksheet
Chapter 15 "Essentials of Marketing."
. Objectives
(Can the organisation's mission statement be translated into operational terms regarding organisation's objectives?)
(What are the stated objectives of the organisation? Are they formally written down? Do they lead logically to clearly stated marketing objectives? Are objectives based on sales, profits or customers?)
(Are the organisation's marketing objectives in hierarchal order? Are they specific so that progress towards achievement can be measured?)
(Are the objectives in reasonable light of the organisation's resources? Are the objectives ambiguous? Do the objectives specify a time frame?)
(Is the organisation's main goal to maximize customer satisfaction or to get as many customers as possible?
Refer to
Part of marketing plan worksheets
Chapter 15 of textbook
. Situational (SWOT) Analysis
(Is there a strategic window that must be taken into account?)
(Have one or more differential advantages been identified in the SWOT analysis?)
(Are there advantages sustainable against the competition?)
a. Internal strengths and weaknesses
(What is the history of the organisation, including sales, profits and organizational philosophies?)
(What is the nature of the organisation and its current situation?)
(What resources does the organisation have (financial, human, time, experience, assets, skills)
(What policies inhibit the achievement of the organisation's objectives with respect to organisation, resource allocation, operations, hiring, training and so on?)
b. External opportunities and threats
(Social what main social and lifestyle trends will have an impact on the organisation?)
(Demographic what impact will forecasted trends in the size, age, profile and distribution of population have on the organisation? How will the changing nature of the family, the increase in the population of women in the workforce, and changes in the ethnic composition of the population affect the organisation? What action has the organisation taken in response to these developments and trends? Has the organisation re-evaluations its traditional products and expanded the range of specialized offerings to respond to these changes?)
(Economic what main trends in taxation and income sources will have an impact on the organisation? What action has the organisation taken in response to these trends?)
(Political, legal and financial What laws are now being proposed as international, federal, state and local levels that could affect marketing strategy and tactics? What recent changes in regulations and court decisions affect the organisation? What political changes at each government level are taking place? What action has the organisation taken in response to these legal and political changes?)
(Competition which organisations are competing with the organisation directly by offering a similar product? Which organisations are competing with the organisation indirectly by securing its prime prospects' time, money, energy or commitment? What new competition trends seem likely to emerge? How effective is the competition? What benefits do competitors offer that the organisation does not? Is it appropriate for the organisation to compete?)
(Technological What main technological changes are occurring that affect the organisation?)
(Ecological What is the outlook for the cost and availability of natural resources and energy needed by the organisation? Are the organisation's products, services and operations environmentally friendly?)
4. Marketing strategy
a. Target market strategy
(Are the members of each market homogenous or heterogeneous with respect to geographic, sociodemographic and behavioural characteristics?)
(What are the size, growth rate, and national and regional trends in each of the organisation's market segments?)
(Is the size of each market segment sufficiently large or important to warrant a unique marketing mix?)
(Are market segments measurable and accessible to distribution and communication efforts?)
(Which are the high- or low- opportunity segments?)
(What are the evolving needs and satisfactions being sought by target markets?)
(What benefits does the organisation offer to each segment? How do these benefits compare with benefits offered by competitors?)
(Is the organisation positioning itself with a unique product? Is the product needed?)
(How much of the organisation's business us repeat versus new business? What percentage of the public can be classified as non-users, light users and heavy users?)
(How do the current target markets rate the organisation and its competitors with respect to reputation, quality and price? What is the organisation's image with the specific market segments it seeks to serve?)
(Does the organisation try to direct its products only to specific groups or people or to everybody?)
(Who buys the organisation's products? How does a potential customer find out about the organisation? When and does how a person become a customer?)
(What are the main reasons given by potential customers for not buying the organisation's products?)
(How do the customers find out about and decide to purchase the product? When and where?)
(Should the organisation seek to expand, contract or change the emphasis of its selected target markets? If so, in which target markets, and how vigorously?)
(Could the organisation more usefully withdraw from some areas where there are alternative suppliers and use its resources to serve new, unserved customer groups?)
(What publics other than target markets (financial, media, government, citizen, local, general and internal) represent opportunities or problems for the organisation?)
b. Marketing mix
(Does the organisation seek to achieve its objectives chiefly through coordinated use of marketing activities (product, distribution, promotion, price) or only through intensive promotion?
(Are the objectives and roles of each element of the marketing mix clearly specified?)
i. Product
(What are the main product/service offerings of the organisation? Do they complement each other, or is there unnecessary duplication?)
(What are the features and benefits of each product offering?)
(Where is the organisation and each major product in its life cycle?)
(What are the pressures among various target markets to increase or decrease the range and quality of products?)
(What are the main weaknesses in each product area? What are the main complaints? What goes wrong most often?)
(Is the product name easy to pronounce? Spell? Recall?)
(Is it descriptive, and does it communicate the benefits the product offers? Does the name distinguish the opportunities or product from all others?)
(What warranties are offered with the product? Are there other ways to guarantee customer satisfaction?)
(Does the product offer good customer value?)
(How is customer service handled?)
(How is service quality assessed?)
ii. Place/distribution
(Should the organisation try to deliver its offerings directly to customers, or can it better deliver selected offerings by involving other organisations? What channels should be used in distributing product offerings?)
(What physical distribution facilities should be used? Where should they be located? What should be their main characteristics?)
(Are the members of the target market willing and able to travel some distance to buy the product?)
(How good is access to facilities? Can access be improved? What facilities need priority attention in these areas?)
(How are facility locations chosen? Is the site accessible to the target markets? Is it visible to the target markets?)
(What is the location and atmosphere of retail establishments? Do these retailers satisfy customers?)
(When are products made available to users (season of year, day of week, time of day? Are these times appropriate?)
iii. Promotion
(How does a typical customer find out an organisation's products?)
(Does the message the organisation delivers gain the attention of the intended target market audience? Does it address the wants and needs of the target market, and does it suggest benefits of a means for satisfying these wants? Is the the message appropriately positioned?)
(Does the promotion effort effectively inform, persuade, educate and remind customers about the organisation's products?)
(Does the organisation establish budgets and measure effectiveness of promotional efforts?)
A) Advertising
(Which media are currently being used? Has the organisation chosen the type of media that will best reach its target audience? Are the types of media used the most co-effective, and do they contribute positively to the organisation's image?)
(Are the dates and times the ads will appear the most appropriate? Has the organisation prepared several versions of its advertisements?)
(Does the organisation use an outside advertising agency? What functions does the ad agency perform for the organisation?)
(What system is used to handle customer inquiries resulting from advertising and promotions? What follow-up is done?
B- Public relations
(Is there a well-conceived public relations and publicity program? Does the program stand each of the publicity outlets' needs and to provide each with story types that will appeal to its audience in readily usable forms?)
(What does the annual report say about the organisation and its products? Who is being effectively reached by this vehicle? Does the benefit of publication justify the cost?)
C- Personal selling
(How much of a typical salesperson's time is spent soliciting new customers as compared to serving existing customers?)
(How is it determined which prospect will be called on and by whom? How is the frequency of contacts determined?)
(How is the sales team compensated? Are there incentives for encouraging more business?)
(How is the sales team organized and managed?)
(Has the sales team prepared an approach tailored to each prospect?)
(Has the organisation matched sales personnel with target market characteristics?)
(Is there appropriate follow-up to the initial personal selling effort? Are customers made to feel appreciated?)
(Can database or direct marketing be used to replace or supplement the sales team?)
D- Sales Promotion
(What is the specific purpose of each sales promotion activity? Why is it offered? What does it try to achieve?)
(What categories of sales promotion are being used? Is sales promotion directed to the trade, the final consumer, or both?)
(Is the effort directed at all the organisation's key publics or restricted to only potential customers?)
iv. Price
(What levels of pricing and specific prices should be used?)
(What mechanisms does the organisation have to ensure that the prices charged are acceptable to customers?)
(How price sensitive are customers?)
(If a price change is put into effect, how will the number of customers change? Will total revenue increase or decrease?)
(Which method is used for establishing a price going-rate, demand-orientated or cost-based)
What discounts are offered, and with what rationale?)
(Has the organisation considered the psychological dimensions of price?)
(Have price increases kept pace with cost increases, inflation or competitive levels?)
(How are price promotions used?)
(Do interest prospects have opportunities to sample products at an introductory price?)
(What methods of payment are accepted? Is it in the organisation's best interest to use these various payments methods?)
5. Implementation, evaluation and control
(Is the marketing organisation structured appropriately to implement the marketing plans?)
(What specific activities must take place? Who is responsible for these activities?)
(What is the implementation timetable?)
(What other marketing research is necessary?)
(What will the financial impact of this plan on a one-year project income statement? How does projected income compare with expected revenue if the plan in not implemented?)
(What are the performance standards?)
(What monitoring procedures (audits) will take place and when?)
(Does it seem as though the organisation is trying to do too much or not enough?)
(Are the core marketing strategies for achieving objectives sound? Are the objectives being met, and are the objectives appropriate?)
(Are enough resources (or too many resources) allocated to accomplish the marketing objectives?)
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