Business marketing planning leuven
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Transcript of Business marketing planning leuven
Business & Marketing Planning
Failing to plan, is planning to failOr
Why it is necessary to think about the business model when writing your marketing plan.
Presentation1
Project ervaring
Tijdens zijn carrière heeft hij gewerkt aan projecten in verschillende sectoren (financiële diensten, ICT, FMCG, farma) o.a.:
• Personal Coach op CRM onderwerpen aan een Marketing Director voor een Belgische Telco.
• Het leiden van een project in een Telco B2B omgeving voor het verbeteren van Up-en Cross selling acties.
• Teamleider van een best practices team over hoe de relatie met de handel voor een Global Tobacco Company te verbeteren. Vertegenwoordigen van de zakelijke belangen bij de invoering van de Siebel CRM applicatie in pilootlanden.
• Identificeren en analyseren van de CRM-mogelijkheden binnen een beveiligd bankinstrument voor een grote privé bank in Luxemburg.
• Het analyseren en uitwerken van een benadering om de dataverrijking over medische professionals te verbeteren voor een groot farmaceutisch bedrijf.
Eerdere ervaring
Eerder, heeft Davy een consultancy bedrijf opgericht in indirecte spend management, maakte hij deel uit van het directiecomité van AB-InBev Belux en was hij global procurement director voor Point of Sales materiaal bij AB-Inbev. Daarvoor was hij 7 jaar bij Accenture, waar hij verschillende posities in (trade-) marketing en CRM projecten op Europese en mondiale schaal heeft geleid en mee uitgevoerd.
Academische achtergrond
Davy is afgestudeerd als Handelsingenieur aan de UFSIA (B) met aanvullende cursussen aan de Georgetown University in Washington DC (VS) en uitwisselingsprogramma's met ESC-Lille en UMSL Missouri (VS)
Algemeen Davy versterkte het team van The House of Marketing na een aanzienlijke ervaring in FMCG en consulting op het gebied van Marketing, Trade Marketing en CRM consulting
1’ on who is front of you:Davy VerhulstManaging consultant
2Project voorstel De Haven van Antwerpen
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3’ on The House of Marketing:
3
History & Size
Geography & Nationality
• Founded in 1994• Privately owned, Belgium based company• 45+ marketing consultants / experts• Pool of experienced freelancers
• Serving clients based all over Europe• Team of consultants with different nationalities and cultural
backgrounds enabling us to easily integrate the local culture while managing the multicultural differences
Concept
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We offer a unique combination of strategic excellence and operational pragmatism
4
We help you in realizing more from your marketing strategies and building the marketing capabilities for systematic results
Operational pragmatismStrategic excellence
• Proven track record in strategic marketing advice
• Creating relevant insights in the business
• Identifying the true leverages for significant improvements
• Turning opportunities into structured and prioritized business initiatives
• Track record in making things happen within international and complex companies
• Applying practical knowledge of successful corporate sales and marketing organizations
• Turning initiatives into tangible actions
• Helping you to successfully implement strategic recommendations
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… applying ‘FACTS’ as guiding principles.
• Simplicity• Strategic consistency• Leadership continuity• Prioritize & making choices • Consistent brand across all channels• Seek leadership in specific category• Customer centricity• Focused team
• Detect trends & act• Early warning systems & processes
• Agile & up to date organization• Built around customer
engagement• Willingness to change• Flexibility & Speed
• Innovative company culture• Diversity of profiles• Idea generation process• Idea valuation• Porosity & open-mindedness
• KPI’s & dashboards• Scenario analysis & ROMI• Connect with marketing intelligence• Analytical culture & skills
• People: yours & every stakeholder• Planet: ACT on innovation, packaging, promotion...• Profit: business-minded marketers
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Brand Managers
Broad FMCG experience Coordination activities of
specialists in production, sales, advertising, promotion, R&D, …
Churn analysis, churn reduction
Product placement optimization
Business Analysts
Market & competitor analysis
Market assessment & quantification
Clustering of customers
E-Marketers & Social Media
Specialists
E-strategy definition & roll-out
Coordination, design & implementation of e-marketing actions
Website management, email marketing, social media, mobile
Marketing Managers
Channel & Category Managers
Process Managers
B2B and B2C environments
Marketing plan, go-to-market strategy & implementation, people management, business intelligence
Coordination of Marketing activities
Strong analytical and negotiation skills
Enhancing retail partnerships by increasing category sales and aiding in fact based/strategic selling
Extended experience in SME and large matrix organizations
Alignment of organization towards similar goals
Clear roles & responsibilities definition, organizational design
We work on temporary assignments….Mostly function based
6
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… and on strategic marketing challengesMostly project based
7
• Attract new customers• Increase customer spending• Reduce customer churn• Increase Innovation success rate
Volume driven
Margin driven
Positioning
• Restore customer trust• Capture more customer value• Margin management• Doing more with less resources• Tracking of ROI
• Define or redefine positioning• Changing customer experience from product push to relational (customer-centric)
• Positioning on the sustainability dimension
• Positioning towards current and potential employees
• Customer intelligence: translate data into relevant insights
• Segmentation• Business and marketing planning• Innovation Management Program
• Customer intelligence: translate data into relevant insights
• Category assessment• Marketing performance management (ROMI, CLTV, dashboards)
• Marketing audit
• Consumer intelligence: translate data into relevant insights
• Customer (store) experience• Sustainability• Employer branding
Consumer analytics and insights are crucial for each of the three challenges
Client challenges THoM expertise & solutions
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To guarantee the excellence, we split marketing into four expertise areas and develop our people in all four of them
8
I. Strategic Marketing
II. Go-to-Market
• Market Intelligence• Segmentation• Branding & Positioning
• Pricing• Product/ Brand/ Category
Management• Communication (offline &
online)
III. Organization capabilities
IV. Performance Management
• Customer Process Management
• Organization & Change Management
• Customer Experience
• Marketing Dashboards• Marketing Performance Management• Customer Lifetime Value & ROMI
• Business & Marketing Planning
• Employer Branding• Sustainability
• Social Media• Shopper Marketing• Customer Relationship
Management
• Marketing Audit• Marketing Coaching &
Training
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A whole team of marketing specialists
9
•Hiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise:
•THoM consultant: your day to day contact
• Counselor, Client Manager and Mentor: first help, coaching and stretched goals for the THoM consultant
• All THoM consultants with their specific skills, expertise and experience: the second resort for the THoM consultant
• THoM knowledge base (training, career development plan, books, papers, former projects, experience of previous THoMers)
Visible
Invisible
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Real details: Meet & Greet
10
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Why Business Modeling & Marketing Planning
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Why to/a plan or model?
"All of us perform better and more willingly when we know why we're doing what we have been told or asked to do.“
Zig Ziglar
"The best way to predict the future is to create it.“
Peter Drucker
“Planning is bringing the future into the present so that you can do something about it now”
Alain Lakein
“By failing to prepare, you are preparing to fail.”
Benjamin Franklin
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A marketing plan translates the business strategy into executable actions
13
A written document
describing the nature of
the business, the sales
and marketing strategy,
and the financial
background, and
containing a projected
profit and loss
statement
A written document
that lays out your
recommendations to
translate your strategy
into executable
marketing actions. Its
purpose is to get approval
and guide execution.
Business plan Marketing Plan
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Business & Marketing Planning
14
BMP
= The process of sustainably aligning the Marketing Strategy & Marketing plan & activities with the overall Business Mission & Model, taking into account both internal & external stakeholders with the final goal to improve the business results.
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The House
Tangible Action Plans
Deep Channel & Customer Insights
Mission
Vision
Business ambitions
Business strategy Growth strategyGrowth potentialB
usin
ess O
bje
cti
ves
Price Premium
Market Share
Marketing Value
Bu
sin
ess R
esu
lts
Customer Equity
Intention
Awareness
Perception &Reputation
Preference
AcquisitionEngine
RetentionCommitment
Recommen-dation
Behaviour
Environmental and Competitive Scan
Marketing DriversProducts / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
Segmentation & Targeting
Positioning
Scope
Marketing Strategy
Business Paradigms
Value proposition
Value creation Value capturing
Share of wallet
Market research
Marketing Plan
YOUR INPUT YOUR OUTPUT
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Mission, Vision, Business Ambitions
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The HouseMission
Vision
Business ambitions
Business strategy Growth strategyGrowth potentialB
usin
ess O
bje
cti
ves
Price Premium
Market Share
Marketing Value
Bu
sin
ess R
esu
lts
Customer Equity
Intention
Awareness
Perception &Reputation
Preference
AcquisitionEngine
RetentionCommitment
Recommen-dation
Behaviour
Environmental and Competitive Scan
Tangible Action Plans
Marketing DriversProducts / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
Segmentation & Targeting
Positioning
Scope
Marketing Strategy
Business Paradigms
Value proposition
Value creation Value capturing
Deep Channel & Customer Insights
Share of wallet
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“Our founders built this company on a certain set of principles. But since they’re all dead and nobody wrote anything down, looks like we are screwed.”
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Aspirations and description of future company
Purpose of company as a corporate entity
Attributes that define company’s corporate and competitive business behavior
Underlying mandates for business conduct
Vision • A clear, concise, compelling statement that provides direction and guide business
activities - What do we want to be?
Mission • The purpose of the business including its products, its customers and where it
operates – What do we want to do, What business are we in?
Corporate Values • 5 to 7 key attributes of the culture designed by the business. They provide guidance
on how work is expected to be done in the business and they are expressions of the beliefs and values that drive a company’s behavior and culture – What behaviors do we utilize to accomplish our mission, What are the fundamentals of the organization?
Guiding Principles • These are the techniques the company deploys to do its work. – What operating
principles must we use to win?
19
Vision, Mission,… need to be articulated!
vision
mission
values
principles
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•Business Strategy
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The HouseMission
Vision
Business ambitions
Business strategy Growth strategyGrowth potentialB
usin
ess O
bje
cti
ves
Price Premium
Market Share
Marketing Value
Bu
sin
ess R
esu
lts
Customer Equity
Intention
Awareness
Perception &Reputation
Preference
AcquisitionEngine
RetentionCommitment
Recommen-dation
Behaviour
Environmental and Competitive Scan
Tangible Action Plans
Marketing DriversProducts / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
Segmentation & Targeting
Positioning
Scope
Marketing Strategy
Business Paradigms
Value proposition
Value creation Value capturing
Deep Channel & Customer Insights
Share of wallet
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It’s nice to have ambitions,……, but how do we realize them?
A strategy is a plan of action designed to achieve a specific goal.
Strategy is all about gaining (or being prepared to gain) a position of advantage over adversaries or best exploiting emerging possibilities. As there is always an element of uncertainty about future, strategy is more about a set of options ("strategic choices") than a fixed plan. It derives from the Greek "στρατηγία" (strategia), "office of general, command, generalship".
(wikipedia)
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How can we structure our approach to think about a strategy?
The AtoC of http://www.easy-strategy.com/strategy-gurus.html
Igor Ansoff
Chris Argyris
Christopher Bartlett and Samantha Ghoshal
Gary S Becker
G Bennett-Stewart
Chester Barnard
Warren Bennis Ken Blanchard
W. Chan Kim and Renée Mauborgne
Adam Brandenburger
John Seely Brown
Cliff Bowman
Richard Branson
Andrew Carnegie
Clayton Christensen
Alfred Chandler
Ronald Coase
Stephen Covey
…
There are as many opinions a
s there are guru
’s!
And you don’t want t
o feed th
e number of g
uru’s
out there!
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How can we structure our approach to think about a strategy?
What they all have in common:
A view on reality providing insight on an area of opportunity
A clear intention and view on how to realize the opportunity
A method of documenting to enable buy-in by stakeholders
A money value appraisal of the intent to test feasibility
1
2
3
4
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1. Insights
A moment’s insight is sometimes worth a lifetime’s experience
Oliver HolmesAmerican Poet – 19th century
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1. Insights
26
Macro-environment• Political• Economic• Social• Technological• Environmental• Legal
Company• Corporate requirements• Category strategy• Global strategy• Organizational structure• Functional capability• Supply chain
Competitors• Competitor
definition• Competitor
assessment• Strategic
analysis• Activity audit
Market• Category definition• Segmentation• Market dynamics• Demand
characteristics
Consumers• Trend analysis• Consumer insights• Gap analysis
Brand• Commercial
performance
• Equity analysis
• Brand positioning statement
• Mix effectiveness
• Market perfor-mance
SITUATION ANALYSIS
Customers• Route to
market• Channel
architecture• Customer
definitions• Customer
strategies• Category
management• Brand
performance
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Some pitfalls to avoid:
Is being THE BEST the most rewarding strategy?
27
2. Identify the opportunity and define intention
Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions.
Some pitfalls to avoid:
Competitive success is not the result of being the BEST!, rather a result of being UNIQUE!
Travelers residents
Low
pri
ce
Hig
h p
rice
e.g. the car rental industry
Car owner
Non-owners
day
hou
r
A
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Some pitfalls to avoid:
Which power forces do you need to take into account? Which parties will influence your profit?
28
2. Identify the opportunity and define intention
Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions.
Some pitfalls to avoid:
The battle for profit is fought between 5 forces.
Market competitio
n
NewEntrants
BuyerPower
Supplier
Power
Substitute
14
2
3
5Price – Cost = Profit
Market competition Supplier Power
Substi-tutes
NewEntrants
BuyerPower
- + +
- - -
B
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Some pitfalls to avoid:
When being Unique is the pre-requisite, does the long term benefit come from a focus on the activities that make you unique or on the activities that you are best at?
29
2. Identify the opportunity and define intention
Michael Eugene Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions.
Some pitfalls to avoid:
Long term competitive benefit is the result of your value chain translated into your P&L. ≠ the total of all things you are good at!C
Firm infrastructure
Human Resource Management
Technology
Procurement
Inbound logistics
Operations Outbound logistics
Marketing & Sales
Service
margin
margin
Sup
port
act
ivit
ies
Pri
mary
act
ivit
ies
Presentation1
“Who are our most important costumers?”
“What value do we deliver to the customer?”“For whom are we creating value?”“Which channel is the most efficient
or effective?” How are we reaching them now?
“What type of relationship does each of our Customer Segments expect us to establish and maintain with them?”Which ones have we established? How costly are they?How are they integrated with the rest of our business model?
“For what value are our customers willing to pay?” “For what do they currently pay?”“How are they currently paying?” “How much does each Revenue Stream contribute to overall revenues?”
“What Key Resources do our Value Propositions require?…Our Distribution Channels?…Customer Relationships?…Revenue Streams?”
“What Key Activities do our Value Propositions require?…Our Distribution Channels?…Customer Relationships?…Revenue Streams?”
“Who are our Key Partners?” “Who are our key suppliers?“
“Which Key Activities do partners perform?”
“What are the most important costs inherent in our business model?
“Which Key Resources are most expensive?” “Which Key Activities are most expensive?”
3&4. Document and putting a money value to the intent: the business model canvas
30
http://www.youtube.com/watch?v=QoAOzMTLP5s
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Marketing Plan and its impact
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examples
32
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examples
33
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examples
34
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example
35
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Exercise
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Exercise Set UP
1. Make groups of 4 to 6 people
2. You will see in a moment a ‘fake’ business model canvas of a well known producer of cars
3. After being explained briefly the canvas you will be informed of an impactful change in the business environment
4. You will be asked to review the business model
5. One or two groups will be asked to present their business model
6. Share the experiences.
37
1’
5’
1’
15’
15’
5’
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Porsche
The original standardfor sports cars
High qualityHigh performance &outstanding everdaypracticalityStatus
Upper classMaleBusiness ownersResellers & DealersEmo > ratio
Emotional connection through statusExclusive clubMerchandising
JournalistsRace teamsRaw materialsGlobal transportersVolkswagenTire manuf.
R&DDesignPublicityGlobal distribution
R&DPRManufacturingDistribution
People: BrainpowerRaw materialsAssembly
SalesSpare parts (also for classics)AccessoriesMerchandising
Exclusive network +partnership VW
Presentation1 39
You all have a business canvas for Porsche...
... but the world is changing
European governmental decision: men can no longer drive, since they
are a safety hazard
Presentation1 40
5’ break
Presentation1 41
Marketing strategy & Plan
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The HouseMission
Vision
Business ambitions
Business strategy Growth strategyGrowth potentialB
usin
ess O
bje
cti
ves
Price Premium
Market Share
Marketing Value
Bu
sin
ess R
esu
lts
Customer Equity
Intention
Awareness
Perception &Reputation
Preference
AcquisitionEngine
RetentionCommitment
Recommen-dation
Behaviour
Environmental and Competitive Scan
Tangible Action Plans
Marketing DriversProducts / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
Segmentation & Targeting
Positioning
Scope
Marketing Strategy
Business Paradigms
Value proposition
Value creation Value capturing
Deep Channel & Customer Insights
Share of wallet
Presentation1
THoM 's Marketing value creation and capturing model
43
Bu
sin
ess O
bje
cti
ves
Price Premium
Market Share
Marketing Value
Bu
sin
ess R
esu
lts
Customer Equity
Intention
Awareness
Perception &Reputation
Preference
AcquisitionEngine
RetentionCommitment
Recommen-dation
Behaviour
Environmental and Competitive Scan
Tangible Action Plans
Marketing Drivers
Products / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
Segmentation & Targeting
Positioning
Scope
Marketing Strategy
Business Paradigms
Deep Channel & Customer Insights
Share of wallet
Presentation1
THoM 's Marketing value creation and capturing model
44
Bu
sin
ess O
bje
cti
ves
Price Premium
Market Share
Marketing Value
Bu
sin
ess R
esu
lts
Customer Equity
Intention
Awareness
Perception &Reputation
Preference
AcquisitionEngine
RetentionCommitment
Recommen-dation
Behaviour
Environmental and Competitive Scan
Tangible Action Plans
Marketing Drivers
Products / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
Segmentation & Targeting
Positioning
Scope
Marketing Strategy
Business Paradigms
Value proposition Value creation Value capturing
Deep Channel & Customer Insights
Share of wallet
Presentation1 p. 45
Marketing value capturing issues
Marketing ValueLow High
Cu
sto
mer
eq
uit
yLo
wH
igh
MissedOpportunities
Vulnerablepositions
Marketin
g Value Capturin
g
Fair
Optimal
Presentation1 p. 46
Diagnostic Assessment
The brand is not able to translate strong equity into market share/PP
The customer equity does not justify current
market share/PP performance
Strong customer equity and penetration
Increase barriers of entry for competition
Low customer equity is potentially major cause
for relatively poor market share/PP performance
Marketing ValueLow High
Cu
st o
mer
eq
uit
yLow
Hig
h
Presentation1 p. 47
Strategic options to increase value capturing capacity
Marketing ValueLow High
Cu
st o
mer
eq
uit
yLow
Hig
h
Consolidate/improve
Drive customer
equity
Boost Brand
Building
Drive sales conversion
Presentation1 p. 48
Marketing/brand driver action planning
Marketing ValueLow High
Cu
st o
mer
eq
uit
yLow
Hig
h
Consolidate/improve
Drive customer
equity
Boost Brand
Building
Drive sales conversion
Marketing Drivers
Products / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
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• ATL / PR >> BTL / Trade communication
• SOV >>>> market share• Sponsoring should be
part of media mix• Focus on brand values
• BTL / Trade communication >>> ATL/PR
• Media close to the shops to drive trade relationships
• Focus on product specific values
Driver action planning – An example
49
Marketing ValueLow High
Cu
st o
mer
eq
uit
yLow
Hig
hMarketing Drivers
Products / Technology
Services
Communication
Purchase Process &Experience
RelationshipBuilding
ChannelManagement
Price Positioning
Presentation1
ACID test of a strategy (McKinsey & Company)
Step 1 - Will your strategy beat the market?
Step 2 - Does your strategy tap a true source of advantage?
Step 3 - Is your strategy granular about where to compete?
Step 4 - Does your strategy put you ahead of trends?
Step 5 - Does your strategy rest on privileged insights?
Step 6 - Does your strategy embrace uncertainty?
Step 7 - Does your strategy balance commitment and flexibility?
Step 8 - Is your strategy contaminated by bias?
Step 9 - Is there conviction to act on your strategy?
Step 10 - Have you translated your strategy into an action plan?
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Marketing Plan is needed to get approval and guide execution
1. Marketing Strategy
• Objective, Strategy, Tactics• Segmentation & Targeting, Positioning
2. What actions you plan (Marketing Drivers)• Product and/or Service• Communication• Channel Management• Price Positioning• Services• Purchase Process & Experience• Relationship Building• Financial Forecast
3. Financial Implications• Sales forecast• Cost forecast
4. Controls on execution level and impact• Performance Indicators (financials & marketing)• Contingency Plan
51https://thomunity.thom.be/services/Strategic%20Marketing/Business%20and%20Marketing%20Planning/A.%20Knowledge/Internal%20Information/Marketing%20Planning%20Template/Marketing%20and%20Sales%20Planning%20Template%20%20-%20English%20v01.doc
Marketing Plan
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•Thank You!
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‘Rodins’, Oude Markt 24, Leuven4/12/2012 – 19h00
Subscribe via:
www.thom.be/meet-greet