Marketingplanning College Delft Michael Hompes Def
-
Upload
michael-hompes -
Category
Documents
-
view
451 -
download
1
description
Transcript of Marketingplanning College Delft Michael Hompes Def
Marketingplanning“The art of making choices”
Delft, February 17, 2010
Michael Hompes
Introduction
Michael Hompes• Social Psychology (Uva Amsterdam)• Organisation & Mngmt Studies (Sydney, Australia)• Consultant at Scenter
Topics during class:
-Marketingplanning: a methodology explained– Developed and used by Scenter Consultancy
-Cases, wrapup + assignment (Sicco Santema)
To start off
Turn to your neighbour and discuss:
Have you ever written a marketingplan?
If yes, what was difficult?
If no, what do you think the difficulties are?
• Lack of chief executive support• No plan for the planning activity• Line management hostility• Lack of support, resources and skills• Confusion over technology, jargon and procedures• An emphasis on too much detail in a rigid one year planning
ritual• Separation of planning from other functional areas in the
business• Failure to relate marketing planning to corporate planning• The delegation of marketing planning to planners• Lack of knowledge and marketing skills• Confusion between the planning process and its outputs• Planning for planning’s sake
Source: McDonald, 1992
Marketingplanning difficulties (1990’s)
• Inadequate information• Senior managers lacking business skills• Management’s failure to see the whole picture• Lack of understanding of customers• Individual manager’s empire building• Top-down approach to planning• Time to conduct planning activities• Poor involvement of functions/teams• Current apparent business success/arrogance• Lack of enthusiasm amongst non-marketers• Staff: lack of and turnover• Resistance to changeSource: Simkin,2000
Marketingplanning difficulties (2000’s)
Introducing the method
• 10 experiences or lessons
• Principles of the method
• The method
– Choosing the Goal– Choosing the Strategic Issues– Choosing the Activities
10 experiences / lessons (1)
• Plans without focus will fail – Where is the plan going?– What is the key-message / strategy?
• Focus on strengths
• 360° views: diverge and converge
• Moving forwards and backwards
• Create involvement
10 experiences / lessons (2)
• Combine intuition en logic
• Make implicite criteria explicit
• Plans without a leader will fail
• Put the execution / implementation on the daily agenda
• Use the learning potential of your organization
Outline of a marketing plan
But what happens most of the times......?
Goal (within scope)
SWOT analysis
Strategic Issue # 1
Strategic Issue # 2
Strategic Issue # 3
Strategic Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions belonging to project
#1
Actions belonging to project
#2
Actions belonging to project
#3
Actions belonging to project
#4
Choosing the scope
Organization
Business unit
Productgroup / marketsegment
Product / account
Product / market
combination
Example of Scope
Philips
Philips medical systems
Philips medical systemsNetherlands
Philips medical systemsNetherlands – product x
Philips medical systemsNetherlands – product x – hospital x
My point
• Focus!
• Make sure the SWOT is within the context of your scope
Outline of a marketing plan
But what happens most of the times......?
Goal (within scope)
SWOT analysis
Strategic Issue # 1
Strategic Issue # 2
Strategic Issue # 3
Strategic Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions belonging to project
#1
Actions belonging to project
#2
Actions belonging to project
#3
Actions belonging to project
#4
Defining a SMART Goal
S pecific
M easurable
A mbitious / A ttainable
R ealistic
T ime-bound
SMART?
• Realizing a growth in turnover of 10%
Same, but different formulation:• Selling 50 machines with a total turnover of € 60 mln in
2008
Goals: examples
• Realizing a growth in turnover of 20% within 1 year for product type A in the business segment of the market
• Bringing in 15 new customers in the business segment of the market within 1 year
• Realizing a turnover of € 500.000 from customer X
Outline of a marketing plan
But what happens most of the times......?
Goal (within scope)
SWOT analysis
Strategic Issue # 1
Strategic Issue # 2
Strategic Issue # 3
Strategic Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions belonging to project
#1
Actions belonging to project
#2
Actions belonging to project
#3
Actions belonging to project
#4
SWOT
S trenghts
W eaknesses
O pportunities
T hreats
That looks easy!
S&W = internal
O&T = external
# elements in the SWOT source: Hill & Westbrook, 1997
Step 1:Identifying Opportunities & Threats
• Making a list of (minimal) 15 Opportunities and 15 Threats– Within your scope!!!
• External Analysis = what is happening outside!
– That looks easy……(but most of the time isn’t….)
Summary of analysis
ThreatsOpportunities
WeaknessesStrengths
1
2
3
1
2
3
1
2
3
1
2
3
OpportunitiesCorrectly formulated opportunities
Incorrectly formulated opportunities
Rise in consumer expenditures
If we advertise more, the consumer expenditures will rise
New market segments entering the market
Targeting new market segments
Segment A has a need for customized products
Offer customized products to segment A.
There is a customer need for….In the market ….
Do not start sentence with ‘we’….
Opportunities or options / actions?
From an actual case mentioned opportunities:
• Growing market and customer demand for added value products.
• Strengthening market share world-wide.
• Further roll-out in Asia and USA.
• Products developing better than plan.
• Entering new categories
Opportunities & Threats (in summary)
Which opportunities are really relevant?
• Which will certainly occur?
• And have big impact?
• Which are relevant within the scope of our plan?
• Which are specific / concrete?
Which threats are really relevant?
• Which will certainly occur?
• And have big impact?
• Which are relevant within the scope of our plan?
• Which are specific / concrete?
Strenghts & Weaknesses
• Internal!– “we are……”– “we have…..”
Example:• A “7” for math
– A 8 for history
– Which is the strength?
•Strengths: things we are better in than our competitors!
•Weaknesses: things we are worse in than our competitors!
•Everything is relative!!!!
Criteria of Strenghts
• What are real strengths? • Is the resource…
• Superior to the competition?• Important?• Non-copiable / non-imitable• Applicable• Immobile
Examples of Strengths?
• Brand awareness• Quality• Innovation power• Variation within portfolio• Global A brand• Market share
Let’s make some choices!
• Using the 10 point method to go from longlist to shortlist
• Each member has 10 points to give to:– The opportunities– The threats– The strengths – The weaknesses
• Eg. Opportunity #1: 5 points, Opportunity #4: 2 points, Opportunity #6: 2 poins and Opportunity #9: 1 point
• It’s about making choices transparant!
This is how it works
Teammember1 Teammember2 Teammember3 Teammember4 Teammember5 TotalOpportunity 1Opportunity 2 4 3 2 2 3 14Opportunity 3 2 3 2 2 9Opportunity 4 2 2Opportunity 5 0Opportunity 6 1 1Opportunity 7 2 1 3 2 8Opportunity 8 1 1Opportunity 9 1 1 2Opportunity 10 0Opportunity 11 1 1 2 2 2 8Opportunity 12 1 1 2Opportunity 13 0Opportunity 14 1 1 1 3Opportunity 15 0
Total 10 10 10 10 10 50
Objectivity by multisubjectivity
• It is not about the numbers!
• We use the numbers to identify– Which things we agree upon
• Agree that it is important• Agree that it is not important
– Which things we disagree upon
• Only focus on elements were there is a need for discussion!!
• You can adjust your score!
Role of the facilitator
• Make sure every team member scores individually
• Adding all individual scores on a flip chart
• Lead the discussion (or: watch how a team member leads the discussion....)
Outline of a marketing plan
But what happens most of the times......?
Goal
SWOT analysis
Strategic Issue # 1
Strategic Issue # 2
Strategic Issue # 3
Strategic Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions belonging to project
#1
Actions belonging to project
#2
Actions belonging to project
#3
Actions belonging to project
#4
Reacting 1-dimensionally
Stre
nght
sW
eakn
esse
sInte
rn
S1
S2
S3
W1
W2
W3
Use strengths
Enhance weaknesses
ExternOpportunities Threats
O1 O2 O3 T1 T2 B3
Grabbing
opportunities
Ward off
Threats
Reacting 1-dimensionally
ExternalOpportunities Threats
Stre
ngth
sW
eakn
esse
sInte
rnal
S1
S2
S3
W1
W2
W3
O1 O2 O3 T1 T2 T3
Attack Defend
Enhance Turn Around
The confrontation matrix
SWOT CommDesign
Strong resources Weak resources
Part of international chain Creating staff leaving firm
Experience in entertainment industry
Market differentiation
Full service approach Management capabilities
Opportunities Threats
Government more interested in design
Customers becoming more critical
Customers want more integrated approach
Entertainment industry is pricesensitive
Internationalization customers Rise of the internet
Confrontation matrix
Government more interested
in design
Customers want more integrated
approach
Internationalization customers
Customers becoming more
critical
Entertainment industry is
pricesensitive
Rise of the internet
Part of international chain
strenghtsExperience in
entertainment industry
Full service approach
market differentiation
weaknesses Management capabilities
Creating staff leaving the firm
Opportunities Threats
Confrontation matrix (2)
Government more interested
in design
Customers want more integrated
approach
Internationalization customers
Customers becoming more
critical
Entertainment industry is
pricesensitive
Rise of the internet
Part of international chain 5 1 6
StrenghtsExperience in
entertainment industry 3 5 8
Full service approach 1 5 3 3 3 15
market differentiation 5 3 1 5 14
Weaknesses Management capabilities 3 5 8
Creating staff leaving the firm
1 1 1 3
9 9 9 9 9 9
Opportunities Threats
External
Opportunities Threats
Wea
knes
ses
Inte
rnal
Stre
nght
s
Part of an internationalchain
Experience in the entertainment industry
Full concept approach
No market differentiation
Management capabilities
Creative staff leavingthe firm
Governmentmoreinterested indesign
Customers believea more integralapproach is necessary
Internationalizationof customers
Customers are becoming more critical
Entertainmentindustry isprice sensitive
Internet becomingmore relevant
5553
1300
3105
5553
0035 5555
3330
0100
0055
0101
0500
5555
1101
5533
3
1010
0031 0003
0330
3003 155
10110010 0301
1000
3030
53133300
0101
10100010
8
4
4
18
9
1 1
2
6
20
3
918
3
1
6
5
12
1 2
10 3
1
6
20
2
16
4
14
6
0000
0
0000
0
0000
0
0000
0
0000
0
0000
0
Directions of options
ExternalOpportunities ThreatsSt
reng
ths
Wea
knes
sesIn
tern
al
S1
S2
S3
W1
W2
W3
O1 O2 O3 T1 T2 T3
Attack Defend
Enhance Turnaround
Choosing and definingstrategic issues
• How can I use my… (strength) to take advantage of …. (an opportunity)
• How can I use my … (strength) to ward off ….. (a threat)
• How can I enhance…. (a weakness) to take advantage of …. (an opportunity)
• How can I enhance…. (a weakness) to ward off ….. (a threat)
Example: Strategic issues CommDesign
How can we use the fact that we are a part of an international chain to take advantage of the internationalization of customers? (attack)
How can we use our full concept approach to take advantage of the fact that customers believe a more integral approach is necessary? (attack)
How can we use our experience in the entertainment industry to ward off the price sensitiveness of the entertainment industry (defend)
Outline of a marketing plan
But what happens most of the times......?
Goal
SWOT analysis
Strategic Issue # 1
Strategic Issue # 2
Strategic Issue # 3
Strategic Issue # 4
Project # 1 Project # 2 Project # 3 Project # 4
Actions belonging to project
#1
Actions belonging to project
#2
Actions belonging to project
#3
Actions belonging to project
#4
Choosing the Projects and Activities
• Generating options
• Choosing (decision-making) criteria
• Choosing projects
• Choosing Activities
Generating options
Challenge:How can we lower the initial price to ward off the fact that customers are price sensitive?
We can……• Lower the initial price• Lease the product to the customer• Raise the price, but offer free service• Offer telemetric maintenance• Provide loans• Introduce pay per bit• Offer guarantees• Tempt innovating companies with a low price
Criteria and norms
AnglesCriteria Norms
Suitability does it fit the Challenge?
yes
Finance ROITurnoverCosts
15%> + $ 200.000< 50.000
New business # new customers > 5 per year
Customer satisfaction
score in survey average score 8
Creativity # nominations# new ideas
> 4 per year> 15 per year
Organization realizableimplementation time
< 2 years results< 8 months implemented
Activity plan
wie Wanneer (maand)
1 2 3 4 5 6 7 8 9 10
11
12
Voorbereiding leasekennis aantrekken NBD manager ervaren NBD manager student NBD manager Inlezen projectteam Projectteam Concept overleggen met installateurs
Projectteam
Berekenen leasekosten Projectteam afschrijving Projectteam installatiekosten Projectteam servicekosten etc. Projectteam Bepalen lease"producten" Projectteam Concept testen bij innovatieve klanten
Projectteam + AM
Concepten aanpassen na concepttest
Projectteam
Opstellen communicatiemix Projectteam + PR
Enkele accountmanager opleiden Projectteam + AM
Uitvoering Selecteren potentiele klanten Projectteam +
AM
Promoten concept bij potentiele klanten
Projectteam + AM
Promoten concept bij engineerbureaus
Projectteam + AM
Verkoop concepten AM
Monitoring Stuurgroep
Assignment: marketingplanning
Describe how you would market/sell your product/service, using the marketingplanning methodologysee also www.marketingplanning.com
•A (SMART) goal•SWOT longlist•SWOT selection•Confrontation matrix & selected strategic issues•Criteria for selecting options•Per strategic issue
• Option• Evaluation against criteria
•Selected project•Actions
Journal of Business & Industrial Marketinghttp://web.ebscohost.com/ehost/detail?vid=1&hid=21&sid=3db41a53-2cae-49bb-ae37-a127ac615396%40sessionmgr2
Journal of Supply Chain Managementhttp://www.blackwell-synergy.com/loi/jscm
Journal of Purchasing and Supply Managementhttp://www.sciencedirect.com/science//journal/14784092
Customer Relationship Managementhttp://web.ebscohost.com/ehost/detail?vid=1&hid=114&sid=a89d2e6c-389e-403a-a5e3-139f5f54127a%40sessionmgr109
Industrial Marketing Managementhttp://www.sciencedirect.com/science//journal/00198501
Journal of Personal Selling & Sales Managementhttp://web.ebscohost.com/ehost/detail?vid=1&hid=103&sid=7319428e-9a8f-43a4-b4b3-efa4ee11a009%40sessionmgr103