PRODUCTS MARKETS Existing New

CHART 1
PRODUCTS
Existing
Existing
MARKET
PENETRATION
OBJECTIVES
Timescale
MARKETS
New
MARKET
DEVELOPMENT
OBJECTIVES
Timescale
New
PRODUCT
DEVELOPMENT
OBJECTIVES
Timescale
DIVERSIFICATION
OBJECTIVES
Timescale
CHART 2
Strategy
Timescales
People
Controls
&
for
Objectives
Benefits Actions ResponBudget
&
Risk
Achievement
sibilties Monitoring
T1 T2 T3 T4 Assessment
PEOPLE
PROCESS
PARTNERSHIP
PHYSICAL
EVIDENCE
THIS TEMPLATE OR SOMETHING SIMILAR CAN ALSO BE ADOPTED FOR THE CLASSICAL 4 P’S
CHART 3
•
THE PRODUCT / MARKET MATRIX
MARKET SEGMENT
1
PRODUCT
1
SALES
VOLUME /
VALUE /
MARGIN
2
3
4
5
N
TOTALS
2
3
4
5
N
TOTALS
CHART 4
PRODUCT
PEOPLE
PROCESS
PARTNERSHIP
PHYSICAL
EVIDENCE
PRICE
PROMOTION
PLACE
CHART 5
SALES & MARKETING STRATEGY MATRIX
MARKETS
Current
Customers
in
Existing
Channels
PRODUCTS
&
SERVICES
New
Business
From
Existing
Channels
TOTALS %
New
Customers
In
New
Channels
CORE
MARKET
PENETRATION
MARKET
MARKET
DEVELOPMENT DEVELOPMENT
SUPPLEMENTARY
MARKET
PENETRATION
MARKET
MARKET
DEVELOPMENT DEVELOPMENT
NEW
PRODUCT
DEVELOPMENT
PRODUCT
DIVERSIFICATION
DEVELOPMENT
TOTALS %
100%
CHART 6
(1) What Is The
Current Planning Gap
[Actual Performance
V
Forecasted Performance]
(7)
Monitor Performance
Against KPI’s
(Key Performance Indicators)
(6) Forecast The Outcomes
& Secure Approvals &
Action Against Risk
Involved
(Contingency Action)
(2) What Is The
Reason For
The Variance
(3) Modify On Strategic
Marketing Objectives,
Marketing Mix
(Contingency Planning)
(4) Propose & Evaluate
Modified Marketing
Strategies (if needed)
(Contingency Strategies)
(5) Propose New Action
Plans at Marketing Mix
& Sales Levels
CHART 7
C1
C2
C3
C4
CN
NOTES
P
E
S
T
E
L
C 1 -- CN : Industry Players
CHART 8
PORTER’S 5 FORCES
MODEL OF INDUSTRY COMPETITIVENESS
NEW ENTRANTS
Threats
Bargaining
SUPPLIERS
Power
INDUSTRY
COMPETITORS
INTENSITY OF
RIVALRY
Threats
SUBSTITUTES
Bargaining
Power
BUYERS
THE ONION MODEL FOR AN INTERNATIONAL CLOTHING RETAIL BRAND
PURCHASING SYSTEMS
CHART 9
SITES
SUPPLIER LINKS
COUNTRY MARKET SHARE(S)
INVENTORY
MANAGEMENT
STRONG CUSTOMER
VALUE FOR MONEY
PRODUCT
RANGE
GLOBAL BRAND
SERVICE
STAFF
TRAINING
CULTURE
IN-STORE MERCHANDISING
INNOVATION
MKiS
EMPLOYEE CARE, COMPENSATION & BENEFITS
AN ONION OF PERCEIVED COMPETITIVE DISADVANTAGE
CHART 10
POOR
RELATIONSHIP
MANAGEMENT
CHANNEL
CONFLICT
TOP MANAGEMENT MINDSET,
NOT CUSTOMER-CENTRIC
NO
MARKETING
FUNCTION
POOR MANAGERIAL
LEADERSHIP
NO VISION &
MISSION &
CORPORATE
DIRECTION
HIGH
STAFF
TURNOVER
IN KEY
DEPARTMENTS
PRODUCT-CENTRED
CORPORATE
CULTURE
DISCIPLINE
ORGANISATIONAL
POLICY
RESISTANCE TO
CHANGE
POOR
INTERNAL
COMMUNICATIONS
NOT OPEN
TO CHANGE
POOR MARKET
DIFFERENTIATIONS
CHART 11
THE VALUE CHAIN – GENERIC APPROACH
Infrastructure of the Firm
4
SUPPORT
ACTIVITIES
Margin
Human Resource Management
Technology Development
Procurement
5
PRIMARY
ACTIVITIES
In-Bound
Logistics
Operations Out-Bound
Logistics
Marketing
&
Sales
Service
Margin
CHART 12
DIFFERENTIATION ADVANTAGE THROUGH THE VALUE CHAIN
SUPPORT
ACTIVITIES
Infrastructure
Research, Development, Design
Holding,
Material-Handling
Sales &
Marketing
Inventory,
Production
PRIMARY
ACTIVITIES
Purchasing,
Warehousing &
Distribution
Human Capital Development
Dealer
Support
&
Customer
Service
VALUE-BASED BONDING THROUGH INTERDEPENDENCIES
CHART 13
Customer
Segments
& Key
Accounts
Your Company
T
H
E
B
O
N
D
CHART 14
THE MASSINGHAM SYSTEM FOR STRATEGIC MARKETING PLANNING
Where are
we now ?
What is
our business ?
What will
it be ?
What should it
be & by when ?
What are our corporate
capabilities and
constraints ?
Determine the Corporate Mission
Set Corporate Qualitative & Quantitative Objectives
What are our current
financial position & our
future projections ?
The corporate plan remit of
strategic direction for this
development of the
Strategic Marketing Plan
Environmental Review
Achieve clear
statements of fact
What is our position within
each market segment in
terms of our business
strengths and market
attractiveness ?
Build a portfolio mix
for each market segment
Competitive Positioning
The Market Review
Conduct Corporate Macro & Micro
Environmental Analysis
Conduct External & Internal Marketing Audit
Interpret findings to complete a
SWOT Analysis for each Market & Market Segment
Rationalise the SWOT Analysis to obtain a
clear focus upon key areas for attention within
clearly defined time scales
State the major assumptions upon which the
Strategic Marketing Plan is to be based using
both Qualitative and Quantitative statements
Set measurable, attainable, coherent Qualitative
and Quantitative Marketing Objectives for products
& markets & relate these to the time horizons of the plan
What are our markets
& the segments we serve &
plan to serve in the future ?
Who are our competitors ?
How are we positioned in
relation to them ?
Establish planning horizons &
then harmonise these with the
financial planning & control
system of the enterprise
What is to be done ?
Establish a Marketing
Information System
Establish the need for and forms of further
Marketing Information required to assist the
determination and review of
Intended Marketing Strategy
How can we establish
regular relevant information
flows to assist the planning ,
review & control process ?
THE MARKETING MIX
Policies, Objectives & Strategy
INTERNAL
MARKETING
COMMUNICATIONS
& CULTURE
BRAND
STRATEGY
&
POSITIONING
EXTERNAL
MARKETING
Product Price Promotion Place
INTERACTIVE MARKETING
By what criteria should our
Marketing Mix Strategy
alternatives be evaluated ?
How do we ensure
integration of our
Marketing Mix Strategies ?
Who is accountable, where
when & how for achieving
results ?
People
Process
Partnership
Physical Evidence
Pace
Complete a feasibility assessment of the Marketing Mix
elements to confirm the strategy alternatives selected
Determine operational plans for the Strategic Marketing Mix
Plan with Forecasts Targets and Budgets for each
Market Segment
Develop the Sales Plan for each segment
Policies, Objectives, Forecasts, Targets, Budgets
Selling and Sales Force Management –
Review & Control of Methods
How will the results of our
determined marketing mix
strategies contribute towards
the financial health of the
enterprise and achieve future
financial projections ?
What tactical actions are
needed to implement and
operate the determined
marketing mix strategies ?
Should the organisation
structure and staff be
developed in any way to
achieve the plan and if so,
when ?
How will the plan be
managed if the
assumptions upon which it
is based are not fulfilled ?
How does the Sales Plan
relate to the Strategic
Marketing Plan ?
Assess the Structural, Organisational and
Human Resource development needs to achieve the
implementation of the Strategic &
Operational Marketing Plan
Develop contingency scenarios with plans for
Implementation should circumstances change
What are the
key financial
implications arising ?
Should circumstances change
what action can be taken to
reduce the level of risk to the
organisation ?
Establish systems for regular review evaluation and
control of the strategic and operational plans
Determine the marketing budget for the plan linked to
the specified timescales for future financial projections
Who will be involved and
how in the monitoring
review and control of the plan ?
What are the financial
implications of adopting
the plan ?