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WIKIBOOKS
DISPONIBILI
?????????

ART
- Great Painters
BUSINESS&LAW
- Accounting
- Fundamentals of Law
- Marketing
- Shorthand
CARS
- Concept Cars
GAMES&SPORT
- Videogames
- The World of Sports

COMPUTER TECHNOLOGY
- Blogs
- Free Software
- Google
- My Computer

- PHP Language and Applications
- Wikipedia
- Windows Vista

EDUCATION
- Education
LITERATURE
- Masterpieces of English Literature
LINGUISTICS
- American English

- English Dictionaries
- The English Language

MEDICINE
- Medical Emergencies
- The Theory of Memory
MUSIC&DANCE
- The Beatles
- Dances
- Microphones
- Musical Notation
- Music Instruments
SCIENCE
- Batteries
- Nanotechnology
LIFESTYLE
- Cosmetics
- Diets
- Vegetarianism and Veganism
TRADITIONS
- Christmas Traditions
NATURE
- Animals

- Fruits And Vegetables



ARTICLES IN THE BOOK

  1. ACNielsen
  2. Advertising
  3. Affiliate marketing
  4. Ambush marketing
  5. Barriers to entry
  6. Barter
  7. Billboard
  8. Brainstorming
  9. Brand
  10. Brand blunder
  11. Brand equity
  12. Brand management
  13. Break even analysis
  14. Break even point
  15. Business model
  16. Business plan
  17. Business-to-business
  18. Buyer leverage
  19. Buying
  20. Buying center
  21. Buy one, get one free
  22. Call centre
  23. Cannibalization
  24. Capitalism
  25. Case studies
  26. Celebrity branding
  27. Chain letter
  28. Co-marketing
  29. Commodity
  30. Consumer
  31. Convenience store
  32. Co-promotion
  33. Corporate branding
  34. Corporate identity
  35. Corporate image
  36. Corporate Visual Identity Management
  37. Customer
  38. Customer satisfaction
  39. Customer service
  40. Database marketing
  41. Data mining
  42. Data warehouse
  43. Defensive marketing warfare strategies
  44. Demographics
  45. Department store
  46. Design
  47. Designer label
  48. Diffusion of innovations
  49. Direct marketing
  50. Distribution
  51. Diversification
  52. Dominance strategies
  53. Duopoly
  54. Economics
  55. Economies of scale
  56. Efficient markets hypothesis
  57. Entrepreneur
  58. Family branding
  59. Financial market
  60. Five and dime
  61. Focus group
  62. Focus strategy
  63. Free markets
  64. Free price system
  65. Global economy
  66. Good
  67. Haggling
  68. Halo effect
  69. Imperfect competition
  70. Internet marketing
  71. Logo
  72. Mail order
  73. Management
  74. Market
  75. Market economy
  76. Market form
  77. Marketing
  78. Marketing management
  79. Marketing mix
  80. Marketing orientation
  81. Marketing plan
  82. Marketing research
  83. Marketing strategy
  84. Marketplace
  85. Market research
  86. Market segment
  87. Market share
  88. Market system
  89. Market trends
  90. Mass customization
  91. Mass production
  92. Matrix scheme
  93. Media event
  94. Mind share
  95. Monopolistic competition
  96. Monopoly
  97. Monopsony
  98. Multi-level marketing
  99. Natural monopoly
  100. News conference
  101. Nielsen Ratings
  102. Oligopoly
  103. Oligopsony
  104. Online marketing
  105. Opinion poll
  106. Participant observation
  107. Perfect competition
  108. Personalized marketing
  109. Photo opportunity
  110. Planning
  111. Positioning
  112. Press kit
  113. Price points
  114. Pricing
  115. Problem solving
  116. Product
  117. Product differentiation
  118. Product lifecycle
  119. Product Lifecycle Management
  120. Product line
  121. Product management
  122. Product marketing
  123. Product placement
  124. Profit
  125. Promotion
  126. Prototyping
  127. Psychographic
  128. Publicity
  129. Public relations
  130. Pyramid scheme
  131. Qualitative marketing research
  132. Qualitative research
  133. Quantitative marketing research
  134. Questionnaire construction
  135. Real-time pricing
  136. Relationship marketing
  137. Retail
  138. Retail chain
  139. Retail therapy
  140. Risk
  141. Sales
  142. Sales promotion
  143. Service
  144. Services marketing
  145. Slogan
  146. Spam
  147. Strategic management
  148. Street market
  149. Supply and demand
  150. Supply chain
  151. Supply Chain Management
  152. Sustainable competitive advantage
  153. Tagline
  154. Target market
  155. Team building
  156. Telemarketing
  157. Testimonials
  158. Time to market
  159. Trade advertisement
  160. Trademark
  161. Unique selling proposition
  162. Value added


 

 
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    ENGLISHGRATIS.COM è un sito personale di
    Roberto Casiraghi e Crystal Jones
    email: robertocasiraghi at iol punto it

    Roberto Casiraghi           
    INFORMATIVA SULLA PRIVACY              Crystal Jones


    Siti amici:  Lonweb Daisy Stories English4Life Scuolitalia
    Sito segnalato da INGLESE.IT

 
 



MARKETING
This article is from:
http://en.wikipedia.org/wiki/Marketing_plan

All text is available under the terms of the GNU Free Documentation License: http://en.wikipedia.org/wiki/Wikipedia:Text_of_the_GNU_Free_Documentation_License 

Marketing plan

From Wikipedia, the free encyclopedia

 

A Marketing Plan is a written document that details the actions necessary to achieve a specified marketing objective(s). It can be for a product or service, a brand, or a product line. It can cover one year (referred to as an annual marketing plan), or cover up to 5 years.

A marketing plan may be part of an overall business plan. Solid marketing strategy is the foundation of a well-written marketing plan. While a marketing plan contains a list of actions, a marketing plan without a sound strategic foundation is of little use.

Content and presentation

Practical presentation

There are many formats for marketings plans and every company does it a little differently, but the outline that follows is a very complete format. Using this format will produce a 30 to 40 page plan. Many companies prefer an abridged format that would yield a 10 to 20 page plan.

  1. Title page
  2. Executive Summary
  3. Current Situation - Macroenvironment
    • economy
    • legal
    • government
    • technology
    • ecological
    • sociocultural
    • supply chain
  4. Current Situation - Market Analysis
    • market definition
    • market size
    • market segmentation
    • industry structure and strategic groupings
    • Porter 5 forces analysis
    • competition and market share
    • competitors' strengths and weaknesses
    • market trends
  5. Current Situation - Consumer Analysis
    • nature of the buying decision
    • participants
    • demographics
    • psychographics
    • buyer motivation and expectations
    • loyalty segments
  6. Current Situation - Internal
    • company resources
      • financial
      • people
      • time
      • skills
    • objectives
      • mission statement and vision statement
      • corporate objectives
      • financial objective
      • marketing objectives
      • long term objectives
    • corporate culture
  7. Summary of Situation Analysis
    • external threats
    • external opportunities
    • internal strengths
    • internal weaknesses
    • key success factors in the industry
    • our sustainable competitive advantage
  8. Marketing research
    • information requirements
    • research methodology
    • research results
  9. Marketing Strategy - Product
    • product mix
    • product strengths and weaknesses
      • perceptual mapping
    • product life cycle management and new product development
    • Brand name, brand image, and brand equity
    • the augmented product
    • product portfolio analysis
      • B.C.G. Analysis
      • contribution margin analysis
      • G.E. Multi Factoral analysis
      • Quality Function Deployment
  10. Marketing Strategy - Market share objectives
    • by products,
    • by customer segments,
    • by geographical markets
  11. Marketing Strategy - Price
    • pricing objectives
    • pricing method (eg.: cost plus, demand based, or competitor indexing)
    • pricing strategy (eg.: skimming, or penetration)
    • discounts and allowances
    • price elasticity and customer sensitivity
    • price zoning
    • break even analysis at various prices
  12. Marketing Strategy - promotion
    • promotional goals
    • promotional mix
    • advertising reach, frequency, flights, theme, and media
    • sales force requirements, techniques, and management
    • sales promotion
    • publicity and public relations
    • electronic promotion (eg.: Web, or telephone)
  13. Marketing Strategy - Distribution
    • geographical coverage
    • distribution channels
    • physical distribution and logistics
    • electronic distribution
  14. Implementation
    • personnel requirements
      • assign responsibilities
      • give incentives
      • training on selling methods
    • financial requirements
    • management information systems requirements
    • month-by-month agenda
      • PERT or critical path analysis
    • monitoring results and benchmarks
    • adjustment mechanism
    • contingencies (What if's)
  15. Financial Summary
    • assumptions
    • pro-forma monthly income statement
    • contribution margin analysis
    • breakeven analysis
    • Monte Carlo method
    • ISI: Internet Strategic Intelligence
  16. Scenarios
    • Prediction of Future Scenarios
    • Plan of Action for each Scenario
  17. Appendix
    • pictures and specifications of the new product
    • results from research already completed

Measurement of Progress

The final stage of any marketing planning process is to establish targets (or standards) so that progress can be monitored. Accordingly, it is important to put both quantities and timescales into the marketing objectives (for example, to capture 20 per cent by value of the market within two years) and into the corresponding strategies.

Changes in the environment mean that the forecasts often have to be changed. Along with these, the related plans may well also need to be changed. Continuous monitoring of performance, against predetermined targets, represents a most important aspect of this. However, perhaps even more important is the enforced discipline of a regular formal review. Again, as with forecasts, in many cases the best (most realistic) planning cycle will revolve around a quarterly review. Best of all, at least in terms of the quantifiable aspects of the plans, if not the wealth of backing detail, is probably a quarterly rolling review - planning one full year ahead each new quarter. Of course, this does absorb more planning resource; but it also ensures that the plans embody the latest information, and - with attention focused on them so regularly - forces both the plans and their implementation to be realistic.

Plans only have validity if they are actually used to control the progress of a company: their success lies in their implementation, not in the writing'.

Performance analysis

The most important elements of marketing performance, which are normally tracked, are:

Sales analysis

Most organizations track their sales results; or, in non-profit organizations for example, the number of clients. The more sophisticated track them in terms of 'sales variance' - the deviation from the target figures - which allows a more immediate picture of deviations to become evident. `Micro- analysis', which is a nicely pseudo-scientific term for the normal management process of investigating detailed problems, then investigates the individual elements (individual products, sales territories, customers and so on) which are failing to meet targets.

Market share analysis

Relatively few organizations, however, track market share. In some circumstances this may well be a much more important measure. Sales may still be increasing, in an expanding market, while share is actually decreasing - boding ill for future sales when the market eventually starts to drop. Where such market share is tracked, there may be a number of aspects which will be followed:

  • overall market share
  • segment share - that in the specific, targeted segment
  • relative share -in relation to the market leaders

Expense analysis

The key ratio to watch in this area is usually the `marketing expense to sales ratio'; although this may be broken down into other elements (advertising to sales, sales administration to sales, and so on).

Financial Analysis

The `bottom line' of marketing activities should at least in theory, be the net profit (for all except non-profit organizations, where the comparable emphasis may be on remaining within budgeted costs). There are a number of separate performance figures and key ratios which need to be tracked:

  • gross contribution<>net profit
  • gross profit<>return on investment
  • net contribution<>profit on sales

There can be considerable benefit in comparing these figures with those achieved by other organizations (especially those in the same industry); using, for instance, the figures which can be obtained (in the UK) from `The Centre for Interfirm Comparison'. The most sophisticated use of this approach, however, is typically by those making use of PIMS (Profit Impact of Management Strategies), initiated by the General Electric Company and then developed by Harvard Business School, but now run by the Strategic Planning Institute.

The above performance analyses concentrate on the quantitative measures which are directly related to short-term performance. But there are a number of indirect measures, essentially tracking customer attitudes, which can also indicate the organization's performance in terms of its longer-term marketing strengths and may accordingly be even more important indicators. Some useful measures are:

  • market research - including customer panels (which are used to track changes over time)
  • lost business - the orders which were lost because, for example, the stock was not available or the product did not meet the customer's exact requirements
  • customer complaints - how many customers complain about the products or services, or the organization itself, and about what

Use of Marketing Plans

A formal, written marketing plan is essential; in that it provides an unambiguous reference point for activities throughout the planning period. However, perhaps the most important benefit of these plans is the planning process itself. This typically offers a unique opportunity, a forum, for `information-rich' and productively focused discussions between the various managers involved. The plan, together with the associated discussions, then provides an agreed context for their subsequent management activities, even for those not described in the plan itself.

Budgets as Managerial Tools

The classic quantification of a marketing plan appears in the form of budgets. Because these are so rigorously quantified, they are particularly important. They should, thus, represent an unequivocal projection of actions and expected results. What is more, they should be capable of being monitored accurately; and, indeed, performance against budget is the main (regular) management review process.

The purpose of a marketing budget is, thus, to pull together all the revenues and costs involved in marketing into one comprehensive document. It is a managerial tool that balances what is needed to be spent against what can be afforded, and helps make choices about priorities. It is then used in monitoring performance in practice.

The marketing budget is usually the most powerful tool by which you think through the relationship between desired results and available means. Its starting point should be the marketing strategies and plans, which have already been formulated in the marketing plan itself; although, in practice, the two will run in parallel and will interact. At the very least, the rigorous, highly quantified, budgets may cause a rethink of some of the more optimistic elements of the plans.

Approaches to budgeting

Many budgets are based on history. They are the equivalent of `time-series' forecasting. It is assumed that next year's budgets should follow some trend that is discernible over recent history. Other alternatives are based on a simple `percentage of sales' or on `what the competitors are doing'.

However, there are many other alternatives - Ven:

  • Affordable - This may be the most common approach to budgeting. Someone, typically the managing director on behalf of the board, decides what is a `reasonable' promotional budget; what can be afforded. This figure is most often based on historical spending. This approach assumes that promotion is a cost; and sometimes is seen as an avoidable cost.
  • Percentage of revenue - This is a variation of `affordable', but at least it forges a link with sales volume, in that the budget will be set at a certain percentage of revenue, and thus follows trends in sales. However, it does imply that promotion is a result of sales, rather than the other way round.

Both of these methods are seen by many managements to be `realistic', in that they reflect the reality of the business strategies as those managements see it. On the other hand, neither makes any allowance for change. They do not allow for the development to meet emerging market opportunities and, at the other end of the scale, they continue to pour money into a dying product or service (the `dog').

  • Competitive parity - In this case, the organization relates its budgets to what the competitors are doing: for example, it matches their budgets, or beats them, or spends a proportion of what the brand leader is spending. On the other hand, it assumes that the competitors know best; in which case, the service or product can expect to be nothing more than a follower.
  • Zero-based budgeting - In essence, this approach takes the objectives, as set out in the marketing plan, together with the resulting planned activities and then costs them out. Diferences between marketing and business plans.

References

See also

  • business plan
  • marketing
  • marketing management
  • plan
  • strategic management
  • Internet Strategic Intelligence

from Andy E. Harry

External links

  • marketing plan basics
Retrieved from "http://en.wikipedia.org/wiki/Marketing_plan"