CHAPTER 6
MARKETING
Elements of a Marketing Plan
A marketing plan is an essential planning tool for a company. This document defines
the company’s overall goals, determines strategies for achieving those goals and, at the end of
a predetermined period of time, assesses how well those goals were achieved. Marketing
plans may differ from company to company. However, there are some basic elements that
will be found in all marketing plans. Those elements include an executive summary, a
situation analysis, marketing goals/objectives, marketing strategies, and implementation, as
well as a system for evaluation and control.
1. Executive summary
An executive summary is a brief overview of the entire marketing plan. It briefly
addresses each topic in the plan and gives an explanation of the costs involved in
implementing the plan. The executive summary may also be used to provide information to
people outside the organization, especially those who may be investing in the company or
organization.
2. Situation analysis
A. SWOT analysis
Situation analysis is the study of the internal and external factors that affect
marketing strategies. The information from a company’s SWOT analysis and from the
environmental scan becomes the basis for this portion of the marketing plan.
SWOT Analysis: Strengths, Weaknesses, Opportunities and Threats (SWOT).
SWOT analysis is a tool for auditing an organization and its environment. It is the
first stage of planning and helps marketers to focus on key issues. SWOT stands for
strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal
factors. Opportunities and threats are external factors.
In SWOT, strengths and weaknesses are internal factors. A strength could be: your
specialist marketing expertise, a new, innovative product or service, location of your
business, quality processes and procedures, any other aspect of your business that adds value
to your product or service. A weakness could be: lack of marketing expertise,
undifferentiated products or services (i.e. in relation to your competitors), location of your
business, poor quality goods or services, damaged reputation.
In SWOT, opportunities and threats are external factors. An opportunity could be: a
developing market such as the Internet, mergers, joint ventures or strategic alliances, moving
into new market segments that offer improved profits, a new international market, a market
vacated by an ineffective competitor. A threat could be: a new competitor in your home
market, price wars with competitors, a competitor has a new, innovative product or service,
competitors have superior access to channels of distribution, taxation is introduced on your
product or service.
SWOT analysis can be very subjective. Do not rely on SWOT too much. Two people
rarely come-up with the same final version of SWOT. TOWS analysis is extremely similar.
It simply looks at the negative factors first in order to turn them into positive factors. So use
SWOT as guide and not a prescription.
A next step of analysis, usually associated with the externally-focused TOWS Matrix,
helps you think about the options that you could pursue. To do this you match external
opportunities and threats with your internal strengths and weaknesses, as illustrated in the
matrix below:
(O)
1.
2
TOWS Strategic Alternatives Matrix
External Opportunities
External Threats
(T)
1.
2.
Internal
Strengths
(S)
1.
2.
SO
"Maxi-Maxi" Strategy
ST
"Maxi-Mini" Strategy
Strategies that use strengths to
maximize opportunities.
Strategies that use strengths to
minimize threats.
Internal
Weaknesses
(W)
1.
2.
WO
WT
"Mini-Maxi" Strategy
"Mini-Mini" Strategy
Strategies that minimize weaknesses
by taking advantage of
Strategies that minimize
weaknesses and avoid threats.
opportunities.
Simple rules for successful SWOT analysis:
 Be realistic about the strengths and weaknesses of your organization when conducting
SWOT analysis.
 SWOT analysis should distinguish between where your organization is today, and where
it could be in the future.
 SWOT should always be specific. Avoid grey areas.
 Always apply SWOT in relation to your competition i.e. better than or worse than your
competition.
 Keep your SWOT short and simple. Avoid complexity and over analysis
 SWOT is subjective.
Once key issues have been identified with your SWOT analysis, they feed into
marketing objectives. SWOT can be used in conjunction with other tools for audit and
analysis, such as PEST analysis and Porter's Five-Forces analysis. So SWOT is a very
popular tool with marketing students because it is quick and easy to learn. During the SWOT
exercise, list factors in the relevant boxes.
Some of the problems that you may encounter with SWOT are as a result of one of its
key benefits i.e. its flexibility. Since SWOT analysis can be used in a variety of scenarios, it
has to be flexible. However this can lead to a number of anomalies. Problems with basic
SWOT analysis can be addressed using a more critical POWER SWOT.
SWOT Analysis Examples
Example 1 - Wal-Mart SWOT Analysis
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Strengths - Wal-Mart is a powerful retail brand. It has a reputation for value for money,
convenience and a wide range of products all in one store.
Weaknesses - Wal-Mart is the World's largest grocery retailer and control of its empire,
despite its IT advantages, could leave it weak in some areas due to the huge
span of control.
Opportunities - To take over, merge with, or form strategic alliances with other global
retailers, focusing on specific markets such as Europe or the Greater China
Region.
Threats - Being number one means that you are the target of competition, locally and
globally.
Example 2 - Starbucks SWOT Analysis
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Strengths - Starbucks Corporation is a very profitable organization, earning in excess of
$600 million in 2004.
Weaknesses - Starbucks has a reputation for new product development and creativity.
Opportunities - New products and services that can be retailed in their cafes, such as Fair
Trade products.
Threats - Starbucks are exposed to rises in the cost of coffee and dairy products.
Example 3 - Nike SWOT Analysis
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Strengths - Nike is a very competitive organization. Phil Knight (Founder and CEO) is
often quoted as saying that 'Business is war without bullets.
Weaknesses - The organization does have a diversified range of sports products.
Opportunities - Product development offers Nike many opportunities.
Threats - Nike is exposed to the international nature of trade.
Romania:
Exemplu practic de Analiză SWOT a unei companii ce pregăteşte lansarea unei reţele
de franciză.
Pornim de la următoarele premise – discutăm despre o companie care:
 deţine un lanţ de magazine, ce operează sub acelaşi brand şi se ocupă cu
vânzarea de muzică, film, jocuri pentru calculator, accesorii pentru jocuri,
educaţionale multimedia, precum şi diverse alte articole conexe (cartele
telefonice, încărcare electronică, joystick-uri, baterii, ziare şi reviste, etc.) De
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asemeni are dezvoltat sistemul de rent (închiriere) pentru filme (VHS şi DVD)
şi jocuri;
brandul beneficiază de awareness pe piaţă;
compania a dezvoltat un know-how identificabil, ce cuprinde proceduri
operaţionale şi logistice, standarde de amenajare şi marketing, etc. – ceea ce
permite urmărirea respectării standardelor de calitate a produselor şi
serviciilor;
are suportul unor furnizori de prestigiu, fapt ce-i permite aprovizionarea cu
marfă de calitate, la preţuri competitive;
beneficiază de ultimele noutăţi din domeniu, ţine pasul cu tendinţele pieţei şi
se adaptează cerinţelor publicului ţintă;
are o strategie de marketing coerentă, implementată la nivelul tuturor
magazinelor;
doreşte să se dezvolte, pentru a beneficia de expunere naţională, dar şi de
creşterea cifrei de afaceri;
doreşte să minimizeze infuzia de capital necesară deschiderii de noi locaţii.
Iată cum arată analiza SWOT pentru compania în discuţie:
STRENGHT – PUNCTE FORTE
WEAKNESSES – PUNCTE SLABE
 brand recunoscut
 awareness în piaţă
 diversitate de servicii conexe acordate
clientului
 aspect comercial modern, plăcut, comerţ
civilizat
 marfă nouă tot timpul, pe gustul publicului
ţintă, atât la vânzare cât şi la închiriere
 sisteme de promovare inovatoare
 publicitate concertată, la nivelul tuturor
magazinelor
 furnizori agreaţi, stabili
 preţuri de achiziţie ce permit o marjă
comercială decentă
 standarde şi proceduri de operare bine
definite şi eficiente
OPPORTUNITIES – OPORTUNITĂŢI
 deschiderea unui magazin necesită un
capital iniţial şi capital pentru susţinerea
rulajului
 termenul de rotaţie a mărfii este foarte
scurt
 este necesară angajarea unui personal
calificat pentru deservirea magazinului
 nu exista un soft de gestiune funcţional,
care să integreze atât aprovizionarea cât şi
vânzarea mărfii
 posibilitatile de control a unităţilor din
teritoriu este limitată
 nu există sistem de livrare la domiciliu
pentru partea de închiriere
 exigenţele şi obiceiurile de consum ale
clientului român se schimbă, avantajând
magazinele ce practică un comerţ civilizat,
într-un ambient plăcut
 pretenţiile crescute ale publicului ţintă (1825 ani), ce doreşte să fie în pas cu
tendinţele internaţionale şi la nivelul
entertaiment-ului
 alinierea la cerinţele internaţionale ale
legislaţiei privind drepturile de autor
 amploarea fenomenului pirateriei pe piaţa
românească – atât în domeniul muzicii, cât
şi al filmului
 firmele "de la scara blocului", ce-şi
bazează afacerea pe piraterie şi eludarea
prevederilor legale
 dezvoltarea internetului, a conexiunilor de
mare viteză, ce creşte posibilităţile de
download – atât muzică, cât şi film
 închirierile sunt o afacere meteo –
THREATS – AMENINŢĂRI
 lipsa din piaţă a unor lanţuri internaţionale
de prestigiu din domeniu
 avantajul "primului sosit" (prezenţa în
piaţă)
 deschiderea lanţurilor de magazine pentru
amplasarea în sistem "shop-in-shop" (ex.
în reţele de hipermarketuri, în magazinele
Diverta)
sensibilă
 intenţia declarată a unor jucători
importanţi din piaţa internaţională de a se
dezvolta – chiar în sistem de franciză – pe
piaţa românească, odată cu maturizarea
acesteia
Bulgaria
Hotel "Emotion" was built in 1991 by a family of small entrepreneurs. Located in the
villa zone between the resorts Albena and Balchik, its location in terms of geographical and
climate conditions favour the development of the activity carried out by welcoming,
accommodating and sending tourists during the summer.
The status is based on three-star hotel where service quality meets the categorization.
The first customers were won in the way of friendly advice. They in turn, was pleased, attract
customers, but this is not enough.
Currently, the hotel works with several tour operators and travel agencies - Tourist
office accommodation Zora - Balchik Travel Agency "Seafoods" - Balchik, "Vist66" – Varna
and others.
SWOT analysis
STRENGTHS
 New, built entirely needs of hotel
facilities
 Affordable prices
 Qualified staff
 Quality Services
 Parking
 Barbecue
 Good relations with Turkish firms
OPPORTUNITIES
 The global expansion of tertiary sector
 Relatively good climate conditions
 Cheep work force
 Developing of new products and services
 Increasing the proportion of
Russian tourists
Czech Republic:
JOINERY HILLMAN - SWOT ANALYSIS
WEAKNESSES
 High proportion of expenditure for
salaries
 Narrow range of supplied services
 Weak advertisement
 Not enough facilities
THREATS
 Presence of strong competitive potential
 Unstable policy and economics
justification
 Strong season working
 Activation of the landslide processes
STRENGHTES
 20- year experience and practice in this
field
 constant structure of the company‘
shareholders
 buildings are after a total renovation
 quality equipment
 steady team of skilled workers
 stable and profitable business
 products of high quality
 very small number of complaints
 low cost of production
WEAKNESSES
 limited production space and thus the
impossibility of buying other machines
 limited storage space
 funds are limited by credit repayment for
the purchase of the second building
 lack of funding for the extension of
production area
 low production capacity of the company which does not allow to implement larger
contracts
 lack of own drying kiln
OPPORTUNITIES
THREATS
 company is well established in the region
 well-known products of respected quality
 permanent and qualified suppliers with
very interesting delivery conditions
 established customer base
 sufficient number of contracts
 cooperation with building companies
 end of the economic crisis and economy
recovery in the CR
 promised support for housing construction
and building development
 favourable level of taxes
 the possibility of extending the economic
crisis
 relatively strong competition in this field
 unclear future development of the
economy and the market for the reason of
election campaign
 risk of tax increasing
 increase in input prices
SWOT ANALÝZA TRUHLÁŘSTVÍ HILLMAN
SILNÉ STRÁNKY
SLABÉ STRÁNKY
 dvacetiletá praxe a zkušenosti v oboru
 neměnné složení společníků firmy
 objekty firmy po ukončené celkové
rekonstrukci
 vybavení kvalitními stroji
 stálý kolektiv kvalifikovaných pracovníků
 stabilní a ziskové hospodařeni firmy
 vysoká kvalita výrobků
 velmi malý počet reklamací
 nízké náklady na výrobu
 omezené výrobní prostory a tím
nemožnost zakoupení dalších strojů
 omezené skladovací prostory
 finanční prostředky limitované splácením
úvěru na zakoupení druhé budovy
 chybějící finance na přístavbu výrobních
prostor
 nižší výrobní kapacita firmy neumožňuje
realizovat větší zakázky
 chybějící vlastní sušárna
PŘÍLEŽITOSTI
 firma je v regionu dobře zavedená
 obecně známá a uznávaná kvalita výrobků
HROZBY
 možnost prodloužení ekonomické krize
 poměrně silná konkurence v oboru
 kvalitní a stálí dodavatelé - s možností
realizace velmi zajímavých dodacích
podmínek
 vybudovaný okruh zákazníků
 dostatečný počet zakázek
 spolupráce se stavebními firmami
 konec ekonomické krize a oživování
ekonomiky v ČR
 slibovaná podpora bydlení a rozvoje
stavebnictví
 příznivá úroveň daní
 nejasný budoucí vývoj ekonomiky a trhu
z důvodů předvolebního boje
 nebezpečí zvýšení daňového zatížení
 nebezpečí zvýšení cen vstupů
Turkey
SWOT ANALYSİS – OUR SCHOOL
STRENGTHS
 The school’s physical capacity is sufficient
 The young and dynamic team of teachers
 Standard number of students in classes
 To be successful in sport activities
 The support of the school’s administration to the works
 To have a good guidance service
 Teachers can use computer
 The harmony of teacher’s and school’s administration
 To have a school library
 To have computer labs
 To be a commercial vocational school
 To be preferred by students
WEAKNESSES
 Employee resistance to change
 The lack of teaching aids and materials
 The lack of employee motivation
 The lack of sufficient cooperation between teachers
 Weak parent-teacher cooperation
 The lack of social activities
 The high proportion of fragmented families
 The low socioeconomic level of the region
 The coefficient implementation in loss
 To have a very busy daily programme
OPPORTUNITIES
 The support for the school’s administration to the works
 To have a high rate of access for our students for 2 years associate degree programs
 Our school is a pilot school
 To be close to The Barış Manço Culture centre
 Cooperation with BMD and Vestel
THREATS
 Because of the school’s vocational school, to have less options in universities and
departments
 To be near to the beach in Avcılar
 A lot of internet cafes near our school.
B. Environmental scan
The marketing environment surrounds and impacts upon the organization. There are
three key perspectives on the marketing environment, namely the ‘macro-environment’, the
‘micro-environment’ and the ‘internal environment’.
The micro-environment
This environment influences the organization directly. It includes suppliers that deal
directly or indirectly, consumers and customers, and other local stakeholders. Micro tends to
suggest small, but this can be misleading. In this context, micro describes the relationship
between firms and the driving forces that control this relationship. It is a more local
relationship, and the firm may exercise a degree of influence.
The macro-environment
This includes all factors that can influence and organization, but that are out of their
direct control. A company does not generally influence any laws (although it is accepted that
they could lobby or be part of a trade organization). It is continuously changing, and the
company needs to be flexible to adapt. There may be aggressive competition and rivalry in a
market. Globalization means that there is always the threat of substitute products and new
entrants. The wider environment is also ever changing, and the marketer needs to compensate
for changes in culture, politics, economics and technology.
The internal environment
All factors that are internal to the organization are known as the 'internal
environment'. They are generally audited by applying the 'Five Ms' which are Men, Money,
Machinery, Materials and Markets. The internal
environment is as important for managing
change as the external. As marketers we call the
process of managing internal change ‘internal
marketing’.
Essentially we use marketing approaches to aid
communication and change management.
The external environment can be audited
in more detail using other approaches such as
SWOT Analysis, Michael Porter's Five Forces
Analysis or PEST Analysis.
Five Forces Analysis helps the marketer
to contrast a competitive environment. It has
similarities with other tools for environmental
audit, such as PEST analysis, but tends to focus
on the single, stand alone, business or SBU (Strategic Business Unit) rather than a single
product or range of products. For example, Dell would analyse the market for Business
Computers i.e. one of its SBUs.
Five forces analysis looks at five key areas namely the threat of entry, the power of
buyers, the power of suppliers, the threat of substitutes, and competitive rivalry.
The threat of entry
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Economies of scale e.g. the benefits associated with bulk purchasing.
The high or low cost of entry e.g. how much will it cost for the latest technology?
Ease of access to distribution channels e.g. Do our competitors have the distribution
channels sewn up?
Cost advantages not related to the size of the company e.g. personal contacts or
knowledge that larger companies do not own or learning curve effects.
Will competitors retaliate?
Government action e.g. will new laws be introduced that will weaken our competitive
position?
How important is differentiation? e.g. The Champagne brand cannot be copied. This
desensitises the influence of the environment.
The power of buyers
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This is high where there a few, large players in a market e.g. the large grocery chains.
If there are a large number of undifferentiated, small suppliers e.g. small farming
businesses supplying the large grocery chains.
 The cost of switching between suppliers is low e.g. from one fleet supplier of trucks to
another.
The power of suppliers
The power of suppliers tends to be a reversal of the power of buyers.
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Where the switching costs are high e.g. switching from one software supplier to another.
Power is high where the brand is powerful e.g. Cadillac, Pizza Hut, Microsoft.
There is a possibility of the supplier integrating forward e.g. Brewers buying bars.
Customers are fragmented (not in clusters) so that they have little bargaining power e.g.
Gas/Petrol stations in remote places.
The threat of substitutes

Where there is product-for-product substitution e.g. email for fax where there is
substitution of need e.g. better toothpaste reduces the need for dentists.
 Where there is generic substitution (competing for the currency in your pocket) e.g.
Video suppliers compete with travel companies.
 We could always do without e.g. cigarettes.
Competitive Rivalry
 This is most likely to be high where entry is likely; there is the threat of substitute
products, and suppliers and buyers in the market attempt to control. This is why it is
always seen in the centre of the diagram.
PEST
It is very important that an organization considers its environment before beginning
the marketing process. In fact, environmental analysis should be continuous and feed all
aspects of planning. The organization's marketing environment is made up of:
1. The internal environment e.g. staff (or internal customers), office technology, wages and
finance, etc.
2. The micro-environment e.g. our external customers, agents and distributors, suppliers, our
competitors, etc.
3. The macro-environment e.g. Political (and legal) forces, Economic forces, Sociocultural
forces, and Technological forces. These are known as PEST factors.
Political Factors
The political arena has a huge influence upon the regulation of businesses, and the
spending power of consumers and other businesses. You must consider issues such as:
1. How stable is the political environment?
2. Will government policy influence laws that regulate or tax your business?
3. What is the government's position on marketing ethics?
4. What is the government's policy on the economy?
5. Does the government have a view on culture and religion?
6. Is the government involved in trading agreements such as EU, NAFTA, ASEAN, or
others?
Economic Factors
Marketers need to consider the state of a trading economy in the short and long-terms.
This is especially true when planning for international marketing. You need to look at:
1. Interest rates.
2. The level of inflation Employment level per capita.
3. Long-term prospects for the economy Gross Domestic Product (GDP) per capita, and so
on.
Socio-cultural Factors
The social and cultural influences on business vary from country to country. It is very
important that such factors are considered. Factors include:
1. What is the dominant religion?
2. What are attitudes to foreign products and services?
3. Does language impact upon the diffusion of products onto markets?
4. How much time do consumers have for leisure?
5. What are the roles of men and women within society?
6. How long are the population living? Are the older generations wealthy?
7. Do the population have a strong/weak opinion on green issues?
Technological Factors
Technology is vital for competitive advantage, and is a major driver of globalization.
Consider the following points:
1. Does technology allow for products and services to be made more cheaply and to a better
standard of quality?
2. Do the technologies offer consumers and businesses more innovative products and services
such as Internet banking, new generation mobile telephones, etc?
3. How is distribution changed by new technologies e.g. books via the Internet, flight tickets,
auctions, etc?
4. Does technology offer companies a new way to communicate with consumers e.g. banners,
Customer Relationship Management (CRM), etc?
III. Objectives
A. Company’s mission
Writing the mission statement for your business can be one of the most important
things you can do as a new company owner, especially if there is more than one person
working on the business. Often you will have rather different ideas among partners as to the
direction and strategy of a company. By answering the following questions collaboratively
and creating one document that all involved in the company agree to and sign, you will not
only minimize headaches and arguments down the road but also be fully aligned on your
goals and be able to work together efficiently. Here are ten questions your company’s
mission statement should answer:
Ten Questions Your Mission Statement Should Answer
1. What problem(s) do you solve? What need(s) do you fulfil?
2. What do you sell? How do you make your money? What is your revenue model?
3. How are you unique from everyone else out there? What is your unique selling proposition?
4. Who will you sell to? What is your target market?
5. What are your economic/financial goals?
6. What are your social/community goals?
7. What type of company do you want to create? Are you a lifestyle or high potential
company?
8. Where is the company going? What products/services/industries do you plan to venture into?
9. What is your five year strategy? Do you want to sell internationally, build an online store,
franchise your business, build certain partnerships, and develop additional products?
10. Do you ever plan on selling the company or going public? What is your exit strategy?
Powerful sample mission statements:
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PEPSI - "Beat Coke"
HONDA - "We will crush, squash, and slaughter Yamaha"
NIKE - "Crush Reebok"
Older sample mission statements which are quite grandiose in scale:
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Wal-Mart (1990) "Become a $125 billion company by the year 2000"
Sony (1950's) "Become the company most known for changing the worldwide poorquality image of Japanese products"
Boeing (1950) "Become the dominant player in commercial aircraft and bring the
world into the jet age"
Ford Motor Company (early 1900's) "Ford will democratize the automobile"
One-line mission statements:
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Wal-Mart "To give ordinary folk the chance to buy the same thing as rich people."
Mary Kay Cosmetics "To give unlimited opportunity to women."
3M "To solve unsolved problems innovatively"
But notice how these one-line samples are supported by value statements that show how the
mission will be accomplished and measured.

Merck "To preserve and improve human life."
o
o
o
o
o
Corporate social responsibility
Unequivocal excellence in all aspects of the company
Science-based innovation
Honesty & integrity
Profit, but profit from work that benefits humanity

Walt Disney "To make people happy."
o
o
o
o
o
No cynicism
Nurturing and promulgation of "wholesome American values"
Creativity, dreams and imagination
Fanatical attention to consistency and detail
Preservation and control of the Disney "magic"
You can also find excellent collections of mission statements in various bookstores that
will be sure to get your creative juices flowing. The main thing to realize is that there are
many different ways to approach your mission statement and you should feel free and
encouraged to do it your own way. There are no set formulas or rules.
Romania
Misiunea companiei AVIVA ROMÂNIA
În 3-5 ani, Aviva va fi compania cea mai admirată, de încredere, căutată şi de succes
în plan financiar din industria asigurărilor şi regiunea noastră geografică. Vom fi LIDER
INCONTESTABIL oriunde ne vom propune să fim prezenţi.
Misiune companie MININIFO ROM
Misiunea companiei MININIFO ROM este să devină lider pe piaţa locală din
România ca distribuitor de produse profesionale pentru spălătoriile auto, utilaje spălătorii,
accesorii şi cosmetică auto, cât şi prestator de servicii complete de proiectare, instalare şi
întreţinere pentru echipamentele comercializate.
Bulgaria
AROMA Cosmetics
Aroma is a leading European producer of cosmetics and perfumery products with long
traditions in this field. Our products are sold in 56 countries on the five continents. We
combine the advantage of our 78-year experience in cosmetics and perfumery with the
employment of modern technologies and state-of-the-art equipment.
Mission Statement: The Mission of AROMA Cosmetics is to provide high quality products
to its Consumers that contribute to their health and beauty. AROMA strives for continuing
growth to benefit investors and employees by building mutually beneficial relationships with
business partners and by encouraging and supporting the professional development of its
employees.
TOGETHER BULGARIA
Together Bulgaria is the first broker company founded for and in favour of the client.
Company mission: FOR A BETTER LIFE
Our goal is to make your life easier by helping you choose the best investment or insurance
product. We help you organize your finances, ensure your health and fulfill your dreams.We
help you take care of yourself and the people you love by advising you how to make more
profit from your income.
Czech Republic
Foxconn je uznávaným lídrem v poskytování kompletních řešení v oblasti IT a produkci
spotřební elektroniky až po výrobu součástek pro komunikační a elektronická zařízení. Vývoj
v uplynulých letech ukázal, že FOXCONN CZ je na dobré cestě splnit své cíle stát se výrobní
centrálou v Evropě a plně obsluhovat region EMEA (Evropa, Střední východ, Afrika), a také
poskytovatelem kompletních služeb z jednoho místa
Foxconn is the recognized leader in providing complete solutions in the field of IT and
consumer electronics production, including the production of components for communication
and electronic equipment. Developments in recent years has shown that FOXCONN CZ is on
track to meet its goal to become a manufacturing headquarters in Europe and fully serve the
EMEA region (Europe, Middle East, Africa), providing a complete service from one place.
NESTLÉ v České republice
Vize
BÝT NEJLEPŠÍ SPOLEČNOSTÍ V OBORU POTRAVIN A NÁPOJŮ S PŘEDNÍM
POSTAVENÍM V OBLASTI VÝŽIVY, ZDRAVÍ A ZDRAVÉHO ŽIVOTNÍHO STYLU
V ČESKÉ REPUBLICE.
Poslání
Uskutečňovat koncept Good Food, Good Life ("dobré potraviny pro dobrý život") tím, že
našim spotřebitelům a zákazníkům poskytujeme potraviny a nápoje nejvyšší kvality.
Vyvíjíme řešení, vycházející z výživy, zdraví a zdravého životního stylu a vždy se snažíme
přidávat hodnotu tím, že trvale používáme nejlepší postupy a poskytujeme spolehlivé služby
našim zákazníkům.
NESTLÉ in the Czech Republic
Vision
TO BE THE BEST COMPANY IN THE FIELD OF FOOD AND BEVERAGES, WITH
THE BEST RANKING IN NUTRITION, HEALTH AND HEALTHY LIFESTYLE IN THE
CZECH REPUBLIC
Mission
Implementing the concept of Good Food, Good Life (“Good Food for Good Life”) by
providing our consumers and customers food and beverages of the highest quality. We
develop solutions based on nutrition, health and healthy lifestyle and always try to add value
by using the best practices and providing reliable services to our customers.
Turkey
Mega Otomotiv Aş Misyonu ve Vizyonu:
Mega Otomotiv Müşteri memnuniyezini , sürekli gelişmeyi kaliteyi, Ekip Çalışmasını, Sosyal
sorumluluğu profesyonel yönetim anlayışını teknolojik gelişmelere uygunluğu ve paylaşımı
esas alan bir anlaşıla sektöründe liter bir kuruluş olmayı kendine vizyon EDİNMİŞTİR,
Ayrıca belirlemiş olduğumuz bu vizyon çerçevesinde çalışanlarımıza ülkemize kaynak ve
değer yaratan örnek bir kuruluş olmayı kendimize Misyon edindik.
B. Marketing objectives
Objectives let everyone know what the marketing plan will accomplish. To be useful,
an objective must be single-minded (have only one topic for each objective), specific,
realistic, measurable, and have a time frame. For example, you cannot include increasing
sales and increasing profits in the same objective. Each topic needs to be a separate objective.
Specific means that the objective provides enough detail that there can be no
misunderstanding. You cannot use, “to be better than a competitor” as an objective because
what is “better” to one person may not be to another. Measurable means that the objective
includes a way to evaluate it. For example, you cannot simply say you want to increase sales.
You need to identify the percentage increase in dollar or unit sales to make that objective
measurable. Thus, you could use, “to increase dollar sales by 15 percent as compared to the
same time last year.”
Finally, you must include a time frame, such as in six months, or as compared to last
year’s sales. Without a time frame, you would not know if an objective was actually reached.
Marketing objectives must be in line with the organization’s goals and mission. If an
organization’s goal is to double its business in five years, marketing objectives must coincide
with that goal and provide the means to reach it.
A company’s mission statement provides the focus for a firm’s goals with its
explanation of the company’s core competencies, values, expectations, and vision for the
future.
All objectives should be SMART i.e. Specific, Measurable, Achievable, Realistic,
and Timed.




Specific - Be precise about what you are going to achieve.
Measurable - Quantify your objectives.
Achievable - Are you attempting too much?
Realistic - Do you have the resources to make the objective happen (men, money,
machines, materials, and minutes)?
 Timed - State when you will achieve the objective (within a month? By February 2011?)
Some examples of SMART objectives:
1. Profitability Objectives
To achieve a 20% return on capital employed by July 2018.
2. Market Share Objectives
To gain 25% of the market for lady shoes by August 2015.
3. Promotional Objectives
To increase awareness of the dangers of AIDS in France from 11% to 24% by May 2016.
To increase trail of X washing powder from 2% to 5% of our target group by January 2019.
4. Objectives for Survival
To survive the current double-dip recession.
5. Objectives for Growth
To increase the size of our Argentinian operation from $300,000 in 2018 to $500,000 in
2019.
6. Objectives for Branding
To make Y brand of bottled beer the preferred brand of 22-30 year old males in Europe by
March 2018.
There are many examples of SMART objectives. Be careful not to confuse objectives
with goals and aims. Goals and aims tend to be vaguer and focus on the longer-term. They
will not be SMART. However, many SMART objectives start off as aims or goals and
therefore they are of equal importance.
Marketing Budget
A marketing budget is an estimate of projected costs to market your products or
services. A typical marketing budget will take into account all marketing costs e.g. marketing
communications, salaries for marketing managers, cost of office space etc. However much of
the budget is concerned with marketing communications e.g. public relations, website,
advertising, etc. Both are considered here.
The costs in a marketing budget will be allocated according to the campaign and the
media to be utilized. Some prior research will be necessary for the cost estimates to be as
realistic as possible. This is called advertising or marketing communications research.
Pre-budgeting Research
1. Industry and Market Research
2. Competitor Analysis/SWOT
3. Internal marketing performance records e.g. marketing metrics, marketing controls.
4. Marketing Audit.
Knowledge of key industry and market factors must be taken into account when
developing your marketing plan. Your plan will also be influenced by researching your
competition. You will want to allot funding in a way that exploits the weaknesses of your
competitors and emphasizes your strengths.
Other information that can guide your spending plan is found in your internal records.
What advertising expenditures have proven successful for your business? For example, you
can review internal records and determine the return on investment of your advertising
dollars. A periodic examination of the performance of these records may lead you to drop
certain media that have not proven fruitful.
Typical general marketing expenses:







Advertising agency commissions
Salaries for marketing managers
Salaries for marketing support e.g. marketing assistants.
Office space
Fixtures and fittings
Travel costs
Other direct and indirect marketing costs, including marketing communications costs (see
below).
Typical marketing communications costs:
















Personal Selling
Public Relations
Printing
Mailing
Website Development & Hosting
Brochure Design
Advertising
Television Advertising
Radio Advertising
Direct Marketing
Newspaper Advertising
Proposal Development/bid submittal
Networking
Event Attendance
Sales Promotion
Many other marketing communications tools.
Summary of the Marketing Budget
Marketing budgets ensure that your marketing plan or campaign is realistically
organized from a financial point of view. Some pre-budget research into your industry and
market, your competitors and your business’s historical marketing metrics helps marketing
managers make a more informed calculation. You should cost out all general marketing and
marketing communications expenses. You could also work in conjunction with an accountant
to make sure that the figures are complete and realistic.
IV. Marketing strategies
A. Positioning and points of difference
Big business marketers know that one of the most important elements of a successful
marketing plan knows what makes you stand out from your competition.
Before they spend any money on marketing tactics they work out what sets them apart
and importantly what is meaningful to their target market. In big business marketing as well
as small business marketing, your key point of difference is the basis on which you develop
your brand positioning.
Developing your business or brand positioning is very important as it is the core for
all your communication with your customers, suppliers, business partners and employees. It
is how you want your customers to favourably perceive your brand and/or business in relation
to your competitors. There is a simple process big business marketers follow which you can
easy use for your small business even if you are just starting out.
Step 1: Have an understanding of your key customers’ needs and desires. The key is to find
out what they are really wanting from your and your competitors products or services. If you
have customers talk to them, if you are just starting out consider doing a simple market
survey. Their needs and desires will have a rationale (e.g. deliver service on time) and
emotional (e.g. peace of mind) element as after all we are talking about human beings and
they will always be more loyal to a brand or business that they feel more emotionally
attached to. Just think of the brands or businesses that you are most loyal to and this will help
you with discovering your own key point of difference.
Step 2: You need to determine your key strengths and weaknesses versus your competitors in
relation to the key customers’ needs and desires. To make it easier just look at the 2-4 major
competitors and always include the market leader. When looking at your strengths and
weaknesses just examine those areas that differentiate your small business from your
competitors.
Step 3: Look at the key features (i.e. what your product does or what your service provides)
and benefits (i.e. the positive values your customers receive such as cleaner teeth or peace of
mind). The key is to have the key features and benefits that link back to your customers’
needs and desires better than your competitors.
Once you have gone through the three steps you should be able to choose the one key feature
and its benefit that will give you your key point of difference which you can maintain and
develop it over time. Remember you do not have to identify your key point of difference
alone, if you have employees, business partners or work with consultants and agencies they
can all assist you to get into the hearts and minds of your customers.
English
McDonald’s Internet: Points of Parity, Points of Difference
Yesterday McDonald’s announced that it would be introducing free internet access.
This is a good move and a long overdue one. There are two important concepts when it
comes to positioning: points of parity and points of difference. When a brand establishes a
frame of reference, or competitive set, there are obvious points of parity. These are features
and benefits offered by basically everyone. They do not differentiate, but a brand that falls
short on these dimensions will surely be hurt. For example, all small cars have four wheels, a
steering wheel, lights and pretty good gas mileage. These are all points of parity.
Points of difference are the things that help a brand stand out. These are the factors
that drive purchase. Small cars are all pretty similar but the Mini Cooper is uniquely sporty
and fun to drive.
For McDonald’s, internet access is fast becoming a point of parity. In the world of
coffee establishments, in particular, internet access is almost universal. McDonald’s has to
offer free internet simply to be a viable competitor in the space. This move will result in
some lost revenue in the short run, as people no longer have to pay for internet access, but it
will protect share. Marketing isn’t always about growth. Sometimes companies have to focus
on improving the product simply to keep up. This is one of those times for McDonald’s.
B. Marketing mix (four Ps)
The marketing mix is probably the most famous marketing term. Its elements are the
basic, tactical components of a marketing plan. Also known as the Four P's, the marketing
mix elements are price, place, product, and promotion.
The concept is simple. Think about another common mix - a cake mix. All cakes
contain eggs, milk, flour, and sugar. However, you can alter the final cake by altering the
amounts of mix elements contained in it. So for a sweet cake add more sugar!
It is the same with the marketing mix. The offer you make to your customer can be
altered by varying the mix elements. So for a high profile brand, increase the focus on
promotion and desensitize the weight given to price. Another way to think about the
marketing mix is to use the image of an artist's palette. The marketer mixes the prime colours
(mix elements) in different quantities to deliver a particular final colour. Every hand painted
picture is original in some way, as is every marketing mix.
Some commentators will increase the marketing mix to the Five P's, to include
people. Others will increase the mix to Seven P's, to include physical evidence (such as
uniforms, facilities, or livery) and process (i.e. the whole customer experience e.g. a visit the
Disney World). The term was coined by Neil H. Borden in his article The Concept of the
Marketing Mix in 1965.
1. Product
 For many a product is simply the tangible, physical entity that they may be buying or
selling. You buy a new car and that's the product - simple! Or maybe not. When you
buy a car, is the product more complex than you first thought? In order to actively
explore the nature of a product further, let’s consider it as three different products the CORE product, the ACTUAL product, and finally the AUGMENTED product.
 These are known as the ‘Three Levels of a Product’. So what is the difference
between the three products, or more precisely ‘levels’?

The CORE product is NOT the tangible, physical product. You can’t touch it. That’s
because the core product is the BENEFIT of the product that makes it valuable to you.
So with the car example, the benefit is convenience i.e. the ease at which you can go
where you like, when you want to. Another core benefit is speed since you can travel
around relatively quickly.


The ACTUAL product is the tangible, physical product. You can get some use out of
it. Again with the car example, it is the vehicle that you test drive, buy and then
collect.
The AUGMENTED product is the non-physical part of the product. It usually
consists of lots of added value, for which you may or may not pay a premium. So
when you buy a car, part of the augmented product would be the warranty, the
customer service support offered by the car's manufacture, and any after-sales service.
Exercise
Complete the table below by filling in the blank spaces. All companies have a CORE,
ACTUAL and AUGMENTED product or service.
Product or
service or
brand
Ford Focus
Spanish Holiday
Budget/No Frills
Airline e.g.
EasyJet or
Ryanair Chelsea Football
Club
Nike
Romania
SIVECO
ROMANAI
Core
Product
Actual
Product
Freedom to travel
Relaxation
A motor car
An airline
journey
Excitement and
leisure
Association with
the best in sports.
Augmented
Product
Holiday insurance
Food bought during
your flight
Sporting event
Astăzi, soft-ul nostru soluţii de eLearning,
contează pentru că
eHealth,
organizează
eAgriculture,
informatic companii şi eCustoms, eBusiness.
industrii,
eficientizează procese,
ajută oamenii să-şi
dezvolte creativ
abilităţile
profesionale.
Nike online allows
you to personalise
your trainers
• milioane de elevi,
profesori şi părinţi
care construiesc
"educaţia viitorului"
• sute de organizaţii
cu impact major în
mediul de afaceri
românesc
• companii orientate
spre performanţă care
investesc în instruirea
a mii de angajaţi
• mii de medici şi
milioane de
beneficiari ai
serviciilor de sănătate
• afirmarea
inteligenţei româneşti
prin inovaţie continuă
şi cercetare dezvoltare
Bulgaria
AROMA BG
Czech Republic
HOTEL PATRIA
Náchodská 358
541 01 Trutnov
Health and beauty
Rest and sleep
Hair care products
Face care products
Body care
products
Oral care
products
Cosmetics for
men
Perfumery
Accommodation
in one-four
bedded rooms,
with a shower,
toilet, satellite
TV, minibar and
direct-dial
telephone.
Hotel capacity
is 245 beds.
JOINERY
Convenience and
Children’s
• zeci de mii de
beneficiari ai
iniţiativelor din sfera
CSR
• recunoaşterea
României în elita
mondială a soft-ului
educaţional.
Aroma Club on line
offer you
entertainment
activities which helps
you you’re your hair
styling, tests about
your body care;
dictionary with
Vocabulary with
terms in the field of
cosmetics and health
care
 Restaurant for serving
breakfast, lunch and
dinners with a capacity
of 130 seats.
 Daily Bar
 Currency Exchange
 Outdoor seating
 Parking
 Bike rental and storage
 Ski storage
 Fitness, sauna, massage
 Wi-fi internet.
 Sport possibilities:
indoor golf at the hotel,
near the hotel (50 metres)
- a sport area with a
football stadium, tennis
courts, ice stadium,
indoor and outdoor
swimming pools
 Organization of
individual business
events, such as training,
parties, banquets, etc.
 Recognized quality
HILLMANN
relaxation
furniture
Výrobek nebo
služba nebo
značka
Jádro produktu
Skutečný
produkt
HOTEL
PATRIA
Náchodská 358
541 01 Trutnov
Česká republika
Odpočinek a
spánek
Ubytování
v jednolůžkových
až čtyřlůžkových
pokojích se
sprchou
+ WC, TV-sat,
minibarem
a telefonem.
Kapacita hotelu
je 245 lůžek
TRUHLÁŘSTVÍ
HILLMANN
Pohodlí a relaxace
Nábytek do
dětského pokoje
of the products
 Extended Warranty
for 4 years
 Furniture assembly free of charge
 Distribution of products
within 30 km – free of
charge
 Possibility of paying the
price in installments
Rozšířený produkt

restaurace, bar
 směnárna
 venkovní posezení
 parkoviště
 úschovna a půjčovna
kol
 úschovna lyží
 fitness, sauna,
masáže
 wifi internet
 sportovní
příležitosti: v hotelu
indoor golf; v těsné
blízkosti hotelu sportovní areál s
fotbalovým
stadiónem, tenisové
kurty, zimní hala,
plavecký krytý bazén
a moderní letní
koupaliště.
 Organizace
individuálních
firemních akcí, jako
školení, večírků,
rautů atd.

uznávaná kvalita
výrobku
 prodloužená záruka
na 4 roky
 montáž nábytku u
Turkey
MEGA
OTOMOTİV
AŞ.

Otomotiv Yedek
Parça
 Oto cam
 Gövde
 Mekanizma
Yastığı
 Lastik İzolato
 Basınç tablası
 Radiator
 Difarensiyel
çemberi
 Stepne taşıyıcı
 Tav. Hav.
Kapağı
 Arka ön far
koruma
 Yağ basınç
anahtarı
 Ön park
lambası
 Stop lambası
 Sinyal lambası
odběratele zdarma
 rozvoz výrobků do
30 km zdarma
 možnost úhrady ceny
ve splátkach
Araç bakım ve onarım
servisi
İkinci el araç satışı
Yıkama ve Araç
Kuaförü
Another marketing tool for evaluating PRODUCT is the Product Life Cycle (PLC).
The Product Life Cycle (PLC) is based upon the biological life cycle. For example,
a seed is planted (introduction); it begins to sprout (growth); it shoots out leaves and
puts down roots as it becomes an adult (maturity); after a long period as an adult the
plant begins to shrink and die out (decline).
The Customer Life Cycle (CLC) has obvious similarities with the Product Life
Cycle (PLC). However, CLC focuses upon the creation of and delivery of lifetime
value to the customer i.e. looks at the products or services that customers NEED
throughout their lives.
2. Price
There are many ways to price a product.
Premium Pricing
Use a high price where there is uniqueness about the product or service. This approach
is used where a substantial competitive advantage exists. Such high prices are charge for
luxuries such as Savoy Hotel rooms and Concorde flights.
Penetration Pricing
The price charged for
products and services is set
artificially low in order to gain
market share. Once this is
achieved, the price is increased.
This approach was used by France
Telecom and Sky TV.
Economy Pricing
This is a no frills low price.
The cost of marketing and
manufacture are kept at a
minimum. Supermarkets often
have economy brands for
soups, spaghetti, etc.
Price Skimming
Charge a high price because you have a substantial competitive advantage. However,
the advantage is not sustainable. The high price tends to attract new competitors into the
market, and the price inevitably falls due to increased supply. Manufacturers of digital
watches used a skimming approach in the 1970s. Once other manufacturers were tempted
into the market and the watches were produced at a lower unit cost, other marketing
strategies and pricing approaches are implemented.
Premium pricing, penetration pricing, economy pricing, and price skimming are the
four main pricing policies/ strategies. They form the bases for the exercise. However there
are other important approaches to pricing.
Psychological Pricing
This approach is used when the marketer wants the consumer to respond on an
emotional, rather than rational basis. For example: ‘price point perspective’ - 99 cents not one
dollar.
Product Line Pricing
Where there is a range of product or services the pricing reflect the benefits of parts of
the range. For example car washes. Basic wash could be $2, wash and wax $4, and the whole
package $6.
Optional Product Pricing
Companies will attempt to increase the amount customer spend once they start to buy.
Optional ‘extras’ increase the overall price of the product or service. For example airlines
will charge for optional extras such as guaranteeing a window seat or reserving a row of seats
next to each other.
Captive Product Pricing
Where products have complements, companies will charge a premium price where the
consumer is captured. For example a razor manufacturer will charge a low price and recoup
its margin (and more) from the sale of the only design of blades which fit the razor.
Product Bundle Pricing
Here sellers combine several products in the same package. This also serves to move
old stock. Videos and CDs are often sold using the bundle approach.
Promotional Pricing
Pricing to promote a product is a very common application. There are many examples
of promotional pricing including approaches such as BOGOF (Buy One Get One Free).
Geographical Pricing
Geographical pricing is evident where there are variations in price in different parts of
the world. For example rarity value, or where shipping costs increase price.
Value Pricing
This approach is used where external factors such as recession or increased
competition force companies to provide 'value' products and services to retain sales e.g. value
meals at McDonalds.
3. Place
Place is also known as channel, distribution, or intermediary. It is the mechanism
through which goods and/or services are moved from the manufacturer/ service provider to
the user or consumer.
There are six basic 'channel' decisions:

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


Direct or indirect channels (e.g. 'direct' to a consumer, 'indirect' via a wholesaler).
Single or multiple channels.
Cumulative length of the multiple channels.
Types of intermediary (see later).
Number of intermediaries at each level (e.g. how many retailers in that region).
Which companies as intermediaries to avoid 'intrachannel conflict' (i.e. infighting between
local distributors).
Selection Consideration - how to decide upon a distributor


Market segment - the distributor must be familiar with your target consumer and segment.
Changes during the product life cycle - different channels can be exploited at different
points in the PLC e.g. Foldaway scooters are now available everywhere. Once they were
sold via a few specific stores.
 Producer - distributor fit - Is there a match between their policies, strategies, image, and
yours? Look for 'synergy'.
 Qualification assessment - establish the experience and track record of your intermediary.

Your distributor’s requirements of training and support.
Types of Channel Intermediaries
There are many types of intermediaries such as wholesalers, agents, retailers, the
Internet, overseas distributors, direct marketing (from manufacturer to user without an
intermediary), and many others.
a. Channel Intermediaries - Wholesalers
They break down ‘bulk’ into smaller packages for resale by a retailer.
They buy from producers and resell to retailers. They take ownership or ‘title’ to goods
whereas agents do not.
 They provide storage facilities. For example, cheese manufacturers
seldom wait for their product to mature. They sell on to a wholesaler
that will store it and eventually resell to a retailer.
 Wholesalers offer reduce the physical contact cost between the
producer and consumer e.g. customer service costs, or sales force
costs.
 A wholesaler will often take on the some of the marketing
responsibilities. Many produce their own brochures and use their own
telesales operations.


b. Channel Intermediaries - Agents


Agents are mainly used in international markets.
An agent will typically secure an order for a producer and will take a commission. They do
not tend to take title to the goods. This means that capital is not tied up in goods. However,
a ‘stockist agent’ will hold consignment stock (i.e. will store the stock, but the title will
remain with the producer. This approach is used where goods need to get into a market
soon after the order is placed e.g. foodstuffs).
 Agents can be very expensive to train. They are difficult to keep control of due to the
physical distances involved. They are difficult to motivate.
c. Channel Intermediaries - Retailers






Retailers will have a much stronger personal relationship with the consumer.
The retailer will hold several other brands and products. A consumer will expect to be
exposed to many products.
Retailers will often offer credit to the customer e.g. electrical wholesalers, or travel agents.
Products and services are promoted and merchandised by the retailer.
The retailer will give the final selling price to the product.
Retailers often have a strong 'brand' themselves e.g. Ross and Wall-Mart in the USA.
d. Channel Intermediaries - Internet
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The Internet has a geographically disperse market.
The main benefit of the Internet is that niche products reach a wider audience e.g. Scottish
Salmon direct from an Inverness fishery.
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There are low barriers low barriers to entry as set up costs are low.
Use e-commerce technology (for payment, shopping software, etc).
There is a paradigm shift in commerce and consumption which benefits distribution via the
Internet.
4. Promotion
Another one of the 4P's is promotion. This includes all of the tools available to the
marketer for ‘marketing communication’. As with Neil H. Borden’s marketing mix,
marketing communications has its own ‘promotions mix’. Think of it like a cake mix, the
basic ingredients are always the same. However if you vary the amounts of one of the
ingredients, the final outcome is different.
It is the same with promotions. You can ‘integrate’ different aspects of the
promotions mix to deliver a unique campaign.
The elements of the promotions mix are:
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Personal Selling.
Sales Promotion.
Public Relations.
Direct Mail.
Trade Fairs and Exhibitions.
Advertising.
Sponsorship.
Physical Evidence is the material part of a service. Strictly speaking there are no
physical attributes to a service, so a consumer tends to rely on material cues. There are many
examples of physical evidence, including some of the following:
People are the most important element of any service or experience. Services tend to
be produced and consumed at the same moment, and aspects of the customer experience are
altered to meet the ‘individual needs’ of the person consuming it.
Process is another element of the extended marketing mix, or 7P's.There are a number
of perceptions of the concept of process within the business and marketing literature. Some
see processes as a means to achieve an outcome, for example - to achieve a 30% market share
a company implements a marketing planning process.
V. Implementation
Strategies
Goal I: Improve
communication,
internally and
externally
A. Improve AER's
effectiveness in
dealing with
professional issues
B. Improve AER's
organizational
effectiveness
Objectives
1. Align the
goals of AER
and Divisions
Action Items
a. Create an AER forum for
the Division discussion of
professional issues and
formulation of AER action
plans to address those issues.
b. Discuss and get consensus
with Divisions on what
professional issues should be
addressed at the AER level vs
the Division level
1. Enhance
a. Use AERLift to support
communication communication of new
of AER strategic strategic plan
goals to
b. Develop communication
Divisions and
tools for leaders in Divisions
Chapters
and Chapters
2. Improve AER a. Redesign AER website,
services to
adding new capabilities to
Divisions and
consolidate links with
Chapters
Division and Chapter sites
b. Offer enhanced speakers
bureau for leadership
c. Fuffill requests for
information, mailing lists, etc
more quickly
Responsible
Resources Deadline
Result
Performance
Indicators
Engineer
Popescu
Server IT
20,000
Euro
AER
forum
Number of
users Number
of posts
30 Sept
2010
3. Develop
proactive
communication
with Division
and Chapter
leadership
C. Provide effective 1. Partner with
legislative advocacy other
for the profession
organizations to
effectively track
legislation
a. Increase contact with
Council of Chapter Presidents
and Council of Division
Chairs
b. Develop communication
tools for leaders in Divisions
and Chapters
c. Develop newsletter for
Chapter and Division leaders
d. Review current materials
for Division/Chapter
leadership and revise as
necessary.
a Work with the Legeslative
Working Group (LWG) to
advance common legeslative
agenda with sister
organizations
VI. Measuring and monitoring the marketing planning process.
There is no planning without control. Marketing control is the process of
monitoring the proposed plans as they proceed and adjusting where necessary. If an
objective states where you want to be and the plan sets out a road map to your
destination, then control tells you if you are on the right route or if you have arrived at
your destination.
Control involves measurement,
evaluation, and monitoring. Resources
are scarce and costly so it is important
to control marketing plans. Control
involves setting standards. The
marketing manager will than compare
actual progress against the standards.
Corrective action (if any) is then taken.
If corrective action is taken, an
investigation will also need to be
undertaken to establish precisely why
the difference occurred.
There are many approaches to control:
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Market share analysis.
Sales analysis.
Quality controls.
Budgets.
Ratio analysis.
Marketing research.
Marketing information systems (MkIS).
Feedback from customers satisfaction surveys.
Cash flow statements.
Customer Relationship Management (CRM) systems.
Sales per thousand customers, per factory, by segment.
Location of buyers and potential buyers.
Activities of competitors to aspects of your plan.
Distributor support.
Performance of any promotional activities.
Market reaction/acceptance to pricing polices.
Service levels.