Let us now proceed to complete each part of the plan:

I. EXECUTIVE SUMMARY
The executive summary presents, in a very concise manner, vital information contained in
the marketing plan such as its marketing objectives, strategy recommendations, marketing
budget, projected sales, and profitability. A well-written executive summary is usually no longer
than one or two pages. Because it is a summary of the significant points and figures contained in
the marketing plan, the executive summary can only be composed after the marketing plan is
completed.

II. STUDY BACKGROUND

A. Brief history of the company

As the starting point for your paper, select a product brand. Identify its manufacturer and
write a brief history of this company. Most companies’ historical background can be found in the
internet. Whenever you use material from the Internet, always cite your source.

B. Mission and vision

Research on the company’s mission and vision though internet. These statements can give
you vital information on its business philosophy and long-term directions.

C. Product/service offerings
List down the company’s current product offerings, classifying them by type (hair care,
personal care, home care, etc.) and also indicate their suggested retail prices (SRP). This product
listing can determine the specific role your selected product brand plays
in the company’s entire product offering or product portfolio.

III. MACRO-ENVIRONMENTAL ANALYSIS

Make an assessment on each of the company’s macro-environments. Get the latest data
possible. A marketing plan of a particular product is a plan of action for the future and is intended
to be implemented in the coming year. It is therefore important that after accessing current
information, secure also authoritative information on how figures may look like in the following
year. Since the marketing plan is to be implemented a year after, it is the following year’s macro-
economic environment that the product will have to contend with. Future indicators are readily
available on the internet.

A. Economic
Latest economic data is projected. Inflation rate and peso-dollar exchange rates are usually
critical in determining future cost, price, and consumer purchasing power. Gross Domestic
Product (GDP) can indicate the general business environment in the coming year. These data are
available at the Bangko Sentral ng Pilipinas website (www.bsp.gov.ph). Make sure only relevant
economic data are used. Economic factors should be concisely stated and the accompanied figures
and projections acquired should also be indicated.
B. Politico-legal
The political macro-environment is assessed. Unless there is obvious political stability,
there is no need to project the political environment. An exception would be a national election,
which may cause the economic and business climate to change dramatically. Bills currently
pending on the senate or in congress that maybe enacted into law in the coming year should be
considered.

C. Socio-cultural
Identify relevant socio-cultural factors that may affect the manner of how the selected
brand will be marketed. There may, however, be no possible change in the coming years because
socio-cultural factors take years, if not generation, to change.

D. Demographic
Based on target market, cite current and relevant figures that may affect the marketability
of the product. Therefore, if and target market is “female residents of Metro Manila between the
ages of 18 and 25, who are career oriented,” determine the population of Metro Manila, the gender
mix of population, and the distribution of the population by age are all relevant to your brands
marketability. As discussed in chapter 3, although psychographic segmentation (“who are career
oriented”) is important in determining consumer behavior, there is little to Philippine population
psychographic information available on the internet. Because it takes many years before
demographic trends to change substantially, there is no need to project demographic data
acquired.

E. Technological
Depending on the industry relevant technological developments that may favorably or
unfavorably affect the chosen brand. This may include, for example, a new production process
which the company can adopt to reduce manufacturing cost, or an innovative type of packaging,
the patent of which may be owned by one of the competitors.

F. Natural
A thorough analysis of the natural macro-environment is undertaken in this section:
pollution, global warning and acts of God, among others. There’s no need to project this into the
marketing plan’s implementation phase, however, because this issues are not volatile over the
short term period.

IV. OPPORTUNITIES AND THREATS

 Enumerate identified opportunities and threats from the macro-environment analysis.
Arrange them chronologically. Relate them directly to a specific macro-environmental factor and
justify why they classified as opportunities or threats.

V. MICRO-ENVIRONMENTAL ANALYSIS
The six micro-environmental factors assessed and evaluated. Because the micro
environment is not expected to change dramatically over the short-term, it is largely unnecessary
to project the situation to the following year. The only aspects which may situational require
projection is the competitive situation. It may be possible that there is public knowledge of the
entry of new competitor that may affect the industry’s competitive landscape.

A. The company
The company is evaluated in terms of its organizational ability to implement marketing
strategies. The relationship among functional areas must be evaluated to determine if there are
bottlenecks in decision-making, and if other functional departments are supportive of the
marketing. It would also be helpful to look at the latest company income statement to evaluate the
company’s cost structure. Financial statements are available from the Securities and Exchange
Commission.

B. Supplier
In this section, the relationship between the company and its suppliers is assessed. This is
especially for suppliers involved in the supply of raw materials vital to product manufacturing.
Any opportunities to improve the company’s supply chain should also
be investigated with the objective of reducing the product cost and increasing value to the
customers.

C. Marketing intermediaries
The company’s distribution network is illustrated and explained in this section. The choice
of distribution type is reviewed and possible improvements in intermediary relationships are
determined.

D. Customers
In this section of the marketing plan, identification of the geographic, demographic and
psychographic profile of the brand’s typical customer is expected. The buying behavior should be
explained and understood, ex. why they buy, where they buy, how frequently they buy, and how
they use your product.

E. Competition
This is where the brand competitors and the companies that manufacture them are
identified. If necessary, draw a perceptual map to identify the closest competitors. Identify also the
relative positions of the different competing brands (including your own) in terms of market
share. In this case high organized industries, information is available from Euromonitor
(www.euromonitor.com/philippines). Otherwise, interview with product retailers can be used
and shelf checks conducted (normally the larger the shelf space a particular brand occupies, the
larger its sales). It would also be important to discuss the recent competitive actions of the
competitors in order to anticipate how they will most likely respond to the proposed marketing
strategies.

F. Publics
Evaluate the company’s relationship with its publics; corporate stockholders, the
community, financial institutions, media, the government, and society as a whole. This can prevent
any future need for the company to engage in public relations and publicity.

VI. STRENGTHS AND WEAKNESSES

Enumerate the identified strength and weaknesses from the micro-environmental analysis.
Arrange them chronologically. Relate them directly to a specific micro-environmental factor and
justify why they are classified as strength and weaknesses.

VII. THE MARKET

A. Market size
Show the size of your market. The total market is the sum total of the group f individual or
organizational consumers who have both the willingness and financial capability to purchase a
particular product or service. Some industries have their total market size published in
Euromonitor. If you can identify your industry competitors, simply add the total sales of all
different brands to arrive at the market size. If this information is not available, you may need to
conduct interviews or surveys to determine purchase size, frequency of purchase, and average
price paid. When this is combined with the market population data you will arrive at market size.
Market size is expressed either in units or in value (pesos).

B. Market needs
Know your market intimately to be able to serve its needs. Understand and express what
exactly the market is looking for in the product that you are offering. Describe the market needs
and wants and its value perceptions of various product/service attributes.

C. Market trends
Based on the historical trend, trends are also identified with the respect to market needs
and preferences.
VIII. MARKETING OBJECTIVES
In this section state the marketing objectives. Arrange the objectives in sequence.
Marketing objectives may include brand awareness target and sales revenue objectives. They must
be specific, measurable, attainable, realistic and time-bounded.

IX. MARKETING STRATEGIES

In this chapter, marketing strategies are proposed based on a thorough analysis of
opportunities and threats, strengths and weaknesses, and the market for the proposed
product/service. Strategies must collectively be able to achieve all marketing objectives.

A. Product/Service
Product or service should be fully explained. Indicate any innovations you plan to
implement in your product or service; ex. a change in packaging label, supplements on your
service offering, etc. Identify the value proposition or unique selling proposition of the
product/service.

B. Target Market
Describe in detail the target market of the product/service. Use as many or a few
segmentation variables as necessary to outline the target market’s geographic, demographic, and
psychographic profile. Quantify the size of your target market. If you plan to expand, contract, or
totally change your brands present target markets, indicate the changes and justify it convincingly.

C. Brand positioning
State the current positioning of the brand/service. Fully explain if you think it is relevant
for use. If revision is needed, state the proposed alternative brand positioning. Fully justify the
proposed brand positioning and explain convincingly why it is more appropriate than the current
one. Remember that positioning of your proposed product/service must be unique, beneficial and
credible, and must revolve around a product or a service attribute that is relevant to your target
market.

D. Pricing strategy
Based on the marketing objective formulated, decide on a general pricing strategy for the
brand. It is possible to implement general pricing strategies for a brand during an operating year.
For example, a brand may have a general strategy of going-rate-pricing but implement
promotional pricing during the last quarter of the year.
E. Distribution Strategy
Review the brands current distribution strategy to determine if it is still applicable for the
marketing plan’s implementing period. When adjustments or modification are required, give
recommendations as to how the selected brand can be distributed more efficiently.

D. Advertising and promotional strategy

In this section, propose your advertising and promotion strategy. Based on the advertising
and promotional objectives and target audience profile, decide on the message, creative style,
vehicles, media you will utilize. Provide details of media and promotional plan, including locations
for advertising placements, their frequency and approximate cost. Also indicate the mechanics of
the trade and consumer promotions. If any, their corresponding costs. Select media carefully,
giving consideration on cost effectiveness.

X. Tactical implementation
Develop tactics for each strategy. Some strategies may only require a little a two tactical
plan, while others may need to be supported by five or more tactics. In essence, there is no precise
number of tactics per strategy. There should be as many tactics as necessary to ensure the success
of the strategy, but no additional tactics may be proposed if it does not contribute to successful
strategy implementation. Write a brief discussion of the operating details of each tactic including
the timetable as to when each will be implemented.
IX. MARKETING BUDGET

In this chapter, indicate the total cost involved in the implementation of the proposed
marketing plan. Only third party expenditures are to be included in the marketing budget. Capital
expenditures like retail outlet construction expenses and the purchase of packaging, machinery
are excluded from the marketing budget.

XI. FEEDBACK AND CONTROL

The purpose of this section is to ensure that each of the tactics is carried out as planned.
There should be feedback and control write up for each of your tactics. In paragraph for discuss
individual tactic benchmark or milestone to indicate that the tactics is implemented according to
plan. Corrective measures that can be taken to ensure adherence to plan must be developed; e.g.
reporting procedures and forms, coordination among parties and accountabilities.
XII. FINANCIAL PROJECTIONS

At the point, present the financial viability of your proposed marketing plan. The latest
available incoming statement of your company can be used. Begin by calculating the expected
revenues to be generated by your marketing plan. Add the expected amount of your average
historical sales of the company. The sum is the total sales generated for the year. Using the same
percentage of costs of sales from the latest available income statement, deduct the percentage
amount of the total sales to obtain the gross profit. The difference is the income before tax. Deduct
income tax (currently at 30 % of income for corporations) from the gross income.