Planning Models

COMMERCIAL-IN-CONFIDENCE
 Planning Models

Linking Marketing to Business Goals

“Through ?, grow a sustainable and profitable business by selling complete ?

solutions to the world leveraged from ? wealth of knowledge, IP, and know how

5 Year Marketing Objectives

5 Year iQR goals

Primary Financial Goal: $?m

Identify, protect and commercialize 1) To evolve the existing business base to achieve a greater
market valuable IP market share in the high value IP / Knowledge services end of the
rail solutions market.

Build commercial acumen, Develop business acumen in existing staff through training,
entrepreneurial and business succession planning and bringing external knowledge and
development skills to support abilities into the organisation
business goals

To develop a comprehensive 3) Introduce a consistent sales methodology for deployment

market strategy from which
targeted market and customer
value propositions can evolve and
successfully convert into business
sales.
across the Complete Solutions business.
4) Develop and position comprehensive value proposition through
brand strategy and service delivery model
5) Create Marketing Information System and marketing
processes to increase opportunities and win rate

To implement an effective and 6) Create commercially focused strategic planning framework

efficient set of processes, 7) Engender a market focused culture in the business units
procedures and behaviours to through training and planning
coordinate business units to
achieve strategic objectives.

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 Planning Models

Marketing Function

Marketing Deliverables

Budget
Marketing System
People
Funding to support other
Process & Procedures
Skills, knowledge & 2 components &
Databases
abilities therefore marketing
Methodology
strategies

Marketing Direction (Strategic Plan)

Support Functions
IT, HR etc

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 Planning Models

Detailed Approach

OUTPUTS – Increased $ through: Report New

Informed and effective decision making & Planning ing & Produ
Improved execution Monito ct
Higher win ratio ring Develo
Integration between business functions and processes pment
Centralized and accurate information
Higher value add resource utilisation and minimal duplication
Brand equity through utilization of consistent approach and Busine
methodologies ss
Marketing and financial KPI’s and Metrics Devel
opmen
t
Proce
Portal Integra sses
Centralized Information Depository, Community, and Processing
ted
Proces
Advert
ses
ising /
Suppor
PR /
ted by
Collat
Finance – Client / MIS
eral
Product

Information Inputs Bid

Target Market Manag
Corporate Data Base(s), CRM, MR, Customized
Profiles ement
Analysis, Finance System

Market &
Client/Prospect Competitor Opportunity
Secondary
Profiles Profiles Identification
Research

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 Planning Models

Target Market Strategy

Sector Current Attractivenes Strategy

Revenue s
Share

Aged Care 60% 2 Cash cow and stable, few opportunities to

expand sales. Presentations at aged facilities
have provided an increase in revenues.
Recommend continuing profiling products
specifically targeted at this segment e.g.
arthritis

Mothers with 25% 1 Potential to significantly expand sales to this

children segment. Strategy is to expand sales to this
segment through DM, product mix and cross
sell

Health conscious 5% 1 Potential to significantly expand sales to this

consumers segment. Strategy is to expand sales to this
segment through, product mix and cross sell

Students 5% 3 Low priority segment and it is not

recommended that a specific marketing
activities are undertaken for this segment

Doctors 5% 2 A hire equipment list should be provided to

doctors within the geographic catchment area.
In addition, brochures on the Webster packs
for aged clients

Blue Care Nurses - 2 Use this channel to promote aged products to

end consumer. Provide a promo package for
reference and update periodically to keep top
of mind

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 Planning Models

Target Market Strategy with $

Sector Current Attractiveness Strategy

Revenue Share

Industrial Building 75% 2 Expand client base by 5 through direct

marketing and sales activities. Breakdown:
high end clients= 2x$500 pa, Medium=3x$50-
$100k pa

Commercial 25% 3 Low margin but provides cash flow. Maintain

Building revenue and review for opportunities to
increase margin or volume

Mining 0% 1 High value and margins, no presence

however Mr. X does have previous
experience. Use this experience to leverage
appointment through direct sales. Use
discount on first job to prove capability with
new client. Specific tactics are outlined in the
following sections. Breakdown: Medium end
clients=2x$50-$100k

Ports and 0% 1 Need previous experience in industry, barrier

Infrastructure to entry. New targets servicing mining industry
will service this one as well potentially.
Establish relationship and then cross sell into
this market in year two

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 Planning Models

Feature Benefit Table

Product Feature Benefit

A Needle retracts back into Increased protection and safety

barrel upon activation

Plunger locks firmly onto Visibility

top shroud upon activation

Single use, disposable Fits with current practices and ease

syringe of use

Coloured gauges as per Compliant, making it easy to order

ISO standards

Only 5 moving parts More reliable and cost effective to

produce

Needle gauge doubles as Comfortable to use

an activation indicator

High grade Nipro Steel Quality, reliability & cost

used for needle

B Blade is contained for safe Safe and cost effective

loading and changing of
blade cartridges

A safety tab must be Reduces risk of contaminated blade

removed by the user cut injuries
before the blade can be
exposed

Blade is covered or Quick and easy to use

exposed in a single
movement

Blade is covered during One handed use, increased safety,

passing and upon ejection minimal dead waste
of cartridge

Blades made by best

blade maker in England

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 Planning Models

Target Market Advertising Plan

Stakeholder Characteristics Key Drivers Key Messages Media
Large distributors Large medical distributors, most cover Margin Proof that product is most Trade show e.g. Medica
and organisations specific segments e.g. Acute care, amplitary Technically advanced advanced technology Supplier conferences
care, retail, aged care, hospital care, Products that are in demand Value for money End user conferences
dentists. They have their own sales force and Own brand ISO standards Trade Journals
responsible for promoting product to their Highly reliable
market segments. Often, they prefer to self 5 moving parts
brand products
End users Practioners, purchasing officers, dentists, Self Safety Safer method of delivery Trade advertising
(users). In many cases they use the product Patient Safety Advanced technology Articles
and do not make the purchasing decision. Ease of use Reliable method of delivery Conference presentations
However, they do influence decisions Size for disposal purposes Compact and small Demo and involvement
Advanced technology Supplier push

Shareholders and Brokers specialising in the medical Medium and long term PER Current shareholders: Stick with Direct mail
brokers* technology industry, current shareholders, Healthy current and future us for the long haul Press releases
superannuation funds company fundamentals Brokers: Sound investment for Annual report and
Liquidity the future announcements
Good news and good news AGM
stories Newsletter
Government Legislative bodies Meet industry and Fit for purpose To Be Completed
Purchasing departments requirements Adherence to government and
Safety industry requirements
Pharmaceutical Large drug companies that produce direct High volume Value adds to their traditional To be Completed
Companies injection vaccines etc Packaged solution delivery method
Advanced technology and Enhances their product offering
packaging for differentiation Safe and easy to use
against traditional methods Positive perception by their
customer base
Advocacy Groups Associations, disease support groups, unions Not a primary target group at
present

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 Planning Models

Brand Wheel

WHAT THE BRAND STANDS FOR HOW WOULD I DESCRIBE THE BRAND

Excellent QAEngaging
4th
Dimension Connecting
Safety Cool Professional
Pioneering Dependable Agile
Delivery
Medical SYMBOLS Dignified
Stability Heart Committed
Transformation Unique
Longevity
Blue sky Revolution Connecting
Viable partner Modern
Light Strength
Quality Revolutionary
WOW Confident
Superior Blue
Good White Involved
Intelligent Assured
Silver Traditional yet
Efficient contemporary Successful
Effective
Respected
Renewed COLOURS
Cared for
Hi tech Wanted
Stable Impressed
yet simple Useful
Proud
World class
Right

HOW THE BRAND MAKES ME LOOK HOW DOES THE BRAND MAKE ME FEEL

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 Planning Models

Marketing Skill Base Evaluation - Sample

Outcome Skills/Knowledge & Abilities Priority Responsibility Gap in
1 = Critical, 5 / Level % Existing Skill
= Outsource, Base or
Training Availability

Bid Ability to create user friendly structured 1 NA 100%

Management templates: Word, PDF, Illustrator,
PowerPoint, Excel. Ability to create
communication content: workflow models,
process maps, graphics, photo’s, written
content, themes
CRM Implement and manage CRM: knowledge 2 MRA/20% 80%
of CRM processes, data migration and data
mapping, report generation, KPI’s, Training,
data integrity, integrate into other business
processes and systems.
Advertising & Significant money could be saved (estimate 4 CC/20% 80%
Collateral $20,000) if graphic design skills were
brought in house. It would also support the
bid management templates and
presentations
Copy write skills for product description 2 OTH/10% 90%
Knowledge of print, design, advertising 1 CC/80% 20%
mediums, PR industry and processes
Portal Critical skills include knowledge of web 2 MRA/10% 90%
based technology, business processes and
outcomes, IT administration skills
Marketing Experience in marketing information and 2 MRA/20% 80%
System systems
Map and re-engineer current processes 2 MRA/10% 90%
Create new processes against business 2 MRA/10% 90%
requirements
Ability to source relevant information, 3 MRA/50% 50%
present to users in actionable format and
build into business processes
Ability to identify sometime obscure 2 MRA/20% 80%
opportunities and progress them through
sales methodology
Ability to create analysis models against 3 MRA/100% 100%
information objectives
Ability to create relevant reports and source 3 MRA/50% 50%
required information
Knowledge and experience in 2 MRA/20% 80%
environmental scanning, client segment
analysis, key drivers, product evaluation,
pricing models, channel mapping
Market Understanding of market research 2 MRA/20% 80%
Research methodologies, when to apply, secondary
research sources

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 Planning Models

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