BMGT 85 Reviewer

CAVITE STATE UNIVERSITY
TRECE MARTIRES CITY CAMPUS
MARKETING 85
SPECIAL TOPICS IN
MARKETING MANAGEMENT
EXCEL E. ARIDIDON
MKTG 85 – Special Topics in Marketing Management
CvSU
Core Values
Students are expected to live by and stand for the following University tenets:
TRUTH is demonstrated by the student’s objectivity and honesty during
examinations, class activities and in the development of projects.
EXCELLENCE is exhibited by the students’ self-confidence, punctuality, diligence
and commitment in the assigned tasks, class performance and other course
requirements.
SERVICE is manifested by the students’ respect, rapport, fairness and cooperation

in dealing with their peers and members of the community. In addition, they should
exhibit love and respect for nature and support for the cause of humanity.
Goals of the Campus
The three campuses shall endeavor to:
1. provide high quality instruction in order to produce skilled, morally upright, and
globally competitive graduates;
2. develop and pursue advance research activities through arts, sciences, and
technology to support instruction; and
3. develop and conduct extension activities that will empower people and
communities.
Department of Management Objectives
The department shall endeavor to:
1. provide high quality instruction and professional expertise to students, to

prepare them in the different organizational settings as upright and
competitive individuals;
2. equip students with the knowledge and principles of marketing management,
tourism and hospitality management and its application in their future career;
3. develop global awareness among students to meet the dynamic requirements
of marketing management, tourism and hospitality industry thru research
works, and community development programs by creating strong linkages
with related organizations; and deliver a gender-fair and gender sensitive
instructions to students aligned with the university goals and objectives.
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Program Education Objectives (based on the program CMO)
The Department of Management intends to produce graduates who are globally

competitive and morally upright who:
1. Apply theories and principles of business management

2. Develop comprehensive business plans.
3. Conduct an in-depth analysis and provide creative solutions on various
business situations both in the local and international settings.
4. Exemplify ethically responsible and gender sensitive behavior in all business
undertakings.
5. Design knowledge-sharing arrangements/linkages and effectively deliver
desired value contributions to the various sectors of the society; and
6. Conduct relevant trainings and developmental extension activities among
various stakeholders.
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About the
Course
Course Description
In this course, the students learn about the design, development, implementation
and evaluation of comprehensive marketing plan; product analysis; market analysis;
market positioning strategies; goal strategies; program formulation; marketing tactics
and practices; decision-making in terms of product, price and channel or distribution;
and promotion of goods and services.
Course Goals/Objectives
Program Outcomes Addressed by the Course
After completing this course, the students should be able to:
1. identify the latest in the field of Marketing Management;
2. evaluation product analysis and market positioning strategies of a
comprehensive marketing plan;
3. formulate a goal and marketing tactics for a product;
4. create a product, price, place and promotional strategies;
5. submit a webinar narrative reports.
Course Content:
I. Marketing Trends in 21st Century

 Top Marketing Trends for 2020
 Digital Marketing Trends
 TEDx Video: Making Sense of Marketing in the Digital Age
II. Introduction of Comprehensive Marketing Plan

 What is a Marketing Plan?
 Format of a Marketing Plan
 Parts of Marketing Plan
 Sample products and services for a marketing plan
III. Part 1: Industry Overview

 Industry Concept
 Market Size (Volume / Value)
 Market Shares
 Market Trends (Past 3-5 years)
IV. Part 2: Situational Analysis

 Consumer Profile
 Company Profile
 Context/Environmental Analysis
 Collaborators
 Competitors
V. Part 3 and 4: Marketing Objectives and Overall Marketing Strategy
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 Overall Marketing Objectives

 Specific Objectives and Targets (3 years)
VI. Part 4: Overall Marketing Strategy (Positioning Statement)
VII. 3-Year Financial Projections

 Sales Volume/Value Projections
 Detailed Marketing Budget and Marketing Timetable
 Income Statement
VIII. Webinars and Webinar Reports

 Webinars in the field of Marketing Management
 Parts of Webinar Narrative Report
IX. Attendance of 2 marketing related webinars

 Digital Marketing Trends
 Marketing in the New Normal
X. Webinar Proposal Presentation

 Title
 Activities
 Program Flow
 Budgetary Plan
XI. In-house Webinar about marketing related topic.

 Narrative Report
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Table of
Contents
I. Trends in 21st Century……………………………………………………………….. 7
II. Introduction of Comprehensive Marketing Plan………………………………….. 16
III. Part 1: Industry Overview…………………………………………………………… 22
IV. Part 2: Situational Analysis…………………………………………………………. 25
V. Part 3 and 4: Marketing Objectives and Overall Marketing Strategy…………... 29
VI. Part 4: Overall Marketing Strategy (Positioning Statement)…………………….. 32
VII. 3-Year Financial Projections…………………………………………………………35
VIII. Webinars and Webinar Narrative

Reports…………………………………………………………………………………41
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1 Marketing Trends in 21st Century
Week 1
Objectives
After the completion of this lesson, the students will be able to:
1. identify the top marketing trends;
2. identify the digital marketing trends;
3. understand the sense of marketing in digital age;
4. understand the companies’ and marketers’ response to the new challenge; and
5. explain the orientations company exhibits in the marketplace.
Overview
We will address the following questions:
 What orientations do companies exhibit in the marketplace?
 How are companies and marketers responding to the new challenges?
Change is occurring at an accelerating rate; today is not like yesterday, and tomorrow will be
different from today. Continuing today’s strategy is risky; so is turning to a new strategy.
Therefore, tomorrow’s successful companies will have to heed three certainties:
 Global forces will continue to affect everyone’s business and personal life.
 Technology will continue to advance and amaze us.
 There will be a continuing push toward deregulation of the economic sector.
These three developments—globalization, technological advances, and deregulation

— spell endless opportunities. But what is marketing and what does it have to do with these
issues?
Marketing deals with identifying and meeting human and social needs. One of the
shortest definitions of marketing is “meeting needs profitably.” Whether the marketer is
Procter & Gamble, which notices that people feel overweight and want tasty but less fatty
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food and invents Olestra; or CarMax, which notes that people want more certainty when they
buy a used automobile and invents a new system for selling used cars; or IKEA, which
notices that people want good furniture at a substantially lower price and creates knock-
down furniture—all illustrate a drive to turn a private or social need into a profitable business
opportunity through marketing.
COMPANY ORIENTATIONS TOWARD THE MARKETPLACE

Marketing management is the conscious effort to achieve desired exchange outcomes with
target markets. But what philosophy should guide a company’s marketing efforts? What
relative weights should be given to the often conflicting interests of the organization,
customers, and society?
For example, one of Dexter Corporation’s most popular products was a profitable grade of
paper used in tea bags. Unfortunately, the materials in this paper accounted for 98 percent
of Dexter’s hazardous wastes. So while Dexter’s product was popular with customers, it was
also detrimental to the environment. Dexter assigned an employee task force to tackle this
problem. The task force succeeded, and the company increased its market share while
virtually eliminating hazardous waste.
Clearly, marketing activities should be carried out under a well-thought-out philosophy of

efficient, effective, and socially responsible marketing. In fact, there are five competing
concepts under which organizations conduct marketing activities: production concept,
product concept, selling concept, marketing concept, and societal marketing concept.
The Production Concept

The production concept, one of the oldest in business, holds that consumers prefer
products that are widely available and inexpensive. Managers of production-oriented
businesses concentrate on achieving high production efficiency, low costs, and mass
distribution. This orientation makes sense in developing countries, where consumers are
more interested in obtaining the product than in its features. It is also used when a company
wants to expand the market. Texas Instruments is a leading exponent of this concept. It
concentrates on building production volume and upgrading technology in order to bring costs
down, leading to lower prices and expansion of the market. This orientation has also been a
key strategy of many Japanese companies.
The Product Concept

Other businesses are guided by the product concept, which holds that consumers
favor those products that offer the most quality, performance, or innovative features.
Managers in these organizations focus on making superior products and improving them
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over time, assuming that buyers can appraise quality and performance. Product-oriented
companies often design their products with little or no customer input, trusting that their
engineers can design exceptional products. A General Motors executive said years ago:
“How can the public know what kind of car they want until they see what is available?” GM
today asks customers what they value in a car and includes marketing people in the very
beginning stages of design. However, the product concept can lead to marketing myopia.
Railroad management thought that travelers wanted trains rather than transportation and
overlooked the growing competition from airlines, buses, trucks, and automobiles. Colleges,
department stores, and the post office all assume that they are offering the public the right
product and wonder why their sales slip. These organizations too often are looking into a
mirror when they should be looking out of the window.
The Selling Concept

The selling concept, another common business orientation, holds that consumers
and businesses, if left alone, will ordinarily not buy enough of the organization’s products.
The organization must, therefore, undertake an aggressive selling and promotion effort. This
concept assumes that consumers must be coaxed into buying, so the company has a battery
of selling and promotion tools to stimulate buying.
The selling concept is practiced most aggressively with unsought goods—goods that
buyers normally do not think of buying, such as insurance and funeral plots. The selling
concept is also practiced in the nonprofit area by fund-raisers, college admissions offices,
and political parties. Most firms practice the selling concept when they have overcapacity.
Their aim is to sell what they make rather than make what the market wants. In modern
industrial economies, productive capacity has been built up to a point where most markets
are buyer markets (the buyers are dominant) and sellers have to scramble for customers.
Prospects are bombarded with sales messages. As a result, the public often identifies
marketing with hard selling and advertising. But marketing based on hard selling carries high
risks. It assumes that customers who are coaxed into buying a product will like it; and if they
don’t, that they won’t bad-mouth it or complain to consumer organizations and will forget
their disappointment and buy it again. These are indefensible assumptions. In fact, one
study showed that dissatisfied customers may bad-mouth the product to 10 or more
acquaintances; bad news travels fast, something marketers that use hard selling should bear
in mind.
The Marketing Concept

The marketing concept, based on central tenets crystallized in the mid-1950s,
challenges the three business orientations we just discussed.18 The marketing concept
holds that the key to achieving organizational goals consists of the company being more
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effective than its competitors in creating, delivering, and communicating customer value to
its chosen target markets. Theodore Levitt of Harvard drew a perceptive contrast between
the selling and marketing concepts: “Selling focuses on the needs of the seller; marketing on
the needs of the buyer. Selling is preoccupied with the seller’s need to convert his product
into cash; marketing with the idea of satisfying the needs of the customer by means of the
product and the whole cluster of things associated with creating, delivering and finally
consuming it.”
The marketing concept rests on four pillars: target market, customer needs,
integrated marketing, and profitability. The selling concept takes an inside-out
perspective. It starts with the factory, focuses on existing products, and calls for heavy
selling and promoting to produce profitable sales. The marketing concept takes an outside-in
perspective. It starts with a well-defined market, focuses on customer needs, coordinates
activities that affect customers, and produces profits by satisfying customers.
1. Target Market
Companies do best when they choose their target market(s) carefully and prepare
tailored marketing programs. For example, when cosmetics giant Estee Lauder recognized
the increased buying power of minority groups, its Prescriptives subsidiary launched an “All
Skins” line offering 115 foundation shades for different skin tones. Prescriptives credits All
Skins for a 45 percent sales increase since this product line was launched.
2. Customer Needs
A company can carefully define its target market yet fail to correctly understand the
customers’ needs. Clearly, understanding customer needs and wants is not always simple.
Some customers have needs of which they are not fully conscious; some cannot articulate
these needs or use words that require some interpretation.
We can distinguish among five types of needs: (1) stated needs, (2) real needs, (3)
unstated needs, (4) delight needs, and (5) secret needs. Responding only to the stated need
may shortchange the customer.
For example, if a customer enters a hardware store and asks for a sealant to seal
glass window panes, she is stating a solution, not a need. If the salesperson suggests that
tape would provide a better solution, the customer may appreciate that the salesperson met
her need and not her stated solution. A distinction needs to be drawn between responsive
marketing, anticipative marketing, and creative marketing. A responsive marketer finds a
stated need and fills it, while an anticipative marketer looks ahead to the needs that
customers may have in the near future. In contrast, a creative marketer discovers and
produces solutions that customers did not ask for, but to which they enthusiastically respond.
Sony exemplifies a creative marketer because it has introduced many successful new
products that customers never asked for or even thought were possible: Walkmans, VCRs,
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and so on. Sony goes beyond customer-led marketing: It is a market-driving firm, not just a
market-driven firm. Akio Morita, its founder, proclaimed that he doesn’t serve markets; he
creates markets.
Why is it supremely important to satisfy the needs of target customers? Because a
company’s sales come from two groups: new customers and repeat customers. One
estimate is that attracting a new customer can cost five times as much as pleasing an
existing one. And it might cost 16 times as much to bring the new customer to the same level
of profitability as that of the lost customer. Customer retention is thus more important than
customer attraction.
3. Integrated Marketing
When all of the company’s departments work together to serve the customers’
interests, the result is integrated marketing. Integrated marketing takes place on two levels.
First, the various marketing functions—sales force, advertising, customer service,

product management, marketing research—must work together. All of these functions must
be coordinated from the customer’s point of view.
Second, marketing must be embraced by the other departments. According to David

Packard of Hewlett-Packard: “Marketing is far too important to be left only to the marketing
department!” Marketing is not a department so much as a companywide orientation. Xerox,
for example, goes so far as to include in every job description an explanation of how each
job affects the customer. Xerox factory managers know that visits to the factory can help sell
a potential customer if the factory is clean and efficient. Xerox accountants know that
customer attitudes are affected by Xerox’s billing accuracy. To foster teamwork among all
departments, the company must carry out internal marketing as well as external marketing.
External marketing is marketing directed at people outside the company. Internal marketing
is the task of hiring, training, and motivating able employees who want to serve customers
well. In fact, internal marketing must precede external marketing. It makes no sense to
promise excellent service before the company’s staff is ready to provide it. Managers who
believe the customer is the company’s only true “profit center” consider the traditional
organization chart—a pyramid with the CEO at the top, management in the middle, and
front-line people and customers at the bottom—obsolete. Master marketing companies
invert the chart, putting customers at the top. Next in importance are the front-line people
who meet, serve, and satisfy the customers; under them are the middle managers, who
support the front-line people so they can serve the customers; and at the base is top
management, whose job is to hire and support good middle managers.
4. Profitability
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The ultimate purpose of the marketing concept is to help organizations achieve their
objectives. In the case of private firms, the major objective is profit; in the case of nonprofit
and public organizations, it is surviving and attracting enough funds to perform useful work.
Private firms should aim to achieve profits as a consequence of creating superior customer
value, by satisfying customer needs better than competitors. For example, Perdue Farms
has achieved above-average margins marketing chicken—a commodity if there ever was
one! The company has always aimed to control breeding and other factors in order to
produce tender-tasting chickens for which discriminating customers will pay more.
How many companies actually practice the marketing concept? Unfortunately, too
few only a handful of companies stand out as master marketers: Procter & Gamble, Disney,
Nordstrom, Wal-Mart, Milliken & Company, McDonald’s, Marriott Hotels, American Airlines,
and several Japanese (Sony, Toyota, Canon) and European companies (IKEA, Club Med,
Nokia, ABB, Marks & Spencer). These companies focus on the customer and are organized
to respond effectively to changing customer needs. They all have well-staffed marketing
departments, and all of their other departments—manufacturing, finance, research and
development, personnel, purchasing—accept the customer as king. Most companies do not
embrace the marketing concept until driven to it by circumstances. Various developments
prod them to take the marketing concept to heart, including sales declines, slow growth,
changing buying patterns, more competition, and higher expenses. Despite the benefits,
firms face three hurdles in converting to a marketing orientation: organized resistance, slow
learning, and fast forgetting. Some company departments (often manufacturing, finance, and
research and development) believe a stronger marketing function threatens their power in
the organization. Resistance is especially strong in industries in which marketing is being
introduced for the first time—for instance, in law offices, colleges, deregulated industries,
and government agencies. In spite of the resistance, many companies manage to introduce
some marketing thinking into their organization. Over time, marketing emerges as the major
function. Ultimately, the customer becomes the controlling function, and with that view,
marketing can emerge as the integrative function within the organization.
The Societal Marketing Concept

Some have questioned whether the marketing concept is an appropriate philosophy
in an age of environmental deterioration, resource shortages, explosive population growth,
world hunger and poverty, and neglected social services. Are companies that successfully
satisfy consumer wants necessarily acting in the best, long-run interests of consumers and
society? The marketing concept sidesteps the potential conflicts among consumer wants,
consumer interests, and long-run societal welfare. Yet some firms and industries are
criticized for satisfying consumer wants at society’s expense.
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Such situations call for a new term that enlarges the marketing concept. We propose
calling it the societal marketing concept, which holds that the organization’s task is to
determine the needs, wants, and interests of target markets and to deliver the desired
satisfactions more effectively and efficiently than competitors in a way that preserves or
enhances the consumer’s and the society’s well-being. The societal marketing concept calls
upon marketers to build social and ethical considerations into their marketing practices. They
must balance and juggle the often conflicting criteria of company profits, consumer want
satisfaction, and public interest. Yet a number of companies have achieved notable sales
and profit gains by adopting and practicing the societal marketing concept. Some companies
practice a form of the societal marketing concept called cause-related marketing. Pringle and
Thompson define this as “activity by which a company with an image, product, or service to
market builds a relationship or partnership with a ‘cause,’ or a number of ‘causes,’ for mutual
benefit.” They see it as affording an opportunity for companies to enhance their corporate
reputation, raise brand awareness, increase customer loyalty, build sales, and increase
press coverage. They believe that customers will increasingly look for demonstrations of
good corporate citizenship. Smart companies will respond by adding “higher order” image
attributes than simply rational and emotional benefits. Critics, however, complain that cause-
related marketing might make consumers feel they have fulfilled their philanthropic duties by
buying products instead of donating to causes directly.
HOW BUSINESS AND MARKETING ARE CHANGING
We can say with some confidence that “the marketplace isn’t what it used to be.” It is
changing radically as a result of major forces such as technological advances, globalization,
and deregulation. These forces have created new behaviors and challenges: How Business
and Marketing are Changing Customers increasingly expect higher quality and service and
some customization. They perceive fewer real product differences and show less brand
loyalty. They can obtain extensive product information from the Internet and other sources,
permitting them to shop more intelligently. They are showing greater price sensitivity in their
search for value.
Brand manufacturers are facing intense competition from domestic and foreign brands,
which is resulting in rising promotion costs and shrinking profit margins. They are being
further buffeted by powerful retailers who command limited shelf space and are putting out
their own store brands in competition with national brands.
Store-based retailers are suffering from an oversaturation of retailing. Small retailers are
succumbing to the growing power of giant retailers and “category killers.” Store-based
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retailers are facing growing competition from direct-mail firms; newspaper, magazine, and
TV direct-to-customer ads; home shopping TV; and the Internet. As a result, they are
experiencing shrinking margins. In response, entrepreneurial retailers are building
entertainment into stores with coffee bars, lectures, demonstrations, and performances,
marketing an “experience” rather than a product assortment.
Company Responses and Adjustments

Given these changes, companies are doing a lot of soul-searching, and many highly
respected firms are adjusting in a number of ways. Here are some current trends:
1. Reengineering: From focusing on functional departments to reorganizing by key

processes, each managed by multidiscipline teams.
2. Outsourcing: From making everything inside the company to buying more products
from outside if they can be obtained cheaper and better. Virtual companies outsource
everything, so they own very few assets and, therefore, earn extraordinary rates of
return.
3. E-commerce: From attracting customers to stores and having salespeople call on
offices to making virtually all products available on the Internet. Business-to-business
purchasing is growing fast on the Internet, and personal selling can increasingly be
conducted electronically.
4. Benchmarking: From relying on self-improvement to studying world-class performers
and adopting best practices.
5. Alliances: From trying to win alone to forming networks of partner firms.
6. Partner–suppliers: From using many suppliers to using fewer but more reliable
suppliers who work closely in a “partnership” relationship with the company.
7. Market-centered: From organizing by products to organizing by market segment.
8. Global and local: From being local to being both global and local.
9. Decentralized: From being managed from the top to encouraging more initiative and
“entrepreneurship” at the local level.
Marketer Responses and Adjustments

As the environment changes and companies adjust, marketers also are rethinking their
philosophies, concepts, and tools. Here are the major marketing themes at the start of the
new millennium:
1. Relationship marketing: From focusing on transactions to building long-term,
profitable customer relationships. Companies focus on their most profitable
customers, products, and channels.
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2. Customer lifetime value: From making a profit on each sale to making profits by
managing customer lifetime value. Some companies offer to deliver a constantly
needed product on a regular basis at a lower price per unit because they will enjoy
the customer’s business for a longer period.
3. Customer share: From a focus on gaining market share to a focus on building
customer share. Companies build customer share by offering a larger variety of
goods to their existing customers and by training employees in cross-selling and up-
selling.
4. Target marketing: From selling to everyone to trying to be the best firm serving well-
defined target markets. Target marketing is being facilitated by the proliferation of
special-interest magazines, TV channels, and Internet newsgroups.
5. Individualization: From selling the same offer in the same way to everyone in the
target market to individualizing and customizing messages and offerings.
6. Customer database: From collecting sales data to building a data warehouse of
information about individual customers’ purchases, preferences, demographics, and
profitability. Companies can “data-mine” their proprietary databases to detect
different customer need clusters and make differentiated offerings to each cluster.
7. Integrated marketing communications: From reliance on one communication tool
such as advertising to blending several tools to deliver a consistent brand image to
customers at every brand contact.
8. Channels as partners: From thinking of intermediaries as customers to treating
them as partners in delivering value to final customers.
9. Every employee is a marketer: From thinking that marketing is done only by
marketing, sales, and customer support personnel to recognizing that every
employee must be customer-focused.
10. Model-based decision making: From making decisions on intuition or slim data to
basing decisions on models and facts on how the marketplace works.
Successful companies will change their marketing as fast as their market places and
market spaces change, so they can build customer satisfaction, value, and retention.
The combination of technology, globalization, and deregulation is influencing customers,

brand manufacturers, and store-based retailers in a variety of ways. Responding to the
changes and new demands brought on by these forces has caused many companies to
make adjustments. In turn, savvy marketers must also alter their marketing activities, tools,
and approaches to keep pace with the changes they will face today and tomorrow.
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ACTIVITY NO. 1
Watch TEDx Video: Making Sense of Marketing in the Digital Age and make a one page
reflection about the video.
Link: https://www.youtube.com/watch?v=mKX
2 Introduction to Comprehensive Marketing Plan
Week 2
Objectives
1. Explain the meaning of marketing plan
2. Identify the parts of the marketing plan
3. determine the products or services to be conducted for a marketing plan
Overview
The most important part of a business plan is the Marketing Plan. To keep one’s business on
course this plan must be geared toward the business’s mission—its product and service
lines, its markets, its financial situation and marketing/sales tactics.
The business must be aware of its strengths and weaknesses through internal and external
analysis and look for market opportunities.
 The business must analyze its products and services from the viewpoint of the
customer—outside-in thinking. What is the customer looking for and what does
the customer want (benefits)? The business must gain knowledge of the
marketplace from its customers.
 The business must analyze its target markets. What other additional markets can the
business tap into and are there additional products or services the business can add?
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 The business must know its competition, current and potential. By identifying the
competitor’s strengths and weaknesses the business can improve its position in the
marketplace.
 The business must make decisions on how to apply its resources to the target
market(s).
 The business must utilize the information it has gathered about itself, its customers, its
markets, and its competition by developing a written Marketing Plan that provides
measurable goals. The business must select marketing/sales tactics that will allow it
to achieve or surpass its goals.
 The business must implement the plan (within an established budget) and then
measure its success in terms of whether or not the goals were met (or the extent to
which they were). The Marketing Plan is an ongoing tool designed to help the
business compete in the market for customers. It should be re-visited, re-worked, and
re-created often.
According to Philip Kotler, “Marketing Management is the art and science of choosing target
markets and building profitable relationship with them. Marketing management is a process
involving analysis, planning, implementing and control and it covers goods, services, ideas
and the goal is to produce satisfaction to the parties involved.
Marketing Management Involves:

1. The setting of marketing goals and objectives,
2. Developing the marketing plan,
3. Organizing the marketing function,
4. Putting the marketing plan into action and
5. Controlling the marketing program
Marketing Management is both a science as well as an art. Those responsible for marketing
should have good understanding of the various concepts and practices in marketing,
communication, and analytical skills and ability to maintain effective relationship with
customers, which will enable them to plan and execute marketing plans.
Continuous practice in the areas of personal selling, sales promotion, advertising, etc. would
enable them to become artists. Scientific and artistic aspects of marketing would influence
each other, leading to a new generation of marketing managers.
What is Marketing Management – Concept
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This concept advocates that a manufacturer should begin his task with the consumer focus.
He has to primarily study the consumer and understand the needs, desires, requirements
and conveniences of the latter. A manufacturer should design a new product or improve an
existing one strictly keeping in mind the needs, desires etc. of the consumer. The product
should exactly satisfy the consumer.
Steps in the Marketing Process

The marketing process consists of analyzing market opportunities, researching and
selecting target markets, designing marketing strategies, planning marketing programs, and
organizing, implementing, and controlling the marketing effort. The four steps in the
marketing process are:
1. Analyzing market opportunities
The marketer’s initial task is to identify potential long-run opportunities given

the company’s market experience and core competencies. To evaluate its various
opportunities, assess buyer wants and needs, and gauge market size, the firm needs
a marketing research and information system. Next, the firm studies consumer
markets or business markets to find out about buying behavior, perceptions, wants,
and needs. Smart firms also pay close attention to competitors and look for major
segments within each market that they can profitably serve.
2. Developing marketing strategies
In this step, the marketer prepares a positioning strategy for each new and
existing product’s progress through the life cycle, makes decisions about product
lines and branding, and designs and markets its services.
3. Planning marketing programs
To transform marketing strategy into marketing programs, marketing managers

must:
 Make basic decisions on marketing expenditures, marketing mix, and marketing

allocation. The first decision is about the level of marketing expenditures needed to
achieve the firm’s marketing objectives.
 The second decision is how to divide the total marketing budget among the various
tools in the marketing mix: product, price, place, and promotion.
 And the third decision is how to allocate the marketing budget to the various
products, channels, promotion media, and sales areas.
4. Managing the marketing effort.
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In this step, marketers organize the firm’s marketing resources to implement

and control the marketing plan. Because of surprises and disappointments as
marketing plans are implemented, the company also needs feedback and control.
WHY DEVELOP A MARKETING PLAN?
Your marketing plan is an essential part of your overall business. When you are starting a
business or introducing new products or concepts, this plan can help you:
 Assess the needs of your customers, and develop a product or service to meet these
needs.
 Communicate the attributes of the product or service to the customer.
 Establish distribution channels to get the products/services to the customer.
Developing your marketing plan will help you identify aspects of marketing that are easy
to overlook. To produce a sound plan you will need to outline who your customers are, how
they will buy your product or hire your services , and why. Your banker or lender will also
want to see the marketing section of your business plan before considering lending you
money.
Styles, markets, and goals change and so should your plan. Revisit your marketing plan
on a regular basis to keep it current, and adjust it according to changes in your business
activities or predictions of new trends.
BEFORE WRITING YOUR MARKETING PLAN
Market research
Before you develop your marketing plan, research the potential market for your product or
service. Use the numbers, facts and findings to back up statements in your marketing plan.
You can also design a questionnaire, create an online survey, and search available
databases and other resources to find the information you need to build your marketing plan.
OUTLINE OF A MARKETING PLAN
Title Page
Executive Summary
(Brief summary or overview of the marketing plan stating a brief about the company and its
environment. It also includes a primer on the market opportunity, target market, marketing
objectives, strategies and financial forecast)
19
Body:
I. Industry Overview
1. Industry Concept
2. Market Size (Volume / Value)
3. Market Shares
4. Market Trends (Past 3-5 years)
II. Situation Analysis
A. Consumer Profile
1. Market Segmentation (demographics, psychographics, buying behavior) and
level of satisfaction (measured)
2. Market Needs being addressed
3. Buying patterns
4. Usage Habits
B. Company Background
1. Company Profile
2. Current Position of the Company/Brand in the Market
3. Segmentation, Targeting and Positioning
4. Company/Brand Strengths and Weaknesses Analysis (in terms of 4 Ps)
5. Marketing Strategies / Marketing Mix
C. Context / Environmental Analysis
1. Analysis of Opportunities and Threats
2. Key Success Factors
D. Collaborators
1. Supply Chain Relationship
2. Distribution Channels
E. Competitors
1. Industry Concept of Competition
2. Strengths / Competitive advantage
III. Marketing Objectives
A. Overall Marketing Objectives

B. Specific Objectives and Targets (3 years)
1. Market Shares
2. Sales (Volume and Value)
3. Profits
4. Distribution
20
IV. Overall Marketing Strategy (Positioning Statement)
V. The Marketing Mix / Tactical Plans
A. Product
1. Product Strategy
2. Product Description / Features / USP
3. Packaging
B. Pricing
1. Pricing Strategy
2. Detailed Product Costing
3. Selling Price Index vs. Competition
C. Distribution
1. Distribution Strategy
2. Trade Channels
3. Distribution Scheme
D. Promotions
1. Overall Promotions Strategy
2. Advertising
3. Consumer and Trade Activities
4. Merchandising / Point of Purchase Materials
5. Publicity / Public Relations / Events
VI. 3-Year Financial Projections

A. Sales Volume/Value Projections
B. Detailed Marketing Budget and Marketing Timetable
C. Income Statement
ACTIVITY NO. 2
Proposed Products or Service Offering (1st Output of Marketing Plan)
Required:
1. Every group will submit their proposed product (it could be a new product offering or an
existing product) to be conducted for a Marketing Plan supported with a photo of the
product.
2. One-page proposal and to be submitted via e-mail or messenger on the 1 st day of the
start of 3rd week.
21
3 Marketing Plan (Part 1): Industry Overview
Week 3
Objectives
1. explain the industry concept;
2. analyze the market size;
3. analyze the market shares: and
4. describe the market trends for the past 3-5 years.
Overview
An industry is a group of companies that are related based on their primary business
activities. In modern economies, there are dozens of industry classifications, which are
typically grouped into larger categories called sectors.
Individual companies are generally classified into an industry based on their largest
sources of revenue. For example, while an automobile manufacturer might have a financing
division that contributes 10% to the firm's overall revenues, the company would be classified
in the automaker industry by most classification systems.
22
Industry overview provides a look at your business's industry and highlights your
place within it. The marketing plan should present well-researched information to display that
you understand the industry well. When you’re considering starting a new business or
entering a new industry, it’s wise to do your research. An industry analysis is an integral part
of marketing plan.
Industry analysis allows you to assess the overall industry that you’ve chosen for
your business. An industry analysis may be a stand-alone report or may be included as part
of a marketing plan. An industry analysis typically looks at the dominant companies within a
given industry, supply and demand within the industry, whether the industry is growing,
potential opportunities within the industry and other social, political and economic factors.
Importance of an Industry Analysis
An industry analysis helps business owners to develop a strategy to ensure the success of
their company. Usually completed as part of a marketing plan, an industry analysis can also
be done if you’re thinking about pivoting your company into a new area or marketing your
products to a new industry.
An industry analysis helps you to understand the trends that are taking place in the industry
today, as well as the historical trends that have led to that moment. Looking back at what the
industry has been like can help businesses to figure out future trends. Industry analysis also
enables business owners to understand external factors that affect the industry, such as
politics, government regulations, economic forecasts, technological advances and socio-
demographic movements.
Market Size and Market Share
Market size can be given in volume of product sold or value of products. This can therefore
be calculated by adding all the different company's sales value or volume together. Market
share can be used over time to show if a market is growing or declining.
Market share is the proportion (usually percent) of the total market held by one particular
company. The company that has the biggest market share is known as the brand leader.
Market share is a good measure of how successful a company is especially if it is measured
over time and compared to close competitors.
Factors which effect the growth of a market are shown below:
 Increase in spending power,

 Increased population,
23
 Social changes,
 Changes in fashion,
 Identifying customer needs.
Market Trend
A market trend analysis is an analysis of past and current market behavior and dominant
patterns of the market and consumers. An important aspect of conducting a trend analysis
for an organization is to obtain insights on the market scenario, consumer preferences, and
the macroeconomic environment.
Trend analysis is a subset of the PESTEL Analysis—an examination of the Political,

Economic, Social, Technological, Environmental, and Legal implications of the market as
they relate to consumer trends. This analysis provides an all-round perspective of the
external factors that impact the business.
Imagine that the first cell phone has just been released. People are excited and confused by
the idea of carrying a phone outside of their home. Few people have cell phones, and some
are uncertain that they will become popular. Fast forward 20 years and the streets are
dominated by cell phones. A couple years later, the smartphone takes over.
Take a look around you today, there are smartphones, tablets, and even watches that allow
you to make phone calls. This change in the communication market is an excellent example
of a market trend. A market trend is anything that alters the market your company operates
in.
ACTIVITY NO. 3
Draft of Industry Overview (2nd Output of Marketing Plan)
Required:
1. Each group will analyze the industry of their chosen product/service to be conducted for
marketing plan.
2. Analyze it’s industry concept, market size (volume/value), market shares, and market
trends for the past 3-5 years. The 2-page report will be submitted during week 4.
24
4 Marketing Plan (Part 2): Situational Analysis
Week 4
Objectives
1. understand the consumer profile;
2. describe the company profile;
3. analyze the SWOT; and
4. describe the collaborators and competitors of the product.
Overview
The situational analysis section is one of the most important parts of a marketing
plan. It outlines your company goals, strengths and weaknesses; describes your target
customers; identifies your important partners and distributors; and provides an analysis of
the competitive environment.
The situational analysis section is one of the most important parts of a marketing
plan. It outlines your company goals, strengths and weaknesses; describes your target
25
customers; identifies your important partners and distributors; and provides an analysis of
the competitive environment. The situation analysis is not an easy section to write and can
take several months of research and planning. If you take the time to do it correctly,
however, it can help differentiate your product or service in the marketplace.
A. Consumer Profile
The major component in customer analysis is identifying target market segments that are
predisposed to preferring your products over those of your competitors. A market
segment is a sub-set of a market made up of people or organizations with one or more
characteristics that cause them to demand similar product and/or services based on
qualities of those products such as price or function. A marketing program aimed at
individual segments needs to understand and capitalize on the group's differences and
use them strategically in all advertising campaigns.
Gender, age, ethnicity, geography and income are all market-segmenting criteria based
on demographics.
Typical questions to ask when determining the demographics of the target market
include:
* What is the age range of the customer who wants my product or service?
* Which gender would be most interested in this product or service?
* What is the income level of my potential customers?
* What level of education do they have?
* What is their marital or family status: Are they married, single, divorced? Do they have
kids, grandkids?
* What are the hobbies of my target customers?
This section includes the following factors:

5. Market Segmentation (demographics, psychographics, buying behavior) and
level of satisfaction (measured)
6. Market Needs being addressed
7. Buying patterns
8. Usage Habits
B. Company Background
A company overview (also known as company information or a company summary)
is an essential part of a marketing plan. It’s an overview of the most important points
about the product/company—your history, location, mission statement and legal
structure and includes the following factors
26
1. Company Profile
2. Current Position of the Company/Brand in the Market
3. Segmentation, Targeting and Positioning
4. Company/Brand Strengths and Weaknesses Analysis (in terms of 4 Ps)
5. Marketing Strategies / Marketing Mix
C. Context / Environmental Analysis

SWOT analysis is a technique developed at Stanford in the 1970s, frequently used in
strategic planning. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and
Threats and is a structured planning method that evaluates those four elements of an
organization, project or business venture. SWOT analysis is a process where the
management team identifies the internal and external factors that will affect the
company’s future performance. It helps us to identify of what is happening internally and
externally, so that you can plan and manage your business in the most effective and
efficient manner.
TOWS Analysis is a variant of the classic business tool, SWOT Analysis created by
Heinz Weihrich. It is a variant of the classic business tool, SWOT Analysis. Both TOWS
and SWOT are having the same acronyms for Strengths, Weaknesses, Opportunities
and Threats, and in reverse order of the words.
TOWS analysis first matches internal factors to external factors to help identify
relevant strategic options that an organisation could pursue. By combining the external
environment’s opportunities and threats with the internal organization’s strengths and
weaknesses, we can come up with four basic strategies. It can help an organisation to
see how it can take advantage of opportunities, reduce threats, overcome weaknesses
and exploit any strengths.
This section includes the following:

1. Analysis of Opportunities and Threats
2. Key Success Factors
D. Collaborators
Next, your situational analysis should include a section that describes the key collaborators
for the business. Describe any subsidiary, joint venture or partnership strategies you of the
business. Then outline the distribution strategy, which defines how the business get the
products to market. For example, the business may have a warehouse operation in their
company's headquarters that distributes the product to retail locations via trucks.

1. Supply Chain Relationship
27
2. Distribution Channels
E. Competitors
The final part of the situation analysis of your marketing plan is the competitive analysis. This
is where you list each of your competitors; describe their product or service offering;
communicate their key features and benefits; discuss their position and share in the
marketplace; and outline their competitive strengths and weaknesses. A competitive analysis
is an important part of your marketing plan. It can provide key insights into growth
opportunities for your company.

1. Industry Concept of Competition
2. Strengths / Competitive advantage
ACTIVITY NO. 4
Draft of Situational Analysis (2nd Output of Marketing Plan)
Required:
1. Each group will describe and create all the sections of situational analysis. The 5-page
report will be submitted during week 5.
28
Marketing Plan (Part 3 & 4):

5 Marketing Objectives and Overall Marketing Strategy
Week 5
Objectives
1. create an overall marketing objectives;
2. create a specific objectives and targets for 3 years; and
5. create an overall marketing strategy
Overview
A marketing plan is not just a document piecing together various bits of information. Your
marketing plan will be useless unless you set time-marked objectives. Marketing objectives
are short-term achievements to help you achieve longer-term goals. They should be set on a
weekly or monthly timeline. These objectives help a business set out what a business wants
to achieve from its marketing strategy.
How do you come up with good marketing objectives?
An effective marketing objective meets the SMART criteria. SMART is a common business
acronym.
29
What is SMART?
Specific: This should detail exactly what needs to be done. It should be concise and to the
point.
Measurable: Your objective needs to be quantifiable. That is, you need to have some
method of checking your success.
Achievable: You need to set reasonable objectives. There’s no point in setting objectives
you cannot meet.
Realistic: Do you have the proper resources and staff to achieve the objectives you have
set? You have to be honest with yourself when you’re creating your goals — or they might
not be achievable.
Time Specific: You need to define a timeline. Each objective should have a deadline.
D. Overall and Specific Marketing Objectives
In the Marketing Objectives section of your plan document, you spell out your revenue
and other goals for your marketing efforts for the next 3 years. (and, ideally, beyond), while
also providing specifics on how you will achieve them.
As a start, consider that a typical marketing plan has at least four objectives:
 Lead generation. Finding prospects
 Brand awareness. Making those prospects aware of your company and its products
 Brand consideration. Getting prospects to think of you
 Sales. Convincing prospects to buy from you
Each of your marketing objectives should include a description of what you intend to
accomplish, including concrete, numerical goals with an associated marketing timeline. To
set these goals, review your past sales numbers, your recent business growth in different
markets, the size of typical new customers, and how new product introductions have fared.
Then use those numbers as a guide for the future.
Restrict the number of marketing objectives you set per year. Keep them challenging but
achievable. Set modest goals to start so you avoid discouraging your people or yourself. You
don't want to set an unrealistically high bar.
30
Example of overall and specific marketing objectives:
A. Overall Marketing Objectives
“Kripsy Kreme Doughnuts” will continue to foster growth and increase profitability”
B. Specific Objectives and Targets (3 years)
1. Increase market share to 20% in the doughnut industry in the United States and in
the international market annually and for the next 3 years.
2. Sales volume and amount will also increase by 20% annually.
3. Profits will increase by 20%
4. Kripsy Kreme Doughnuts will continue to be a quick service restaurant. However, we
will try to open a sit-down-and-relax restaurant just like any other coffee shops and
café, where customers can freely relax while enjoying our doughnuts and coffees to
cater our customers who would want to relax after work, or after work meeting with a
colleague or business associates/partners. It will add stores that will have drive-
through to cater those working early in the morning and coming in late from work and
some stores which are located in the busiest cities will also open 24-hour store to
cater those who are working on a graveyard shifts.
Overall Marketing Strategy (Positioning Statement)
A positioning statement is a concise description of your target market as well as a

compelling picture of how you want that market to perceive your brand. It helps you maintain
focus on your brand and its value proposition while you work on market strategy and tactics
Example of positioning statement:
“We created a one-of-a-kind tasty doughnut near the hearts of our customers.
Excellent quality service and flavorful and freshest doughnuts that gives warmth to the
hearts of our customer is our top commitment as evidenced to our Doughnut Theater where
our customers see how doughnuts are being made. Unlike other doughnuts, Krispy Kreme
Doughnuts with its Original Honey Glazed Doughnut now signs always warms the heart
whenever it is illuminated around the world. Casting the best image with care to customers
in all we do.”
ACTIVITY NO. 5
31
Draft of Marketing Objectives and Overall Marketing Strategy

(3rd Output of Marketing Plan)
Required:
1. Each group will describe and create an overall and specific marketing objectives and over
all positioning statement. The 2-page report will be submitted during week 6.
Marketing Plan (Part 5):

6 The Marketing Mix / Tactical Plans
Week 5
Objectives
1. create a product strategy;
2. create a pricing strategy;
3. create a place strategy; and
4. create a promotional strategy for the product.
Overview
The marketing mix is the set of controllable, tactical marketing tools that a
company uses to produce a desired response from its target market. It consists of
everything that a company can do to influence demand for its product. It is also a tool to help
marketing planning and execution
The four Ps of marketing: product, price, place and promotion
32
The marketing mix can be divided into four groups of variables commonly known as the four
Ps:
1. Product: The goods and/or services offered by a company to its customers.

2. Price: The amount of money paid by customers to purchase the product.
3. Place (or distribution): The activities that make the product available to consumers.
4. Promotion: The activities that communicate the product’s features and benefits and
persuade customers to purchase the product.
Marketing tools
Each of the four Ps has its own tools to contribute to the marketing mix:
 Product: variety, quality, design, features, brand name, packaging, services

 Price: list price, discounts, allowance, payment period, credit terms
 Place: channels, coverage, assortments, locations, inventory, transportation,
logistics
 Promotion: advertising, personal selling, sales promotion, public relations
Marketing strategy
An effective marketing strategy combines the 4 Ps of the marketing mix. It is designed to

meet the company’s marketing objectives by providing its customers with value. The 4 Ps of
the marketing mix are related, and combine to establish the product’s position within its
target markets.
Example of Marketing Mix Strategies(4P’s):
Product
1. Increase variety of doughnuts flavors or toppings
2. Increase variety of flavors to coffee, hot or iced coffee
3. Packaged doughnuts with longer shelf life, labeling nutritional facts and dates of
manufacture and expiry
4. The product is customized to every important occasions such as on Valentine’s Day,

doughnut will have hearty shapes, or during graduation with the Grad Hats, etc.
B. Pricing
1. It will offer promotional discounts on special occasions
33
2. Offers points system or rewards award to loyal customers
3. Offers Discounts 30 minutes before closing hours
4. Lowering Operating and Production cost by outsourcing suppliers so we can lower

down our price to be more competitive with our rivals
C. Distribution
1. Stores located at the busiest cities will open 24-hours
2. It will add stores near schools and hospital and business centers
3. More drive-through stores at suburbs and business centers
4. More commissaries where the packaged products are being sold
5. Accepts online ordering for free delivery with minimum amount
D. Promotions
1. Supporting more fund raising projects in the community

2. Other than the word-of-mouth, TV advertising, using the Social Media platforms such
as Facebook, Instagram and Twitter and advertise through Individual YouTube
channel
3. Creation of Krispy Kreme apps for customers who orders online and getting
customers feedback and reviews on the product
4. Supporting an event such as sports event, medical missions, government military
event or volunteer community events to make the brand to be seen and heard and
tasted more
ACTIVITY NO. 6
Draft of the Marketing Mix / Tactical Plans

(4th Output of Marketing Plan)
Required:
1. Each group will create a marketing mix/tactical plans. The 1-page report will be submitted
during week 7.
34
Marketing Plan (Part 6):

7 Financial Projections
Week 7
Objectives
After the completion of this lesson, you will be able to:
1. realize why sales forecasting is important;
2. prepare Projected sales volume/sales amount projections;
3. prepare detailed Marketing Budget and Marketing Timetable; and
4. prepare Projected Income Statement
Overview
Any forecast can be termed as an indicator of what is likely to happen in a
specified future time frame in a particular field. For example, a sales forecast indicates as to
how much of a particular product is likely to be sold in a specified future period in a specified
market at a specified price.
35
The Financial Projection is last part of your marketing plan which is to do the
Forecasted or Projected Income Statement only. It will detail the sales budget, cost of sales
budget and the administrative and selling expenses budget.
A. Sales Forecast
Sales Forecasting is the process of estimating future sales. Accurate sales
forecasts enable companies to make informed business decisions and predict short-term
and long-term performance. Companies can base their forecasts on past sales data,
industry-wide comparisons, and economic trends.
Sales forecast can also be defined as, an estimate of sales in terms of money
or physical units for a specified future period under a proposed marketing plan or
program and under an assumed set of economic and other forces outside the unit for
which the forecast is made.
It is easier for established companies to predict future sales based on years of
past business data. Newly founded companies have to base their forecasts on less-
verified information, such as market research and competitive intelligence to forecast
their future business.
B. Importance of Sales Forecasting

Sales forecasting is very important function for a manufacturing concern, since
it is useful in many ways such as:
1. It helps to determine production volumes considering availability of facilities, like

equipment, capital, manpower, space etc.
2. It forms a basis for sales budget, production budget and administrative and selling
expenses budget.
3. It facilitates in deciding the extent of advertising and promotion.
4. It is a commitment on the part of the sales and marketing Department and it should
be achieved during the given period.
6. It helps in guiding marketing, production and other business activities for achieving
these targets.
7. Accurate sales forecasting is very good aid for the purpose of decision making.
8. It helps companies plan for future growth.
C. How to Create Sales Forecast
36
A sales forecast is an estimate of the quantity of goods and services you can
realistically sell over the forecast period, the cost of the goods and services to be sold and
the, and the estimated profit.
1. Make a list of the goods and services to be sold

2. Estimate the number or units of each product to be sold
3. Multiply the selling price by the estimated number of goods or services to be sold to
get the estimated total sales
4. Determine the cost of each good or service to produce
5. Multiply the cost of each good or service by the estimated number to be sold to get
the cost of goods to be sold
6. Subtract the total cost of goods sold from the total sales to arrive at the gross profit
D. Sales Forecast Assumptions
There are many factors that can potentially affect sales that should form the basis for your
forecast, including:
1. The economy and your particular industry: Is the economy slowing? Is the market for
your goods and services growing or declining? Is there more competition entering the
marketplace? Are you likely to gain or lose any major customers? Your sales forecast should
include an estimate of percentage growth or shrinkage in the market.
2. Regulatory changes: sometimes new laws or regulations can affect your sales
prospects, either positively or negatively.
3. Your products or services: Are you launching any new products or services that may
increase sales, or are sales of your existing products/services declining due to better
products/services or lower prices from competition? Will you be forced to raise prices due to
increased material, labor, or other costs and how might this affect sales?
4. Your marketing efforts: Are you embarking on any new marketing campaigns or
spending more or less on advertising? Perhaps bringing a new company website online,
beefing up your email marketing, or branching into social media to increase sales? Are you
hiring additional sales staff or losing your best salesperson?
Sales Forecasting for Existing Businesses
Sales forecasting for an established business is easier than sales forecasting for a
new business: the established business already has a sales forecast baseline of past sales.
A business’s sales revenues from the same month in a previous year, combined with
knowledge of general economic and industry trends, work well for predicting a business’s
sales in a particular future month.
37
If your business has repeat customers, you can check with them to see if their
purchase levels are likely to continue in the future. If you don’t wish to contact them directly
you can infer future activity based on the health of the customer industry.
Sales Forecasting for New Businesses
Sales forecasting for a new business is more problematical as there is no

baseline of past sales. The process of preparing a sales forecast for a new business
involves researching your target market, your trading area and your competition and
analyzing your research to guesstimate your future sales.
There are many methods on how to forecast sales, such as:
Method # 1 For your specific location, how many households needing your goods or services
live within let’s say 1 kilometer? How much will they spend on these items annually, and
what percentage of their spending will you get, compared to your competitors? Do the same
analysis for areas within 5 kilometers, using lower sales forecast figures, using distances
that make sense for your location.
Distance # of Annual % of spending Forecasted

Households Spending Sales
1 km 20 120,000 5% 120,000.00
5 kms 500 120,000 4% 2,400,000.00
Estimate Your Costs
A sales forecast should also include the firm’s direct costs so that profits can be estimated.
Direct costs vary by product, business, and industry:
 For a reseller of goods, the direct cost of each item sold (also known as the cost of
goods sold or COGS) is typically the wholesale price (plus shipping if applicable)
 For a manufacturer, direct costs include raw materials, labor and overhead.
 For a service business, the direct costs are mainly salaries and other expenses.
Pro-forma (Projected) Income Statement (Sample only)
Year 1 Year 2 Year 3
SALES
Annual Units to be sold
X Selling Price
Total Sales
LESS: COST OF GOODS SOLD
Cost per unit sold
38
Materials
Labor
Others – packaging
Total Cost of Sales
GROSS PROFIT
LESS: EXPENSES
Selling & Marketing Expenses
Website expenses
Search engine advertising
Publication advertising
Flyers and posters
Other marketing expenses
Store Rent
Sales Commission
Sales Staff Salaries
Total Selling & Marketing Expenses
General & Administrative Expenses
Office Salaries
Office Supplies
Other office expenses
TOTAL EXPENSES
NET PROFIT
ACTIVITY NO. 7
Draft of Financial Projections (5th Output of Marketing Plan)

Required:
1. Each group will make sales Volume/Value Projections, detailed Marketing Budget and
Marketing Timetable, and income Statement for 3 years.
39
8 Webinars and Webinar Narrative Report
Week 8-18
Webinar Narrative Report Outline:

1. Title Page
2. Introduction
3. Objectives of the Webinar
4. Date and Venue
5. Background of the Resource Speaker/s
6. Learning Experiences
7. Strength and Weaknesses of the Webinar
8. Over-all Evaluation of the Webinar
9. Recommendation/s
40
10. Certificates
11. Photo Documentation
Required:
1. Attend two (2)
marketing related
webinar.
2. Facilitate a webinar focusing on the trending topics in Marketing
Management.
3. Submit narrative report in each webinar.
REFERENCES
https://www.forbes.com/sites/forbesagencycouncil/2019/10/03/top-marketing-
trends-for-2020/#48e4a66013d5
https://marketinginsidergroup.com/marketing-strategy/2020-marketing-trends-
you-need-to-know/
https://www.researchgate.net/publication/
319085560_Market_Segmentation_Targeting_and_Positioning
https://www.business.com/articles/sample-marketing-plan-outline-and-template
https://www.forbes.com/sites/forbesagencycouncil/2019/10/03/top-marketing-trends-for-
2020/#48e4a66013d5
https://marketinginsidergroup.com/marketing-strategy/2020-marketing-trends-you-need-to-
know/
https://www.researchgate.net/publication/
319085560_Market_Segmentation_Targeting_and_Positioning
https://www.business.com/articles/sample-marketing-plan-outline-and-template
https://bizfluent.com/info-7747775-importance-industry-analysis.html
https://www.investopedia.com/terms/i/industry.asp
https://www.projectalevel.co.uk/as_a2_business_studies/market_size_and_share
https://www.smstudy.com/article/how_to_perform_market_trend_analysis#:~:text=A
%20market%20trend%20analysis%20is,preferences%2C%20and%20the
%20macroeconomic%20environment.
41
https://articles.bplans.com/write-company-overview/#:~:text=A%20company%20overview
%20(also%20known,mission%20statement%20and%20legal%20structure.
https://medium.com/@warren2lynch/from-swot-to-tows-analysis-55ac394064b7
https://localiq.com/blog/marketing-plan-goals-objectives-for-small-businesses/
#:~:text=Marketing%20objectives%20are%20short%2Dterm,achieve%20from%20its
%20marketing%20strategy
https://learn.marsdd.com/article/the-marketing-mix-in-marketing-strategy-product-price-
place-and-promotion/
42

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CAVITE STATE UNIVERSITY

TRECE MARTIRES CITY CAMPUS

SERVICE is manifested by the students’ respect, rapport, fairness and cooperation

Goals of the Campus

The three campuses shall endeavor to:

Department of Management Objectives

The department shall endeavor to:

1. provide high quality instruction and professional expertise to students, to

Program Education Objectives (based on the program CMO)

The Department of Management intends to produce graduates who are globally

1. Apply theories and principles of business management

I. Marketing Trends in 21st Century

II. Introduction of Comprehensive Marketing Plan

III. Part 1: Industry Overview

IV. Part 2: Situational Analysis

V. Part 3 and 4: Marketing Objectives and Overall Marketing Strategy

 Overall Marketing Objectives

VI. Part 4: Overall Marketing Strategy (Positioning Statement)

VII. 3-Year Financial Projections

VIII. Webinars and Webinar Reports

IX. Attendance of 2 marketing related webinars

X. Webinar Proposal Presentation

XI. In-house Webinar about marketing related topic.

I. Trends in 21st Century……………………………………………………………….. 7

II. Introduction of Comprehensive Marketing Plan………………………………….. 16

III. Part 1: Industry Overview…………………………………………………………… 22

IV. Part 2: Situational Analysis…………………………………………………………. 25

V. Part 3 and 4: Marketing Objectives and Overall Marketing Strategy…………... 29

VI. Part 4: Overall Marketing Strategy (Positioning Statement)…………………….. 32

VII. 3-Year Financial Projections…………………………………………………………35

VIII. Webinars and Webinar Narrative

1 Marketing Trends in 21st Century

These three developments—globalization, technological advances, and deregulation

COMPANY ORIENTATIONS TOWARD THE MARKETPLACE

Clearly, marketing activities should be carried out under a well-thought-out philosophy of

The Production Concept

The Product Concept

The Selling Concept

The Marketing Concept

First, the various marketing functions—sales force, advertising, customer service,

Second, marketing must be embraced by the other departments. According to David

The Societal Marketing Concept

HOW BUSINESS AND MARKETING ARE CHANGING

Company Responses and Adjustments

1. Reengineering: From focusing on functional departments to reorganizing by key

Marketer Responses and Adjustments

The combination of technology, globalization, and deregulation is influencing customers,

2 Introduction to Comprehensive Marketing Plan

Marketing Management Involves:

What is Marketing Management – Concept

Steps in the Marketing Process

1. Analyzing market opportunities

The marketer’s initial task is to identify potential long-run opportunities given

2. Developing marketing strategies

3. Planning marketing programs

To transform marketing strategy into marketing programs, marketing managers

 Make basic decisions on marketing expenditures, marketing mix, and marketing

4. Managing the marketing effort.

In this step, marketers organize the firm’s marketing resources to implement

WHY DEVELOP A MARKETING PLAN?

BEFORE WRITING YOUR MARKETING PLAN

OUTLINE OF A MARKETING PLAN

III. Marketing Objectives