Marketing

Planning & Control

-Week 2-
Janette M. Pinariya, S.Si, MM
Session Topic Marketing Techniques
Introduction: Marketing Plan and
Wk 1 Control Set corporate objectives and marketing focus
Marketing Review, Mission Marketing audits: products, markets,
  statement and customers
  Corporate Objective competitors
Corporate planning, marketing research and
Wk 2 Marketing Overview analysis
    Market structure and trends
Wk 3 SWOT Analysis Internal: strengths and weaknessess
    External: Opportunties and threats
WK 4 STEEPLE Analysis Environmental concerns to the company
Wk 5 Presentation Group Presentation
Wk 6 Portfolio Analysis Product planning: PLC, BCG, ADL
Wk 7 Assumptions Planning horizon, risk assessment, detailed
    product choice/selection.
  Mid-test  
Wk 8 Strategic marketing objectives
   
Wk 9 Presentation
Wk 10 Marketing Tactics & Control
   
   
Wk 11 Marketing Programmes
   
Wk 12 Measurement of results
WK 13 Feedback, control and review
   
Wk 14 Review Final Exam
  FINAL EXAM
Ansoff risk factors, strategic focus, strategic
choice, selection and control.
Group Presentation
The 7Ps, the extended marketing mix:
Product, pricing, placem promotion, physical
evidence, people or participations and
processes
Plans for: products, pricing, distribution,
promotion,
packaging and comunicaiton
Budgetary control systems, marketing
budgets
MkIS system, reports, meetings, plan for
modification
based on results
Review LCCI Third level
 
Why is marketing planning necessary?
 Systematic futuristic thinking by
management
 Better co-ordination of a company’s
efforts
 Development of performance standards
for control
 Sharpening of objectives and policies
 Better prepare for sudden developments
The contents and structure of the marketing
plan
• The executive summary
• table of contents
• situational analysis and target market
• marketing objectives
• marketing strategies
• marketing tactics
• schedules and budgets
• financial data and control
 Marketing Planning Cycle
• To simplify the marketing planning cycle, the primary stages of product
and sales planning may be remembered by the acronym MOST:

Mission statement
Suggests what business we are in
Objectives
Define what we are going to achieve
Strategies
Further define the direction we shall take
Tactics
Define how we shall get there
 Behavioural planning problems
 Planning recalcitrance: resistance and non-co-
operation by managers in planning
 Fear of uncertainty in planning: a lack of comfort
in planning activities
 Political interests in planning activity: resource
bargaining, padding of requirements, and
avoidance of consensus
 Planning avoidance: compliance rather than
commitment to planning
 The Marketing Concept

 choosing and targeting appropriate

customers
 positioning your offering
 interacting with those customers

 controlling the marketing effort

 continuity of performance
 Successful Marketing
Requires

• Profitable

• Offensive (rather than defensive)

• Integrated

• Strategic (is future orientated)

• Effective (gets results)

Marketing Management Process
 Analysis/Audit - where are we now?
 Objectives - where do we want to be?

 Strategies - which way is best?

 Tactics - how do we get there?
 (Implementation - Getting there!)

 Control - Ensuring arrival

Overview of Marketing Strategies, Tactics and
Control
• Marketing Strategies
– The role of decision making becomes more
corporate in nature.
– Decision made by directors and senior managers
uses research reports to focus on company plans
on achieving customers benefits.
– The company mission and the strategic direction
taken by the company, its ethical values and
behavior patterns practiced by stakeholders, all
influence the marketing objectives selected.
 Overview of Marketing Strategies,
Tactics and Control
• Tactics
– Tactical programs are marketing activities
matched to the strategy selected and the
marketing objectives decided. The tactical
marketing tools or mix elements are normally
referred as either 4Ps or the 7Ps. The 4Ps are:
• Product or service, Price, Place and Promotion
– The additional three, introduced recently as
tactical tools are:
• Physical evidence, people and processes
 Mission Statement
Outline
• Corporation mission statement defines company’s
core business and the nature of the business that
they are in with its strategic aims and objectives.
 Mission Statement
• A mission statement is a pronouncement of an
organization’s fundamental purpose;
– Why it exists
– How it sees itself
– What it wishes to do
– Its beliefs and its long-term aspirations
• Mission Statement is a statement of intent, an outline
of the basic ground rules that management has
determined will govern the firm’s behavior.
 The Business Mission
The Nature of Business Mission
• A declaration of attitude
• A resolution of divergent views
• A customer orientation
• A declaration of social policy
Market Analysis
 Implications of marketing
 Who are our existing / potential
customers?
Which Segment?
Market Segments
 Which Segment?
• Mass Markets – high volume, low margin goods –
confectionary, cars, clothing, food stuffs
• Multiple Segments – appealing to wider range of
groups – e.g. 4x4 vehicles – town, country, gender,
lifestyle, social class?
• Single Segment – often a specialised product, e.g.
machinery, exclusive goods
• What are their current / future needs?
• How can we satisfy these needs?
• Can we offer a product/ service that the customer
would value?
• Can we communicate with our customers?
• Can we deliver a competitive product of service?
• Why should customers buy from us?
Market Position
 Market Position
• Market Niche – small part of an existing market
• Market Leader – maintain dominant position in the
market?
• Market Follower – Follow the lead of the market
leader – pricing, product development, etc.
• Market Challenger – Seek to adopt strategies to
challenge market leader’s position
Market Objectives
 Market Objectives
• Will involve/determine some or
all of the following:
– Market Penetration
– New Product Development
– Branding
– Diversification
– SWOT Analysis
– Product Portfolio – Product
Life Cycle, Boston Matrix
How can football clubs market
themselves in new markets like China?
Copyright: Stock.Xchng
 Social Class
• Registrar General's Grouping:
• Class 1 – Higher managerial and professional
• Class 2 – Lower Managerial and professional
• Class 3 – Intermediate Occupations
• Class 4 – Small employers, self employed
• Class 5 – Lower Supervisory
• Class 6 – Semi Routine
• Class 7 – Routine
• Class 8 – Long term unemployed/never employed
 Social Class
• Institute of Practitioners in Advertising (IPA) Grouping
– A – Higher managerial, professional and administrative
– B – Middle management, professional and
administrative
– C1 – Supervisory, clerical and junior management
– C2 – Skilled Manual Workers
– D – Semi and unskilled manual workers
– E – Pensioners, casual workers, unemployed
 Social Class – New Groupings
• The National Statistics Socio-economic Classification Analytic
Classes (NS-SEC)
• 1. Higher managerial and professional occupations
– 1.1 Large employers and higher managerial occupations
– 1.2 Higher professional occupations
• 2.Lower managerial and professional occupations
• 3. Intermediate occupations
• 4. Small employers and own account workers
• 5. Lower supervisory and technical occupations
• 6. Semi-routine occupations
• 7. Routine occupations
• 8. Never worked and long-term unemployed
Market Structure
 Market Structure
• Nature of the market structure determines
marketing strategy:
– Pricing strategy
– Branding?
– Product Differentiation?
– Market Penetration?
– Market Skimming?
– Direct Selling?