final unit 19

UUnit 19 Marketing Planning Mr Namees 1

BTEC HND IN BUSINESS Unit-19 : Marketing Planning

Centre Name: East end Computing & Business

College

Centre No:

Credit :

Level :

10562

15

5

Learners Name:

Assessors Name: Mr Namees Ibrahim

Assessors Signature: Date:

Date Issued: 08/09/2014 First Submission Date:

Final Submission Date

Draft Feedback Dates:

Learner Declaration I declare that all the work submitted for this assignment is my own work or, in the case of group work, the work myself and other members of the group in which I worked, and that no part of it has been copied from any source. I understand that if any part of the work submitted for this assignment is found to be plagiarised, none of the work submitted will be allowed to count towards the assessment of the assignment. Signature______________________________ Date______________________

Internal verification:

IV Name:

Signature: Date:

Assessor Name:

Signature: Date:


Assessment Feedback Sheet

Assessment

Criteria (AC)

Assessment Criteria

(AC)

Merit

Assessment

Criteria (AC)

Distinction

Achieved

Y/N

Comments

1.1 review changing perspectives in marketing planning

M1 To achieve M1

you must effectively review the changing perspective in Marketing planning. Ensure effective judgements have been

made and an effective

approach to study and

research has been

Applied.

Y/N

Y/N

1.2 evaluate an organisations capability for planning its future marketing activity

M3 To achieve M3

you should be able to present and demonstrate your evidence for AC 1.1 and AC1.2 effectively.

Y/N

Y/N

1.3 examine techniques for organisational auditing and for analysing external factors that affect marketing planning

Y/N

1.4 carry out organisational auditing and analysis of external factors that affect marketing planning in a given situation

Y/N

2.1 assess the main barriers to marketing planning

D1 :To achive D1

you should

provide realistic

suggestions to

overcome

barriers to

marketing

planning. Your

Y/N

Y/N


work should

demonstrate

evidence of

critical reflection

and evaluation on

your suggestions.

2.2 examine how organisations may overcome barriers to marketing planning

Y/N

3.1 write a marketing plan for a product or a service

Y/N

3.2 explain why marketing planning is essential in the strategic planning process for an organisation

Y/N

3.3 examine techniques for new product development

M2.To achieve M2 You

should apply effectively relevant theories, techniques and methods for new product development

Y/N

Y/N

3.4justify recommendations for pricing policy, distribution and communication mix

Y/N

3.5 explain how factors affecting the effective implementation of the marketing plan have been taken into account

Y/N

4.1 explain how ethical issues influence marketing planning

Y/N


4.2 analyse examples of how organisations respond to ethical issues

D3 : To achieve

D3 you should

demonstrate

creative

approach to

assist

organisation

respond to new

ethical dilemas

Y/N

Y/N

4.3 analyse examples of consumer ethics and the effect it has on marketing planning.

Y/N

Overall

D2 : To achieve

D2 your work

should show

evidence of

substantial

research and

investigation in

most of the

works submitted

Y/N

Overall Grade Referral / Pass / Merit / Distinction

Assessors

Signature

Date

Candidate

Signature

Date


Assignment One

Scenario: Apples revolutionised smartphones.

In early 2007 Steve Jobs announced the very first iPhone. Designed to reinvent the phone,

Apples iPhone has revolutionised smartphones and shaped the industry into what it is today. The

first iPhone mixed a capacitive 3.5-inch multi-touch display with touch-optimised software in a

simple package that was unlike anything else on the market. Over the last seven years, Apple has

refined and tweaked its iPhone into what it is today: the iPhone 6.

Apple has used combinations of metal, plastic, and glass to shape and form its ideas of what a

modern smartphone should look like throughout the history of the iPhone. Major redesigns with

the iPhone 4 and iPhone 5 saw Apple push the boundaries of smartphone hardware, all while

competitors were catching up. Now that the smartphone industry is moving to larger screens,

Apple has been forced to respond with the iPhone 6 and iPhone 6 Plus.

Apple's smartphone market share continues to grow across the UK, Europe, US and China after

consumers increasingly turn their backs on rival Android devices.

The Californian company achieved its highest ever share of Britain's smartphone market in the

three months to October last year, after iPhones equated for 39.5 per cent of all sales. Now

iPhones account for 42.5 per cent of British sales - a growth of 12.2 per cent year-on-year.

Apple's growth comes at the expense of biggest rival Google's Android, whose UK share fell by 6.7

per cent over the same period, according to data from Kantar Worldpanel ComTech.

Carolina Milanesi, chief of research at Kantar, said a decline in Android market share would not

necessarily impact negatively on other smartphone manufacturers.

"The choice of brands and devices within the ecosystem empowers consumers to drive different

fortunes for the players in it, she said.

As of November 2014, iOS accounted for 23.8 per cent of smartphones in Britain, Germany,

France, Italy and Spain, an increase of 6.3 per cent compared to November 2013. Android's share,

meanwhile, fell by 3.2 per cent from 69.9 per cent in 2013 to 66.8 per cent in 2014.


In the early decades, Apple's brand was very much that of a challenger, bringing easy to use

computers to consumers and small businesses in a way that as focused on the needs, individuality,

and style of ordinary people, rather than the conformity and technical mandates of big business.

Apple's brand position has evolved, but today's brand is still consistent with these early promises.

Apple's core competence remains delivering exceptional experience through superb user

interfaces. The company's product strategy is based around this, with the iPhone (with it's touch

screen "gestures" that are re-used on the iPad), Mac, iCloud, iTunes, and the Apps Store all playing

key roles. THE distinctive feature of each of Apple Pay and Apple Watch remains their ease of use

and elegantly simple use.

Starting with a major re-vitalisation of the Apple brand when the iPod was launched in 2001, Apple

has worked hard to migrate its brand and its product strategy in close harmony towards today's

position.

Steve Jobs, Apple's co-Founder, described Apple as a "mobile devices company" - the largest one

in the world. The company renamed itself Apple Inc. rather than Apple Computer. At the time, this

was a significant move, signifying Apple's move beyond being more than a computer company.

The company is now defining itself more broadly than being just a devices company. It has

blended its digital content services (eg iTunes, iBooks and App Store) to be a key part of the value

proposition to Apple device owners, and (with iCloud in the background) is making many services

and functionality which consumers use accessible on whatever (Apple) device they happen to be

using at the time, be it at their desk, lap, fingertips or wrist.

The Apple brand is not just intimate with its customers, it's loved, and there is a real sense of

community among users of its main product lines.

The brand equity and customer franchise which Apple embodies is extremely strong. The

preference for Apple products amongst the "Mac community", for instance, not only kept the

company alive for much of the 90's (when from a rational economic perspective it looked like a

dead duck) but it even enables the company to sustain pricing that is at a premium to its

competitors.


It is arguable that without the price-premium which the Apple brand sustains in many product

areas, the company would have exited the personal computer business several years ago. In

recent years, this strength in brand preference has flowed directly to Apple's profits - the company

has dramatically improved its manufacturing costs, while still maintaining very strong brand

equity.

The huge promise of the Apple brand, of course presents Apple with an enormous challenge to

live up to. The innovative, beautifully-designed, highly ergonomic, and technology-leading

products which Apple delivers are not only designed to match the brand promise, but are

fundamental to keeping it.

Apple fully understands that all aspects of the customer experience are important and that all

brand touch-points must reinforce the Apple brand.

Apple has expanded and improved its distribution capabilities by opening hundreds of its own

retail stores in key cities around the world, usually in up-market, quality shopping venues.

As it has developed the iPhone business, Apple has hugely increased its retail reach through the

retail outlets of the telco companies. Apple has also increased the accessibility of iPads and iPods

through various resellers that do not normally sell computers, and has increased the reach of its

online stores.

The very successful Apple Retail stores give prospective customers direct experience of Apple's

brand values. Apple Retail visitors experience a stimulating, no-pressure environment where they

can discover more about the Apple family, try out the company's products, and get training and

practical help on Apple products at the shops' Guru Bars. Apple retail staff are helpful, informative,

and let their enthusiasm show without being brash or pushy.

The overall feeling is one of inclusiveness by a community that really understands what good

technology should look and feel like - and how it should fit into people's lives.

Source: http://www.theverge.com/2014/9/9/6125849/iphone-history-pictures

http://www.telegraph.co.uk/technology/apple/iphone/11329767/Britain-turns-its-back-on-

Android-in-favour-of-iOS.html

http://www.marketingminds.com.au/apple_branding_strategy.html


Learning Outcome:

1. Be able to compile marketing audits ( Section1)

2. Understand the main barriers to marketing planning (section 2)

3. Be able to formulate a marketing plan for a product or service (section 3)

4. Understand ethical issues in marketing (section 4)

Answer the following questions

AC 1.1 and AC 1.2 Presentation using Powerpoint

Section 1 Demonstrate and explain how you would compile marketing audits:

Q1 Recent years have witnessed a fundamental shift in the structure and dynamic of the global

smartphone landscape. The strategic importance of mobile technologies has seen the smartphone

market become incrementally more complex and competitive.

Review changing perspectives in marketing planning, especially market-led strategic change.

(AC1.1)

M1 To achieve M1 you must effectively review the changing perspective in Marketing planning. Ensure effective judgements have been made and an effective approach to study and research has been Applied.

Q2. Apples iPhone has transformed smartphones and shaped the industry.

Evaluate Apples capability for planning its future marketing activity by conducting a SWOT

analysis (AC1.2)

M3: To achieve M3 you should be able to present and demonstrate your evidence for AC 1.1 and

AC1.2 effectively.

Q3. Smartphone industry is moving to larger screens, Apple has been forced to respond with the iPhone 6 and iPhone 6 Plus.Examine techniques for organisational auditing and for analysing external factors that affect marketing planning using PESTLE and PORTERs FIVE FORCE analysis in detail. (AC1.3) Q4. Carry out organisational auditing and analysis (PESTLE and PORTERs FIVE FORCES) of external

factors that affect marketing planning of Apple in todays scenario. (AC 1.4)


Section 2 Describe the main barriers to marketing planning:

Q5 Assess the main barriers to marketing planning for Apple (AC2.1)

D1 :To achive D1 you should provide realistic suggestions to overcome barriers to marketing

planning. Your work should demonstrate evidence of critical reflection and evaluation on your

suggestions.

Q 6 Examine how Apple may overcome barriers to marketing planning(AC2.2)

Assignment Two: A Report

Section 3 Formulate a marketing plan for a product or service

You will assume the role of marketing manager for ONE of the following smartphone

manufacturing organisation.

Apple or

Samsung or

Nokia or

HTC or

Motorola

Q1. Write a marketing plan for any one product (brand) from the above list (AC3.1) and justify

recommendations for pricing policy, distribution and communication mix (AC3.4)

Q2. Explain why marketing planning is essential in the strategic planning process for your chosen

organisation (AC3.2)

Q3. Examine techniques for new product development (AC3.3)

To achieve M2 You must apply effectively relevant theories, techniques and methods for new

product development

Q4. Explain how factors affecting the effective implementation of the marketing plan have been

taken into account (3.5)


Assignment Three: Case Study

Marks and Spencer- PLAN A

Section 4: Explain ethical issues involved in marketing:

UK retailer Marks and Spencer has been marking the five-year anniversary of its Plan A

sustainability strategy this month. Ben Cooper reflects on M&S's achievements and the impact

Plan A has had on the wider market.

UK food and clothing retailer Marks and Spencer has been celebrating the culmination of the first

five years of its 'Plan A' sustainability strategy. The strategy was launched in 2007 when 100 five-

year goals were set, another 80 being added two years ago with a target date of 2015.

That the retailer has made a big splash about reaching this milestone is not surprising, and in this

instance a little bit of PR razzamatazz is justified.

First, the achievements are worth shouting about. Out of the 100 original goals, some 94 have

been achieved, according to the company's 2012 How We Do Business report.

M&S confirmed that as of 1 January it became the first major UK retailer to be carbon-neutral,

that it now recycles 100% of its waste, with nothing going to landfill, and that 31% of its products

now have a Plan A attribute. All of the wild fish sold in M&S stores today comes from "the most

sustainable sources available", while 257 M&S products are now made using certified sustainable

palm oil (CSPO). Sales of Fairtrade food products have increased by 88% since 2006/7.

Of the total 180 commitments announced since 2007, 138 have been achieved, 30 are 'on plan',

six are 'behind plan', while six have not been achieved, M&S reported.

Also, the high profile M&S has given Plan A's fifth anniversary is in keeping with how it has

approached sustainability since the strategy was born. Pushing sustainability up the agenda also

involved making a big noise about it, to engage both employees and consumers alike.

Plan A (because there is no Plan B) was itself a catchy, slightly gimmicky title, designed to capture

the imagination. The company has remorselessly publicised Plan A over the past five years and

missed few opportunities to promote its sustainability credentials.

This has not only raised public consciousness about sustainability but M&S's words - and deeds -

have also had an effect on its competitors and the marketplace in general.

It is telling that when M&S chief executive Marc Bolland addressed an event the retailer hosted in

central London earlier this month to discuss Plan A with key stakeholders, he spoke first of the

effect the strategy had on him as chief executive of rival retailer Morrisons, describing it as "an

example" to drive the environmental agenda at his then company, which "quickly changed".


Now, as head of M&S Bolland may be forgiven for over-egging the seminal impact that Plan A has

had, but there is no doubt that the food market looks very different from how it did in 2007.

For example, Fairtrade-certified sales in the UK have risen from GBP493m to GBP1.3bn last year.

The number of fisheries in the Marine Stewardship Council certification scheme has increased

from around 70 in 2007 to 250 in 2011, representing a catch of 9m tonnes a year. The number of

pigs in the RSPCA's Freedom Food scheme grew by 84% between 2006 and 2011 and now

represents 28% of UK pig production. In 2008, the total production area for certified sustainable

palm oil was 106,384 hectares; today it is 1.3m.

The pattern of growth in foods sourced to higher ethical standards can be seen across numerous

sectors and reflects real change in the consumer market.

M&S cannot of course claim credit for all this - campaigning and certification organisations and

pioneering companies must take a large share of the plaudits - but these significant strides have

only been possible by the engagement of mainstream operators, and among the country's largest

retailers M&S has unquestionably been a first mover.

Jonathon Porritt, environmental campaigner and co-chair with Bolland of M&S's Sustainable Retail

Advisory Board, also addressed the stakeholder event.

Porritt said it had been a "privilege" for Forum for the Future, the think-tank of which he is the

founder director, to have worked on Plan A, adding that through working with M&S "we have

learnt a lot that we can now take away and share with many other organisations involved in this

critical area of corporate sustainability".

Specifically, Porritt said Plan A demonstrated the importance of widespread employee

involvement, a developed notion of stakeholder engagement and robust governance. "Ownership

and leadership" of Plan A was spread across the company, Porritt said. "There are very few people

in M&S who don't have an M&S Plan A stake."

Corporate sustainability strategies, he added, depend on there being "procedures and

mechanisms which make it possible for us, standing outside the company, to hold the company to

account", and "the Plan A story from that governance perspective is an extremely impressive and

important one".

So much for the impact of Plan A over the past five years. Richard Gillies, director of Plan A,

corporate social responsibility and sustainable business at M&S, said it was appropriate to "take a

moment to celebrate what we have achieved over the past five years", but in general he was

clearly looking forward rather than back.

While 31% of products now have a Plan A attribute, representing almost a billion individual items

and a retail value of GBP3 billion, the target is to raise this to 50% by 2015 and 100% by 2020.


The fact that 80 additional goals were introduced two years ago underlines M&S's desire to

sustain the momentum.

Gillies was also upfront about the 2012 goals that had not been reached. "We have made great

progress. We know we haven't achieved them all. It always was a stretching plan. If we'd achieved

them all I think we would probably question whether we'd set them hard enough."

M&S was, he said, "very, very sincere in our intent to pursue those that we've not quite reached".

Arguably the most significant 2012 goal that had not been achieved, to reduce water usage in

existing operations by 20% was "only just" missed, with the company recording an 18% reduction.

Gillies said he was "confident that we will get there in a slightly extended timetable".

Gillies concluded: "We see this as the start; this for us is very much a journey. Plan A is part of a

journey towards creating a fully sustainable business, so that when we turn round in a few years'

time we are confident that with our hands on our hearts we can say that we are the most

sustainable retailer in the world."

A few eyes may have rolled at this point. Many at the gathering in London have heard the

"journey" rhetoric a few times. But M&S arguably has a little more moral authority to engage in

such tub-thumping, as the last five years have undeniably shown that it walks the walk on

sustainability too, while also encouraging others along the way.

Source: http://www.just-food.com/analysis/sustainability-watch-marks-and-spencers-plan-

a_id119621.aspx

Answer the following questions based on the above case-study

Q1. Explain how ethical issues influence marketing planning (AC4.1)

Q2. Analyse examples of how organisations respond to ethical issues (AC4.2)

D3 :To achieve D3 you must demonstrate creative approach to assist organisation respond to new

ethical dialamas

Q3. Analyse examples of consumer ethics and the effect it has on marketing planning. (AC4.3)

D2: To achieve D2 your work should show evidence of substantial research and investigation in

most of the work submitted


Plagiarism/Collusion

Any act of plagiarism or collusion will be seriously dealt with according to the regulations. In this context the definition and scope of plagiarism are presented below: Plagiarism is presenting somebody elses work as your own, It includes copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another students coursework; stealing coursework from another student and submitting it as your own work. Collusion is working collaboratively with another learner to produce work that is submitted as the individual learners work. Suspected acts of plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the college procedure

Guideline

Ensure that all work had been proof-read and checked prior to

submission.

Ensure that the layout of your documents is in a professional format.

Ensure that all references are quoted at the end of any question/document submitted (preferred: Harvard referencing).

Ensure that you back-up your work regularly and apply version control to

your documents. Ensure that there is an accompanying front cover sheet with your details,

the unit details and your lecturers name.

The college will retain your assessment copy so it is advisable for you to keep a copy for your own record.

final unit 19

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