marketing plan

List the reasons why it isimportant for your company to create a marketing plan

Possible reasons could be: New company, new products, newdistribution strategy, or thereorganization of marketing

Continuation of working on marketing strategy

Insert the company’s goalsand objectives for theplanning process

How does the planningprocess impact themanagement andemployees? Who has to contribute?

To which over-archingstrategies and/orcompany values does thismarketing plan need to adhere to?

How does this plan contribute to theimplementation of thesestrategies and values?

Pricesily specify your planned products or sevices ina few words only.

Also mention specific functions / characteristics ofthe product or service – define the customerbenefits.

The key compentences of your company / product are equivalent to it’s sustainable competitive advantages ( USP – Unique Selling Proposition ).

List your competitive advantages / USP here.

Outline the needed resources ( personnel / HR, funds, material, supply chain, premises, etc. )

Try to sum up the total amount of the needed capital expenditures.

Start your marketing plan with your company’s most importantgoals and objectives.

Use the SMART principle ( Specific – Measurable – Adjustable –Realistic – Time Phased ).

USP – it is a description of the qualities that are unique to a particular product or service and that differentiate it in a way which will make customers purchase it rather than its rivals.

A vision statement says what the organization wishes to be like in some years’ time.

Your company main value

e.g. We strive to excellence in our employeese.g. We assume our environmental responsibilities.

( Include goals based on key competences)

MAIN VALUE

COMPETENCE

COMPETENCE

VALUE

PLACEHOLDERVALUE

TERM KEYWORD

Domestic and foreign policydirectly or indirectly affectingeconomical interests

e.g. tax policy, labour law, traderestrictions, tariffs, and politicalstability

Important economical factorsinfluenced a company’s marketand core business

e.g. economic growth, interestrates, exchange rates, inflationrate, unemployment, etc.

Trends in social factors affecting thedemand for a company’s productsand how that company operates.

e.g. cultural aspects such as healthconsciousness, population growth, age distriution, career attitutes andemphasis on safety.

Technological factors affectingproduction and innovation levelinvolving:

Reshearh and development, automation, techonologyincentives, rate of tehcnologicalchange, technological shifhts, barriers to entry, etc.

Ecological and environmentalfactors affecting companiesoperations and products ( growingawarenss ).

e.g. environmental law, environmental protection, weather, climate, climatechange, etc.

State legal factors affecting thecomapny operations, costs, andproduct demands.

e.g. discrimination law, consumerlaw, antitrust law, employmwntlaw, and health and safety law

Placeholderfor your text



List of suppliers and provided goods / resources

Important information on suppliers

Subcontractors of your suppliers

6R, purchasing, disposition, incoming goods

accounting

Informationproductionprocess, involvedparties, resourcesand benefits

Final destinationof the products

Target group

Customer satisfaction

SUB SUPPLIER

SUB SUPPLIER

SUB SUPPLIER

RAW MATERIAL SUPPLIER




RETAILER

RETAILER

RETAILER

END CUSTOMER

END CUSTOMER

END CUSTOMER

END CUSTOMER

[ C ] Critical

[ 0 ] Non exist

[ + ] Perfect

[ o ] Normal

[ 1 ] Low

[ 2 ] Medium

[ 3 ] Intensive

DESIGN ENGINEER

FTL

LEAD ENGINEER

DESIGN ENGINEER

CUSTOMER REFERENCE

CALCULATION

ATTEMP

CONSTRUCTION

ATTEMP

SUPPLIER

CALCULATION

INTRANET

INTERNET

DB

DESIGN ENGINEER

Describe in this placeholder your target markets. Say what group of customers you want to market your product or service.

Market for cunsumer goods, producer goods or services ?

Which products or services will be offered to the target group ?

Business – 2 – Business or Business – 2 – Customers ?

Geographical locallozation

Demand and buying motive

New market or well - established market ?

Competition and planned market position

If you have more than one target market you ideally will have to tailor your marketing mix for each one of your target markets.

Definition

Approach

Definition

Approach

Definition

Approach

Definition

Approach

Definition

Approach

Definition

Approach

Definition

Approach

Definition

Approach

Definition

Approach

Number of competitors, qualitydifferences, other differences,

switching costs, customer loyalty, costsof leaving market, etc.

Time and cost of entry, specialist knowledge, economics of scale, costadvantages, techonolyprotection, barriers to entry, etc.

Number of suppliers, size ofsuppliers, uniqueness ofservice, your ability to substitute, cost of changing, etc.

Number of customers, scopeof orders, differencees

between competitors, pricesensitivity, ability to

substitute, cost of changing, etc.

Substitute performance, cost ofchange.

Estimated customersImportant competitors





TIME

AMOUNT / VALUE

Market volume

Sales volume provider A

PERIOD 4PERIOD 3PERIOD 1 PERIOD 2

1

5

6

3

2

4

Sales volume provider B

Sales volume provider C

MARKET GROWTH

CAUSE 1 CAUSE 3CAUSE 2 CAUSE 4 CAUSE 6CAUSE 5( innovation, PEST factors, event, etc. )

( innovation, PEST factors, event, etc. )





0,00 %

0,00 %

0,00 %

0,00 %

0,00 %

0,00 %

PRODUCT NAME AND FUNCTION






COMPANY 1

COMPANY 2

COMPANY 3

COMPANY 4

COMPANY 5

COMPANY 6

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This is a placeholder text. Thistext can be replaced with yourown text.


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Characteristics:

Core motive:

FEATURE A

FEATURE B

INDIVIDUAL

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Characteristics:

Core motive:


Characteristics:

Core motive:


PLACEHOLDER % A

B

C

PLACEHOLDER

PLACEHOLDER

PLACEHOLDER

PLACEHOLDER

PLACEHOLDER

PLACEHOLDER

PLACEHOLDER

PLACEHOLDER

PLACEHOLDER

low

low

medium

med

ium

high

hig

h

A-Type customer B-Type customer C-Type customer

A A

A

B

B

B C

C C

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Your inserted text will retainthe same style and format as the placeholder text.

CUSTOMER

CUSTOMER

CUSTOMER

CUSTOMER

CUSTOMER

CUSTOMER

Customers who bought after they reclaimed.

Orders or purchases reclaimed. Customers who reclaimed.

Customers who bought multiple times.

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Feedback on products orservices.








CRITERIA / REQUIRMENT EXPECTATION

WEIGHT

[ W ( 0-1 ) ]

DEGREE OF FULLMENT [ E ]VALUE

NO. POOR GOOD EXCELLENTAVERAGE

1 2 3 4 5 6 7 8 9 10

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TOTAL SCORE

[ W ] * [ E ]

1

2

2

2

3

3

4

4

5

6

6

7

7

10

8

18

9

16

10

12

DETRACTORS PASSIVES PROMOTORS This text can bereplaced with

your own text.

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and size of the font as used in this

placeholder it’spossible to replace

it by selectingdifferent options.

Your inserted textwill retain the

same style andformat as the

placeholder text.

NET PROMOTOR SCORE

+ 5% PROMOTORS - % DETRACTORS

Sum up the most important features of your target group.

e.g. age, sex, income, consumer behaviour, etc.

Milleu, living situation, mobility, political orientation, values, interests, etc.

This is a placeholder text.

This text can be replaced with your own text.

BUYING MOTIVATION


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Shortcomings Reasons / Explanations MeasuresNO.

Shortcomings of the customersatisfaction service

Problem description andreasons

Improvement measures1














Problem descriptionand reasons


TASK TIMENO.

Description / Title XX days1.

2.

3.

4.

5.

6.

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Description / Title XX days





Placeholder to add your text.

Name the most relevant strenght of thecompetitor

Concentrate on the strenghts relevant to the consumer

Name the most relevant strenght of the competitor






Name the most relevant strenght of the competitor




COMPETITOR 1

( logo )

What are potential objectives of this competitor

Think of marketing achievements or productinnovations likely to happen in the near future

COMPETITOR 2

( logo )

COMPETITOR 3

( logo )

Think of ways for your competitor to reach threepotential goals.

What will be the next step?









CRITICAL RESOURCES ( PERFORMANCE POTENTIAL )

NO. POOR MODERATE

COMPETITOR ONE

TOTAL

Product line x

Research and development

Productivity increase potencial

Sales market ( market share )

Marketing concept

Finance situation

Production

Raw materials and energy

Location

Cost situation differentation

Quality of management

Leading systems

1 2 6543

POOR MODERATE

OWN COMPANY

1 2 6543

POOR MODERATE

COMPETITOR TWO

1 2 6543

1 2

GOOD

10987 P

109876543 1 2

GOOD

10987 P

109876543 2

GOOD

10987 P

1098765431

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

Impact on thinking, acting and planning of the company and it’s employees








MARKETING SALES DEVELOPMENT PRODUCTION ADMIN FINANCE

MANAGEMENT ASSISTANCE

SUP

PO

RT

AC

TIV

ITIE

S

MAIN ACTIVITIES

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Instalations

Interior

Liquidity

Reserves

Equipment Possibilities to raise capital

Staff situation

Education

Staff development

Quality of leadership

Business experience

Age structure

Sort

Actuality

Complexity

Insert description and notes in key words

Brand image ofcompany, separate product brands

Positioning ofcompany marketshare of provider od product brands

Capital resources Number ofemployees, structurequalification andmotivation

Location quality Distribution organization Relation to cooperation and distribution partner

Number of customers

Credit status

Infrastructure

Business locations

Distribution in target area

Customer potential

Customer retention

( loyalty vs fluctuation )

Research / Development

Know How

Patent

Development status

Marketing concept

Standards

Brands

Technology

Capacity

Productivity

Insert description and notes in key words.



Procurement systems

Supplier relationship

Purchasing power


Capital requirements

Investment intensity

Organization

Value chain



DEVELOPMENT

INCEPTION MAINTANANCE

MOTIVATION

PlaceholderPlaceholder

Placeholder

Placeholder

Placeholder

Placeholder

Placeholder

Placeholder

Placeholder

PlaceholderPlaceholder

Placeholder

Factors of influence on your marketing strategy

related to changingworld of work

Factors of influence on your marketing strategyrelated to labour unions

Factors of influence on your marketing strategy

related to legislation

Factors of influence on your marketing strategy related to management practicies

Environment related tasks

For replacing the placeholdertext you need to click on the

placeholder text and insert your own text

Economy related tasks

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Society related tasks

For replacing the placeholder text you needto click on the placeholder text and insert your own text

PHASE 1

Identify the improvement

PHASE 2

Analyze the process

PHASE 3

Develop the optimal solution

PHASE 4

Implement solution

PHASE 5

Check the implementation of the solution

PHASE 6

Standardize the solution

PHASE 7

Plan for future

2

3

45

6

7 1

Experience, staff, production andmanagement processes

Patents, copyright, design rights, trademarks, etc.

Capital, goods, resources, real estate, production plants, stock, etc.

Insert description and notes in keywords.



II COMPETENCE GAPS

I COMPETENCE STANDARDS

III STRATEGICALLY RELEVANT KEY COMPETENCIES

IV COMPETENCE POTENTIAL

EXTERNAL ANALYSIS – VALUE OF EXPERTISE

low high

low

hig

h

INTE

RN

AL

AN

ALY

SIS

–C

UST

OM

ER V

ALU

E




SkillOne

SkillThree

SkillTwo

not satisfied satisfied highly satisfied CUSTOMER

low

med

ium

hig

h

INC

REA

SE IN

VA

LUE

1 2 3 4

Identification ofcompanies specificsuccess factors

Derivation of evaluation criteria

Weighing ofevaluation criteria ( optional )

Determination of evaluation scale

Identification of all participants

Evaluation of criteria in relation to competitors

Discussion on extreme values ( positive / negative )

Significant strenght and weaknesses

Creating improvement suggestions

Catalogue of resulting measures

1 2 3 4 5

Range of service

Pricing

Image

Market share

Market growth

Sales development

Distribution

Sales network

Complaint management

Advertising

Sensitivity to economic situations

Adherence of schedules

Customer structure

Order processing

Customer service

Market research

Sales representatives

Sales planning

Market cultivation

Customer loyalty

SUCCESS FACTOR

EVALUATION

Range of service

Pricing

Image

Market share

Market growth

Sales development

Distribution

Sales network

Complaint management

Advertising

Sensitivity to economic situations

Adherence of schedules

Customer structure

Order processing

Customer service

Market research

Sales representatives

Sales planning

Market cultivation

Customer loyalty

WEIGHING

LOW MEDIUM HIGH

POOR NEUTRAL GOOD

09 9

Insert spheres depending on characterics

Insert spheres depending on characterics

8 7 6 5 4 3 2 1 87654321

CRITERIA Opportunities Threats

Market situationMarket structure

Market potential / Market volume

Customer structure

Competitor

Environment / frame conditions

Strenght

Weakness

Laws / Taxes

Society

Ecology

Techonological development

Product range

Prices

Organization / Management

Cash flow

Locations

Marketing perfromance

Innovation ability

Financial resources

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

Enter your text here.Enter your text here.



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Strategic objective for s-b:

Pursuit of new opportunities that match the company’s strenght.

Strategic objective for w-o:

Strategic objective for s-t: Strategic objective for w-t:

Eliminate weaknesses to exploit new opportunities.

Strenghts to ward off threats. Defense strategies as targets for threats.

MARKET GROWTH

MARKET QUALITY

Profitability of branch

Tolerance for price policy

ENERGY / ACCOMODATION

Interference of accomodation

Influence on profitability

Technological level

Protectability of know how

Intensity of investments

Intensity / structure of competition

Structure of potential costumer

Entry barriers

Distribution requirements

Variability of competition conditions

Substitution possibilities

Existence of alternatives

ENVIRONMENT SITUATION

Economic dependency

Inflation effects

Dependency on legislation

Dependency on public

Risk of public interference

Pollution of nature

TOTAL 1,0

Criteria Weigh Coeff. ( 0,0 – 1,0 ) Index Criteria Weigh Coeff. ( 0,0 – 1,0 ) Index

Criteria Weigh Coeff. ( 0,0 – 1,0 ) Index

REL. MARKET POSITION

Market share

Size and financial power

REL. R & D POTENTIAL

Status of research

Development vs market position

Growth rate

Profitability

Risk

Market potential

Process efficiency

Cost advantages

Innovation ability

Licence relations

Adaptability

REL. EMPLOYEE QUALIFICATION

Proffesionalism and culture

Innovation climate

TOTAL

REL. PRODUCT POTENTIAL

Potential increase of productivity

Environment friendly production

Delivery conditions

Innovation potential

1,0

Criteria Weigh Coeff. ( 0,0 – 1,0 ) Index

RELATIVE COMPETITION ADVANTAGE

MA

RK

ET A

TTR

AC

TIV

ENES

S A

C

B

low medium high

low

med

ium

hig

h

Insert company vision

Is the process to reach the vision in action ?

Which steps have already beenimplemented to get it on it’s way?

Insert company vision

Which steps need to be done to reach vision?

How can steps be implemented?

Insert company visionAre there any obstacles to overcome?

How can these be circumuented?

Which goals can be deducted fromthe companys’ visions and theirstatus quo ?

How can these goals be reached on the short term? ( concrete steps and measures )

Goals and targets

TARGET:

Enter your target text here.

STATUS


STATUS


STATUS

TARGET: TARGET:

PROJECT PROJECT PROJECT PROJECTPROJECT

TARGET:


STATUS


STATUS

TARGET:


STATUS

TARGET:

TAR

GET

VA

LUE

I.E.

REV

ENU

E

PRESENT PLANNING HORIZON

Core business

Development limit

Potential core business

New business

STRATEGIC GAP

OPERATIVE GAP

TIME

Close connection to general economiccompany objectives

Revenue / profitability

Profit contribution / return – on – investmet ( ROI )

Growth ( revenue / sales / profit )

Rationalizing

Capacities

Security ( risk distribution )

Market position / market share

Connecting to mental processes ofbuyer ( purchase behavior )

Customer retention

Customer satisfaction

Name recognition

Attitude ( image / sympathy )

Repurchase rate

Level of distribution

Effects of knowledge

Strenght of purchase intention

Retention of the economic and legal independency, increasingdevelopment of flexibility

Increase in sales, improvement of company image

Preparation of contract conclusions

Managing consumer data, raisepurchase interest, increasing

popularity of brand

RELEVANT MARKET Placeholder

Placeholder

Placeholder

Placeholder

Placeholder

PRODUCTS TO BE EVALUATED

GEOGRAPHICAL SCOPE

SELECTION METHOD FOR EVALUATED PRODUCTS Placeholder

APPROACH

SURVEY METHOD

How are the research objects defined?



This is a placeholdertext.

What is theoretical benefit of measure?




Where will the objects be used?




How frequently is the survey conducted?




What are the estimated costs?




How many employees are surveyed?




TASK TIMENO.


2.

3.

4.

5.

6.








Summarize the results ofthe survey


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CATEGORY 1

CATEGORY 2

CATEGORY 3

CATEGORY 4


CATEGORY 1

CATEGORY 2

CATEGORY 3

CATEGORY 4


CATEGORY 1

CATEGORY 2

CATEGORY 3

CATEGORY 4


CATEGORY 1

CATEGORY 2

CATEGORY 3

CATEGORY 4

PRICE

PERFORMANCE

highlow

low

high

“STUCK-IN-THE-MIDDLE”

Security distance

I: OVER REACHING STRATEGYIII: PRICE / AMOUNT STRATEGY

Outspacingstrategy

Outspacingstrategy

II: PREFERENCE STRATEGYIV: ADVANTAGE STRATEGY

Price / costs Standard product

Limited need

Price elastic

Performance Quality uniqueness

Specific need

Relatively price - inelastic

COST ADVANTAGEPERFORMANCE ADVANTAGE

COMPETITIVE ADVANTAGE

OV

ERA

LL M

AR

KET

SUB

-M

AR

KET

DEG

REE

OF

CO

MP

ETIT

ION

Marketpenetration

Productdevelopment

Marketdevelopment

Diversification




Customer individual market development

Standardized market development

Individualisation of customer relationship

Leve

lof

ind

ivid

ual

isat

ion

of

a p

rod

uct

Individualisation degree of customer relationship

highlow

hig

hlo

w

Individualisation of product

What is the central orientation of the marketing strategy ?

Concentration of companys’ activities on particularly attractive and promising market

In which market is the company active ?

How does the planning process impact the management and employees? Who has to contribute?

Determination of market entry time in complience of the previous development and production effort

When will the company become active on the market ?

Product innovations

Product improvement

Product differentiation

Marking

Naming

Service performance

Assortiment planning

Packaging, etc.

Price

Price deduction

Rebates and discounts

Delivery conditions

Payment conditions

...

Media advertisement

Sales promotion

Direct marketing

Public relations

Sponsoring

Fairs

Exibitions

Employee communication...

Distribution systems

Sales organization

Logistic systems...

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This is a placeholder text. All phrases can be replaced with yourown text.



“Product”

“Place”

“Price”

“Physical facilities”

“Promotion”

“Process”

“Personnel”

Subcategories of product line

Relatedness of productswithin the category

Number of products in one product line

Line 4

Line 1Line 2

Line 3

0

5

10 0

5

10


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Briefly describe strenghts in relation to customer satisfaction, competition, etc.

Weaknesses concerning productquality, range of product line anddevelopment potential.


This text can be replaced with yourown text.

This is a placeholder text.This text can be replaced with yourown text.

This text can be replaced with yourown text.


Characteristic A1 ( opposing A2 )

Product Product

Characteristic B2 ( opposing B1 )

ProductProduct

Product

Product

Characteristic A2 ( opposing A1 )

Product Product

Characteristic B1 ( opposing B2 )




SALE

S A

ND

PR

OFI

T

Development Introduction Growth Maturity Saturation Degeneration Elimination If you don’t want to use the style and size of the font as used in this placeholder it’s possible to replace it by selecting different options.


Sensory characteristics of the product which couldbe used for marketing ( such as smell, colors, sounds, music, etc. )

Material, product design, jingle, sound, logo, audio branding, etc.

Pictures or testimonials which can stir up emotions, memories, desires and wishes of the customer

Active engagement with the product ( direct or indirect ) for example via social media channels, blogs, promotions, cultural events, sweeps takes

Marketing actions which invite customer to interact, move, or use the product in ceratin way

SUPPORT

TECHNOLOGY

LANGUAGE

MANAGEMENT

FUNCTION

PRODUCT

DESIGN

ADVERTISING

IDENTITY

HISTORY

Warranty

Presentations

Press releases

Directmarketing

Print products

Website

Socialnetworks

Place ofaction

Testimonials / Brand Ambassadors

Interactivity

Sensovialexperience

TALK

Style

Rhetoric

Wording

HISTORY

Tell stories

Show episodes

Shapes

SYMBOLS

Protagonists

Figures

Place of action

SENSORICS

Sensorial experience

Stimulation of senses

Noises / Colors

Product design Brand in relation to other brands on the market

Difference in performance compared with competitive offerings

Standarded quality No specials, action prices or sales

No specials, action prices or sales

Perception and recognition of product on market through advertising

1 2

Packaging

Trademark

3

4

Consistency high quality

5 6 7

CORPORATE DESIGN

APPEARANCE : logos, fonts, color, layout.

BEHAVIOR FROM INSIDE TO OUTSIDE: to employees, customersand suppliers

CORPORATE COMMUNICATION

CORPORATE BEHAVIOR

INTERNAL AND EXTERNAL CORPORATE COMMUNICATION: press releases, ads,

posters, TV, spots, staff newspaper, customermagazine, website, banners, company

celebration, trade and show appearance, packing design

Education & Training

Paymentterms

On-site service

Customersupport

Guaranteewarranty

Maintenance & care

Construction & installation

Free delivery

CUSTOMER BENEFIT( product related service )

ACTUAL BENEFIT( product appearance )

EXTEND PRODUCT( product related service )

STARS

MA

RK

ET G

RO

WTH

RAT

E

RELATIVE MARKET SHARE

lowhigh

hig

hlo

w

QUESTION MARKS

POOR DOGSCASH COW

Product

Product

Product

Product

Product

Product

Product

Product

The size of bubble represent revenue / volume

10

5

02 1 0

Product

RELATIVE COMPETITION ADVANTAGE

MA

RK

ET A

TTR

AC

TIV

ENES

S

low

low

medium

med

ium

high

hig

h INVESTMENT OR RETREAT

INVESTMENT KEEP MARKET LEADERSHIP

ABSORPTION AND GRADUAL DIVESTMENT

TRANSITION GROWTH

DIVESTMENT ABSORBTIONABSORPTION AND GRADUAL DIVESTMENT

Row

1

2

3

4

5

6

7

8

9

10

Marketrelationship

value inrows

Relative weight

Weightsimportance

Direction of improvementColumns 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Competitive analysis

Pla

ceh

old

er1

Pla

ceh

old

er2

Pla

ceh

old

er3

Pla

ceh

old

er4

Pla

ceh

old

er5

Pla

ceh

old

er6

0 1 2 3 4 5

Target or limit value

Difficulty

Max relationship value in columns

Weight / Importance

Relative weight

WEAK RELATIONSHIP

+ +

POSITIVE CORELATION+

NEGATIVE CORELATION-STRONG NEGATIVE CORRELATION

Objective is to minimize

Objective is to maximize

Objective is to targetx

STRONG POSITIVE CORRELATION

low

hig

h

low high

Product

Product

Product

Traditional approach with the lowest possible price for the

product.

Target specificcustomer through

high price level.

Price of the servicecorrespond exactly to

the customer value.

TIME

PR

ICE

Low price strategy ( promotion price strategy )

“Follow the free” strategy

Penetration strategy

Absorbtion strategy ( skimming price strategy )

Premium price strategy

INTRODUCTIONMILESTONE

MILESTONE MILESTONE

MILESTONE

PRICE

SALE

S

B

A C

UNIT COST YOUR PRICE

YOUR PROFITS

YOUR SALES

lost profits

DESCRIPTIONLogistic, travel time, costs, price difference

DESCRIPTIONYou can insert your text

here.

DESCRIPTIONYou can insert your text

here.

DESCRIPTIONYou can insert your text here.

DESCRIPTIONYou can insert your text here.

Locally or onlineRespective fees for company and / or customer

Does the time of order / deliverycoincide with payment ?


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Attracting newcustomers

Attracting new customers



Increase brand recognition

Lead generation Product differantiation

Influence decision makers

REA

CH

REA

CH

ABOVE THE LINE

Classical marketing | recognizable for everybody

BELOW THE LINE

Alternative marketing | mainly visible only for targeted group

Low frequency Medium frequency High frequency

HIGH PRIORITY MEDIUM PRIORITY LOW PRIORITY

TV

PRINT

Event marketing

Sponsoring

SEOOnline

marketing

PublicRadio

PR

Mobile marketing

Fairs & exibitions

Direct marketing

Product placement

Cinema

Action / measure Medium Scope

TV spot ( example )TV stations A, B, C, D

Geographic & frequency

Targeted group Frequency

DefinitionContacts / Person

BudgetGRP CPM

240 GRP Gross rating point

xx.xx. $ xx.xx. $ - costper mile

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Task 1

Task 2

Task 3

Task 4

Task 5

Name / initials






CONTACTSFrequency of addressing

the target persons

INTENSITY

The number of appliedmedia ( mediamix )

REPETITIONFrequency and timely intervals of

the contacts.

DOMINANCESize, formats, advertising

and spot lenghts

IMPACTDesign of advertising

RANGEPercentage of the reached

target group

LOCAL REGIONAL NATIONAL INTERNATIONAL MULTINATIONAL GLOBAL

Inte

grat

ion

adva

nta

ge

Differentiation advantage

highlow

hig

hlo

w





PRODUCTION DISTRIBUTION RETAIL CUSTOMER

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MANUFACTURER WHOLESALER RETAILER CUSTOMER

EXPENCE ITEM Product 1 TOTAL

Public relation

Product 2 Product 3 Product 4

Advertisement

Cost of supplies

OVERALL EXPENDITURE

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $

xx $ xx $ xx $ xx $ xx $

TASK TIMENO.


2.

3.

4.

5.

6.








TASK A TASK C

TASK B

TASK F

TASK 3

TASK D

TASK 3

TASK 3

TASK 6










Sale

s (

00

0 T

ho

usa

nd

s )

Month

salesmarketing expense

jan feb mar apr may jun jul aug sep oct nov dec

10

20

30

40

50

60

70

80

90

100

110

120

0

OPPORTUNITY

Characteristic A1 ( positive, opposing A2 )

STRONG CHANGE

STAGNACY THREAT

Scenario 1

Characteristic B2 ( intense, opposing B1 )

Characteristic A2 ( negative, opposing A1 )

Scenario 3

Characteristic B1 ( moderate, opposing B2 )

Scenario 2

Political, economical or socio-cultural opportunities affecting your strategy

Political, economical or socio-cultural opportunities affecting your strategy