Transcript MARKETING PLAN

MARKETING PLAN
For
SME & OTOP
การตลาดมี
ความสาคัญอย่ างไร
ต่ อธุรกิจ?
The Importance
of Marketing
Financial success depends on
marketing
No demand - no business
Marketing decisions tough
–
What to design
–
What prices to offer
–
Where to sell
–
How much to spend on
advertising…
Scope of Marketing – Who Markets?
marketplace
a physical place
marketspace
a digital place
metamarket
a cluster of related
products in
consumers’ minds,
from diverse industries
Cosmoneuticals
:
• Dermatology drugs
Ad
by Shiseido:
• Industry
Japanese cosmetics
firmconvergence
• Cleanser, lotion,
medication
• Sold in Japan drugstores
Figure 1.3 Holistic Marketing Dimensions
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้
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•
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เปลีย่ นแปลง
•
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•
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ระบบ
• ขาดความสนใจในการคิดเชิงวิเคราะห์
• ไม่ให้ความสาคัญกับการวางแผน
การตลาด
Marketing Plan
คุณลักษณะของแผนการตลาดทีด่ ี
•
•
•
•
•
ควรมีฐานมาจากข้อมูลจริ งมากที่สุดเท่าที่จะมากได้
สามารถนาไปปฏิบตั ิได้ภายใต้ทรัพยากรอันจากัด
มีความเสมอต้นเสมอปลายในทุกส่ วนของแผนงาน
มีเป้ าหมายที่ชดั เจนเป็ นไปได้ภายใต้ขอ้ จากัดที่มีอยู่
ต้องบอกวิธีการวัดผลอย่างชัดเจน
The Marketing Plan Process
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Projected Profit-and-loss
Controls
Executive Summary
• A well-received executive summary will be
succinct, to the point and will provide the
audience with an understanding of the
rationale behind the strategies and tactics.
• Keep it simple and succinct.
• Only cite data that is relevant to your
conclusions.
• Mention only those elements of the
situation analysis that are key to
understanding the given or result.
Executive Summary
• Do not repeat anything, avoid saying
the obvious or stating the status quo.
• Identify the differences in the market,
the competition and your plan that will
lead to different results, not
similarities to previous situations
of plans.
Executive Summary
• Objectives and financial summary
• Market definition and executive
summary or market information
• Core marketing strategy, supporting
strategies, key actions.
Part 1: Purpose and
Mission
Purpose of Marketing Plan
• This part also includes organizational
background information
• Offer brief explanation for why this
plan was produced
• Suggest what may be done with the
information contained in the plan
Mission Statement
• Identifies a stable long-run vision of the
organization that can answer such
questions as:
- Why is the company in business?
– What markets do we serve and why do
we serve these markets?
– What is the general corporate
philosophy for doing business?
– What products/services does the
company offer?
Mission Statement
• In developing the vision presented in the
mission statement consider:
– Company History
– Resources and Competencies
– Environment
Lesson learn
GROWTH
STRATEGY
Eiji Koike
President & CEO
24
Cerebos’ Formula for a Successful
& Sustainable Business
•
Customer Focus
- Existing customers
- New customers
improve service levels,
customer satisfaction,
strengthen customer loyalty & retention
For Mind, For Body, For Life.
- Our Mission -
BRAND’S will be your “Health Partner” at every stage of your
life. We know your lifestyle is demanding and that you need to
maintain good health, both physically and mentally, to sustain it
---------------------------------------------------
“We are selling solutions for
health”
Cerebos’ Formula for a Successful
& Sustainable Business
•
Customer Focus
- Existing customers
- New customers
•
Core Business Focus
- Health Supplements
- Coffee
- Sauces
Leverage on our core brands and corporate
wide thrusts to “grow Cerebos faster”
Core Brands
Key Focus Areas – “ Faster Growth ”
Health Supplements
• Further leverage strong brand and CRM to improve overall
penetration and frequency of consumption
• Strengthen consumer proposition and focus R&D activities
on new product development
• Expand geographically
Coffee
Sauces
& Spices
• Enhance consumer understanding and grow profitable
customers through CRM
• Strengthen core brands
• Leverage innovation and NPD activities
Part 2: Situational Analysis
1.
2.
3.
4.
Current Product Analysis
Describe the Current Target Market
Describe Current Distributor Network
Competitive Analysis
- 4 Ps and service of competitors
- competitor’s strengths and weaknesses
- competitive trends
5. Financial Analysis for Product or Product Line
- Current Sales Analysis
- Profitability Analysis
Part 2: Situational Analysis
6. Environmental Problems and
Opportunities
The Marketing Environment
Demographic
Company
Economic
Cultural
Publics
Political
Company
Competitors
Suppliers
Customers
Intermediaries
Technological
Natural
The Microenvironment
Company
Publics
Forces Affecting a
Company’s Ability to
Serve
Customers
Competitors
Suppliers
Intermediaries
Customers
Five Force Model
New entrance
company
Company
supplier
buyer
substitute
The Macroenvironment
Demographic
Cultural
Forces that Shape
Opportunities
and Pose Threats
to a Company
Political
Economic
Natural
Technological
Economic Environment
Economic
Development
Key
Economic
Concerns for
Marketers
Changes
in Consumer
Spending
Patterns
Changes
in Income
Natural Environment
More Government
Intervention
Higher Pollution
Levels
Factors
Affecting
the
Natural
Environment
Increased Costs
of Energy
Shortages of
Raw Material
Part 2: Situational Analysis
7. Product/Market Analysis Tools
- Product Life Cycle Analysis
- Boston Consulting Group
Growth/Share Matrix
8. Summary of Current Situation
•
Provide a SWOT analysis for the
company’s product(s) that includes:
–
–
–
–
strengths
weaknesses
opportunities
threats
Internal Factors
External Factors
O
T
S
GO ON
HANG ON
W
HANG ON
WAIT/AVIOD
SWOT
ANALYSIS
CORE COMPETENCY
PEST ANALYSIS
&
FIVE FORCE MODEL
BUSINESS ATTRACTIVENESS
Responding to the
Marketing Environment
• Reactive: Passive Acceptance and
Adaptation
– Companies design strategies that avoid
threats and capitalize upon opportunities.
• Proactive: Environmental Management
– Use of lobbyists, PR, advertorials,
lawsuits, complaints, and contractual
agreements to influence environmental
forces.
How to set marketing
objective?
SMART OBJECTIVES
Specific
Measurable
Actionable
Relevant
Time - Specific
Market Definition
• Identify the consumer segment in which
your products compete.
• Bases for Segmenting Consumer Market
* Geographic
* Demographic
* Psychographic
* Behavioral
Customer Markets
International
Markets
Consumer
Markets
Company
Government
Markets
Business
Markets
Reseller
Markets
1.3 การกาหนดกลยุทธ์ทางการตลาด
(Marketing Strategy Determination)
1. การขยายตัวให้ มากขึน้ 2. การขยายตัวแบบรวมตัว 3. การขยายตัวแบบ
intensive
integrative
หลากหลาย
1.1 การเจาะตลาด
2.1 การรวมตัวไปข้ างหน้ า 3.1 แบบหลากหลาย
จากจุดศูนย์ กลาง
1.2 การพัฒนาตลาด
2.2 การรวมตัวไปข้ างหลัง 3.2 แบบหลากหลาย
ในระดับเดียวกัน
1.3 การพัฒนาผลิตภัณฑ์ 2.3 การรวมตัวในระดับ 3.3 แบบหลากหลาย
เดียวกัน
ที่แตกต่ างจากเดิม
ตารางการขยายผลิตภ ัณฑ์/ ตลาด
(Product / Market Expansion Grid)
ผลิตภัณฑ์ เดิม
การเจาะตลาด
(Market Penetration/Intensification)
ตลาด
* กระตุ้นลูกค้ าปัจจุบัน
เดิม
* แย่ งลูกค้ าคู่แข่ ง
* หาลูกค้ าใหม่ ในตลาดเดิม จาก
ประโยชน์ การใช้ ใหม่
การพัฒนาตลาด
ตลาด (Market Development/Diversification)
ใหม่ * เหมาะกับตลาดปัจจุบันอิม่ ตัวแล้ ว
* ขยายตลาดด้ านภูมศิ าสตร์
* หาลูกค้ ากลุ่มใหม่ ในตลาดใหม่
ผลิตภัณฑ์ ใหม่
การพัฒนาผลิตภัณฑ์
(Product Development/Diversification)
* ปรับปรุ ง/เปลีย่ นแปลงผลิตภัณฑ์ เดิม
* พัฒนาผลิตภัณฑ์ ใหม่ แต่ ยงั เกีย่ วกับสาย
ผลิตภัณฑ์ เดิม
* เป็ นการขยายตัวทีม่ ีความเสี่ ยงมาก
การขยายตัวแบบหลากหลาย
Strategic Direction
 Market Development – increase new users (Branding)
 Market Penetration - Increase usage (CRM)
• Better taste
• Friendly packaging
• Scientific proof
 Product Development (Innovative, Relevant)
• Veta Berry , Prune
• Heath Supplements Tablets
 Geographic expansion – new markets
 Acquisition
Cerebos’ Formula for a Successful
& Sustainable Business
•
Customer Focus
- Existing customers
- New customers
•
Core Business Focus
- Health Supplements
- Coffee
- Sauces
• Core Competencies Focus
- Branding
- Customer Relationship Management
- New Product Development
Brand’s Branding & CRM Focus
Mass
Marketing
Segmentation
1-2-1
Relationship
Asia
Customer Relationship Management
BRAND MANAGEMENT
More Education on Scientifically Proven Benefits
New, Innovative, Customer Oriented Products
Implementation Plan
• Key Execution Elements
* Pre – Launch
> PR Program
- Press Conference
- Press Tour
- Press Release
- Etc.
Implementation Plan
• Key Execution Elements
* Launch
> IMC Plan
- Key Creative Ideas
- Key Activities Grid
- Media Plan
- PR Plan
- Consumer Promotion Plan
- CRM Plan
- Launch Event & Marketing Event Plan
- Budget (Break down by activities) & ROI analysis
360°Marketing Model
Impact Across the Globe
Brazil
Chapter 5: Blast your taste buds
Venezuela
Brazil PO1
China
Thailand
THEN
Mass advertising, TV centric model
One way communication
NOW
Customer Engaging model
Two way communication
Direct Mailers
Interactive website
Regular newsletters from BRAND’S®
to customers on mailing list
Staff and consumers having fun together at health camps
Field
trips and
Factory
Visits for
loyal
consumers
Health seminars
empower
consumers to
take charge of
their health matters
Picture of
Call Centre
in Taiwan
BRAND’S® Call Centre
in Taiwan receives an
average of 500 calls
from consumers daily
We must continue to CHANGE
Remain relevant to consumers needs
and wants
CRM
Maintain our differentiation and justify
our premium pricing
Branding
Increase customer loyalty
It is not the strongest of
the species that survive,
nor the most intelligent
but the one most
responsive to change
Charles Darwin
Exhibit 20.11
The Contingency Planning Process
Identifying critical assumptions about the future
Measuring probability of each critical assumption’s
being right
Rank ordering of critical assumptions
Tracking/monitoring of action plan
Setting triggers to activate contingency plan
Specifying alternative response options
Evaluating and Controlling the
Marketing Process
Efficiency control
•Improve marketing efficiency
Strategic control
• Review for effectiveness
• Conduct marketing audit
• Rates performance
• Reviews for ethics and social responsibility
Evaluating and Controlling the
Marketing Process
Annual-plan control
• Set goals
• Monitor performance
• Determine deviations
• Take corrective action
Profitability control
• Identify expenses
• Measure expense
• Prepare profit/loss
Table 22.4 Types of Marketing Control
Figure 22.5
The
Control Process
Evaluation and Control
- Efficiency and Control
SALES-FORCE EFFICIENCY
• Key indicators of efficiency in territories:
1) Average calls per salesperson per day
2) Average sales call time per contact
3) Average revenue per sales call
4) Average cost per sales call
5) Entertainment cost per sales call
6) % of orders per 100 sales calls
7) Number of new customers per period
8) Number of lost customers per period
9) Sales-force cost as % of total sales
Evaluation and Control
- Efficiency and Control
ADVERTISING EFFICIENCY
Keep track of these:
• Advertising cost reached by media vehicle
• % of audience who noted, saw & read each ad
• Consumer opinion: ad’s content & effectiveness
• Before & after attitude - towards product
• Inquiries stimulated by ad
• Cost per inquiry
Measuring advertising efficiency in China is needed as
consumers are bombarded with many ads
The Future of Marketing
How to achieve marketing excellence?
1)Be “holistic” & less departmental
2)Larger influence - business strategy
3)Ongoing new ideas to prosper
4)Customer insight - treat different but
proper
5)Build brands - performance > promotion
6)Go electronic & win - superior systems
The Future of Marketing
To be truly holistic in marketing, proficient in:
1)Customer relationship management (CRM)
2) Partner relationship management (PRM)
3) Database marketing and data-mining
4)Contact center management & telemarketing
5) Public relations marketing
6) Brand building and brand asset management
7)Experiential marketing
8) Integrated marketing communications
9) Profitability analysis: segment customer channel
The Future of Marketing
• Pursuit of marketing superiority &
dominance, new rules and practices are
emerging
• Benefits of successful 21st century
marketing are many, but need hard work,
insight, and inspiration
Major Marketing Weaknesses
DEADLY SIN: Insufficient market-focus & customer drive
Signs: Segments poorly identified
Solutions: Advanced segmentation techniques
DEADLY SIN: Does not fully understand target
Signs: Customers buy less product; High returns, complaints
Solutions: Analytical techniques; Data mining
DEADLY SIN: To better define & monitor competitors
Signs: No system for competitive intelligence
Solutions: Establish office for competitive intelligence
DEADLY SIN: Relations with stakeholders not managed well
Signs: Stakeholders unhappy
Solutions: Manage relations better
DEADLY SIN: Not good at finding new opportunities
Signs: No exciting new opportunities for years
Solutions: Set up system - stimulate flow of new ideas
Major Marketing Weaknesses
DEADLY SIN: Marketing planning process is deficient
Signs: Plan lack right components; no contingencies
Solutions: SWOT, strategy, budgets & controls
DEADLY SIN: Product & service policies need tightening
Signs: Many products lose money, poor cross-selling
Solutions: System - track weak products, improve upselling
DEADLY SIN: Brand-building & communication skills are
weak
Signs: Target knows little about company, brand not distinctive
Solutions: Improve brand-building strategies
DEADLY SIN: Not organized for effective & efficient
marketing
Signs: Lacks 21st century marketing skills, bad internal vibes
Solutions: Appoint strong leader; improve internal relations
DEADLY SIN: Not made maximum use of technology
Exhibit 20.7
Effect of $300,000 Increase in Sales Resulting from Increased
Sales Commissions and Expenses of $35,000
Net sales
Less: direct costs (29.62%)
Expenses
Sales commissions and expenses
Advertising
Physical logistics
Occupancy
Management
Contribution to overhead and profits
Increase in profit (before tax) = $703 - $650 =
$5,700
4,012
$1,688
485
185
190
25
100
$ 985
$ 703
$53
The Marketing Plan Process
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Projected Profit-and-loss
Controls