There are many stages of this planning process:Analysis stage

Current marketing situation analysis:

the marketing audit

the environmental analysis

SWOT analysis

This stage covers the relevant background information necessary for plans to be formulated and decisions to be made. It includes detailed analyses of the current market situation, the organization's existing products/services situation, the competitive situation and the SWOT analysis. The outcome of the current situation analysis and the SWOT analysis in particular provides a foundation for the next stage in the process.

Planning stage

Defining the requirements of the plan:

objectives setting

strategic outline

At this stage, marketing managers are fully aware of the factors in the organization's current situation which will influence its marketing activity so will look at corporate objectives in the light of this information to develop marketing objectives and evaluate strategic alternatives. Marketing objectives should meet certain criteria:

They should be stated clearly and unambiguously.

They should be measurable (by sales volume, or percentage increase over the last three years, for example).

They should be consistent with the organization's objectives and resources.

They should be set down in order of priority.

Strategy is based on the idea of a game plan, as in chess, or in military strategy. Thus, marketing strategy sets down the game plan by which the objectives are to be achieved. Each objective should be viewed very closely and strategic alternatives drawn up. For example, a desired increase in sales revenue from a particular service could be achieved in a number of different ways; by greater market penetration, for example, or by enhancing the service offering and charging a higher price.

Strategic options should be carefully evaluated for each objective and the best possible course(s) of action selected in each case. The next step is therefore to establish plans of action for each selected strategy.

Implementation stage

Putting plans into operation:

designing action programmes

assigning responsibility for their execution

costing the programmes

This stage is concerned with the operationalization of marketing strategy. The strategy defines the broad areas of marketing activity which must be undertaken to enable the organisation to meet its marketing objectives. These must be translated into programmes of action to be carried out by the various functions within marketing. At the implementation stage, the key questions to be addressed are:

"What needs to be done?" (defining appropriate action)

"When will it be done?" (scheduling and timing)

"Who will do it?" (designating clear areas of responsibility)

"How much will it cost?" (budget planning)

The marketing plan will focus on the various marketing mix activities which

make up the organization's service offering within its chosen market(s):

The service package -features, benefits

Pricing policy

Promotional programmes

Distribution - making the service accessible

People aspects of successful service delivery"

Process design

Physical evidence

Each element of the marketing mix activities proposed must be carefully costed and analysed for optimal use of organizational resources and to ensure the most suitable approaches are used so that marketing objectives can be met. Measurable targets should be built into the plan to allow for effective monitoring programmes. Clear areas of responsibility for carrying out designated tasks must be set down and understood by all concerned for successful implementation.

Monitoring stage

Controlling the plan:

establishing required performance targets

monitoring performance against targets

designing corrective courses of action where required

contingency planning

The last stage in the marketing planning process sets in place control techniques for monitoring the plan's performance. Usually this entails a systematic review of all aspects of the plan against targets set, usually on a monthly or quarterly basis. The review must be carried out regularly to ensure prompt attention and action in areas when the results lag behind targets set. Managers and others responsible for implementation of all elements of the action programme should be involved in the monitoring process. Control mechanisms should be in place based on the components identified above:

Resources

Top Categories

Product

Company