marketing plan worksheets

8/10/2019 Marketing Plan Worksheets

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APPENDIX A

Marketing Plan Worksheets

These worksheets will assist you in writing a formal marketing plan. Worksheets are a useful planning tool

because they help to ensure that important information is not omitted from the marketing plan. Answering

the questions on these worksheets will enable you to:

1. Organize and structure the data and information you collect during the situation analysis.

. !se this information to better understand a firm"s strengths and weaknesses# and to recognize the

opportunities and threats that e$ist in the marketing en%ironment.

&. 'e%elop goals and ob(ecti%es that capitalize on strengths.

). 'e%elop a marketing strategy that creates competiti%e ad%antages.

*. Outline a plan for implementing the marketing strategy.

+,-These worksheets are a%ailable in electronic format on our te$t"s Web site at

http://ferrell.swlearning.com. 0y downloading these worksheets# you will be able to change the outline or

add additional information that is rele%ant to your situation. emember that there is no one best way to

organize a marketing plan. We designed our outline to ser%e as a starting point and to be fle$ible enough to

accommodate the unique characteristics of your situation.

As you complete the worksheets# it might be useful to refer back to the te$t of the chapters. 2n completing

the situation analysis section# be sure to be as comprehensi%e as possible. The %iability of your 3WOT

analysis depends on how well you ha%e identified all of the rele%ant en%ironmental issues. -ikewise# as you

complete the 3WOT analysis# you should be honest about the firm"s characteristics. 'o not depend on

strengths that the firm really does not possess. 4onesty is also important for your listing of weaknesses.


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I. Executive Summary

The e$ecuti%e summary is a synopsis of the o%erall marketing plan. 2t should gi%e an o%er%iew of the

entire plan and include the key elements of the marketing strategy and its implementation. The

e$ecuti%e summary is easier to write if you do it last# after you ha%e written the entire marketing

plan.

II. Situation Analysis

A. The Internal Environment re!er to Exhi"it #$#%

&evie' o! marketing goals an( o")ectives

2dentify the firm"s current marketing goals and ob(ecti%es.

3tate whether these goals and ob(ecti%es are:

5onsistent with the firm"s mission

5onsistent with recent changes in the e$ternal en%ironment

5onsistent with current customer needs# wants# and preferences

&evie' o! current marketing strategy an( *er!ormance

'escribe the firm"s current marketing strategy with respect to products# pricing#

distribution# and promotion. Which elements of the strategy are working well6 Which


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elements are not6

'escribe the firm"s current performance 7sales %olume# market share# profitability#

awareness# brand preference8 compared to other firms in the industry. 2s the

performance of the industry as a whole impro%ing or declining6 Why6

2f the firm"s performance is in decline# what is the most likely cause 7e.g.#

en%ironmental changes# flawed strategy# poor implementation86

&evie' o! current an( antici*ate( organi+ational resources

'escribe the current state of the firm"s organizational resources 7e.g.# financial#

capital# human# e$perience# relationships with key suppliers or customers8. 4ow are

the le%els of these resources likely to change in the future6

2f resource le%els are e$pected to change# how can the firm le%erage additional

resources to meet customer needs better than competitors6

2f additional resources are not a%ailable# how can the firm compensate for future

resource constraints 7lack of resources86

&evie' o! current an( antici*ate( cultural an( structural issues

2n terms of marketing strategy de%elopment and implementation# describe the positi%e

and negati%e aspects of the current and anticipated culture of the firm. 9$amples


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could include:

The firm"s o%erall customer orientation 7or lack thereof8

The firm"s emphasis on shortterm %ersus longterm planning

Willingness of the firm"s culture to embrace change

2nternal politics and power struggles

The o%erall position and importance of the marketing function

5hanges in key e$ecuti%e positions

;eneral employee satisfaction and morale

,. The -ustomer Environment re!er to Exhi"it #$%

Who are the !irm/s current an( *otential customers0

'escribe the important identifying characteristics of the firm"s current and potential

customers:

'emographic

;eographic


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,inancial responsibility 7who pays the bill68

What (o customers (o 'ith the !irm/s *ro(ucts0


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'irect from the firm

2dentify any trends in purchase patterns across these outlets 7e.g.# how ecommerce

has changed the way the firm"s products are purchased8.

When (o customers *urchase the !irm/s *ro(ucts0

!nder the firm"s control

ot under the firm"s control

3easonal patterns


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'escribe the relati%e importance of transactional 7short# onetime8 %ersus relational

7longterm# ongoing8 e$change processes when customers make a purchase.

Why (o *otential customers not *urchase the !irm/s *ro(ucts0

2dentify the basic needs of noncustomers that are not being met by the firm"s

products.

2dentify the features# benefits# and ad%antages of competing products that cause non

customers to choose them o%er the firm"s products.

2dentify problems with the firm"s distribution# promotion# or pricing that cause non

customers to look elsewhere.

'escribe the potential for con%erting noncustomers into customers.

-. The External Environment re!er to Exhi"it #$1%

-om*etition

2dentify the firm"s ma(or competitors 7brand# product# generic# and total budget8.

2dentify the characteristics of the firm"s ma(or competitors with respect to:

3ize


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;rowth


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2dentify any political acti%ities affecting the firm or the industry with respect to:

5hanges in elected officials 7domestic or foreign8

2ndustry regulations fa%ored by elected officials

2ndustry 7lobbying8 groups or political action committees

5onsumer ad%ocacy groups

3egal an( &egulatory Issues

2dentify any changes in international# federal# state# or local laws and regulations

affecting the marketing acti%ities of the firm or the industry with respect to:

ecent court decisions

ecent rulings of federal# state# local# and selfregulatory agencies

5hanges in global trade agreements or trade law

Technological A(vancements

2dentify ways that changing technology affects the firm"s customers with respect to:

3earching for product information


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2dentify any en%ironmental issues 7pollution# recycling# energy conser%ation8 that the

firm or industry faces.

2dentify the ethical and social responsibility issues that the firm or industry faces.

III. SW4T Analysis

A. Strengths

3trength 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

4ow does this strength enable the firm to meet customers" needs6

4ow does this strength differentiate the firm from competitors6

3trength : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

4ow does this strength enable the firm to meet customers" needs6

4ow does this strength differentiate the firm from competitors6

7epeat as needed to de%elop a complete list of strengths8

,. Weaknesses

Weakness 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@


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4ow does this weakness pre%ent the firm from meeting customers" needs6

4ow does this weakness negati%ely differentiate the firm from competitors6

Weakness : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

4ow does this weakness pre%ent the firm from meeting customers" needs6

4ow does this weakness negati%ely differentiate the firm from competitors6

7epeat as needed to de%elop a complete list of weaknesses8

-. 4**ortunities external situations in(e*en(ent o! the !irm5not strategic o*tions%

Opportunity 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

4ow is this opportunity related to ser%ing customers" needs6

4ow can the firm capitalize on this opportunity in the short and longterm6

Opportunity : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

4ow is this opportunity related to ser%ing customers" needs6

4ow can the firm capitalize on this opportunity in the short and longterm6

7epeat as needed to de%elop a complete list of opportunities8

D. Threats external situations in(e*en(ent o! the !irm%


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Threat 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

4ow is this threat related to ser%ing customers" needs6

4ow can the firm pre%ent this threat from limiting its capabilities in the short and

longterm6

Threat : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

4ow is this threat related to ser%ing customers" needs6

4ow can the firm pre%ent this threat from limiting its capabilities in the short and

longterm6

7epeat as needed to de%elop a complete list of threats8


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E. The SW4T Matrix

3trengths:

Opportunities:

Weaknesses:

Threats:

6. Develo*ing -om*etitive A(vantages

'escribe ways that the firm can match its strengths to its opportunities to create capabilities

in ser%ing customers" needs.

Are these capabilities and competiti%e ad%antages grounded in the basic principles of

operational e$cellence# product leadership# and/or customer intimacy6 2f so# how are these

capabilities and ad%antages made apparent to customers6

5an the firm con%ert its weaknesses into strengths or its threats into opportunities6 2f not#


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how can the firm minimize or a%oid its weaknesses and threats6

'oes the firm possess any ma(or liabilities 7uncon%erted weaknesses that match uncon%erted

threats8 or limitations 7uncon%erted weaknesses or threats that match opportunities86 2f so#

are these liabilities and limitations apparent to customers6

5an the firm do anything about its liabilities or limitations# especially those that impact the

firm"s ability to ser%e customers" needs6

2. Develo*ing a Strategic 6ocus

At this point# what is the o%erall strategic focus for the marketing plan6 'oes the strategic

focus follow any particular direction# such as aggressi%eness# di%ersification# turnaround#

defensi%eness# or niche marketing6

4ow is the strategic focus tied to the competiti%e ad%antages identified in 3ection ,6 4ow

is the focus tied to compensating for the firm"s weaknesses or

%ulnerabilities6


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I7. Marketing 2oals an( 4")ectives

A. Marketing 2oal A8@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

Ob(ecti%e A1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

3pecific and measurable outcome:

Time frame:

esponsible unit/person:

Ob(ecti%e A: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@


Time frame:


,. Marketing 2oal ,8@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

Ob(ecti%e 01: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@


Time frame:


Ob(ecti%e 0: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@


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Time frame:


7epeat as needed to de%elop a complete list of goals and ob(ecti%es8

7. Marketing Strategies

A. Primary Target Market an( Marketing Mix


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3upplemental products:

9$periential/symbolic attributes offered:


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9lements of the ad%ertising strategy:

9lements of the public relations/publicity strategy:

9lements of the personal selling strategy:

9lements of the consumer sales promotion 7pull8 strategy:

9lements of the trade sales promotion 7push8 strategy:

,. Secon(ary Target Market an( Marketing Mix

3econdary target market: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

This target"s basic needs:

2dentifying characteristics 7demographics# geography# %alues# psychographics8:


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9lements of the consumer sales promotion 7pull8 strategy:

9lements of the trade sales promotion 7push8 strategy:

7I. Marketing Im*lementation

A. Structural Issues

'escribe the o%erall approach to implementing the marketing strategy.

'escribe any changes to the firm"s structure needed to implement the marketing strategy

7e.g.# add/delete positions# change lines of authority# change reporting relationships8.

'escribe the required internal marketing acti%ities in the following areas:

9mployee training:

9mployee buyin and moti%ation to implement the marketing strategy:

O%ercoming resistance to change:

2nternal communication and promotion of the marketing strategy:

5oordination with other functional areas:

Will customercontact employees and managers be empowered to make decisions6 2f yes#

how will the organization ensure that empowered employees make the right decisions6

,. Tactical Marketing Activities "e verys*eci!ic5this lays out the (etails o! the

marketing strategy an( ho' it 'ill "e execute(%


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3pecific Tactical Acti%ities


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implementation of the marketing plan.

In*ut controls actions nee(e( beforethe marketing *lan can "e execute(%

Additional financial resources needed:

Additional capital e$penditures needed:

Additional research and de%elopment e$penditures needed:

e%ised human resource acti%ities:

9mployee recruitment and selection

9mployee training programs

9mployee manpower allocations

Other needed input controls:

Process controls actions nee(e( duringthe execution o! the marketing *lan%

?anagementfocused controls:

Altered lines of authority/structure 7organizational chart8

?anagement commitment to the marketing plan

?anagement commitment to employees

9mployeefocused controls:

Altered employee e%aluation and/or compensation systems

9nhanced employee authority and empowerment

Organizational controls:

2nternal marketing and communication programs

9nsuring organizationwide customer orientation


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4ut*ut controls *er!ormance stan(ar(s to "e com*are( to marketing goals an(

o")ectives duringan( after the execution o! the marketing *lan%

O%erall performance standards 73pecific standards will %ary based on the goals and

ob(ecti%es of the marketing plan. 3tandards could be set in one or more of the

following areas: sales in dollars# sales %olume# market share# share of customer#

profitability# customer satisfaction# satisfaction metrics# or customer relationship

maintenance8.

-ist potential correcti%e actions that can be taken if actual performance does

not meet these standards.


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performance does not meet these standards.

'istribution performance standards 73tandards could be set in one or more of the

following areas: effecti%eness# efficiency# integration# %alue# collaboration# conflict#

outsourcing# direct distribution8.

-ist potential correcti%e actions that can be taken if actual distribution

performance does not meet these standards.

2?5 7promotion8 performance standards 73tandards could be set in one or more of

the following areas: communication ob(ecti%es# awareness# brand recognition# brand

recall# customer interest# campaign reach# frequency# and impressions# public

relations effecti%eness# sales effecti%eness# sales promotion effecti%eness8.

-ist potential correcti%e actions that can be taken if actual 2?5 performance

does not meet these standards.

Marketing au(its

9$plain how marketing acti%ities will be monitored.

What are the specific profit and timebased measures that will be used to monitor

marketing acti%ities6

'escribe the marketing audit to be performed# including the person7s8 responsible


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for conducting the audit.

,. In!ormal Marketing -ontrol

'escribe the types and le%els of informal controls that will be used to ensure the

implementation of the marketing plan.

Em*loyee sel!$control

Are employees satisfied with their (obs at a le%el that is sufficient for implementing

the marketing plan6 2f not# how can employee (ob satisfaction be increased6

Are employees committed to the organization at a le%el that is sufficient for

implementing the marketing plan6 2f not# how can employee commitment be

increased6

Are employees committed to the marketing plan at a le%el that is sufficient for its

implementation6 2f not# how can employee commitment to the plan be increased6

Social control

'o employees share the firm"s %alues in a manner that enhances the implementation

of the marketing plan6 2f not# how can the firm better instill its %alues among

employees6


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'escribe the social and beha%ioral norms that e$ist within workgroups that are

either beneficial or detrimental to implementation.

-ultural control

2s the organizational culture appropriate for the marketing plan6 2f not# what type of

culture would be more appropriate6

Though cultural change is a slow process# what steps can be taken to change the

firm"s culture to become more conduci%e to implementing the marketing strategy6


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-. Im*lementation Sche(ule an( Timeline

Month 99999999 99999999 99999999

Activities Week 1 & ) 1 & ) 1 & )

Product Activities

Pricing Activities

Distribution Activities

IMC Activities

D. 6inancial Assessments

!sing contribution analysis# response analysis# and the systematic planning model# e$plain

how the marketing plan will achie%e the firm"s marketing ob(ecti%es.

2f the marketing plan# as currently designed# shows little likelihood of meeting the marketing

ob(ecti%es# which elements of the plan should be reconsidered and re%ised6

marketing plan worksheets

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