第二章 企业营销策划与程序.doc 29页

'第二章企业营销策划与程序第一节企业营销策划一、企业营销策划的特点企业营销策划指根据企业的整体战略，通过对企业内部条件与外部环境的分析，精心构思、设计和组合营销因素而高效率地将产品或服务推向目标市场的操作程序（官建益，1997）。营销策划是企业的一种战略性策划。在现代市场经济中，营销的成功与否关系到企业的生死存亡。营销策划是企业的一种职能性策划。主要由企业的营销部门组织实施。营销策划既可以是关系到企业全局的营销战略策划，也可以是某一个营销项目的项目策划。营销策划上承整个企业的发展战略和竞争战略，下接具体实施部门的实施细节。它是企业整体战略与营销部门实施细节的一个链接。二、营销策划者企业内部的营销策划者策划公司调研公司广告公司咨询公司营销专家第二节企业营销策划的程序一、明确问题与目标企业营销策划的课题，一般有两个来源：一是来自于企业本身或企业其他部门；二是来自于其它企业。无论是哪种来源，营销策划人都必须先搞清楚策划要解决的问题和目标。为此，首先要了解委托方的策划动机。要明确策划主题，认真了解委托方的策划动机是十分必要的。同一项策划因侧重面不同，所达到的目标和效果是不一样的。例如，同样是促销策划，策划动机却可以一个是为提高利润，一个为了提高生产效率。策划的方案会由此截然不同。如果不了解委托方策划的动机，就很难对症下药，提出切实可行的策划方案，策划案也很难顺利推行。为了搞清楚委托方的策划动机，策划者必须多看、多听、多问、多查：与策划书有关的各方人士多接触、多了解他们的意见、期望与想法；多问他们，与他们多商量，更好地了解企业的现状及策划的动机；查阅过去的事例、经验、其他厂商的做法、报纸刊物、说明书、记录等相关材料。在委托方动机不明时，要帮助他们搞清楚他们想要什么。 其次，明确重点。一般地，从了解动机的过程中会发掘出多个主题来，但我们不能将它们全部纳入到策划作业中。策划者应抓住企业迫切要解决的主要问题进行重点策划。当然，这需要策划人具有较强的判断力。策划人可以帮助企业根据自己的情况，选择策划主题（案例3.1）。第三，主题明确化。开始策划作业前，首先要做的事就是使明确策划主题，使策划主题与委托者的策划动机相吻合。最后，设定策划目标。所谓策划目标，就是策划要实现的期望值。例如，降低销售成本5％，缩短流通时间方法10％等。目标不明确，策划印象就会模糊，就不易产生策划构想。在设定策划目标时必须注意：第一，目标不要太高，要留有余地；第二，目标之间不应有矛盾，在存在矛盾时，要明确表述目标的优先顺序；第三，策划目标需要量化，便于测量。对于不易量化的目标，也要尽量想出较为客观的评价标准。二、调查与分析调查的内容调查的方法企业内部资源分析营销环境分析SWOT分析三、确定营销目标四、营销组合策划五、实施六、评估 明确问题与目标调查与分析SWOT分析营销环境分析企业内部资源分析进入下一次策划确定营销目标选择目标市场评估细分市场产品市场定位量化目标营销组合策划促销策划分销策划价格策划产品策划实施评估图1.3企业营销策划的程序 附录营销策划的作业格式Theseworksheetsaredesignedtoassistyouinwritingaformalmarketingplan.Worksheetsareausefulplanningtoolbecausetheyhelptoensurethatimportantinformationisnotomittedfromthemarketingplan.Answeringthequestionsontheseworksheetswillenableyouto:1)organizeandstructurethedataandinformationyoucollectduringtheenvironmentalanalysis,2)usethisinformationtobetterunderstandthestrengthsandweaknessesofyourorganization,andtorecognizetheopportunitiesandthreatsthatexistinthemarketingenvironment,3)developgoalsandobjectivesthatcapitalizeonthestrengthsofyourorganization,4)developmarketingstrategiesthatcreatecompetitiveadvantages,and5)outlineaplanforimplementingthemarketingstrategies.ThesearethesameworksheetsthatyouwillfindinAppendixAofyourtext.Bydownloadingtheseworksheetsinanelectronicformat,youwillbeabletochangetheoutlineoraddadditionalinformationthatisrelevanttoyoursituation.Rememberthatthereisnoonebestwaytoorganizeamarketingplan.Ouroutlinewasdesignedtoserveasastartingpointandtobeflexibleenoughtoaccommodatetheuniquecharacteristicsofyoursituation.TheseworksheetsmatchthemarketingplanoutlineinExhibit2.1ofyourtext.TheyalsomatchtheexhibitsinChapter3onenvironmentalanalysis.Ifyouneedadditionalhelpinputtingtogetheryourmarketingplan,refertoAppendixBwhereyouwillfindasamplemarketingplan.Theheadingsinthesampleplanalsomatchtheheadingsintheseworksheets.Asyoucompletetheworksheets,itmightbeusefultoreferbacktoChapters3through10.Incompletingtheenvironmentalanalysissection,besuretobeascomprehensiveaspossible.TheviabilityofyourSWOTanalysisdependsonhowwellyouhaveidentifiedalloftherelevantenvironmentalissues.Likewise,asyoucompletetheSWOTanalysis,youshouldbehonestaboutyourorganization"scharacteristics.Donotdependonstrengthsthatyourorganizationreallydoesnotpossess.Beinghonestalsogoesforyourlistingofweaknesses. I.ExecutiveSummaryTheexecutivesummaryisasynopsisoftheoverallmarketingplan.Theexecutivesummaryiseasiertowriteifyoudoitlast,afteryouhavewrittentheentiremarketingplan.II.EnvironmentalAnalysisA.TheExternalEnvironmentCompetitiveforcesWhoareourmajorcompetitors?Whataretheircharacteristics(size,growth,profitability,strategies,targetmarkets)?Brandcompetitors:Productcompetitors:Genericcompetitors:Keytotalbudgetcompetitors:Whatareourcompetitors"keystrengthsandweaknesses?Whatareourcompetitors"keymarketingcapabilitiesintermsofproducts,distribution,promotion,andpricing?Whatresponsecanweexpectfromourcompetitorsifenvironmentalconditionschangeorifwechangeourmarketingstrategy?Isthiscompetitivesetlikelytochangeinthefuture?Ifso,how?Whoareournewcompetitorslikelytobe?EconomicgrowthandstabilityWhatarethegeneraleconomicconditionsofthecountry,region,state,andlocalareainwhichourfirmoperates?Overall,areourcustomersoptimisticorpessimisticabouttheeconomy?Whatisthebuyingpowerofcustomersinourtargetmarket(s)?Whatarethecurrentspendingpatternsofcustomersinourtargetmarket(s)?Aretheybuyinglessormoreofourproductandwhy? PoliticaltrendsHaverecentelectionschangedthepoliticallandscapewithinourdomesticorforeignmarkets?Whattypeofindustryregulationsdonewly-electedofficialsfavor?Whatarewecurrentlydoingtomaintaingoodrelationswithelectedofficials?Havetheseactivitiesbeeneffective?Whyorwhynot?LegalandregulatoryfactorsWhatchangesininternational,federal,state,orlocallawsandregulationsarebeingproposedthatwouldaffectourmarketingactivities?Dorecentcourtdecisionssuggestthatweshouldmodifyourmarketingactivities?Dotherecentrulingsoffederal,state,localandself-regulatoryagenciessuggestthatweshouldmodifyourmarketingactivities?Whateffectwillchangesinglobaltradeagreementshaveonourinternationalmarketingopportunities?ChangesintechnologyWhatimpacthaschangingtechnologyhadonourcustomers?Whattechnologicalchangeswillaffectthewayweoperateormanufactureourproducts?Whattechnologicalchangeswillaffectthewayweconductmarketingactivities,suchasdistributionorpromotion?Docurrenttechnologiesexistthatwearenotusingtotheirfullestpotentialinmakingourmarketingactivitiesmoreeffectiveandefficient?Doanytechnologicaladvancesthreatentomakeourproduct(s)obsolete?Culturaltrends Howaresociety"sdemographicsandvalueschanging?Whateffectwillthesechangeshaveonour:product(s):pricing:distribution:promotion:people:Whatproblemsoropportunitiesarebeingcreatedbychangesintheculturaldiversityofourcustomersandemployees?Whatisthegeneralattitudeofsocietyaboutourindustry,company,andproduct(s)?Couldwetakeactionstoimprovethisattitude?Whatconsumerorenvironmentalgroupscouldinterveneintheoperationsofourindustryorcompany?Whatethicalissuesshouldweaddress?B.TheCustomerEnvironmentWhoareourcurrentandpotentialcustomers?Demographiccharacteristics:sex,age,income,occupation,education,ethnicbackground,familylifecycle,etc.Currentcustomers:Potentialcustomers:Geographiccharacteristics:location,density,etc.Currentcustomers:Potentialcustomers:Psychographiccharacteristics:attitudes,opinion,interests,motives,lifestylesCurrentcustomers:Potentialcustomers:Dothepurchasersofourproductsdifferfromtheusersofourproducts? Whoarethemajorinfluencersofthepurchasedecision?Whoisfinanciallyresponsibleformakingthepurchase?Whatdoourcustomersdowithourproducts?Inwhatquantitiesandinwhatcombinationsareourproductspurchased?Howdoheavyusersofourproductsdifferfromlightusers?Howdocustomersusecomplementaryproductswithourproducts?Whatdoourcustomersdowithourproductsafterconsumption?Dotheyrecycleourproductsorourpackaging?Wheredoourcustomerspurchaseourproducts?Fromwhattypesofintermediariesareourproductspurchased?Retailstores:Wholesaleoutlets:Catalogoutlets:Electronicoutlets:Howdoeselectroniccommercehaveaneffectonthepurchaseofourproducts?Willthiseffectchangeinthefuture?Areourcustomersincreasingtheirpurchasingfromnonstoreoutletssuchascatalogs,homeshoppingnetworks,ortheInternet?Whendoourcustomerspurchaseourproducts?Arethepurchaseandconsumptionofourproductsseasonal?Towhatextentdopromotionaleventsaffectthepurchaseandconsumptionofourproducts?Dothepurchaseandconsumptionofourproductsvarybasedonchangesinphysical/socialsurroundings,timeperceptions,orthepurchasetask? Why(andhow)doourcustomersselectourproducts?Whatarethebasicbenefitsprovidedbyourproductsandourcompetitors"products?Whatarethecustomerneedsthatarefulfilledbythebenefitsdeliveredbyourproductsandourcompetitors"products?Howwelldoourproductsandourcompetitors"productsmeettheneedsofourcustomers?Howaretheneedsofourcustomersexpectedtochangeinthefuture?Whatmethodsofpaymentdoourcustomersusewhenmakingapurchase?Areourcustomerspronetodevelopingcloselong-termrelationshipswithusandourcompetitors,ordotheybuyinatransactionalfashion(primarilyonprice)?Whydopotentialcustomersnotpurchaseourproducts?Whatarethebasicneedsofnoncustomersthatarenotbeingmetbyourproducts?Whatarethefeatures,benefits,oradvantagesofcompetingproductsthatcausenoncustomerstochoosethemoverourproducts?Arethereissuesrelatedtodistribution,promotion,andpricingthatcausecustomerstonotpurchaseourproducts?Whatisthepotentialforconvertingthesenoncustomerstoourproducts?C.Internal(Organizational)EnvironmentReviewofmarketinggoals,objectives,andperformanceWhatareourcurrentmarketinggoalsandobjectives?Areourmarketinggoalsandobjectivesconsistentwiththemission,goals,andobjectivesofthefirm?Whyorwhynot?Areourmarketinggoalsandobjectivesconsistentwithrecentchangesin themarketingorcustomerenvironments?Whyorwhynot?Howareourcurrentmarketingstrategiesperformingintermsofsalesvolume,marketshare,profitabilityandcommunication(e.g.,awarenessandpreference)objectives?Howdoesourcurrentperformancecomparetootherfirmsintheindustry?Istheperformanceoftheindustryasawholeimprovingordeclining?Why?Ifourperformanceisdeclining,whatisthemostlikelycause?Areourmarketingobjectivesinconsistentwithchangesinthemarketingorcustomerenvironments?Isthestrategyflawed?Wasthestrategypoorlyimplemented?Ifourperformanceisimproving,whatactionscanwetaketoensurethatourperformancecontinuestoimprove?Istheimprovementinperformanceduetoabetterthananticipatedenvironmentorsuperiorplanningandimplementation?ReviewofcurrentandanticipatedorganizationalresourcesWhatisthestateofourcurrentorganizationalresources(e.g.,financial,capital,human,experience,relationshipswithkeysuppliersorcustomers)?Aretheseresourceslikelytochangeforthebetterorworseinthenearfuture?Ifthechangesareforthebetter,howcanweutilizetheseaddedresourcestoouradvantageinmeetingcustomerneedsbetterthancompetitors?Ifthechangesarefortheworse,whatcanbedonetocompensateforthesenewconstraintsonourresources?ReviewofcurrentandanticipatedculturalandstructuralissuesWhatarethepositiveandnegativeaspectsofthecurrentandanticipatedcultureofthefirm?Whatissuesrelatedtointernalpoliticsandpowerstrugglesmightaffectourmarketingactivities? Whatistheoverallpositionandimportanceofthemarketingfunctionasseenbyotherfunctionalareas?Arekeyexecutivepositionsexpectedtochangeinthefuture?Howwilltheoverallcustomer-orientationofthefirm(orlackthereof)affectourmarketingactivities?Doesthefirmemphasizealong-orshort-termplanninghorizon?Howwillthisemphasisaffectourmarketingactivities?Currently,aretherepositiveornegativeissueswithrespecttomotivatingouremployees,especiallythoseincustomer-contactpositions(e.g.,sales,customerservice)? III.SWOTAnalysisA.StrengthsStrength1:Howdoesthisstrengthassistusinmeetingcustomerneeds?Howdoesthisstrengthcomparetoourcompetitors"strengths?Doesthisstrengthmakeusdifferentfrom(betterthan)ourcompetitorsinthemindsofourcustomers?Strength2:Howdoesthisstrengthassistusinmeetingcustomerneeds?Howdoesthisstrengthcomparetoourcompetitors"strengths?Doesthisstrengthmakeusdifferentfrom(betterthan)ourcompetitorsinthemindsofourcustomers?Strength3:Howdoesthisstrengthassistusinmeetingcustomerneeds?Howdoesthisstrengthcomparetoourcompetitors"strengths?Doesthisstrengthmakeusdifferentfrom(betterthan)ourcompetitorsinthemindsofourcustomers?Strength4:Howdoesthisstrengthassistusinmeetingcustomerneeds?Howdoesthisstrengthcomparetoourcompetitors"strengths?Doesthisstrengthmakeusdifferentfrom(betterthan)ourcompetitorsinthemindsofourcustomers?B.WeaknessesWeakness1: Howdoesthisweaknesshinderusinmeetingcustomerneeds?Howdoesthisweaknesscomparetoourcompetitors"weaknesses?Doesthisweaknessmakeusdifferentfrom(worsethan)ourcompetitorsinthemindsofourcustomers?Weakness2:Howdoesthisweaknesshinderusinmeetingcustomerneeds?Howdoesthisweaknesscomparetoourcompetitors"weaknesses?Doesthisweaknessmakeusdifferentfrom(worsethan)ourcompetitorsinthemindsofourcustomers?Weakness3:Howdoesthisweaknesshinderusinmeetingcustomerneeds?Howdoesthisweaknesscomparetoourcompetitors"weaknesses?Doesthisweaknessmakeusdifferentfrom(worsethan)ourcompetitorsinthemindsofourcustomers?Weakness4:Howdoesthisweaknesshinderusinmeetingcustomerneeds?Howdoesthisweaknesscomparetoourcompetitors"weaknesses?Doesthisweaknessmakeusdifferentfrom(worsethan)ourcompetitorsinthemindsofourcustomers?C.OpportunitiesOpportunity1:Howisthisopportunityrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketocapitalizeonthisopportunityintheshort-termandinthelong-term? Opportunity2:Howisthisopportunityrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketocapitalizeonthisopportunityintheshort-termandinthelong-term?Opportunity3:Howisthisopportunityrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketocapitalizeonthisopportunityintheshort-termandinthelong-term?Opportunity4:Howisthisopportunityrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketocapitalizeonthisopportunityintheshort-termandinthelong-term?D.ThreatsThreat1:Howisthisthreatrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketopreventthisthreatfromlimitingourcapabilitiesintheshort-termandinthelong-term?Threat2:Howisthisthreatrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketopreventthisthreatfromlimitingourcapabilitiesintheshort-termandinthelong-term? Threat3:Howisthisthreatrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketopreventthisthreatfromlimitingourcapabilitiesintheshort-termandinthelong-term?Threat4:Howisthisthreatrelatedtoservingtheneedsofourcustomers?Whatactionsmustwetaketopreventthisthreatfromlimitingourcapabilitiesintheshort-termandinthelong-term?E.TheSWOTMatrixStrengths:•••••••Opportunities:•••••••Weaknesses:•••••••Threats:••••••• F.Matching,Converting,Minimizing,andAvoidingStrategiesHowcanwematchourstrengthstoouropportunitiestocreatecapabilitiesinservingtheneedsofourcustomers?Howcanweconvertourweaknessesintostrengths?Howcanweconvertourthreatsintoopportunities?Howcanweminimizeoravoidthoseweaknessesandthreatsthatcannotbesuccessfullyconverted?Dowepossessanymajorliabilities(unconvertedweaknessesthatmatchunconvertedthreats)orlimitations(unconvertedweaknessesorthreatsthatmatchopportunities)?Aretheseliabilitiesandlimitationsobvioustoourcustomers?Aretherewaysthattheseliabilitiesandlimitationscanbeminimizedoravoided?IV.MarketingGoalsandObjectivesA.MarketingGoalA:ObjectiveA1:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT:ObjectiveA2:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT: ObjectiveA3:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT:B.MarketingGoalB:ObjectiveB1:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT:ObjectiveB2:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT:ObjectiveB3:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT:C.MarketingGoalC:ObjectiveC1:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT:ObjectiveC2:Specificandmeasurableoutcome: Timeframe:Responsibleunit/person:RelationshiptoSWOT:ObjectiveC3:Specificandmeasurableoutcome:Timeframe:Responsibleunit/person:RelationshiptoSWOT:V.MarketingStrategiesA.TargetMarket(s)TargetmarketA:Demographiccharacteristics:Geographiccharacteristics:Psychographiccharacteristics:Basicneedsandbenefitssought:Purchasing/shoppingcharacteristics:Consumption/dispositioncharacteristics:Justificationforselection:TargetmarketB:Demographiccharacteristics:Geographiccharacteristics:Psychographiccharacteristics:Basicneedsandbenefitssought:Purchasing/shoppingcharacteristics:Consumption/dispositioncharacteristics:Justificationforselection:B.MarketingMixMarketingmixA(tomeettheneedsoftargetmarketA)ProductDescriptionofmajorfeaturesandbenefits:Differentiationrelativetocompetingproducts: Elementsofcustomerservicestrategy:Brandnameandpackaging:Relationshiptodeliveringvalue:Complementaryproducts:PricingDescriptionofperunitcosts:Pricingobjectives:Discount/markdownpolicy:Relationshiptodeliveringvalue:DistributionGeneraldistributionstrategy:Intermediariesandchannelstobeused:Relationshiptodeliveringvalueandconvenience:PromotionSummaryofoverallpromotionstrategy:Basisforproduct/companypositioning:Advertising/publicityobjectivesandbudget:Elementsoftheadvertising/publicitycampaign:Personalsellingobjectivesandbudget:Elementsofthepersonalsellingeffort:Salespromotionobjectivesandbudget:Elementsoftradesalespromotion(push):Elementsofconsumersalespromotion(pull):MarketingmixB(tomeettheneedsoftargetmarketB)ProductDescriptionofmajorfeaturesandbenefits:Differentiationrelativetocompetingproducts:Elementsofcustomerservicestrategy:Brandnameandpackaging:Relationshiptodeliveringvalue:Complementaryproducts:Pricing Descriptionofperunitcosts:Pricingobjectives:Discount/markdownpolicy:Relationshiptodeliveringvalue:DistributionGeneraldistributionstrategy:Intermediariesandchannelstobeused:Relationshiptodeliveringvalueandconvenience:PromotionSummaryofoverallpromotionstrategy:Basisforproduct/companypositioning:Advertising/publicityobjectivesandbudget:Elementsoftheadvertising/publicitycampaign:Personalsellingobjectivesandbudget:Elementsofthepersonalsellingeffort:Salespromotionobjectivesandbudget:Elementsoftradesalespromotion(push):Elementsofconsumersalespromotion(pull):C.KeyConsumerandCompetitorReactionsWhatarethelikelyconsumerandcompetitorreactionstomarketingmixA?B?....HowdoesmarketingmixAgiveusacompetitiveadvantageinservingtheneedsoftargetmarketA?Isthiscompetitiveadvantagesustainable?Whyorwhynot?HowdoesmarketingmixBgiveusacompetitiveadvantageinservingtheneedsoftargetmarketB?Isthiscompetitiveadvantagesustainable?Whyorwhynot?VI.MarketingImplementationA.StructuralIssuesDescriptionofoverallapproachtoimplementation: Descriptionofinternalmarketingactivities:Internalproducts:Internalpricing:Internaldistribution:Internalpromotion:Whatcommunicationavenuesareinplacetoensurethatallemployeesunderstandtheirroleinimplementingthemarketingstrategy?Willcustomer-contactemployeesandmanagersbeempoweredtomakedecisions?Ifyes,howwilltheorganizationensurethatempoweredemployeesmaketherightdecisions?Howcantheorganizationensurethatemployeesaremotivatedtoimplementtherequiredmarketingactivities?Howcantheorganizationensurethatallmarketingactivitiesarecoordinatedwithotherfunctionalareaswithinthefirm?B.Activities,Responsibilities,Budgets,andTimetablesProductactivitiesActivity1:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity2:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity3:Personresponsible:Budget: Otherresourcesneeded:Targetcompletiondate:Activity4:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:PricingactivitiesActivity1:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity2:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity3:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity4:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Distributionactivities Activity1:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity2:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity3:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity4:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:PromotionactivitiesActivity1:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity2:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate: Activity3:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:Activity4:Personresponsible:Budget:Otherresourcesneeded:Targetcompletiondate:VII.EvaluationandControlA.FinancialAssessmentContributionAnalysisa.Totalfixedcosts:b.Variablecostsperunit:c.Perunitsellingprice:d.Currentgrossmargintarget:e.Futuregrossmargintarget:Whatistherequiredsalesvolumeinunitsneededtomeetthecurrentgrossmargintarget?(a+d)¸(c-b)Whatistherequiredsalesvolumeinunitsneededtomeetthefuturegrossmargintarget?(a+e)¸(c-b)ResponseAnalysisa.Estimatedproductresponsecoefficient:b.Estimatedpriceresponsecoefficient:c.Estimateddistributionresponsecoefficient:d.Estimatedpromotionresponsecoefficient: Combinedresponseimpact(axbxcxd):SystematicPlanningModela.Currentindustrysales(inunits):b.Projectedsalesgrowth(decline)percentage:c.Projectedindustrysales(axb):d.Projectedfirmmarketshareifcurrentmarketingstrategyiscontinued:e.Modifiedmarketshare(multiplydbythecombinedresponseimpactfromabove):f.Predictedsalesinunits(cxe):g.Projectedsalesindollars(multiplyfbytheperunitsellingprice):h.Projectedcosts:i.Projectedgrossmargin(g-h):B.MarketingControlWhattypesandlevelsofformalcontrolmechanismsareinplacetoensuretheimplementationofthemarketingplan?InputcontrolmechanismsEmployeerecruitmentandselectionprocedures:Employeetrainingprograms:Employeemanpowerallocations:Financialresources:Capitaloutlays:Researchanddevelopmentexpenditures:Other:ProcesscontrolmechanismsEmployeeevaluationandcompensationsystems:Employeeauthorityandempowerment: Internalcommunicationprograms:Linesofauthority/structure(organizationalchart):Managementcommitmenttothemarketingplan:Managementcommitmenttoemployees:Outputcontrolmechanisms(performancestandards)Productperformancestandards:Potentialcorrectiveactionsthatcanbetakenifactualproductperformancedoesnotmatchthesestandards:Priceperformancestandards:Potentialcorrectiveactionsthatcanbetakenifactualpricingperformancedoesnotmatchthesestandards:Distributionperformancestandards:Potentialcorrectiveactionsthatcanbetakenifactualdistributionperformancedoesnotmatchthesestandards:Promotionperformancestandards:Potentialcorrectiveactionsthatcanbetakenifactualpromotionperformancedoesnotmatchthesestandards:Outputcontrolmechanisms(marketingaudits)Howwillmarketingactivitiesbemonitored?Whatarethespecificprofit-andtime-basedmeasuresthatwillbeusedtomonitormarketingactivities?Describethemarketingaudittobeperformed:Whowillberesponsibleforconductingthisaudit?Whattypesandlevelsofinformalcontrolmechanismsareinplacetoensurethe implementationofthemarketingplan?Employeeself-controlAreemployeessatisfiedwiththeirjobsatalevelthatissufficientforimplementingthemarketingplan?Ifnot,howcanemployeejobsatisfactionbeincreased?Areemployeescommittedtotheorganizationatalevelthatissufficientforimplementingthemarketingplan?Ifnot,howcanemployeecommitmentbeincreased?Areemployeescommittedtothemarketingplanatalevelthatissufficientforitsimplementation?Ifnot,howcanemployeecommitmenttotheplanbeincreased?EmployeesocialcontrolDoemployeessharetheorganization"svaluesinamannerthatenhancestheimplementationofthemarketingplan?Describethesocialandbehavioralnormsthatexistwithintheorganization,andinworkgroups,thatareeitherbeneficialordetrimentaltoimplementation:EmployeeculturalcontrolIstheorganizationalcultureappropriateforthemarketingplan?Ifnot,whattypeofculturewouldbemoreappropriate?Thoughculturalchangeisaslowprocess,whatstepscanbetakentochangeourorganization"sculturetobecomemoreconducivetoimplementingthemarketingstrategy?案例1.3圣象地板的品牌策划谁是叶茂中？在策划业，叶茂中大名鼎鼎。年纪不大，三十岁出头，两次荣获全国十大著名策划人称号，策划的项目有上百个，包括为圣象地板，飘柔，舒肤佳，春兰空调，美的空调进行的策划。其中为圣象地板的品牌策划已成为中国的经典策划。 谁是圣象？国内强化木地板第一品牌，创始人彭鸿斌。总部设在北京，全国各主要城市有分公司。希望的品牌形象：力量、美感，并有一点神秘。策划由了解品牌形象开始。叶的思路：大象无形，大音希声；不强调产品的特性而强化品牌的主张与内涵；大品牌意识与气势。确定合作，一拍即合。叶都干了些什么？第一，营销诊断与市场调研。80％靠脚，20%靠脑。项目组将办公室搬到圣象的会议室。在北京的建材市场通过走访经销商了解地板市场。访问企业中高层管理人员，了解他们对于市场的看法，对圣象的评价，和下一步工作的打算。各地市场与分公司的情况。结果：沉沉的两箱资料，厚厚的一摞笔记和三十盒录音带。消化资料：办公室里摊满了图片与文字。圣象的容貌越来越清晰，地板市场的脉络越来越明朗第二，品牌策划。重新定位圣象：中国强化木地板第一品牌到中国（见图）。实木地板、实木复合地板、强化木地板三分天下将来的品牌地板市场第一品牌现在的圣象强化木地板第一品牌地板市场尚无第一品牌高品质、高品位、富于价值感自然、和谐、宽广、富于表现力自由、独立、尊重、执着、人文天地人象，万物合一大象无形品牌口号：让生命与生命更近些形象：非洲原野中的大象品质一流价格昂贵图、为圣象重新定位第三，具体作业。（1）企业改名，圣象装饰——圣象制造。（2）美的经营/哲学的经营：为每块地板写一首优美的、富于哲理的诗。做有文化的商业。（3）圣象品牌家族：圣象2000：地板市场第一品牌；圣象爱家：销量最大的中档地板品牌；波瑞：销量最大的强化木地板品牌；新品牌：进入新的市场领域。（4）品牌塑造——广告。形象篇：非洲原野中的大象/自然、和谐、宽广、富于表现力/自由、独立、尊重、执着、人文；功能篇：小狗篇（特防潮）；钢球篇（耐冲击）；踢蹋舞篇（高耐磨）。策划实施之后，企业的评价：你们很客观。你们比圣象更了解圣象的产品。原来商业也可以做得这么有文化、这么有品位。太美了！年底总结时，被授与杰出贡献奖。《圣象品牌整合策划记实》 '