INTRENT
MARKETING PLAN WORKSHEETS
These worksheets are designed to assist you in
writing a formal internet 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 environmental
analysis,
2)
use
this information to better understand the strengths and weaknesses of your
organization, and to
recognize the opportunities and threats that exist in the marketing environment,
3) develop
goals and objectives that capitalize on the strengths of your organization,
4) develop
marketing strategies that create competitive advantages, and
5) outline
a plan for implementing the marketing strategies.
Remember that there is no one best way to
organize a marketing plan. The outline was designed to serve as a starting
point and to be flexible enough to accommodate the unique characteristics of
your situation.
I. Executive Summary
The executive summary is a
synopsis of the overall marketing plan.
The executive summary is easier to write if you do it last, after you
have written the entire marketing plan.
II. Environmental Analysis
A. The External Environment
Competitive
forces
Who are our major competitors? What are their characteristics (size,
growth, profitability, strategies, target markets)?
Brand
competitors:
Product
competitors:
Generic
competitors:
Key
total budget competitors:
What are our competitors' key
strengths and weaknesses?
What are our competitors' key marketing
capabilities in terms of products, distribution, promotion, and pricing?
What response can we expect from our competitors
if environmental conditions change or if we change our marketing strategy?
Is this competitive set likely to change in the
future? If so, how? Who are our new competitors likely to be?
Economic
growth and stability
What are the general economic conditions of the
country, region, state, and local area in which our firm operates?
Overall, are our customers optimistic or
pessimistic about the economy?
What is the buying power of customers in our
target market(s)?
What are the current spending patterns of
customers in our target market(s)? Are
they buying less or more of our product and why?
Political
trends
Have recent elections changed the political
landscape within our domestic or foreign markets? What type of industry regulations do newly-elected officials
favor?
What are we currently doing to maintain good
relations with elected officials? Have
these activities been effective? Why or why not?
Legal
and regulatory factors
What changes in international, federal, state,
or local laws and regulations are being proposed that would affect our
marketing activities?
Do recent court decisions suggest that we
should modify our marketing activities?
Do the recent rulings of federal, state, local
and self-regulatory agencies suggest that we should modify our marketing
activities?
What effect will changes in global trade
agreements have on our international marketing opportunities?
Changes
in technology
What impact has changing technology had on our
customers?
What technological changes will affect the way
we operate or manufacture our products?
What technological changes will affect the way
we conduct marketing activities, such as distribution or promotion?
Do current technologies exist that we are not
using to their fullest potential in making our marketing activities more
effective and efficient?
Do any technological advances threaten to make
our product(s) obsolete?
Cultural
trends
How are society's demographics and values changing?
What effect will these changes
have on our:
product(s):
pricing:
distribution:
promotion:
people:
What problems or opportunities are being
created by changes in the cultural diversity of our customers and employees?
What is the general attitude of society about
our industry, company, and product(s)?
Could we take actions to improve this attitude?
What consumer or environmental groups could
intervene in the operations of our industry or company?
What ethical issues should we
address?
B. The Customer Environment
Who
are our current and potential customers?
Demographic characteristics: sex, age, income,
occupation, education, ethnic background, family life cycle, etc.
Current
customers:
Potential
customers:
Geographic characteristics: location, density,
etc.
Current
customers:
Potential
customers:
Psychographic characteristics: attitudes,
opinion, interests, motives, lifestyles
Current
customers:
Potential
customers:
Do the purchasers of our products differ from
the users of our products? Who are the
major influencers of the purchase decision?
Who is financially responsible for making the
purchase?
What
do our customers do with our products?
In what quantities and in what combinations are
our products purchased?
How do heavy users of our products differ from
light users?
How do customers use complementary products
with our products?
What do our customers do with our products
after consumption? Do they recycle our
products or our packaging?
Where
do our customers purchase our products?
From what types of intermediaries are our
products purchased?
Retail
stores:
Wholesale
outlets:
Catalog
outlets:
Electronic
outlets:
How
does electronic commerce have an effect on the purchase of our products? Will
this effect change in the future?
Are our customers increasing their purchasing
from nonstore outlets such as catalogs, home shopping networks, or the
Internet?
When
do our customers purchase our products?
Are the purchase and consumption of our
products seasonal?
To what extent do promotional events affect the
purchase and consumption of our products?
Do the purchase and consumption of our products
vary based on changes in physical/social surroundings, time perceptions, or the
purchase task?
Why
(and how) do our customers select our products?
What are the basic benefits provided by our
products and our competitors' products?
What are the customer needs that are fulfilled
by the benefits delivered by our products and our competitors' products?
How well do our products and our competitors'
products meet the needs of our customers?
How are the needs of our customers expected to
change in the future?
What methods of payment do our customers use
when making a purchase?
Are our customers prone to developing close
long-term relationships with us and our competitors, or do they buy in a
transactional fashion (primarily on price)?
Why
do potential customers not purchase our products?
What are the basic needs of noncustomers that
are not being met by our products?
What are the features, benefits, or advantages
of competing products that cause noncustomers to choose them over our products?
Are there issues related to distribution,
promotion, and pricing that cause customers to not purchase our products?
What is the potential for converting these
noncustomers to our products?
C. Internal (Organizational) Environment
Review
of marketing goals, objectives, and performance
What
are our current marketing goals and objectives?
Are our marketing goals and objectives
consistent with the mission, goals, and objectives of the firm? Why or why not?
Are our marketing goals and objectives
consistent with recent changes in the marketing or customer environments? Why or why not?
How are our current marketing strategies
performing in terms of sales volume, market share, profitability and
communication (e.g., awareness and preference) objectives?
How does our current performance compare to
other firms in the industry? Is the
performance of the industry as a whole improving or declining? Why?
If our performance is declining, what is the
most likely cause? Are our marketing
objectives inconsistent with changes in the marketing or customer
environments? Is the strategy
flawed? Was the strategy poorly
implemented?
If our performance is improving, what actions
can we take to ensure that our performance continues to improve? Is the
improvement in performance due to a better than anticipated environment or
superior planning and implementation?
Review
of current and anticipated organizational resources
What is the state of our current organizational
resources (e.g., financial, capital, human, experience, relationships with key
suppliers or customers)?
Are these resources likely to change for the
better or worse in the near future?
If the changes are for the better, how can we
utilize these added resources to our advantage in meeting customer needs better
than competitors?
If the changes are for the worse, what can be
done to compensate for these new constraints on our resources?
Review
of current and anticipated cultural and structural issues
What are the positive and negative aspects of
the current and anticipated culture of the firm?
What issues related to internal politics and
power struggles might affect our marketing activities?
What is the overall position and importance of
the marketing function as seen by other functional areas? Are key executive positions expected to
change in the future?
How will the overall customer-orientation of
the firm (or lack thereof) affect our marketing activities?
Does the firm emphasize a long- or short-term
planning horizon? How will this
emphasis affect our marketing activities?
Currently, are there positive or negative
issues with respect to motivating our employees, especially those in
customer-contact positions (e.g., sales, customer service)?
III. SWOT Analysis
A. Strengths
Strength 1:
How does this strength assist us in meeting
customer needs?
How does this strength compare to our
competitors' strengths? Does this
strength make us different from (better than) our competitors in the minds of
our customers?
Strength 2:
How does this strength assist us in meeting
customer needs?
How does this strength compare to our
competitors' strengths? Does this
strength make us different from (better than) our competitors in the minds of
our customers?
Strength 3:
How does this strength assist us in meeting
customer needs?
How does this strength compare to our
competitors' strengths? Does this
strength make us different from (better than) our competitors in the minds of
our customers?
Strength 4:
How does this strength assist us in meeting
customer needs?
How does this strength compare to our
competitors' strengths? Does this
strength make us different from (better than) our competitors in the minds of
our customers?
B. Weaknesses
Weakness 1:
How does this weakness hinder us in meeting
customer needs?
How does this weakness compare to our
competitors' weaknesses? Does this
weakness make us different from (worse than) our competitors in the minds of
our customers?
Weakness 2:
How does this weakness hinder us in meeting
customer needs?
How does this weakness compare to our
competitors' weaknesses? Does this
weakness make us different from (worse than) our competitors in the minds of
our customers?
Weakness 3:
How does this weakness hinder us in meeting
customer needs?
How does this weakness compare to our
competitors' weaknesses? Does this
weakness make us different from (worse than) our competitors in the minds of
our customers?
Weakness 4:
How does this weakness hinder us in meeting
customer needs?
How does this weakness compare to our
competitors' weaknesses? Does this
weakness make us different from (worse than) our competitors in the minds of
our customers?
C. Opportunities
Opportunity 1:
How is this opportunity related to serving the
needs of our customers?
What actions must we take to capitalize on this
opportunity in the short-term and in the long-term?
Opportunity 2:
How is this opportunity related to serving the
needs of our customers?
What actions must we take to capitalize on this
opportunity in the short-term and in the long-term?
Opportunity 3:
How is this opportunity related to serving the
needs of our customers?
What actions must we take to capitalize on this
opportunity in the short-term and in the long-term?
Opportunity 4:
How is this opportunity related to serving the
needs of our customers?
What actions must we take to capitalize on this
opportunity in the short-term and in the long-term?
D. Threats
Threat 1:
How is this threat related to serving the needs
of our customers?
What actions must we take to prevent this
threat from limiting our capabilities in the short-term and in the long-term?
Threat 2:
How is this threat related to serving the needs
of our customers?
What actions must we take to prevent this
threat from limiting our capabilities in the short-term and in the long-term?
Threat 3:
How is this threat related to serving the needs
of our customers?
What actions must we take to prevent this
threat from limiting our capabilities in the short-term and in the long-term?
Threat 4:
How is this threat related to serving the needs
of our customers?
What actions must we take to prevent this
threat from limiting our capabilities in the short-term and in the long-term?
E. The SWOT Matrix
|
Strengths: • • • • • • • |
Opportunities: • • • • • • • |
|
Weaknesses: • • • • • • • |
Threats: • • • • • • • |
F. Matching, Converting, Minimizing, and Avoiding
Strategies
How can we match our strengths to our
opportunities to create capabilities in serving the needs of our customers?
How can we convert our weaknesses into
strengths?
How can we convert our threats into
opportunities?
How can we minimize or avoid those weaknesses
and threats that cannot be successfully converted?
Do we possess any major liabilities
(unconverted weaknesses that match unconverted threats) or limitations
(unconverted weaknesses or threats that match opportunities)? Are these liabilities and limitations
obvious to our customers?
Are there ways that these liabilities and
limitations can be minimized or avoided?
IV. Marketing Goals and Objectives
A. Marketing Goal A:
Objective A1:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
Objective A2:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
Objective A3:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
B. Marketing Goal B:
Objective B1:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
Objective B2:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
Objective B3:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
C. Marketing Goal C:
Objective C1:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
Objective C2:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
Objective C3:
Specific and measurable outcome:
Time frame:
Responsible unit/person:
Relationship to SWOT:
V. Marketing Strategies
A. Target Market(s)
Target market A:
Demographic characteristics:
Geographic characteristics:
Psychographic characteristics:
Basic needs and benefits sought:
Purchasing/shopping
characteristics:
Consumption/disposition
characteristics:
Justification for selection:
Target market B:
Demographic characteristics:
Geographic characteristics:
Psychographic characteristics:
Basic needs and benefits sought:
Purchasing/shopping
characteristics:
Consumption/disposition
characteristics:
Justification for selection:
B. Marketing Mix
Marketing mix A (to meet the
needs of target market A)
Product
Description
of major features and benefits:
Differentiation
relative to competing products:
Elements
of customer service strategy:
Brand
name and packaging:
Relationship
to delivering value:
Complementary
products:
Pricing
Description
of per unit costs:
Pricing
objectives:
Discount/markdown
policy:
Relationship
to delivering value:
Distribution
General
distribution strategy:
Intermediaries and channels to
be used:
Relationship
to delivering value and convenience:
Promotion
Summary
of overall promotion strategy:
Basis
for product/company positioning:
Advertising/publicity
objectives and budget:
Elements
of the advertising/publicity campaign:
Personal
selling objectives and budget:
Elements
of the personal selling effort:
Sales
promotion objectives and budget:
Elements
of trade sales promotion (push):
Elements
of consumer sales promotion (pull):
Marketing mix B (to meet the
needs of target market B)
Product
Description
of major features and benefits:
Differentiation
relative to competing products:
Elements
of customer service strategy:
Brand
name and packaging:
Relationship
to delivering value:
Complementary
products:
Pricing
Description
of per unit costs:
Pricing
objectives:
Discount/markdown
policy:
Relationship
to delivering value:
Distribution
General
distribution strategy:
Intermediaries
and channels to be used:
Relationship
to delivering value and convenience:
Promotion
Summary
of overall promotion strategy:
Basis
for product/company positioning:
Advertising/publicity
objectives and budget:
Elements
of the advertising/publicity campaign:
Personal
selling objectives and budget:
Elements
of the personal selling effort:
Sales
promotion objectives and budget:
Elements
of trade sales promotion (push):
Elements
of consumer sales promotion (pull):
C. Key Consumer and Competitor Reactions
What
are the likely consumer and competitor reactions to marketing mix A? B? ....
How
does marketing mix A give us a competitive advantage in serving the needs of
target market A?
Is
this competitive advantage sustainable? Why or why not?
How
does marketing mix B give us a competitive advantage in serving the needs of
target market B?
Is
this competitive advantage sustainable? Why or why not?
VI. Marketing Implementation
A. Structural Issues
Description of overall approach
to implementation:
Description of internal
marketing activities:
Internal products:
Internal pricing:
Internal distribution:
Internal promotion:
What
communication avenues are in place to ensure that all employees understand
their role in implementing the marketing strategy?
Will
customer-contact employees and managers be empowered to make decisions? If yes, how will the organization ensure
that empowered employees make the right decisions?
How
can the organization ensure that employees are motivated to implement the
required marketing activities?
How
can the organization ensure that all marketing activities are coordinated with
other functional areas within the firm?
B. Activities, Responsibilities, Budgets, and Timetables
Product activities
Activity 1:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 2:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 3:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 4:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Pricing activities
Activity 1:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 2:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 3:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 4:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Distribution activities
Activity 1:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 2:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 3:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 4:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Promotion activities
Activity 1:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 2:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 3:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
Activity 4:
Person
responsible:
Budget:
Other
resources needed:
Target
completion date:
VII. Evaluation and Control
A. Financial Assessment
Contribution Analysis
a. Total fixed costs:
b. Variable costs per unit:
c. Per unit selling price:
d. Current gross margin target:
e. Future gross margin target:
What is the required sales volume in units
needed to meet the current gross margin target? (a + d) ¸ (c - b)
What is the required sales volume in units
needed to meet the future gross margin target? (a + e) ¸ (c - b)
Response Analysis
a. Estimated product response
coefficient:
b. Estimated price response
coefficient:
c. Estimated distribution
response coefficient:
d. Estimated promotion response
coefficient:
Combined response impact (a x b x c x d):
Systematic Planning Model
a. Current industry sales (in
units):
b. Projected sales growth
(decline) percentage:
c. Projected industry sales (a x
b):
d. Projected firm market share
if
current marketing
strategy is continued:
e. Modified market share
(multiply d by
the combined response impact from above):
f. Predicted sales in units (c x
e):
g. Projected sales in dollars
(multiply
f by the per unit selling price):
h. Projected costs:
i. Projected gross margin (g -
h):
B. Marketing Control
What
types and levels of formal control mechanisms are in place to ensure the
implementation of the marketing plan?
Input control mechanisms
Employee
recruitment and selection procedures:
Employee
training programs:
Employee
manpower allocations:
Financial
resources:
Capital
outlays:
Research
and development expenditures:
Other:
Process control mechanisms
Employee
evaluation and compensation systems:
Employee
authority and empowerment:
Internal
communication programs:
Lines
of authority/structure (organizational chart):
Management
commitment to the marketing plan:
Management
commitment to employees:
Output control mechanisms
(performance standards)
Product
performance standards:
Potential
corrective actions that can be taken if actual product performance does not
match these standards:
Price
performance standards:
Potential
corrective actions that can be taken if actual pricing performance does not
match these standards:
Distribution
performance standards:
Potential
corrective actions that can be taken if actual distribution performance does
not match these standards:
Promotion
performance standards:
Potential
corrective actions that can be taken if actual promotion performance does not
match these standards:
Output control mechanisms
(marketing audits)
How will
marketing activities be monitored?
What are
the specific profit- and time-based measures that will be used to monitor
marketing activities?
Describe
the marketing audit to be performed:
Who will
be responsible for conducting this audit?
What
types and levels of informal control mechanisms are in place to ensure the
implementation of the marketing plan?
Employee self-control
Are
employees satisfied with their jobs at a level that is sufficient for
implementing the marketing plan? If not, how can employee job satisfaction be
increased?
Are
employees committed to the organization at a level that is sufficient for
implementing the marketing plan? If not, how can employee commitment be
increased?
Are
employees committed to the marketing plan at a level that is sufficient for its
implementation? If not, how can employee commitment to the plan be increased?
Employee social control
Do
employees share the organization's values in a manner that enhances the
implementation of the marketing plan?
Describe
the social and behavioral norms that exist within the organization, and in
workgroups, that are either beneficial or detrimental to implementation:
Employee cultural control
Is the
organizational culture appropriate for the marketing plan? If not, what type of
culture would be more appropriate?
Though
cultural change is a slow process, what steps can be taken to change our
organization's culture to become more conducive to implementing the marketing
strategy?