CHART 1

PRODUCTS

MARKETS

Existing

New

Existing New

Timescale

Timescale

Timescale

Timescale

MARKET PENETRATION

OBJECTIVES

PRODUCT DEVELOPMENT

OBJECTIVES

MARKET DEVELOPMENT

OBJECTIVES

DIVERSIFICATION OBJECTIVES

CHART 2

PEOPLE

Objectives

PROCESS

PARTNERSHIP

PHYSICAL EVIDENCE

Timescales for

Achievement

T1 T2 T3 T4

Strategy &

Risk Assessment

Benefits ActionsPeople Respon-sibilties

Controls &

Monitoring

Budget

THIS TEMPLATE OR SOMETHING SIMILAR CAN ALSO BE ADOPTED FOR THE CLASSICAL 4 P’S

CHART 3

• THE PRODUCT / MARKET MATRIX

1PRODUCT

SALES VOLUME / VALUE / MARGIN

TOTALS

MARKET SEGMENT

2

3

4

N

TOTALS

1 2 3 4 5 N

5

CHART 4

PRODUCT

PEOPLE

PRICE PROMOTION PLACE

PROCESS

PARTNERSHIP

PHYSICAL EVIDENCE

CHART 5

CORE

PRODUCTS&

SERVICES

Current Customers

in Existing Channels

TOTALS %

100%

MARKETS

SUPPLEMENTARY

NEW

TOTALS %

New Business

From Existing Channels

New Customers

In

New Channels

MARKET PENETRATION

MARKET DEVELOPMEN

T

MARKET DEVELOPMEN

T

MARKET PENETRATION

MARKET DEVELOPMEN

T

MARKET DEVELOPMEN

T

PRODUCT DEVELOPMEN

T

PRODUCTDEVELOPMEN

T

DIVERSIFICATION

SALES & MARKETING STRATEGY MATRIX

(1) What Is The Current Planning Gap [Actual Performance V Forecasted

Performance]

(7) Monitor Performance Against KPI’s (Key Performance Indicators)

CHART 6

(2) What Is The

Reason For

The Variance

(3) Modify On Strategic Marketing Objectives, Marketing Mix

(Contingency Planning)

(4) Propose & EvaluateModified Marketing Strategies (if needed)(Contingency Strategies)

(5) Propose New Action Plans at Marketing Mix & Sales Levels

(6) Forecast The Outcomes & Secure Approvals & Action Against Risk Involved (Contingency Action)

CHART 7

NOTES

P

E

S

E

C 1 C 2 C 3 C 4 C N

T

L

C 1 -- CN : Industry Players

PORTER’S 5 FORCESMODEL OF INDUSTRY COMPETITIVENESS

NEW ENTRANTS

CHART 8

Bargaining

PowerBUYERS

SUBSTITUTES

SUPPLIERSBargaining

Power

Threats

Threats

INDUSTRY COMPETITORS

INTENSITY OF RIVALRY

THE ONION MODEL FOR AN INTERNATIONAL CLOTHING RETAIL BRANDCHART 9

GLOBAL BRAND

SUPPLIER LINKS

VALUE FOR MONEY

STRONG CUSTOMER

COUNTRY MARKET SHARE(S)

STAFF TRAINING

SERVICE CULTURE

IN-STORE MERCHANDISING

PRODUCT RANGE

INNOVATION

PURCHASING SYSTEMSSITES

INVENT-ORY

MANA-GEMENT

MKiS

EMPLOYEE CARE, COMPENSATION & BENEFITS

AN ONION OF PERCEIVED COMPETITIVE DISADVANTAGE CHART 10

PRODUCT-CENTRED CORPORATE

CULTURE

POOR MANAGERIAL

LEADERSHIP

TOP MANAGEMENT MINDSET, NOT CUSTOMER-CENTRIC

DISCIPLINE ORGANISATIONA

L POLICY

RESISTANCE TO

CHANGE

NO VISION & MISSION &

CORPORATE DIRECTION

POOR INTERNAL

COMMUNICATIONS

CHANNEL CONFLICT

NOT OPEN TO CHAN

GE

NO MARKETING FUNCTION

POOR RELATIONSHIP MANAGEMENT

POOR MARKET DIFFERENTIATIONS

HIGH STAFF

TURNOVERIN KEY

DEPARTMENTS

THE VALUE CHAIN – GENERIC APPROACH

CHART 11

4 SUPPORT ACTIVITIES

Infrastructure of the Firm

5PRIMARY

ACTIVITIES

Human Resource Management

Technology Development

Procurement

In-Bound

Logistics

Operations

Out-Bound

Logistics

Marketing &

Sales

Service

Margin

Margin

DIFFERENTIATION ADVANTAGE THROUGH THE VALUE CHAIN

CHART 12

Infrastructure

Research, Development, Design

Human Capital Development

Purchasing,

Inventory,

Holding,

Material-Handling

Pro

du

cti

on

Ware

hou

sin

g &

D

istr

ibu

tion

Sale

s &

M

ark

eti

ng

MARG

IN

DealerSupport & Customer Service

PR

IMA

RY

A

CTIV

ITIE

SS

UP

PO

RT

AC

TIV

ITIE

S

VALUE-BASED BONDING THROUGH INTERDEPENDENCIES CHART 13

Your Company

Customer Segments & Key Accounts

THE

BON D

THE MASSINGHAM SYSTEM FOR STRATEGIC MARKETING PLANNING CHART 14

Where are

we now ?

What is our business

?

What will it be ?

What should it be & by

when ?

What are our corporate

capabilities and constraints ?

What are our current financial position &

our future projections ?

Determine the Corporate Mission

Set Corporate Qualitative & Quantitative Objectives

Environmental Review

Conduct Corporate Macro & Micro Environmental Analysis

Conduct External & Internal Marketing Audit

The Market Review

Interpret findings to complete a SWOT Analysis for each Market & Market

Segment

Rationalise the SWOT Analysis to obtain a clear focus upon key areas for attention

within clearly defined time scales

State the major assumptions upon which the Strategic Marketing Plan is to be based using both Qualitative and Quantitative statements What is to be

done ?

What are our markets & the segments we serve

& plan to serve in the

future ?

Who are our competitors ?

How are we positioned in relation to them ?

What is our position within

each market segment in terms of our business strengths and market

attractiveness ?

Achieve clear statements of fact

Build a portfolio mix for each market

segment

Set measurable, attainable, coherent Qualitative and Quantitative Marketing Objectives for

products & markets & relate these to the time horizons of

the plan

The corporate plan remit of strategic direction for this

development of the Strategic Marketing Plan

Establish planning horizons &

then harmonise these with the

financial planning & control

system of the enterpriseCompetitive Positioning

Establish a Marketing

Information System

Establish the need for and forms of further Marketing Information required to assist the

determination and review of Intended Marketing Strategy

How can we establish regular relevant

information flows to assist the

planning , review & control

process ?

BRAND STRATEGY

& POSITIONING

INTERACTIVE MARKETINGPeople Process Partnership Physical Evidence

Pace

INTERNAL MARKETING

COMMUNICATIONS& CULTURE

EXTERNAL MARKETING

Product Price Promotion Place

THE MARKETING MIXPolicies, Objectives & Strategy

Complete a feasibility assessment of the Marketing Mix elements to confirm the strategy

alternatives selected

Determine operational plans for the Strategic Marketing Mix Plan with Forecasts Targets and

Budgets for each Market Segment

Develop the Sales Plan for each segment

Policies, Objectives, Forecasts, Targets, Budgets

Selling and Sales Force Management – Review & Control of Methods

How will the results of our determined marketing mix

strategies contribute towards

the financial health of the enterprise and achieve

future financial projections ?What tactical actions

are needed to implement

and operate the determined

marketing mix strategies ?

By what criteria should our

Marketing Mix Strategy alternatives be

evaluated ?

How do we ensure integration of our

Marketing Mix Strategies ?

Who is accountable, where

when & how for achieving

results ?

Develop contingency scenarios with plans for Implementation should circumstances change

Assess the Structural, Organisational and Human Resource development needs to achieve the

implementation of the Strategic & Operational Marketing Plan

How does the Sales Plan

relate to the Strategic Marketing Plan ?

Establish systems for regular review evaluation and

control of the strategic and operational plans

Determine the marketing budget for the plan linked to

the specified timescales for future financial projections

Who will be involved and how in the monitoring

review and control of the plan ?

What are the financial implications of adopting

the plan ?

What are the key financial

implications arising ?

Should circumstances change

what action can be taken to reduce the level of risk to

the organisation ?

How will the plan be managed if the

assumptions upon which it

is based are not fulfilled ?

Should the organisation structure and staff be

developed in any way to achieve the plan and if

so, when ?