Marketing Plan Evaluation Tool

7/23/2019 Marketing Plan Evaluation Tool

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MARKETING PLAN EVALUATION WORKSHEETS

Your task is to describe ad e!a"uate t#e $arketi% &"a o' a auto$obi"e brad ad $ode" o' (our c#oice)

*or t#e $arketi% as&ect o' (our e!a"uatio 'ocus o a &articu"ar $ode" ot t#e +#o"e co$&a(, 'ore-a$&"e cosider t#e .#e!ro"et .a$aro/ ot GM as a +#o"e) *or t#e situatio aa"(sis (ou +i"" eed to

cosider $ore t#a 0ust s&eci'ic $ode"/ i)e) +#at is t#e situatio o' GM as a +#o"e ad #o+ is t#is

i$&acti% t#e $arketi% o' (our &articu"ar $ode") You 'ocus s#ou"d be &ri$ari"( .aada +#i"e reco%i1i%t#at 'or t#e situatio aa"(sis es&ecia""(/ t#ere $a( be issues %"oba""( 2e)%) +or"d ecoo$(3 t#at +i"" be

re"e!at)

T#ese +orks#eets are desi%ed to assist (ou i (our &ro0ect) Works#eets are a use'u" too" because t#e( #e"&

to esure t#at i$&ortat i'or$atio is ot o$itted 'ro$ (our e!a"uatio) As+eri% t#e 4uestios o t#ese

+orks#eets +i"" eab"e (ou to,

5) Or%ai1e ad structure t#e data ad i'or$atio (ou co""ect duri% t#e situatio aa"(sis)

6) Use t#is i'or$atio to better uderstad (our 'ir$7s stre%t#s ad +eakesses ad to reco%i1e t#e

o&&ortuities ad t#reats t#at e-ist i t#e $arketi% e!iro$et)8) Ideti'( i' %oa"s ad ob0ecti!es t#at ca&ita"i1e o stre%t#s)

9) Ideti'( i' a $arketi% strate%( t#at creates co$&etiti!e ad!ata%es):) Ideti'( ad criti4ue a &"a 'or i$&"e$eti% t#e $arketi% strate%()

;( do+"oadi% t#ese +orks#eets i a e"ectroic 'or$at/ (ou +i"" be ab"e to c#a%e t#e out"ie or add

additioa" i'or$atio t#at is re"e!at to (our situatio) Re$e$ber t#at t#ere is o oe best +a( to or%ai1e

a e!a"uatio o' a $arketi% &"a) T#e out"ie +as desi%ed to &ro!ide a aa"(tica" 'ra$e+ork ad to be'"e-ib"e eou%# to acco$$odate t#e ui4ue c#aracteristics o' t#e co$&a( (ou are re!ie+i%. It is possiblethat not everything in the worksheets will apply equally to your company.

You cou"d start b( re!ie+i% *i%ure 6)


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I. Executive Summary

T#e e-ecuti!e su$$ar( is a s(o&sis o' t#e o!era"" e!a"uatio) T#e e-ecuti!e su$$ar( is easier to

+rite i' (ou do it "ast/ a'ter (ou #a!e +ritte t#e etire e!a"uatio ) Ic"ude a descri&tio o' t#e&roduct/ t#e tar%et $arket/ ad t#e eed 'or it i t#e $arket) You s#ou"d %i!e a o!er!ie+ o' t#e

$ai &oits o' (our e!a"uatio) Most i$&ortat"(/ kee& i $id t#at t#is is (our o&&ortuit( to se""

(our $arketi% &"a ad etice (our audiece to read t#e detai"s o' t#e re&ort)

II. Company Description and Input from Corporate Strategies (pp. 45 - 54)

Ic"ude a descri&tio o' t#e co$&a(>s recet #istor( ad successes ad touc# brie'"( u&o t#e

strate%( 'or t#e or%ai1atio as a +#o"e) T#is $a( ic"ude e"e$ets suc# as,

Missio.or&orate ob0ecti!es

Strate%ic ;usiess Uit 2S;U3 ob0ecti!es

Description:

The Honda Civic, Made and manufactured by Honda is a line of subcompact andsubsequently compact cars.Subcompact car (!"#$%&&&' Compact car (%&&$present'The Honda civic, prelude and ccord )ere the three main cars )hich composed thevehicles sold in *orth merica )hen Honda )as e+pandin in the !!&.

-ts predecessors are the Honda *#& and the Honda /&&.The civic no) occupies a larer spot in the mar0et after oin throuh many enerationalchanes especially in the last decade.Civic has been the top1sellin car in Canada for 2 yearsThe first modelstarted sellin in !"# even thouh it )as made in !"%. The car included a2 cylinder enine usin )ater in the coolin system. The enine )as able to run on leadedor unleaded fuel. This option ave drivers fuel choices fle+ibility over other vehicles. This)as considered an advantae due to the !"# oil crisis )hich raised the demand for fuelefficient vehicles. The C3CC enine debuted in !"4 and had a head desin that allo)edfor more efficient combustion, and as a benefit the C3CC system did not require a catalyticconverter or unleaded fuel to meet !"% *orth merican emissions standards. The Civic)as 5oined by a platform e+pansion of the three1door hatchbac0, called the Honda ccord in

!"

fter the first eneration the civic )as follo)ed by nine other enerations each one of themcontained a more advanced enine and a modified loo0 )hich increased the car6sperformance.

-n !7& Honda came up )ith the second eneration civic )hich included increased eninepo)er and a more reular loo0. The Honda civic also 0ept its fuel efficiency.

the third eneration )hich )as introduced in !72 )as called the called the Honda Civic


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Shuttle based on its different loo0s. -t also had a lihter )eiht. There )as other modelsrealised bet)een !72 and !7" )ho had a fe) uprades includin better suspensionsbetter fuel economy )hich meant better enines.

The fourth eneration (!771!!' )as introduced )ith of course a ne) loo0 and increaseddimensions, the Honda civic )as than introduced to different mar0ets )ith different features.

The fifth eneration had the sporty style under focus8 it had a more aerodynamic core. ThisHonda civic )as only available in the 9apanese mar0et.

The si+th eneration )as the civic )hich contained fe)er modifications than the previousones, )ith its . and .7 enine the style is )hat mostly chaned. Canada received thismodel in the S; and S- trims (style'.

-n September %&&& the seventh eneration )as released. This time the redesin )as a littlemore focused on the inside of the car also and of course the enine )as still improvin. This)as available in Canada as a sedan and a coupe style.

The eneration )hich )as split in t)o different platforms to serve t)o different mar0ets )asthe eihth eneration. This eneration had introduced a ne) civic includin a morearessive loo0in civic for the ;uropean Mar0et. Durin this year (%&&' .4 million civics)ere sold all over the )orld, out of the .4 million, ".# million )ere sold in the in 9apan )as over. The 9apanese Type1> came to an end.

The latest eneration )ould be the ninth eneration )hich officially )ent on sale on pril &of %&. This car )as most of all modified for better fuel efficiency. lso it included manysafety features )hich )ere the ?S system, the 3ehicle Stability ssistance, and the;lectronic ?ra0e Distribution. ?esides the ne) description of bein @eneretic, slee0 andaerodynamicA iven to this evolvin car all these systems added to the ne) civic to made it

a safer car.

The models )hich the most accepted in Canada )ere the si+th and seventh eneration)hich to after create the cura ;. lso another popular style )as the % door Hatch1bac0)hich )e see a lot.

The Honda civic is leanin more to the Brace carA loo0 and style for the year %.

lso it )ill include Hih tech features to ma0e the drive more en5oyable li0e the ?luetooth,and >ear1vie) camera. The Honda civic is stayin on the ede of technoloy

Honda started )ith the civic as a local car )hich quic0ly after that became an internationalsold car. ne of its success inredients )as to adapt to each mar0et by creatin an almostcustomied model in almost every country )ithout losin the oriinal loo0 and performanceof the Honda civic. There )ere modifications concernin the enine or the body trim toadapt better the fuel used in a certain country or the types of road conditions they have.

S?


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(Figure 2.1 on page 46 illustrates the stages in formulating a strategy for the company as a whole.)

III. Situation nalysis

A situatio aa"(sis cosiders t#e itera" circu$staces o' t#e or%ai1atio or &roduct/ t#e e-tera"

e!iro$et/ co$&etiti!e acti!it(/ ad c#aracteristics o' t#e custo$er t#at $a( be re"e!at to t#e

$arketi% &"a)

A situatio aa"(sis ic"udes,

Itera" aa"(sis

E!iro$eta" aa"(sis

.usto$er aa"(sis

.o$&etiti!e aa"(sis

. Internal nalysis

!eview of marketing goals and ob"ectives

Ideti'( t#e 'ir$7s curret $arketi% %oa"s ad ob0ecti!es)

State +#et#er t#ese %oa"s ad ob0ecti!es are,

.osistet +it# t#e 'ir$7s $issio.osistet +it# recet c#a%es i t#e $arketi% or custo$er e!iro$ets

Leadi% to e-&ected &er'or$ace outco$es 2sa"es !o"u$e/ $arket s#are/

&ro'itabi"it(/ a+areess/ brad &re'erece3

!eview of current marketing performance

=escribe t#e 'ir$7s curret &er'or$ace co$&ared to ot#er 'ir$s i t#e idustr() Ist#e &er'or$ace o' t#e idustr( as a +#o"e i$&ro!i% or dec"ii%? W#(?

I' t#e 'ir$7s &er'or$ace is dec"ii%/ +#at is t#e $ost "ike"( cause 2e)%)/e!iro$eta" c#a%es/ '"a+ed strate%(/ &oor i$&"e$etatio3?

!eview of current and anticipated organi#ational resources

=escribe t#e curret state o' t#e 'ir$7s or%ai1atioa" resources 2e)%)/ 'iacia"/

ca&ita"/ #u$a/ e-&eriece/ re"atios#i&s +it# ke( su&&"iers or custo$ers3)


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Ho+ are t#e "e!e"s o' t#ese resources "ike"( to c#a%e i t#e 'uture?

I' resource "e!e"s are e-&ected to c#a%e,

Ho+ ca t#e 'ir$ "e!era%e additioa" resources to $eet custo$er eeds

better t#a co$&etitors?

Ho+ ca t#e 'ir$ co$&esate 'or 'uture costraits o its resources?

!eview of current and anticipated cultural and structural issues

I ter$s o' $arketi% strate%( de!e"o&$et ad i$&"e$etatio/ describe t#e

&ositi!e ad e%ati!e as&ects o' t#e curret ad atici&ated cu"ture o' t#e 'ir$)

E-a$&"es cou"d ic"ude,

T#e 'ir$7s o!era"" custo$er orietatio 2or "ack t#ereo'3

T#e 'ir$7s e$asis o s#ort@ter$ !s) "o%@ter$ &"ai%Wi""i%ess o' t#e cu"ture to e$brace c#a%e

Itera" &o"itics ad &o+er stru%%"esT#e o!era"" &ositio ad i$&ortace o' t#e $arketi% 'uctio.#a%es i ke( e-ecuti!e &ositios

Geera" e$&"o(ee satis'actio ad $ora"e

$. Environmental nalysis

Review Chapter 4

Economic %rowth and Stability

Ideti'( t#e %eera" ecoo$ic coditios o' t#e coutr(/ re%io/ &ro!ice/ ad "oca"

area i +#ic# t#e 'ir$ o&erates,

&olitical' (egal' and !egulatory Issues

Ideti'( a( &o"itica" acti!ities t#at a''ect t#e 'ir$ or t#e idustr(,.#a%es i e"ected o''icia"s 2do$estic or 'orei%3

Idustr( 2"obb(i%3 %rou&s

.osu$er %rou&s

Changes in )echnology

Ideti'( +a(s t#at c#a%i% tec#o"o%( #as a''ected t#e 'ir$7s custo$ers,

Ideti'( +a(s t#at c#a%i% tec#o"o%( #as a''ected t#e +a( t#e 'ir$ or t#e idustr(

o&erates

Ideti'( curret tec#o"o%ies t#at t#e 'ir$ is ot usi% to t#e 'u""est &otetia",


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Ideti'( 'uture tec#o"o%ies t#at $a( icrease t#e risk o' &roduct obso"escece,

Sociocultural )rends

Ideti'( c#a%es i societ(7s de$o%raics ad !a"ues t#at +i"" a''ect t#e 'ir$ or t#e

idustr( 2i' t#is beco$es too broad/ 'ocus o t#e 'ir$7s tar%et custo$ers3,

E-&"ai t#e c#a%es t#at s#i'ti% de$o%raics ad !a"ues +i"" #a!e o t#e 'ir$7s,

Ideti'( a( &rob"e$s or o&&ortuities t#at $a( be created b( c#a%es i t#e cu"tura"

di!ersit( o' t#e 'ir$7s custo$ers ad e$&"o(ees,

Ideti'( a( eco"o%ica" issues 2&o""utio/ rec(c"i%/ eer%( coser!atio3 t#at t#e'ir$ or idustr( is 'aci%,

Ideti'( t#e et#ica" ad socia" res&osibi"it( issues t#at t#e 'ir$ or idustr( is 'aci%,

C. Customer nalysis

Review Chapters 6 & 7T#ere are se!e %eera" 4uestios t#at $arketers s#ou"d ask about t#eir custo$ers,

5) W#o are our actua" ad &otetia" custo$ers?

6) W#( do t#e( bu( our &roduct?

8) W#( do ot#ers notbu( our &roduct?9) W#ere do our custo$ers bu( our &roduct?

:) Ho+ do t#e( bu( it?


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*here do customers purchase the firm+s products,

Ideti'( a( treds i &urc#ase &atters across t#ese out"ets 2e)%)/ #o+ e@co$$erce

#as/ or cou"d/ c#a%e t#e +a( t#e 'ir$7s &roducts are &urc#ased3)

*hen do customers purchase the firm+s products,

*actors uder t#e 'ir$7s cotro"

*actors ot uder t#e 'ir$7s cotro"

*hy -and how do customers select the firm+s products,

=escribe t#e basic bee'its &ro!ided b( t#e 'ir$7s &roducts re"ati!e to co$&eti%&roducts,

=escribe t#e de%ree to +#ic# custo$ers7 eeds are bei% 'u"'i""ed b( t#e 'ir$7s&roducts re"ati!e to co$&eti% &roducts,

=escribe #o+ custo$ers7 eeds are e-&ected to c#a%e i t#e 'uture)

=escribe t#e re"ati!e i$&ortace o' trasactioa" 2s#ort/ oe@ti$e3 !s) re"atioa"

2"o%@ter$/ o%oi%3 e-c#a%e &rocesses +#e custo$ers $ake a &urc#ase,

*hy do potential customers not purchase the firm+s products,

A'ter as+eri% t#ese se!e 4uestios/ t#e (ou ca "ook at se%$etatio ad &ositioi% aa"(sissee p. 267 for positioning analysis an! positioning maps).

D. Competitive nalysis (pp. 121-12,; 295, 387)

Ideti'( t#e 'ir$7s $a0or co$&etitors 2brad/ &roduct/ %eeric3

Ideti'( t#e c#aracteristics o' t#e 'ir$7s $a0or co$&etitors,

List a( &otetia" 2'uture3 co$&etitors ot ideti'ied i t#e &recedi%)

IV) SWOT Aa"(sis, "he previous analyses shoul! have uncovere! the essential elements for a #$%"

analysis. "his is essentially a summary of the previous fin!ings an! its format may she! further lighton the current company situation pp. 62 ' 6( see *lac+,oar! -"hings to consi!er for a #$%" an!

/#"/0 analysis also review concepts from Comm 11).

. Strengths


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Stre%t# 5, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Ho+ does t#is stre%t# eab"e t#e 'ir$ to $eet custo$ers7 eeds?=oes t#is stre%t# $ake t#e 'ir$ di''eret 'ro$ 2better t#a3 its co$&etitors?

2Re&eat as eeded to de!e"o& a co$&"ete "ist o' stre%t#s3

$. *eaknesses

Weakess 5, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Ho+ does t#is +eakess &re!et t#e 'ir$ 'ro$ $eeti% custo$ers7 eeds?

=oes t#is +eakess $ake t#e 'ir$ di''eret 'ro$ 2+orse t#a3 its co$&etitors?

2Re&eat as eeded to de!e"o& a co$&"ete "ist o' +eakesses3

C. /pportunities

O&&ortuit( 5, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Ho+ is t#is o&&ortuit( re"ated to ser!i% custo$ers7 eeds?Ho+ ca t#e 'ir$ ca&ita"i1e o t#is o&&ortuit( i t#e s#ort@ ad "o%@ter$?

2Re&eat as eeded to de!e"o& a co$&"ete "ist o' o&&ortuities3

D. )hreats

T#reat 5, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Ho+ is t#is t#reat re"ated to ser!i% custo$ers7 eeds?

Ho+ ca t#e 'ir$ &re!et t#is t#reat 'ro$ "i$iti% its ca&abi"ities i t#e s#ort@ ad

"o%@ter$?

2Re&eat as eeded to de!e"o& a co$&"ete "ist o' t#reats3


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0. 1atching' Converting' 1inimi#ing' and voiding Strategies

=escribe +a(s t#at t#e 'ir$ does or ca $atc# its stre%t#s to its o&&ortuities to

create ca&abi"ities i ser!i% custo$ers7 eeds)

=oes t#e 'ir$ co!ert its +eakesses ito stre%t#s or its t#reats ito o&&ortuities?

I' ot/ #o+ ca t#e 'ir$ $ii$i1e or a!oid its +eakesses ad t#reats?

=oes t#e 'ir$ &ossess a( $a0or "iabi"ities 2uco!erted +eakesses t#at $atc#

uco!erted t#reats3 or "i$itatios 2uco!erted +eakesses or t#reats t#at $atc#o&&ortuities3? I' so/ are t#ese "iabi"ities ad "i$itatios ob!ious to custo$ers?

.a t#e 'ir$ do a(t#i% about its "iabi"ities or "i$itatios/ es&ecia""( t#ose t#at

i$&act t#e 'ir$7s abi"it( to ser!e custo$ers7 eeds?

2. 1arketing /b"ectives and Strategies3from your analysis what !o you infer as the companys

mar+eting o,3ectives,

. 1arketing %oal 3BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Ob0ecti!e A5, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

;e as s&eci'ic as (ou>re ab"e)

Ob0ecti!e A6, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB


$. 1arketing %oal $3BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Ob0ecti!e ;5, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB


Ob0ecti!e ;6, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB


Repeat as nee!e! to !evelop a complete list of goals an! o,3ectives)


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2I. 1arketing Strategies3 ,ase! on your o,servations of the company activity what are the mar+etingstrategies ,eing pursue!

. &rimary )arget 1arket and 1arketing 1ix (pp. 106-109)

Pri$ar( tar%et $arket, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Review Chapter 7T#is tar%et7s &ri$ar( eed,

Ideti'(i% c#aracteristics 2de$o%raics/ %eo%ra(/ &s(c#o%raics3,

Purc#asi%Cs#o&&i% #abits ad &re'ereces,.osu$&tioCdis&ositio c#aracteristics,

Product, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Review Chapters 5 & Ma0or 'eatures ad bee'its,

Sustaiab"e co$&etiti!e ad!ata%e,

=i''eretiatio C &ositioi% strate%(,;rad a$e ad &acka%i%,

.usto$er ser!ice strate%(,

.o$&"e$etar( &roducts,

Prici%, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Review Chapter 1

Prici% ob0ecti!es,=escri&tio o' &er uit costs,

=iscoutC$arkdo+ &o"ic(,

=istributio, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

Review Chapter 11

Geera" su&&"( c#ai strate%(,Iter$ediaries ad c#ae"s to be used,

E"e$ets o' custo$er co!eiece,

Pro$otio, BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBReview Chapters 12 & 1(

Geera" IM. strate%(,

IM. ob0ecti!es ad bud%et,E"e$ets o' t#e ad!ertisi%C&ub"icit( strate%(,

E"e$ets o' t#e &ersoa" se""i% strate%(,

E"e$ets o' trade sa"es &ro$otio 2&us#3 strate%(,

E"e$ets o' cosu$er sa"es &ro$otio 2&u""3 strate%(,E"e$ets o' t#e s&osors#i& strate%(,

$. Is there a Secondary )arget 1arket, If so' repeat the above analysis


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2II. 1arketing Implementation

. Structural Issues

W#at or%ai1atioa" structure is bei% used to i$&"e$et t#e $arketi% strate%(,

=escribe a( c#a%es to t#e 'ir$7s structure eeded to i$&"e$et t#e $arketi% strate%(2e)%)/ addCde"ete &ositios/ c#a%e "ies o' aut#orit(/ c#a%e re&orti% re"atios#i&s3)

$. )actical 1arketing ctivities3 what is the company !oing specifically to implement the

strategy that you have i!entifie!

S&eci'ic Tactica" Acti!ities

Product Acti!ities

5)

6)

8)

Prici% Acti!ities

5)

6)

8)

=istributio Acti!ities

5)

6)

8)

IM. Acti!ities

5)

6)8)

2III. Evaluation and Control

. 0ormal 1arketing Control

=escribe t#e t(&es ad "e!e"s o' 'or$a" cotro" $ec#ais$s t#at s#ou"d be used to esure

t#e i$&"e$etatio o' t#e $arketi% &"a)


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2III. Summary and Conclusions

Write a&&ro-i$ate"( oe to t#ree &ara%ras su$$ari1i% (our aa"(sis ad &ro!idi% a broad o!er!ie+

o' t#e ke( actios reco$$eded)

Marketing Plan Evaluation Tool

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