Vous êtes sur la page 1sur 26

Project Management Plan


“Development of marketing
campaign for Heinz ketchup”

Prepared by:

Fatima Zehra
Tahreem Naveed
Shafaq Anwar
Saad Maqbool
Moazzam Ali Tarar
Shaffia Mansur
1. Overview:
1.1 Project Purpose, Objectives, and Success Criteria

The purpose of a marketing campaign is to launch Heinz ketchup in the market of

Pakistan on the basis of an in depth Market Research, as to create awareness among
the buyers of ketchup about the Heinz brand through mass advertising. This would
convince the customers to switch to Heinz by portraying how it is better and different
than other competing brands of ketchup.
The scope of the marketing campaign is limited to the promotion of Heinz ketchup with
its focus on creating Heinz image as the world’s thickest ketchup within the constrained
time and budget.

The campaign would feature developing advertisements (for electronic and print media)
and point of purchase displays. Other deliverables would be to induce all the ketchup
consumers to try the product (through free trials and sample distributions) and get
customer’s feedback through questionnaire surveys to modify the marketing advertising.
The success of the marketing campaign is dependent on the effectiveness of the ad
developed by the advertising agency hired by Heinz, customers, and the brand
management team who would be responsible to coordinate their activities. The
accomplishments of these stakeholders would define the future success of the Heinz in

In order for the marketing campaign to be successful the project must achieve the
following objectives:

Basic objectives:
• On the basis of the feasibility study conducted through questionnaire survey to
understand the target market in order to develop an effective marketing campaign.
• Induce the target market to try the product by conducting hall tests and distributing free
• Ensure Heinz convenient availability to the target market.
• Convey Heinz positioning through all elements of marketing communication which
would include television and print ads.

Strategic Objectives:
• Create a vivid brand image of Heinz being the world’s thickest ketchup.
• Create brand loyal customers through effective mass advertising.
• Gain a significant market share that would lead to profitability.
• Ensure that customer’s feedback is taken into consideration.
Operational Business Need:
• To create awareness among the target market through promotion in mass media
(electronic & print ads).
• To generate product trials through hall tests, free sample distributions and street

Strategic Business Need:

• To create brand loyal customers
• To convert ketchup nonusers to users.
• Increase sales to the point of break even and then further generate profits.

Satisfaction of these needs would be found out by carrying out a research in the target
market through questionnaires, interviews and focus groups to get customers feedback
which would help define the level of success achieved by Heinz. Other methods would
be used to find out sales figures and frequency of purchases which will give a clear
picture of market trends to the key stakeholders.

Heinz is at its very initial stage in the product life cycle in Pakistan hence its launch
would be a project that would lead to many other projects in future. If Heinz is
successful in launching ketchup in Pakistan then it would introduce many of its other
products too in this region which are available around the globe today.

Success criteria:
The success of the project depends upon the effectiveness of the activities of all the key
stakeholders. The success of the campaign is dependent:
• Upon the workings of the hired Integrated Marketing Communication agency as
the development of the integrated marketing campaign had been outsourced to
• Upon the workings of the hired media buying house because the campaign
execution would be in the hands of the agency.
• Upon the customer response to the research surveys.
• Upon the customer response to the Heinz sales force efforts of trail generation.
• Upon the availability of Heinz ketchup to its target market which is the hands of
the distributors. Healthy relations with retailers would facilitate smooth operations.
1.2 Project Deliverables

S. no. Deliverables Recipients Delivery Method

1 Market segmentation MR team Email

2 Heinz business problem Campaign Campaign kick
identification document manager off meeting
3 Marketing campaign Project Campaign kick
objectives team off meeting
4 Marketing campaign budget Campaign Campaign kick
manager off meeting
5 Marketing research report Campaign Project status
manager review meeting
6 Customers analysis Campaign Project status
document manager review meeting
7 IMC components role IMC Project status
document agency review meeting
8 IMC objectives & strategy IMC Project status
agency review meeting
9 Contract with an IMC Campaign Meeting with an
Agency manager/ IMC agency
10 Contract with Media buying Campaign Meeting with the
house manager/ media buying
media house
11 Campaign Execution report Campaign Meeting with the
manager CM
12 Customers feedback report Campaign Meeting with the
manager CM
13 IMC agency & media buying Country Meeting with the
house expense report head country head
14 Campaign team members Country Meeting with the
performance report head country head

1.3 Assumptions, Dependencies, and Constraints

• There would not be any legal restrictions

• Customers would willing participate in the research surveys

• Customer response would not be biased

• Sales force would get permission to conduct hall tests in hotels & in malls

• No campaign would be launched by the competitor during the course of the


• Distributors would agree to distributing Heinz ketchup

• Retailers would be willing to keep this brand

• Economy would revive after recession

• Customers would accept the marketing campaign

• There would be no unusual customer behaviors which cannot be predicted

• Ongoing political upheavals
• Hired IMC agency operations
• Hired media buying house operations
• Customer response to the research & sales force team efforts
• Effectiveness of distribution list of the distributors of Heinz
• Relationship with the retailers

Schedule: Marketing Campaign of Heinz is a project having duration of 6 months.
Cost: Marketing Campaign is to be designed within the budget allocated by the Heinz
Staff: The availability of properly trained employees who have the experience in the
marketing of ketchup.
Success Drivers:
Quality: The effectiveness of the project deliverable which is an Integrated Marketing
Communication Plan would determine the success of the marketing campaign of Heinz
Staff: A well trained staff with all the required knowledge and expertise would be a
valuable asset for the project
Degree of freedom:
Features: The marketing campaign team has the freedom as to which tools of the
integrated marketing communication to use as well as in the selection of research & trial
generation methods.
1.4 Definitions and Acronyms

• Marketing campaign

The efforts of a company or a third-party marketing company to increase awareness for

a particular product or service, or to increase consumer awareness of a business
or organization. A marketing campaign has a limited duration.

• Integrated Marketing Communication

Synergistic approach to achieving the objectives of a marketing campaign, through a
well coordinated use of different promotional methods. It is a management concept that
is designed to make all aspects of marketing communication such as advertising, sales
promotion, public relations, and direct marketing work together as a unified force, rather
than permitting each to work in isolation.

• Market share
Percentage of total sales volume in a market captured by a brand, product, or firm.

• Brand loyalty
Brand loyalty, in marketing, consists of a consumer's commitment to repurchase
the brand and can be demonstrated by repeated buying of a product or service or other
positive behaviors such as word of mouth advocacy.

• Retailer
A business which sells goods to the consumer.

• Distributor
Entity that buys non-competing products or product-lines, warehouses them, and resells
them to retailers or direct to the end users or customers.

• Distribution list
List of names to whom a communication should be sent.

• Point of purchase displays

Device promoting consumer purchases by providing consumer information and product
advice. These devices are normally located at convenient retail locations and are quite

• Focus group
Small number of people (usually between 4 and 15, but typically 8) brought together
with a moderator to focus on a specific product or topic. Focus groups aim at a
discussion instead of on individual responses to formal questions,
and produce qualitative data (preferences and beliefs) that may or may not be
representative of the general population.

1.5 Evolution of the Plan

As the project proceeds changes in the external or internal environment may give rise to
the need to modify the project plan. Regular project meetings involving all the members
of the project team would be held weekly or when any major deliverable is achieved in
which any required changes or updates would be identified and would suggest ways
regarding how it would be done. The following modifications can occur:

• Positioning of Heinz can change as a result of research about the target markets
• Modify the scope of the Marketing Campaign as a result of change in the
positioning of Heinz
• Identification of other constraints as the project proceeded
• Assumptions might not hold true during the course of the project
• An essential member of the project team leaves in the middle of the project

The project management plan would hence evolve as the project proceeds till the time it
is completed.

2. Project Organization

2.1 External Interfaces:

The external entities for the marketing campaign of Heinz are the following:

Integrated Marketing Campaign Agency:

Once the planning is done and the campaign designed it is handed over to the IMC
agency in the form of a creative brief which includes the objectives and strategy of the
marketing campaign. It serves as a written agreement between the Account Planner
and the marketing campaign team. The first point of contact between the two parties is
a briefing session which is an interactive session which together helps them define a
direction to the campaign. Follow up meetings are then held on and off with the Account
Manager and Account Planner from the Agency to keep track of the campaign
execution. This would also provide a platform to the campaign team to suggest any
required changed or updates to the campaign.
Value Chain:
All the participants of the value chain add value to Heinz ketchup. The success of the
Marketing Campaign depends indirectly on the role played by the distributors and
retailers as the goal of Marketing Campaign is to create awareness among the target
market which would eventually compel them to purchase Heinz Ketchup. But if it is not
easily available and reachable to the target market due to the inefficiency of the
distributors and retailers then the purpose of the Marketing Campaign would not have
been achieved.

Communication with the target market is through the elements of the integrated
marketing campaign that we aim to develop. This includes promoting a Heinz image
through mass advertising, direct selling, sales promotion, personal selling and public
relations. It is essential to build and maintain healthy relationships with the distributors
and retailers in order to ensure that Heinz reaches the target market effectively. Since
Point of purchase displays are important part of Heinz marketing campaign, it must be
used extensively. Only a good relation with retailers would allow Heinz to do so as
retailers have the authority of giving permission for it. Such a relation can be established
by offering the retailers and distributors some reasonable profit margins and incentives
that would keep them motivated.

Departments within the company:

The marketing campaign is planned out by the marketing department but its
effectiveness is determined by its coordination with all the other departments too. The
budget will be approved by the Finance department needed for the execution of the
plan. If there are any changes in the budget requirements, they are communicated to
the Finance department through a revised project proposal which would be presented to
the Finance Manager in the review meeting.

Developing a marketing campaign for Heinz is a tedious job that requires expertise that
is required to be externally hired for the project. An integrated Marketing Campaign
Agency would be hired by the Human Resource Department.

Senior management at Heinz headquarter would be provided with regular updates

regarding the Campaign proceedings. Once it is made, the final plan would be approved
by them at the end which would bring the project to its execution phase in the project

Media Buying House:

Once the marketing campaign of Heinz is developed by the IMC agency, the domain of
mass advertising is handed over to a Media Buying House who is hired for the buying
and placement of advertisements with the media channels.
2.2 Internal Structure
Since developing a marketing campaign is purely the domain of the marketing & sales
department, hence we adopt a functional organization structure in which one
department plays a dominant role. The Marketing Campaign team would comprise of
the Campaign Manager and other members from the Marketing & Sales Department.
Coordination with the other departments would occur through the communication
channels already established.

Heinz Headquarter

Country IMC Agency


Finance Manufacturing
Human Marketing &
Resource Sales Account
Campaign Team

Media buying house

Internal External
Campaign Manager

IMC Agency

Brand Manager Financial Analyst

Account Manager

Account Planner
Sales Manager MR Head

Creative Department

Sales force team- MR team- Copywriter Visualizer

12 salespersons 12 field researchers

Media buying house

Media planner

Media buyer
2.3 Roles and Responsibilities

Campaign Manager:
Responsible for team coordination and managing the development of the IMC, ensures
alignment with Heinz global strategy; removes roadblocks during the execution of the
marketing campaign. Owner of the IMC process and author of the final IMC document.

Marketing research team:

The team comprises of 12 members and is headed by the MR Manager. The team is
responsible for carrying out an analysis at a macro and micro level for competitors,
environment and target market. In charge of developing a market research report which
would give an insight into Heinz market.

Financial Analyst:
Responsible for developing the campaign budget, management reserves and handling
all the cash release process, payments and preparation of the financial report during the
closure phase of the project.

Sales force team:

The team comprises of 12 members and is headed by the sales manager. The team
represents sales priorities and objectives; provides input into the campaign
development process; also communicates Heinz marketing campaign status to the rest
of the project team.

Brand manager:
Responsible for developing Heinz business problem and analyzing the customers’
relationship with the Heinz brand.

HR consultant:
Ensures that the campaign team had the personnel with required skill set available
when the need arises.

Country manager:
Responsible for providing an interface between the campaign manager and Heinz
Heinz Headquarter:
Responsible for approving and prioritizing the campaign plans and resolving escalated
issues that impact the successful execution of the campaign

IMC agency:
Account Manager:
Responsible for keeping contact with the Campaign Manager and keeps a check on the
campaign execution so that it is according to the given requirements.

Account Planner:
Keeps a check on the creative department and ensures that market research that has
been conducted is used in the campaign development. Devises a strategy for the
implementation of the core plan given to him.

Decides where and how the visuals should be placed along with the text.

Designs the layout of the advertisement.

Writes the text for the advertisement.

Media buying house:

Responsible for developing a media planning & media buying plan by designing the
marketing media strategies and tactics.

3. Managerial Process Plans

3.1 Start-Up Plans

3.1.1 Estimation Plan:

Heinz has used the bottom up technique for cost estimation for the marketing
Certain assumptions have been taken during the estimation process which includes the
• Some activities will not incur any monetary cost as only time and effort would be
required to accomplish them.
• Project will be completed under normal circumstances; no external event is
expected to occur that will have a major impact on the estimation.
The estimation process would be headed by the financial analyst who would ensure the
accuracy of the estimates. He would also make sure that all the key stakeholders
contribute to the process. These stakeholders include the following:

• Campaign manager
• Brand manager
• Research team
• Sales force team
• IMC agency
• Media buying house

Confidence level of estimation for each of the activity in the WBS would be determined
which would reflect the probability of its deviation from the estimations established. A
high confidence level for an activity would mean that the estimations are thought to be
accurate and are not expected to change. A low confidence level on the other hand
would represent that estimation for the respective activity would change over the course
of the project due to the nature of the activity. The confidence level for the cost
estimations for the IMC agency and Media Buying House is low since the activities
associated are outsourced they are not in control of Heinz. It would be hard to keep
track of the cash outflows hence the cost estimations are bound to change resulting in a
low confidence level.
Confidence level for the activities that are comparatively in greater control of Heinz is
high. This includes all MR activities. Budget estimations are thought to be accurate as
the MR team is trained enough to complete their activities in the assigned budget.

These estimations would be revised in regular review meetings conducted by the

project manager. These meetings would be held after the accomplishment of every
milestone and before starting off with the next one. The budgeted and actual would be
compared and changes would accordingly be made to the estimations of the rest of the
project to reflect any deviations that occurred in the plan.

Contingency buffers have been established to cater to any unexpected cost

requirements during the course of the project. Management reserves have been set
aside for this purpose as part of the contingency plan.

3.1.2 Staffing Plan:

The following is the list of roles required to develop the marketing campaign for Heinz:

• Campaign manager
• Brand manager
• Financial analyst
• Research team (12 field researchers)
• Sales force team ( 12 Heinz salesperson)
• IMC agency
• Account manager
• Account planner
• Creative department
• Designer
• Visualizer
• Copy writer
• Media buying house
• Media planner
• Media buyer

Internal sources of project team members from the marketing department of Heinz:
• Campaign manager
• Brand manager
• Research team (12 field researchers)
• Sales force team ( 12 Heinz salesperson)

Internal sources of project team from the finance & accounting department of Heinz:
• Financial analyst

External sources of project team from the finance & accounting department of Heinz:
1. IMC agency
• Account manager
• Account planner
• Creative department
• Designer
• Visualizer
• Copy writer
2. Media buying house
• Media planner
• Media buyer

3.1.3 Staff Training Plan

The campaign manager who is the head of the marketing department of Heinz Pakistan
would have the necessary skills required to conduct the marketing campaign project. It
would be his responsibility to ensure that the project team members have the right skills
set required to achieve their designated responsibilities.
Since the research and sales force team would be responsible to gather response from
the market, hence they would be the focus of Heinz training program for the marketing

Training needs:
Sales force would be trained on the following grounds:
• Communication skills ( speaking in the language of the target market)
• Selling models ( AIDA, information processing model, hierarchy of effects model)
• Emotional intelligence ( instantly acknowledge the customer emotions to increase
the chances of closing the sale)

Research team would be trained on the following grounds:

• Target market ( approach the right segment in the market)

• Research methods ( primary & secondary)
• Effective use of marketing intelligence tools ( analyze competitors reports & use
of spying techniques)
• Customer response models ( FCB model, elaboration likelihood model,
alternative response hierarchy model)
• Casual relationship techniques

Training methods employed:

• Workshops conducted by selling & research consultants

• Online lectures given by the sales & research experts from the Heinz
• Hiring a sales & research expert who would serve as a mentor to the teams.

3.1.4 Resource Acquisition Plan

The major resource required for our campaign is the human capital.
See section 3.1.2 for details.
3.1.5 Project Commitments

S. no. Commitment Made By Made To

1 Brand business Brand Campaign

problem manager manager

2 Marketing campaign Financial Campaign

budget analyst manager

3 Marketing research MR head Campaign

report manager
4 Creative brief Campaign IMC agency-
manager Account

5 Development of TV IMC agency- Campaign

ads & billboards Account manager

6 Reserve time & space Media Campaign

for ads buying manager

7 Generation of trials Sales Campaign

manager manager

8 Financial report Financial Campaign

analyst manager

9 Sales report Sales Campaign

manager manager

10 Marketing campaign Campaign Country head

report manager

11 Customer, competitor MR head Campaign

& environment risk manager

12 Cost risk profile Financial Campaign

analyst manager

13 Human capital risk HR manager Campaign

profile manager

14 Risk profile IMC agency- Campaign

Account manager
15 Risk profile Media Campaign
buying manager

16 Risk management Campaign Country head

plan manager

3.3 Control Plan

The campaign manager would be responsible for controlling the marketing campaign.
For this status meetings would be held by the CM after achievement of each milestone.
Also meetings would be held if a special event (deliverables took more time or cost than
allocated) occurs that would require a change in the campaign plan. Attendance would
be mandatory by all the project team members whether internal or external. The
purpose of the meetings would be to keep a check on the project by analyzing
deviances from the project baseline and taking corrective measures accordingly.

3.3.1 Data Control Plan:

Following is the list of documents to be prepared over the course of the campaign:
• Business problem documented by the brand manager.
• Marketing campaign objectives documented by the campaign manager.
• IMC objectives & strategy developed by the CM.
• Creative brief developed by the CM.
• IMC agency objectives defined by the account manager.
• Marketing research reports compiled by the research team.
• Sales report compiled by the sales team.
Also approved changes in the campaign plan would be properly documented according
to the agreed format and communicated through project status meetings.
The agreement made with the IMC agency & media buying house would contain a
clause that would ensure complete secrecy of all the documents prepared or handed
over to them. Research report compiled by the research team would be copy write to
protect it from imitation. Same would be the case with internal project team members.
Severe penalties would be given if any member of the campaign team would disclose
campaign information outside the company.
All the documents prepared would be submitted to the campaign manager in the
respective project status meetings. The same process would be followed for distributing
the required documents to the other team members.
3.3.2 Requirements Control Plan
The campaign manager would be responsible to tackle with any changes that would
come along the course of the project.
Prospective changes:
The human resource required for a campaign would increase if the research scope is
amplified in order to complete the campaign on time. The campaign manager would
have to confer with with the HR consultant to hire more research team members. The
MR Head would have to report campaign manager that more people are required and
thus he would then hire them.
The objectives of the IMC campaign would change if a competitor launches his
campaign during the development of Heinz campaign. Likewise if there is a major shift
in customer preferences then it would also lead to a change in the IMC objectives.
Campaign manager would have to report this change to the IMC agency to make the
required modifications.
The campaign manager would have to update the campaign plan as change is
approved. Likewise the campaign budget & schedule plan would also be updated.

3.3.3 Schedule Control Plan

It would be the campaign manager responsibility to control the campaign schedule.
Status meetings held after the accomplishment of each deliverable would be used for
this purpose.
The start and finish time of each activity which could be compared with the actual
duration of each activity. The schedule would be modified when there would be
deviation in the actual and planned duration of the activity. This change in schedules
would be then communicated to other team members in the review meetings.
A time buffer would be allocated to activities with minimum slack or critical activities.

3.3.4 Budget Control Plan

The financial analyst who would be responsible for all the financial and accounting
issues of the campaign would have to make sure that each activity is completed within
the budget allocated to them. The team member responsible for each activity would
report to the financial analyst as soon as he feels that more budgets are required to
complete the activity successfully.
Any overruns in budget allocation of activity would be communicated to the campaign
manager by the financial analyst.
A management reserve would be maintained to accommodate budget overruns to
ensure the campaign operations are run smoothly. It would be the responsibility of the
campaign manger to decide when to use the reserve to meet budget requirements.

3.3.5 Communication, Tracking, and Reporting Plan

S. Type of Communication Typical Who Recipient

No communication schedule communication initiates
1 Requirement When changes Campaign Campaign Team
changes are to be status review manager members
implemented meetings

2 Budget or Cost or time Campaign Financial Team

schedule overruns status review analyst members
changes meetings involved in
3 Marketing After the Campaign MR head Team
research report completion of status review members
MR meetings

4 Financial report After payment to Email Financial Campaign

the IMC agency analyst manager
& media buying
5 Sales report After campaign Email Sales Campaign
execution manager manager

6 Project team After project Face to face Campaign Country

members’ completion manager head

7 IMC agency & After project Face to face Campaign Country

Media buying completion manager head
8 Risk At the start of Meeting Campaign Team
management the campaign manager members

3.3.6 Metrics Collection Plan

Research quality:
The MR Head would be responsible for analyzing the quality of various research
methods used.
The questions to be asked in focus groups, interviews and questionnaires would be
pretested through piloting technique to check whether the response from the
questionnaires can be analyzed.
Sales quality: sales manager would be responsible.
Sales quality would be analyzed to check
• Whether there is target market traffic in locations of hall tests
• Whether the incentives offered are according to target market preferences
IMC campaign quality:

Media selection quality:

3.4 Risk Management Plan

To increase the chances of successful completion of the marketing
campaign, a risk management plan is incorporated in the marketing
campaign plan.
Several procedures would be followed to identify potential risks to the

• Campaign manager held meeting with all the project members to hold
brainstorming sessions for the purpose of risk identification.
• A SWOT analysis carried out by the research & sales team.
• IMC agency & media buying house were asked to carry out their risks
assessment to be submitted along with their proposal.

Risks profiles would be submitted to campaign manager by:

• Research team-risks associated with customers, competitors &

• Sales force team-risks associated with customers response to trials
• HR consultant-risks associated with HR capital
• Financial analyst-risks associated with budget
• IMC agency
• Media buying house

The risk assessment would be performed by developing a Risk assessment

form which would help to categorize risks according to their impact &
probability of occurrence so as to develop appropriate response strategies
for all the risks identified.
Risk response matrix would be used to develop risk response strategies and
contingency plans for the risks identified.
Risk management plan would be updated to accommodate approved change
requests by the campaign manager. Changes would be brought up and
analyzed in the project status review committee.
Appendix A contains a risk management plan.

3.5 Issue Resolution Plan:

Potential issues that could arise during the course of the campaign:

Issues Decision makers

Increase/limit the campaign budget Financial analyst after consulting the
country manager

Lay off/hire team members Campaign manager after consulting the

HR department

Increase/limit the scope of research MR head after consulting the campaign


Locations for conducting hall tests & Sales manager after consulting the MR
distributing samples head

Increase/limit the training of research & Campaign manager after consulting the
sales force team assigned mentors

Increase/limit the independency of the Account manager after consulting the

creative team of the IMC agency campaign manager

Increase/limit media penetration Media planner after consulting the

campaign manager

3.6 Project Close-Out Plan

Preparation of several reports would mark the closing of the campaign:
Financial analyst would be responsible for compiling the complete financial report (all
the costs incurred by the campaign along with cost baseline).
MR Head would be responsible for compiling all the research findings whether primary
or secondary so they can be used in future similar projects.
Sales manager would be responsible for compiling sales data from all over the country
into a sale report.
Campaign manager would be responsible for filing a comprehensive report to the
country manager of Heinz covering the following areas:
• Financial report
• Sales report
• MR report
• Project team members’ performance reports
• IMC agency & Media buying house performance reports

After the execution of the campaign, payments would be made to the IMC agency &
Media buying house by the financial analyst. This would automatically lead to the
completion of the contract with the IMC agency & media buying house thereby releasing
the agency & media house of their duties to the Heinz marketing campaign team.
Campaign manager would then oversee the reassignment of the internal project team

Technical Process Plans

4.1 Process Model
The development & execution part of the marketing campaign project would be
outsourced to the IMC agency and Media buying house respectively.
Project status meeting would be held after the accomplishment of each deliverable.
In the planning and closure phase the meetings would be attended by all the internal
team members.
During the development phase campaign manager would hold meetings with the
account manager and account planner. And during the execution phase campaign
manager would hold meetings with the media buying house.

4.2 Methods, Tools, and Techniques

Research methods used by the MR team:

1. Primary research:
• Questionnaire survey
• Focus groups
• Interviews
2. Secondary research
• Customer surveys in advertising magazines
• Reports from research agencies
3. Marketing intelligence
• Competitor published & unpublished data
• Heinz spy agents

Trial generation techniques used by the Heinz sales force team:

• Hall tests
• Free sachet distribution
4.3 Configuration Management Plan
Campaign manager would be responsible for handling the configuration process.

Responsibility for establishing baseline:

• Baseline budget would be made by the financial analyst through bottom up
estimating technique of estimating the elements of the WBS.
• The campaign manager would develop the baseline schedule.

Baseline campaign schedule and budget would be communicated to the project team in
the project kick off meeting. Any changes in the baseline proposed by the team would
be discussed and analyzed in the project status review meetings held after the
accomplishment of each deliverable.
Team members with proposed changes would be first brought into the attention of the
campaign manager. Campaign manager would then decide the agenda and the timing
of the project status meeting. The approved changes would finally be incorporated in
the campaign plan by the concerned team members.

4.4 Quality Assurance Plan

The development and the execution of the campaign would be in the hands of the IMC
agency and the media buying house respectively. Therefore the quality of the marketing
campaign would be dependent on the performance of hired IMC agency and media
buying house.


Campaign manager would hand over the requirements of campaign development in

the form of creative brief to the account manager at IMC agency. He would also oversee
the campaign development status in the project status meetings held with account

Account manager would keep the campaign manager updated about the campaign
development status. He would also communicate any changes in the Heinz campaign
requirements to the account planner.
Account planner would have to ensure that the creative team develops the campaign
according to the Heinz requirements. He would make sure that the creative team uses
the marketing research done by the Heinz MR team in the message development.

MR Head would have to ensure that the media buying house:

• Place the ads on media channels to which the target market is exposed.
• Put up the billboards in areas with maximum target market traffic.

The campaign would be tested before its execution. The final components of the
campaign would be:
• TV & radio ads
• Billboard designs
• Point of purchase displays designs
All these components would be tested to gauge whether the customer perceived the
message as intended by Heinz. This would be done by:
• Organizing focus groups. Participant would be chosen from the target market.
• Using projective techniques.

4.5 Documentation Plan

Document Template Created by Reviewed Distribution

or by

Target market As Brand Campaign Team

segmentation specified manager manager members
document by

Business problem As Brand Campaign Team

document specified manager manager members

IMC objectives & ___ Campaign Country IMC agency

strategy manager Head

Creative brief ___ Campaign Brand Account

manager manager manager
Risk management ___ Campaign ___ Team
plan manager members

MR report As MR Head ___ Campaign

specified manager

Sales report As Sales ___ Campaign

specified manager manager

Financial report As Financial ___ Campaign

specified analyst manager

Team members As Campaign ___ Country

performance specified manager Head
report by country

IMC agency & As Campaign ___ Country

media buying specified manager Head
house by country
performance head

4.6 Process Improvement Plan

There are two main process performed by the internal Heinz campaign team.
1. Market research performed by the MR team
2. Trials generation by the Heinz sales force team
See section 3.1.3 for details.
 Sir Saqib Bhatti, marketing professor in FAST NU Islamabad.
 Principles of marketing, by Philip Kotler, chapter & edition
 Designing an advertising campaign
 www.heinz.com

 www.heinz.com/our-food/products/ketchup
 www.ketchupcreativity.com

 www.entrepreneur.com/encyclopedia/checklists/article81950.html - 34k
 www.businessdictionary.com
 www.answers.com