Executive Summary:-

Mission statement:-
According to Chris Bart, professor of strategy and governance at McMaster
University, a commercial mission statement consists of three essential components:

Key market: Who is your target client or customer (generalise if needed)?

Contribution: What product or service do you provide to that client?

Distinction: What makes your product or service unique, so that the client would choose you?

Vision statement:-
What an organisation would like to achieve or accomplish in the mid-term or long- term future.
A clear guide for choosing current and future courses of action

Key personnel:-

Investment Details:-

Products / Services:-

Turn over :-

Growth opportunities:-

Target markets:-

Sales trends and profitability:-

Pricing trends:-

Brand Overview:-

Macro Environmental Analysis

(the study and interpretation of the political, economic, social and technological events and trends which influence the
 business)
Political State:-
Taxation Policy
Trade regulations
Governmental stability
Unemployment Policy, etc.
political stability

Economic State:-
Interest rate
Inflation rate
Growth in spending power
Rate of people in a pensionable age
Recession or Boom
Customer liquidations
Balances of Sharing

Sociocultural State:-
values, beliefs
language
religion
education
literacy
time orientation
lifestyle.

Technological State:-
Internet
E-commerce
Social Media
Electronic Media
Research and Development
Rate of technological change.

Ecological State:-
Competitive advantage
Waste disposal
Energy consumption
Pollution monitoring, etc.

Legal State:-
Employment law
Health and safety
Product safety
Advertising regulations
Product labelling
Labour laws

MARKETING RESEARCH
 (Identify and assess how changing elements of the marketing mix(7Ps) impacts customer behaviour)

Product:-
Product design – features, quality
Product assortment – product range, product mix, product lines
Branding
Packaging and labelling
Services (complementary service, after-sales service, service level)
Guarantees and warranties
Returns
Managing products through the life-cycle

Price:-
Price strategy
Price tactics
Price-setting
Allowances – e.g. rebates for distributors
Discounts – for customers
Payment terms – credit, payment methods
Place/Convenience:-

Place:-
Intensive distribution, selective distribution, exclusive distribution
Franchising
Market coverage
Channel member selection and channel member relationships
Assortment
Location decisions
Inventory
Transport, warehousing and logistics

Promotion:-
Appropriate balance of advertising, PR, direct marketing and sales promotion
What is to be communicated
How to reach the target audience
How often to communicate

Physical evidence:-
Facilities
Spatial layout
directional signage, symbols, other signage
Interior design
Ambient conditions
brochures, menus
souvenirs, mementos

People:-
Staff recruitment and training
Uniforms
Scripting
Queuing systems, managing waits
Handling complaints, service failures
Managing social interactions

Process:-
Process design
Blueprinting (i.e. flowcharting) service processes
Standardisation vs customisation decisions
 Diagnosing fail-points, critical incidents and system failures
Monitoring and tracking service performance
Analysis of resource requirements and allocation
Creation and measurement of key performance indicators (KPIs)
Alignment with Best Practices
Preparation of operations manuals

Market Analysis
Market size:-
Market size can be given in terms of the number of buyers and sellers in a particular market or in terms of the
total exchange of money in the market, generally annually

Market segmentation:-
Dividing a broad market, normally consisting of existing and potential customers, into sub-groups of consumers (known as segments) based
on some type of shared characteristics.
Industry structure and strategic groupings:-
Demographic (e.g. age, gender, income, education, socio-economic status, family size or situation).

Geographic(e.g. country, state, region, city, suburb, postcode).

Geo-demographic (e.g. Rural farmers, Urban professionals)

Psychographics(e.g. Socially Aware; Traditionalists, Conservatives)

Behavioural (e.g. Tech-savvy (aka tech-heads); Heavy users, Enthusiasts; Early adopters, Opinion Leaders,
Luxury-seekers, Price-conscious, Quality-conscious,)

Contextual and situational(e.g. Actively shopping, just entering into a life change event, being physically in a
certain location or at a particular retailer which is known from GPS data via smart phones.)

Porter 5 forces analysis:-

Threat of new entrants:-

Profitable industries that yield high returns will attract new firms. New entrants eventually will decrease profitability for other
firms in the industry. Unless the entry of new firms can be made more difficult by incumbents, abnormal profitability will fall
towards zero (perfect competition), which is the minimum level of profitability required to keep an industry in business.

Threat of substitutes:-

A substitute product uses a different technology to try to solve the same economic need. Examples of substitutes are meat,
poultry, and fish; landlines and cellular telephones; airlines, automobiles, trains, and ships; beer and wine; and so on. For
example, tap water is a substitute for Coke, but Pepsi is a product that uses the same technology (albeit different ingredients) to
compete head-to-head with Coke, so it is not a substitute. Increased marketing for drinking tap water might "shrink the pie" for
both Coke and Pepsi, whereas increased Pepsi advertising would likely "grow the pie" (increase consumption of all soft drinks),
while giving Pepsi a larger market share at Coke's expense.

Bargaining power of customers:-

The bargaining power of customers is also described as the market of outputs: the ability of
customers to put the firm under pressure, which also affects the customer's sensitivity to price
changes. Firms can take measures to reduce buyer power, such as implementing a loyalty program.
Buyers' power is high if buyers have many alternatives. It is low if they have few choices.

Bargaining power of suppliers:-

The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and
services (such as expertise) to the firm can be a source of power over the firm when there are few substitutes. If you are making
biscuits and there is only one person who sells flour, you have no alternative but to buy it from them. Suppliers may refuse to work
with the firm or charge excessively high prices for unique resources.

Industry rivalry:-

For most industries the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.
Having an understanding of industry rivals is vital to successfully market a product. Positioning pertains to how the public
perceives a product and distinguishes it from competitors. A business must be aware of its competitors marketing strategy
and pricing and also be reactive to any changes made.

Competition and market share:-

Competitors' strengths and weaknesses:-

Market trends:-

PRICING ANALYSIS
Determining the price you want for your product or service can be challenging if you don’t
have some historical price and demand data.

Ways to determine your price include:-

What is your cost of doing business?

What is the cost to manufacture your product?

What is your break-even point?

What amount do you need to charge to be profitable?

What amount are customers willing to pay?

What are competitors charging?

Consumer Analysis

What is your current customer base (age, sex, income, and geographic location)?
What habits do your customers and prospects share? Where do they shop, what do they
read, watch, or listen to?

Which prospects are you currently not reaching? How can you reach them?

What qualities do your customers value most about your product or service? Do they
value selection, convenience, service, reliability, availability, or affordability?

What qualities do prospects want you to change about your product or service? What are
the advantages and consequences for modifying your product?

SWOT Analysis
Analysing your strengths, weaknesses, opportunities, and threats (SWOT analysis)
is simple, yet powerful, and will help you develop your goals and marketing
strategies.

Strengths (Internal): Positive attributes, tangible and intangible,

internal to your business that are within your control. What do you
do well? What advantages do you have over your competition?

Weaknesses (Internal): Factors within your control that detract from your ability to obtain
or maintain a competitive edge, such as lack of expertise, limited resources, inferior service
offerings, or the poor business location.

Opportunities (External): Reasons your business exists and prospers and reflect the potential
you can realise through implementing your marketing strategies.

Threats (External): Factors beyond your control that could place business at risk and may lead to
deteriorating revenues or profits, such as competition, price increases by suppliers, economic
downturns, or a shift in consumer behaviour.

Opportunity Analysis:-
A detailed review of the prospects for a product within a potential market. For example, a product marketing
manager for a business might request a detailed opportunity analysis for a particular product to help them
forecast whether market demand conditions will support launching the product into that market.

Competitive Analysis
i. Description of major competitors’ strengths/weaknesses:-
1. product
2. distribution
3. pricing
ii. Brand positioning and advertising:-
1. media spending (by medium, seasonality)
2. sales promotion (trade vs. consumer)
iii. Anticipated major programs (new/improved brands, new territories, changes in distribution,
pricing, marketing communication)

Competitive analysis should include:-

Who are your major competitors and what are their products, pricing, and strengths and weaknesses?
How much do they spend on brand positioning, advertising, and promotional sales? How else do they reach
customers?
Do they have new or improved products?
Have they entered new markets or territories?
What benefits or value do competitor products offer their customers?
How do your products differ from competitors?

Goals and Objectives

The terms “goals” and “objectives” are typically used interchangeable, but there is a
distinct difference:-

Goals: Statements that provide marketing direction and are in-line with the company’s
overall direction. If goals are too broad, they may be less effective.

Objectives: Specific and measurable actions or methods of achieving the company’s goals. These
are usually described in quantitative terms: Sales dollars, units sold, market share, etc.

Use “SMART” to develop well-defined goals and measurable objectives:

Specific: Well-defined, actionable goals.

Measurable: Turns a goal into an objective with measurable results.

Attainable: Set goals that are within reach.

Relevant: Consider current market/economic conditions when developing goals.

Time-Based: Set a timeframe for achieving your goals.

Marketing Strategy - Product:-

Unique selling proposition (USP):-
 As described by Dr. James Blythe, the USP "contains the one feature of the product that most stands
out as different from the competition, and is usually a feature that conveys unique benefits to the
consumer”.
Communicating the USP is a key element of branding

Product mix:-
Product lining is offering several related products for sale individually.

Product mix, also known as product assortment, is the total number of variety of products that a firm sells to their
customers. It measures the total number of product lines.
The width of product mix is referred to as the total number of product lines that the company offers.
The length of product mix refers to the total number of products sold by a company.
The depth of product mix pertains to the total number of variations of product in a product line.
The consistency of product mix refers to how closely associated the products in the same product line are to
each other, in terms of their use, production and distribution.

Product life cycle management:-

Introduction Stage :-

Growth Stage:-

Maturity Stage:-

Saturation Stage:-

Decline:-

New product development:-

Fuzzy front-end (FFE) (what the product should do or have):-

Product design :-

Product Development:-

Fuzzy back-end (commercialisation phase):-

Brand :-
A brand is a name, term, design, symbol, or other feature that distinguishes an organisation or product from its rivals in the
eyes of the customer.
Product portfolio analysis:-
(The natural cycle for most business units is that they start as question marks, then turn into stars. Eventually, the
market stops growing; thus, the business unit becomes a cash cow. At the end of the cycle, the cash cow turns into a
dog.)

Cash Cows:-
These units typically generate cash in excess of the amount of cash needed to maintain the business.

Dogs:-
These units typically "break even", generating barely enough cash to maintain the business's market share.

Question Marks:-
Question marks have a potential to gain market share and become stars, and eventually cash cows

Stars:-

Contribution margin:-
The selling price per unit minus the variable cost per unit.

Marketing Strategy - Price:-

Pricing objectives:-

Pricing method (e.g.: cost plus, demand based, or competitor indexing):-

Pricing strategy (e.g.: skimming, or penetration):-

Skimming(High price,High profit)
Penetration(Low Price,Market Capture)

Discounts and allowances:-

Price elasticity and customer sensitivity:-

How the customer responds to price changes
Price zoning:-

Whether to add shipping charges and how to add.

 break even analysis at various prices:-

Marketing Strategy - Promotion:-

Advertising :- Examples include print ads, radio, television, billboard, direct mail, brochures and
catalogs, signs, in-store displays, posters, mobile apps, motion pictures, web pages, banner ads, emails.

Personal selling:-Examples include sales presentations, sales meetings, sales training and incentive programs for
intermediary salespeople, samples, and telemarketing.

Sales Promotion:-Examples include coupons, sweepstakes, contests, product samples, rebates, tie-ins, self-
liquidating premiums, trade shows, trade-ins, and exhibitions.

Public relations or publicity :-Examples include newspaper and magazine articles, TVs and radio presentations,
charitable contributions, speeches, issue advertising, seminars.

Direct Marketing:-mobilemessaging, email, interactive consumer websites, online

display ads, fliers, catalog distribution, promotional letters, and outdoor
advertising.

Corporate image campaigns:-

Sponsorship of an event or contest or race :-

Guerrilla marketing tactics:-using graffiti, sticker bombing, posting flyers, using flash mobs, doing
viral marketing campaigns, or other methods using the Internet in unexpected ways.

Product placement :- paying a movie studio or television show to include a product or

service prominently in the show.

Marketing Strategy - Distribution:-

Geographical coverage:-

Distribution channels:-
 Physical distribution and logistics:-

Electronic distribution:-

Implementation
Personnel requirements:-

Assigning responsibilities:-

Giving incentives:-

Training on selling methods:-

Management information systems requirements:-

Month-by-month agenda:-

Monitoring results and benchmarks:-

Adjustment mechanism:-

Contingencies (what ifs):-

BUDGET
Each marketing line item should have a budget.

Budget should be defined, but flexible. If a particular strategy is extremely

successful, temporarily increase the budget. Temporary success may be
seasonal and may not warrant an extensive or long-term increase.

If a particular strategy is not successful, consider documenting your findings in an

appendix for lessons-learned. Refer to this information when you update your marketing
plan and budget in the future.

Your income and expenses should be calculated to help determine how much you can be
spend on marketing.
Research costs associated with your strategies, e.g., printing, postage, etc.

Balance sales/revenue forecasting with your marketing budget to increase your chances of success by:

Calculate the amount or number of goods you need to sell in a fiscal year in order to be profitable.

Creating marketing goals and strategies that will enable you to reach your sales/revenue forecasts.

Defining the budget for these marketing goals and strategies. If there isn’t enough money left to implement these
strategies, it may be an indication that your revenue forecast is set too high or your marketing budget is set too low.

Control and Evaluation

Measuring your marketing efforts will help you determine which strategies are working and which are not. Creating
detailed metrics will help you understand, control, and improve your business’ success.

Common ways marketing efforts are measured include:-

Sales: How many products did you sale? How many proposals did you submit and how many did you win? What were your
projected and actual sales?

Return on Investment: How much profit did you receive after deducting expenses?

Web Site: How many people clicked on your web page? Did more click on your web site after you placed a
magazine ad? How many requested additional information? How many became leads? How many became new
customers?

Customer Satisfaction: Are your customers satisfied with your products? Do they have brand loyalty? Are they repeat
customers?

Phone Calls or Presentations: How many did you make in a week, month, quarter, and year? How
many did it take to lead to a customer?