(Enter Organisation Name) Marketing Plan (Enter Year) : 22/01/2011 1 OF 32 Company Confidential

MARKETING PLAN TEMPLATE FROM WWW.SIMONBRANDON.
COM
[ENTER ORGANISATION NAME]

Marketing Plan
[ENTER YEAR]
22/01/2011 1 OF 32 COMPANY CONFIDENTIAL

MARKETING PLAN TEMPLATE FROM WWW.SIMONBRANDON.COM
1 CONTENTS

2 INTRODUCTION
[This is a brief section to give a simple snap-shot of the current situation. Topics
covered may include who the marketing plan is for, why a marketing plan is being
written, what it hopes to achieve and so on. The introduction’s purpose is to give a
flavour of what the plan will be about and act as a quick guide for people who are not
sure whether they wish to read the whole plan or not.]

3 VISION STATEMENT
[The vision for the business - e.g. "To be the nation's most respected caterer". The
marketing plan must ultimately meet or go towards meeting this vision. Vision
statements must be SMAR – specific, measurable, agreed and realistic. The T for
time-based is usually absent from a vision statement.]

4 CUSTOMER ANALYSIS
The organisation’s customers are its most important asset. It is vital that the
organisation understands who they are and what their needs are if they are to be
satisfied.
4.1 Current Vertical Markets Analysis
Below is an analysis of each vertical market that the organisation works with.
[Vertical markets are those broken down by industry type (e.g. tyre manufacturers)]
4.1.1 Vertical Market 1 – [ENTER VERTICAL NAME]
[Enter here a brief description of the vertical – what the customers do, who they
supply, why they do it, whether they tend to be large or small organisations etc.]
Total Market Size (£ Turnover):
[What is the combined annual turnover for this market within the appropriate
geographic area?]
Total Market Size (People):
[How many people work in this vertical or how many people does this vertical serve?]
Market Growth Rate:
[How quickly is the market growing / shrinking?]
Market Micro-Segmentation:
[What are the small segments that make up this market?]
Typical Buying Needs:
[What issues does this sector typically face that could be addressed by your
organisation?]
Typical DMU Structures:
[How are Decision Making Units (DMUs) typically made up? For more on DMUs see
www.simonbrandon.com ]
Key Publications:
[What are the key trade journals / magazines / internet sites for this sector?]
Key Trade Events:
[What are the key exhibitions / conferences / shows / events for this sector?]
Key Organisations

[What are the key membership organisations / trade bodies / interest groups for this
sector?]

4.2 Current Horizontal Markets Analysis
Below is an analysis of each horizontal market that the organisation works with.
[Horizontal markets can cross a number of industry types but are broken down by
need or job function (e.g. accounts departments)]
4.2.1 Horizontal Market 1 – [ENTER HORIZONTAL NAME]
[Enter here a brief description of the horizontal – what the market does, what typical
factors are in common etc.)
Total Market Size (£)
[What is the combined annual turnover for this market within the appropriate
geographic area?]
Total Market Size (People):
[How many people work in this vertical or how many people does this vertical serve?]
Market Growth Rate:
[How quickly is the market growing / shrinking?]
Market Micro-Segmentation:
[What are the small segments that make up this market?]
Typical Buying Needs:
[What issues does this sector typically face that could be addressed by your
organisation?]
Typical DMU Structures:
[How are Decision Making Units (DMUs) typically made up? For more on DMUs see
www.simonbrandon.com]
Key Publications:
[What are the key trade journals / magazines / internet sites for this sector?]
Key Trade Events:
[What are the key exhibitions / conferences / shows / events for this sector?]
Key Organisations
[What are the key membership organisations / trade bodies / interest groups for this
sector?]

4.3 Current Markets Analysis
The diagram below shows where the current horizontal and vertical markets that the
organisation works with overlap:
Horizontal 1
Horizontal 2
Horizontal 3
Horizontal 4
Vertical 1 Vertical 2 Vertical 3 Vertical 4

5 PRODUCT / SERVICE ANALYSIS

The organisation provides [ENTER NUMBER] different products and services – each
of them will be analysed below and then viewed as a portfolio.
5.1 Analysis of Products/Services
5.1.1 Product/Service 1 – [ENTER NAME]
Description of Product:
Target Market(s):
Annual Sales:
Profitability:
Product Growth Rate:
Percentage of Organisation Turnover:
Percentage of Total Market:
Market Growth Rate:
Planned Product Developments:
Name(s) of Key Competitor(s):
Current Pricing
Current Geographical Scope

Current Buying Process(es)
Product Features:
Product Benefits:
Product USP(s):

5.2 Analysis of Corporate Portfolio
The Boston (BCG) Matrix is used below to demonstrate the current corporate
portfolio. [For more information on the Boston Matrix please see:
Stars Problem Children
Cash Cows Dogs

6 MARKETING ANALYSIS
The products, pricing and places of activity have already been examined above, but
the company’s existing promotional activity must also be analysed. This has been
broken down into the categories below.
6.1 Current Advertising Activity
[Advertising may include press advertising, radio/TV advertising, cinema advertising,

printed directories (including free inclusions), online banner adverts, online
directories (including free inclusions), paid search engine sponsorship etc.]
6.1.1 Description of Activity
6.1.2 Cost in Previous Year (£)
6.1.3 Results Gained in Previous Year (£)
6.1.4 Return on Investment in Previous Year (%)
6.1.5 Comments
6.2 Current Direct Marketing Activity
[Direct marketing may include direct mail, e-shots, telemarketing, newsletters etc.]

6.2.5 Comments
6.3 Current Media Relations Activity
[Media relations may include trade press, local press, national press, TV, radio etc.]
6.3.5 Comments
6.4 Current Online Activity
[Online activity may include website production, website hosting, blogs, wikis etc but
excludes online advertising]
6.4.5 Comments

6.5 Current Sponsorship Activity
6.5.5 Comments
6.6 Current Hospitality Activity
[Corporate hospitality may include trips to organised events (e.g. rugby matches) or
company events (e.g. golf days) – but excludes company conferences]
6.6.5 Comments
6.7 Current Sales Promotion Activity
[Sales promotion may include offers (e.g. buy one get one free), field marketing, in-
store signage etc.]

6.7.5 Comments
6.8 Current Events Activity
[Events may include company conferences, exhibitions, parties, seminars, trade

shows etc.]
6.8.5 Comments
6.9 Current Sales Support Activity
[Sales support may include tender production, presentations etc.]

6.9.5 Comments
6.10 Current Collateral Range
[Collateral may include: brochures, folders, leaflets, signs, maps, coasters,

letterheads, business cards, giveaway items (pens, umbrellas, golf balls etc.)]
6.10.5 Comments

7 COMPETITOR ANALYSIS
Below is an analysis of the main competition that the organisation faces – this is
broken down into:
• Direct Competitors
• Substitute Products/Services
• Potential New Market Entrants
7.1 Direct Competitors
7.1.1 Competitor 1 – [ENTER COMPETITOR NAME]
Contact Details:
Address:
Telephone:
Website:
Managing Director:
Products/Service Competition Areas:
[Which of the organisation’s products/services does this organisation compete with]
Brands:
[Names of the organisation’s products/services]
Number of Employees:
Annual Turnover (£):
Annual PBT (£):
Annual Sales Growth Rate (%):
Public Perception:

Relationship With Us:
Product Strategy:
Pricing Strategy:
Promotional Strategy:
Geographical Areas:
Perceived Strengths:
Perceived Weaknesses:

7.2 Substitute Products/Services
Below are products or services which, while not directly competing with us, could be
considered as a substitute by customers.
7.2.1 Substitute Product/Service 1 – [ENTER NAME]
[ENTER DESCRIPTION OF WHAT THE ITEM IS AND HOW IT COULD BE

CONSIDERED A SUBSTITUTE]

7.3 Potential New Market Entrants
Below are organisations which must be watched as they may in future become direct
competitors or offer substitute products/services.
7.3.1 New Market Entrant 1 – [ENTER NAME]
Contact Details:
Address:
Telephone:
Website:
Managing Director:
Potential Competition Areas:
[Which of the organisation’s products/services may this organisation compete with]
Brands:
[Names of the organisation’s current products/services]
Number of Employees:
Annual Turnover (£):
Annual PBT (£):
Annual Sales Growth Rate (%):
Public Perception:
Relationship With Us:
Product Strategy:
Pricing Strategy:

Promotional Strategy:
Geographical Areas:
Perceived Strengths:
Perceived Weaknesses:

EXTERNAL ENVIRONMENTAL ANALYSIS

Below are the external (or macro-environmental) factors which may affect the
delivery of this marketing plan. These factors are outside the organisation’s direct
sphere of control and must be taken into consideration when creating a marketing
strategy.
7.4 Political
[Enter here possible factors in the political arena which could influence the
organisation and/or delivery of the marketing plan – e.g. general elections, political
shifts, instability in the Middle East etc.]
7.5 Economic
[Enter here possible factors in the economic environment which could influence the
organisation and/or delivery of the marketing plan – e.g. interest rate changes,
inflation, recession etc.]
7.6 Social
[Enter here possible factors in the overall social fabric of the country/world which
could influence the organisation and/or delivery of the marketing plan – e.g. pro-
green bias, growing concern about health, reduced childbirth etc.]
7.7 Technological
[Enter here possible factors technological changes which could influence the
organisation and/or delivery of the marketing plan – e.g. new inventions, increased
use of IT etc.]
7.8 Legal
[Enter here possible legal or regulatory factors/changes which could influence the
organisation and/or delivery of the marketing plan – e.g. new laws, regulatory
demands etc.]
7.9 Environmental
[Enter here possible environmental issues which could influence the organisation
and/or delivery of the marketing plan – e.g. water shortages, weather patterns etc.
Note that this is distinct from environmental politics/law/social tendencies.]

8 INTERNAL ENVIRONMENTAL ANALYSIS

Below are factors within the realms of control of the organisation which may impact
upon the organisation and/or delivery of the marketing plan.
8.1 Resources (Cash)
8.2 Resources (People)
8.3 Culture
8.4 Internal Communications
8.5 Product Development
8.6 Training
8.7 Systems & Processes
8.8 Brand Image

9 SWOT ANALYSIS
Below is a Strengths, Weaknesses, Opportunities and Threats Analysis to highlight
the key issues facing the business. [SWOT Analyses are often created incorrectly –
Strengths and Weaknesses are merely the Internal Environmental Factors, Product
Analysis and Marketing Analysis, while the Opportunities and Threats are the
External Environmental Factors, Customer Analysis and the Competition Analysis.
For more information see www.simonbrandon.com]
Strengths Weaknesses
• [ENTER STRENGTHS HERE] • [ENTER WEAKNESSES HERE]
Opportunities Threats
• [ENTER OPPORTUNITIES • [ENTER THREATS HERE]
HERE]

10 KEY ISSUES
Below are the most important issues (positive or negative) that re highlighted in the
SWOT Analysis. These will form the basis of the Objectives and Strategy for the
plan.
10.1 Key Issue 1

11 OBJECTIVES
Below are the SMART objectives that the organisation as a whole will achieve.
Following these are the SMART objectives that the marketing function must achieve
in order to allow the organisation to achieve its objectives.
11.1 Organisation Objectives
[These are the corporate objectives that affect the business as a whole – these may
be drawn from the Business Plan, but if not they must be in line with the Business
Plan]
11.1.1 Organisation Objective #1
[ENTER SMART OBJECTIVE HERE – for more on SMART objectives see

11.2 Marketing Objectives
[These are the specific objectives that marketing must achieve. These will stem from
the Key Issues highlighted above.]
11.2.1 Marketing Objective #1
[ENTER SMART OBJECTIVE HERE]

12 STRATEGY
12.1 Strategic Overview
[This is where you give a snapshot of where the business is heading strategically. A
good way of doing this is to use the Ansoff Matrix – for more on this please see
12.2 Market Strategy
12.2.1 Current Customers
[Enter here the strategy of how the organisation will approach current customers in
terms of a) securing repeat business, b) selling more of the same products to these
customers and c) selling new products to these customers.]
12.2.2 New Customers in Existing Market
[Enter here the strategy of how the organisation will hope to win new customers
within existing markets.]
12.2.3 New Market(s)
[Enter here the strategy of how the organisation will hope to approach new markets,
including what these markets are and why the organisation thinks they are suitable
targets.]
12.2.4 Partners
[Enter here the strategy of how the organisation will deal with partners including a)
how to maintain and strengthen relationships with existing partners, b) how the
organisation will work with existing partners to find new business and c) how the
organisation will find new partners.]
12.3 Product Strategy
12.3.1 Existing Products
[Enter here the strategy for managing the current product portfolio. Reference here
can be made to the BCG Matrix already created in order to decide whether each
product in the portfolio should be developed further, harvested for profit, left alone or
terminated.]
12.3.2 New Products
[If after creating the Ansoff Matrix it is decided that new products are required, the
strategy for them should be entered here. This should include their product
description (including differentiators) and target markets.]

12.4 Brand Strategy
Below is a brand analysis of each major brand that the organisation currently uses.
12.4.1 Brand 1 – [ENTER BRAND NAME HERE]
[Create a brand strategy diagram for each brand – the example here is for BMW]
ADDITIONAL FEATURES & BENEFITS
Servicing Package – Freedom from Hassle

CENTRAL FEATURES & BENEFITS
Choice of Colours – Individualisation
3-Year Warranty – Peace of Mind
Rear Wheel Drive – Great Handling

German Engineering – Reliability
CORE PERSONALITY
Ultimate Driving Machine
Powerful Engines – High Performance

4-Door Saloon – Practicality

13 TACTICS
The organisation will promote itself and its product portfolio on a market-focused
basis. That is, it will examine each target market and aim the appropriate product
range at that market and use the marketing mix to achieve its objectives.
13.1 Market 1 – [ENTER MARKET NAME HERE]
13.1.1 Product(s)
[Enter here which product(s) will be aimed at this market]
13.1.2 Price
[Enter here the pricing strategy for the market – for more on pricing visit
13.1.3 Place
[Enter here where geographically the market is and where the marketing effort will
concentrate upon.]
13.1.4 Promotion
[Enter here the promotional activity which will be carried out. This may include the
tactics below.]
a) Direct Mail
b) Telemarketing
c) E-Marketing
d) Exhibitions
e) Conferences
f) Seminars
g) Webinars
h) Online Promotion
i) Advertising
j) Media Relations
13.1.5 Physical Evidence
[Enter here all of the physical evidence / collateral that will be required to support the
promotional activity. This may include the areas below.]
a) Brochures
b) Stationery

c) Business Cards
d) Videos
e) Give-away Items
f) Website
g) Exhibition Stands
h) Uniform
i) Sales Support Material
j) Conference Hand-Outs
13.1.6 People
[Enter here: a) what human resource will be required for this market, b) what training
resource will be required and c) what internal communication activity will be required]
13.1.7 Process
[Enter here the process(es) by which the customer will purchase the product. This
should follow the Awareness, Interest, Desire, Action (AIDA) model and be as simple
for the customer to follow as possible. A very simple model is highlighted below – in
this case an online sports good retailer. For more on AIDA please visit
Google Adword advertising Awareness
Google Adword site description
Interest
Initial website design
Product description
Desire
Product pricing
Sales transaction process Action

14 MONITORING
QUARTERLY MARKETING REPORT – [DATE]
Success Against Programme Objectives During Month
Success Against Marketing Objectives During Month
Activity Carried Out
Results Obtained
Issues Encountered
Expenditure Incurred
Cash Expenditure: £*********
Time Expenditure: ********MH
Planned Activity for Next Month
Comments & Suggestions

15 ACTION PLAN
Date Market Product Activity Cost Assigned

(Enter Organisation Name) Marketing Plan (Enter Year) : 22/01/2011 1 OF 32 Company Confidential

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MARKETING PLAN TEMPLATE FROM WWW.SIMONBRANDON.

[ENTER ORGANISATION NAME]

22/01/2011 1 OF 32 COMPANY CONFIDENTIAL

22/01/2011 2 OF 32 COMPANY CONFIDENTIAL

22/01/2011 3 OF 32 COMPANY CONFIDENTIAL

22/01/2011 4 OF 32 COMPANY CONFIDENTIAL

4.1 Current Vertical Markets Analysis

4.1.1 Vertical Market 1 – [ENTER VERTICAL NAME]

Total Market Size (£ Turnover):

Total Market Size (People):

Market Growth Rate:

[How quickly is the market growing / shrinking?]

[What are the small segments that make up this market?]

Typical Buying Needs:

Typical DMU Structures:

Key Trade Events:

22/01/2011 5 OF 32 COMPANY CONFIDENTIAL

22/01/2011 6 OF 32 COMPANY CONFIDENTIAL

4.2 Current Horizontal Markets Analysis

4.2.1 Horizontal Market 1 – [ENTER HORIZONTAL NAME]

Total Market Size (£)

Total Market Size (People):

Market Growth Rate:

[How quickly is the market growing / shrinking?]

[What are the small segments that make up this market?]

Typical Buying Needs:

Typical DMU Structures:

Key Trade Events:

22/01/2011 7 OF 32 COMPANY CONFIDENTIAL

4.3 Current Markets Analysis

Vertical 1 Vertical 2 Vertical 3 Vertical 4

22/01/2011 8 OF 32 COMPANY CONFIDENTIAL

5 PRODUCT / SERVICE ANALYSIS

5.1 Analysis of Products/Services

5.1.1 Product/Service 1 – [ENTER NAME]

Product Growth Rate:

Percentage of Organisation Turnover:

Percentage of Total Market:

Market Growth Rate:

Planned Product Developments:

Name(s) of Key Competitor(s):

Current Geographical Scope

22/01/2011 9 OF 32 COMPANY CONFIDENTIAL

Current Buying Process(es)

22/01/2011 10 OF 32 COMPANY CONFIDENTIAL

5.2 Analysis of Corporate Portfolio

Stars Problem Children

Cash Cows Dogs

22/01/2011 11 OF 32 COMPANY CONFIDENTIAL

6.1 Current Advertising Activity

[Advertising may include press advertising, radio/TV advertising, cinema advertising,

6.1.1 Description of Activity

6.1.2 Cost in Previous Year (£)

6.1.3 Results Gained in Previous Year (£)

6.1.4 Return on Investment in Previous Year (%)

6.2 Current Direct Marketing Activity

6.2.1 Description of Activity

6.2.2 Cost in Previous Year (£)

6.2.3 Results Gained in Previous Year (£)

6.2.4 Return on Investment in Previous Year (%)

22/01/2011 12 OF 32 COMPANY CONFIDENTIAL

6.3 Current Media Relations Activity