A guide to Developing a Good

MARKETING PLAN

Module 5: International Marketing

Prepared by

Kandey Larden
 Module 5. International Marketing
A Guide to Developing a Good MARKETING PLAN

TABLE OF CONTENTS

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 Module 5. International Marketing
A Guide to Developing a Good MARKETING PLAN

1. Introduction
1.1. Overview
1.2. Problem Statement

2. Situation Analysis
Key areas of the background analysis

2.1. Current Strategy

2.1.1. Marketing & Business Approach
2.1.1.1. Mission & Vision

2.1.1.2. Business Growth Strategy

2.1.1.3. Marketing Orientation

2.1.1.4. Environmental /Social Responsibility

2.1.2. Target Market

2.1.2.1. Market Segmentation Variables

2.1.2.2. Definition of the Target Market

2.1.3. Marketing Mix

A review of sales volume trends, market share trends, new product activities, distribution and

marketing communications (The 4P’s: Product, Price, Place, and Promotion.)

2.1.4. Consumer Purchase Decision Process

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 Module 5. International Marketing
A Guide to Developing a Good MARKETING PLAN

2.2. Analysis of the External Environment

2.2.1. External Environment
A review of economic trends, social and demographic trends and technology trends

2.2.2. Market Analysis

An evaluation of market size and growth, regional market importance, market segment analysis,

seasonal trend analysis, consumer data and behaviour and any other related factors

2.2.3. Industry & Competitor Analysis

2.2.3.1. Industry Structure

Monopoly, oligopoly, monopolistic competition, or pure competition

2.2.3.2. Competitor Analysis

Key competitor’s sales volume, market share, and marketing strategies are analyzed for

effectiveness

z Direct competition – general information and main competitors

z Indirect competition – general information and main players

2.3. SWOT Analysis

The appraisal of marketing information available (from above)

To match the potential opportunities with available resources, firm accesses its:

2.3.1. Analysis of Strengths & Weaknesses

Internal factors

2.3.2. Analysis of Competitive Advantages

In order to have competitive advantage over its competitors a company must have the ability

and possibility to perform in one or more ways that its competitors cannot or will not match

2.3.2.1. Core competences (i.e. special technical or other expertise)

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 Module 5. International Marketing
A Guide to Developing a Good MARKETING PLAN

2.3.2.2. Competitive advantages (i.e. distinctive capabilities or excellence in broader

business processes)

2.3.3. Analysis of Opportunities & Treats

External factors

2.3.3.1. Opportunities

Opportunities are alternative strategies that a company presently has to further its growth. The

company could choose to implement either one or a combination of these opportunities

depending on their degree of attractiveness and probability of success.

2.3.3.2. External threats

External threats are situations in the external environment that may represent a danger for the

company depending on their degree of seriousness and probability of occurrence.

3. Marketing Plan
3.1. Strategic Recommendation
Based on the preceding situation and SWOT analyses

3.1.1. Marketing Objectives

Statements identifying the quantifiable goals for a one-year period (e.g., sales volume, profit,

market share, product improvements, and new product introductions)

3.1.2. Positioning Strategy Statement

A statement that acts as a focal point for developing the marketing strategies

The statement is realistic, specific, uncomplicated and clearly distinguishes the product

(company) from its competitors

3.1.3. Target Market

A thorough description of the potential customer including demographic, psychographic and

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 Module 5. International Marketing
A Guide to Developing a Good MARKETING PLAN

geographic characteristics

3.1.4. Marketing Mix

The role and importance of each element of the mix are identified: Product, Price, Place, and

Promotion

3.1.5. Budget
Managers must develop and justify a budget that will achieve the objectives for the product.

Both marketing and financial considerations are factored into the budgeting process. Finally, the

budget is allocated across the various activities in the plan.

3.2. Implementation
3.2.1. Marketing Execution
Detailed action plans outlining timing, costs and who is responsible for implementation of

activities

3.2.2. Marketing Control and Evaluation

A plan of action to measure and evaluate the plan’s effectiveness

If the plan does not achieve objectives, changes are made to plan during the planning cycle.

Many of the revisions to a plan are based on financial considerations. For example, are sales and

profit objectives being achieved? Companies often build contingency plans into their marketing

plan. A contingency considers “what if” situations that could occur during the life of the plan

(e.g., a new competitor enters the market of a competitor lowers their price, etc.) A company has

to be ready to alter their plan on short notice.

4. Conclusion

5. Appendices