Marketing Plan Template

COMPANY CONFIDENTIAL
Universal Sports Management Marketing Plan 2009 - 2010
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CONTENTS
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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 introductions 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.]
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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.]
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CUSTOMER ANALYSIS
The organisations 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 http://www.simonbrandon.com/glossary-of-marketing-decision-making-unitdmu.html ] 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
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[What are the key membership organisations / trade bodies / interest groups for this sector?]
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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 http://www.simonbrandon.com/glossary-of-marketing-decision-making-unitdmu.html ] 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?]
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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
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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
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Current Buying Process(es)
Product Features:
Product Benefits:
Product USP(s):
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5.2 Analysis of Corporate Portfolio

The Boston (BCG) Matrix is used below to demonstrate the current corporate portfolio.
Stars
Problem Children
Cash Cows
Dogs
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MARKETING ANALYSIS
The products, pricing and places of activity have already been examined above, but the companys 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.] 6.2.1 Description of Activity
6.2.2
6.2.3
6.2.4
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6.2.5
Comments
6.3 Current Media Relations Activity

[Media relations may include trade press, local press, national press, TV, radio etc.] 6.3.1 Description of Activity
6.3.2
6.3.3
6.3.4
6.3.5
Comments
6.4 Current Online Activity

[Online activity may include website production, website hosting, blogs, wikis etc but excludes online advertising] 6.4.1 Description of Activity
6.4.2
6.4.3
6.4.4
6.4.5
Comments
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6.5 Current Sponsorship Activity

6.5.1 Description of Activity
6.5.2
6.5.3
6.5.4
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] 6.6.1 Description of Activity
6.6.2
6.6.3
6.6.4
6.6.5
Comments
6.7 Current Sales Promotion Activity

[Sales promotion may include offers (e.g. buy one get one free), field marketing, instore signage etc.]
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6.7.1
Description of Activity
6.7.2
6.7.3
6.7.4
6.7.5
Comments
6.8 Current Events Activity

[Events may include company conferences, exhibitions, parties, seminars, trade shows etc.] 6.8.1 Description of Activity
6.8.2
6.8.3
6.8.4
6.8.5
Comments
6.9 Current Sales Support Activity

[Sales support may include tender production, presentations etc.] 6.9.1 Description of Activity
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6.9.2
6.9.3
6.9.4
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.)] 6.10.1 Description of Activity
6.10.2 Cost in Previous Year ()
6.10.3 Results Gained in Previous Year ()
6.10.4 Return on Investment in Previous Year (%)
6.10.5 Comments
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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 organisations products/services does this organisation compete with] Brands: [Names of the organisations products/services] Number of Employees:
Annual Turnover ():
Annual PBT ():
Annual Sales Growth Rate (%):
Public Perception:
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Relationship With Us:
Product Strategy:
Pricing Strategy:
Promotional Strategy:
Geographical Areas:
Perceived Strengths:
Perceived Weaknesses:
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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]
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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 organisations products/services may this organisation compete with] Brands: [Names of the organisations current products/services] Number of Employees:
Annual Turnover ():
Annual PBT ():
Annual Sales Growth Rate (%):
Public Perception:
Relationship With Us:
Product Strategy:
Pricing Strategy:
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Promotional Strategy:
Geographical Areas:
Perceived Strengths:
Perceived Weaknesses:
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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 organisations 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. progreen 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.]
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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
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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 http://www.simonbrandon.com/glossary-of-marketing-swotanalysis.html ]
Strengths
[ENTER STRENGTHS HERE]
Weaknesses
[ENTER WEAKNESSES HERE]
Opportunities
[ENTER OPPORTUNITIES HERE]
Threats
[ENTER THREATS HERE]
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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
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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 http://www.simonbrandon.com/glossary-of-marketing-smart-objectives.html ]
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]
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12
12.1
STRATEGY
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 http://www.simonbrandon.com/glossary-of-marketing-ansoff.html ]
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.]
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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 CENTRAL FEATURES & BENEFITS Rear Wheel Drive Great Handling German Engineering Reliability CORE PERSONALITY Ultimate Driving Machine
Powerful Engines High Performance 4-Door Saloon Practicality
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Servicing Package Freedom from Hassle
Choice of Colours Individualisation
3-Year Warranty Peace of Mind
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 http://www.simonbrandon.com/the-marketing-mix-price.html ] 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) j) Advertising 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
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c) Business Cards d) Videos e) Give-away Items f) Website
g) Exhibition Stands h) Uniform i) j) Sales Support Material 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 http://www.simonbrandon.com/glossary-of-marketing-aida.html ]
Google Adword advertising
Awareness
Google Adword site description Interest Initial website design
Product description Desire Product pricing
Sales transaction process
Action
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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
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15
Date
ACTION PLAN
Market Product Activity Cost Assigned
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COMPANY CONFIDENTIAL

Universal Sports Management Marketing Plan 2009 - 2010

4.1 Current Vertical Markets Analysis

4.2 Current Horizontal Markets Analysis

4.3 Current Markets Analysis

PRODUCT / SERVICE ANALYSIS

5.1 Analysis of Products/Services

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

Current Buying Process(es)

5.2 Analysis of Corporate Portfolio

6.1 Current Advertising Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.2 Current Direct Marketing Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.3 Current Media Relations Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.4 Current Online Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.5 Current Sponsorship Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.6 Current Hospitality Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.7 Current Sales Promotion Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.8 Current Events Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

6.9 Current Sales Support Activity

Cost in Previous Year ()

Results Gained in Previous Year ()

Return on Investment in Previous Year (%)

Current Collateral Range

6.10.2 Cost in Previous Year ()

6.10.3 Results Gained in Previous Year ()

6.10.4 Return on Investment in Previous Year (%)

7.1 Direct Competitors

Annual Turnover ():

Annual PBT ():

Annual Sales Growth Rate (%):

Relationship With Us:

7.2 Substitute Products/Services

7.3 Potential New Market Entrants