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Company Name
Marketing Plan
Company Address
City, State, Zip
Phone: 123-456-7890
Fax: 123-456-7890
Email: jack@smithroe.com
Web Site: www.company.com
Contact: Jack Smith
Table of Contents
EXECUTIVE SUMMARY...........................................................................................................................................4
MARKETING OBJECTIVES.................................................................................................................................................4
GOODS OR SERVICES.......................................................................................................................................................4
RESOURCES NEEDED.......................................................................................................................................................4
PROJECTED OUTCOMES....................................................................................................................................................4
COMPANY DESCRIPTION.......................................................................................................................................5
IMPLEMENTATION PLAN.....................................................................................................................................26
PEOPLE REQUIRED........................................................................................................................................................27
MANUFACTURING, FINANCIAL AND OTHER RESOURCES NEEDED.........................................................................................27
TIMING........................................................................................................................................................................27
Executive Summary
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The executive summary is a concise overview of the marketing plan. It is often the last section of
the marketing plan written. Its purpose is to provide the reader with enough information to
quickly judge whether or not the plan is feasible. This section of the plan should address, with
brief summary statements, items such as your marketing objectives, goods or services included
in the plan, resources required and projected outcomes. Remember that the purpose of a
marketing plan is to serve as an internal sales document. Take your time when developing the
Executive Summary: many experts consider it to be the single most important element of the
marketing plan.
Marketing Objectives
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In this section, briefly describe your marketing objectives. Ask yourself why is it important to
market your goods or services? What do you hope to accomplish? What image does your good or
service have in the eyes of the consumer? What marketing channels will you use to offer your
product? How will your current customers react to a new product offering? State your marketing
objectives in a format that is measurable. Are you seeking to increase gross sales? What are your
market share objectives?
Goods or Services
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In this section, briefly describe your products, product lines, and services. What are you selling?
Is it a good, a service, or more commonly, a combination of the two? What are the product’s
benefits? What makes you think that this good or service is in needed in the marketplace?
Resources Needed
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In this section, briefly describe the technological, financial and human resources needed to
execute your plan. What are the costs associated with these resources? Who is responsible for
covering these costs? Do you have the resources in place or will you have to obtain them? When
considering human resources, can you out-source by hiring consultants, are you re-assigning
current employees, or will you need to hire new employees?
Projected Outcomes
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In this section, briefly describe what the projected outcomes of your marketing efforts will be. Is
there a payback period? When will your proposed marketing plan produce a profit? Describe the
type of outcomes you expect to achieve in both the short term and the long term? Essentially, you
are presenting compelling evidence that your plan will work.
Company Description
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In this section of the marketing plan, provide a brief overview of the company, its product lines
and its overall marketing strategy. Remember that many readers of the marketing plan will be
company employees as well, so keep your descriptions brief and concise. In addition, highlight
the company’s recent history and successes –use these to build the reader’s confidence that your
company and its current marketing plans are on the right course.
Mission/Vision
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Concisely define the mission/vision of the company. This qualitative description focuses on the
fundamental activities the company will undertake in order to best serve its stakeholder groups.
Describe in general terms product, price and place strategies and how these will maximize
shareholder value and build relationships with stakeholder groups.
Goals
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The Goals section sets both the financial and non-financial targets – where possible in
quantitative terms – against which the company’s performance will be measures. It is acceptable
to use lists or other information presentation techniques to improve the readability of this section
of the marketing plan.
Core Competency
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Discuss the company’s core competency and any sustainable competitive advantages accrued.
Your core competency is your unique ability to do something that your competition cannot or
does not do to meet consumer needs. Core competencies yield competitive advantages. These
competitive advantages allow you to more effectively and efficiently compete in the
marketplace. Competitive advantages include items such as lower cost factors of production,
unique products, unique technologies, unique marketing expertise, protected access to markets,
etc. Ultimately you should envision competitive advantage as layers of an onion: you need
multiple and fluid layers of competitive advantage to sustain long-term economic health. A single
competitive advantage is not defendable in the long-term unless it provides you with a monopoly
on one of the factors of production.
Situation Analysis
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Most marketers use a form of situation analysis called a SWOT analysis (Strengths, Weaknesses,
Opportunities and Threats) to assist them in conducting a company analysis. The Strengths and
Weaknesses usually have an internal focus (within the company) and Opportunities and Threats
have an external focus (outside of the company). Many companies seek to match strengths with
opportunities while managing weaknesses and containing threats. A balancing act to be certain
and one that requires brutal honesty in order to be effective. The Situation analysis is a snapshot
to answer the question “Where are we now?”
Internal Focus
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In this section of the SWOT analysis, describe the current state of the Strengths and Weaknesses
of the company. Internal factors to consider when developing a SWOT analysis include items
such as Management, Offerings, Marketing, Personnel, Finance, Manufacturing, Research &
Development, Information Systems, etc. The goal is to provide an overview of the management
team, the product offerings, and the functional areas of the organization and their ability to react
to opportunities in the external environment.
External Focus
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In this section of the SWOT analysis, describe the current and/or anticipated state of
Opportunities and Threats outside the control of the organization. External factors to consider
include the Consumer/Social environment, the Competitive environment, the Technological
environment, the Economic environment and the Legal/Regulatory environment.
Consumer/Social
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Describe and opportunities and threats perceived in the consumer and/or social environment such
as changing consumer tastes, changing social perceptions of the product class or product, etc.
Illustrate that you understand the fluidity in the consumer and social environments and that
you’ve determined the direction of future changes in preference. Think about who your current
customers are and what your current product offerings are and how these present both
opportunities and threats. Provide an analysis of the cultural and social environments in which
you’ll be operating and discuss the potential impact that these environments may have on the
success of your marketing plan. How culturally or socially sensitive is your product? Discuss
cultural or social constraints placed on marketers in this product category. What are cultural or
social trends in this market and how will this impact your marketing plan?
Competitive
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In this section, describe any competitive opportunities and threats that you foresee in the future.
Is your product or process patentable? Do you have a strong brand name, brand equity or other
unique competitive advantage that will be hard for competitors to negate?
Technological
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In this section of the marketing plan, discuss the technological environment as it concerns the
product or products contained within the scope of this marketing plan. How critical of a role does
technology play in the successful marketing of your product? Are any of your core competencies
technologically dependent? What technological developments do you foresee on the horizon and
how might they impact your marketing plan? Likewise, describe any technological threats
looming on the horizon and how they may impact your company’s situation.
Economic
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Describe the current economic environment in which you’ll be competing. What is its scope
(local, regional, national or international)? What trends are observable (economic contraction,
expansion, etc.)? What are the economic projections for the near future and the long-term? Do
current or future economic conditions present opportunities and threats? For instance, is there
seasonality in your industry? Is there a predictable business cycle? Describe the current state of
the economy in which you’ll operate and your expectations for the future.
Regulatory
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Describe any legal or regulatory factors that present opportunities or threats for your company. Is
there a changing legal or regulatory statute that presents new opportunities for how you conduct
business or what products you sell? Is there increasing regulation in your industry? Provide an
overview of the political and legal environments in which you’ll be operating. Discuss any
regulatory issues that impact how and where you will market your product. Are there regulations
regarding product, price, place or promotion that impact how you intend to market your product?
Analyze the stability of the political and legal environments in which you plan to operate.
Industry Analysis/Trends
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The Industry Analysis section provides the backdrop for the subsequent, more detailed analysis
of competition, the company, and the company’s consumers. Without an in-depth understanding
of the industry, the remaining analyses may be misdirected. Use this section to demonstrate to
the plan’s readers that you understand the industry in which you compete and that you are
cognizant of trends impacting the industry.
Competitor Analysis
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As with the Industry Analysis, the Competitors Analysis demonstrates that the company has a
realistic understanding of who it’s major competitors are and what their marketing strategies are.
The beauty of our free market system is that consumers have choice. And that open competition
ultimately leads to higher quality, lower cost goods for the market. In this section of the
marketing plan, describe who your current competitors are, predict who any likely future
competitors will be, and discuss the differences in competitive advantages or core competencies
that exist among the competitors in the marketplace.
Competitive Barriers
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Discuss any competitive barriers that you need to overcome, any barriers to entry that exist in the
market and any sources of competitive advantage that you enjoy. Competitive barriers include
items such as economies of scale and scope that must be reached in order to be profitable in the
market, access to distribution channels, access to customers, etc. Barriers to entry may include
items such as high levels of capital investment, long payback periods, proprietary technology,
legal or regulatory restrictions, etc.
Company Analysis
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The Company Analysis provides details of the company’s strengths and marketing strategies that
will enable it achieve the mission, vision and goals identified earlier.
Define the overall company objectives in terms of return on investment, long-term financial
health, growth expectations, and the focus on building shareholder equity. Historically, how well
has the company met its objectives? Are there noticeable trends? What is the current economic
status of the company and what is the target economic status?
Discuss the company’s overall marketing objectives for the products it sells. Potential objectives
include, but are not limited to, capturing and defending market share, reaching target levels of
gross sales, reaching target levels of net sales, building brand name recognition and/or brand
equity, inventory turnover targets, etc.
Company Resources
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All marketing decisions are constrained by resource availability. In this section of the marketing
plan, discuss company financial, technological and human resources that impact your marketing
plan. Creatively determine how you can overcome resource limitations to leverage the best
possible performance given these limitations.
Customer Analysis
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Marketing decisions should always be made with the consumer in mind. The marketing concept
dictates that marketers focus on meeting consumer needs in order to build successful long-term
exchange relationships. Satisfying customers and providing genuine value to them is why
organizations exist in a market economy. In this section of the marketing plan, demonstrate that
you’ve performed a detailed analysis of your potential market for the products included in the
marketing plan, how the consumers in the defined markets typically purchase your product and
for what reason, and what type of relationship you plan to establish with these consumers.
Whereas the previous sections provide the foundation on which to build a marketing plan, this
section provides you with an opportunity to demonstrate the reason why the plan exists: to serve
the needs of potential customers.
Customer Characteristics
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In this section of the marketing plan, discuss who makes up the market for your product.
Remember that there are three conditions for being considered as a viable market: consumers
must have the ability, willingness and authority to purchase what you are selling to be considered
a market for your product. Provide evidence that you’ve sufficiently researched who meets the
three criteria to be considered a market for your product, how you’ve determined this, and
describe the demographic and/or psychographic characteristics of a “typical” consumer. Keep in
mind that while there is typically overall or general market for your product (the three criteria
from above), there may be multiple customer profiles that can be generated from this market
based upon demographic and psychographic reasons for purchase.
Furthermore, knowing that there are three general strategies for applying the marketing mix to
defined markets (undifferentiated, concentrated and differentiated), discuss which of the three
general strategies that you intend to utilize and justify your decision. This general strategy
decision will strongly influence the following two sub-segments of the marketing plan.
Strengths Weaknesses
− Strength 1 − Weakness 1
− Strength 2 − Weakness 2
− Strength 3 − Weakness 3
− Strength 4 − Weakness 4
− Strength n − Weakness n
Opportunities Threats
- Opportunity 1 − Threat 1
- Opportunity 2 − Threat 2
- Opportunity 3 − Threat 3
- Opportunity 4 − Threat 4
- Opportunity n
− Threat n
Target Markets
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After regrouping the heterogeneous overall market into smaller homogeneous market segments,
and depending on the general strategy for applying the marketing mix that you’ve selected,
discuss which segments that you’ll pursue with your marketing efforts and why. Typically the
target markets selected have the following characteristics: they are large enough economically to
warrant attention and they are stable. If you focus all of your marketing efforts on one market
target market, you are using a concentrated strategy or a single target market approach. If you
select multiple segments and develop different marketing mixes for each segment, you are using
a differentiated or multiple target market approach. If you treat the entire market as your target
market, you are using an undifferentiated strategy. A compromise to the former may be to
combine two or more segments and to target the combined segments with one marketing mix.
Each strategy has its associated plusses and minuses. It is up to you to justify which approach
that you intend to use and why.
Points of Difference
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An organization cannot grow by offering only “me-too” products. The greatest single factor in a
new product’s failure is the lack of significant Points of Difference that set it apart from
competitors’ substitutes. How does your product compare to competitive offerings vis-à-vis
features and benefits? Use the table below or one that you modify to show this competitive
comparison.
Positioning
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A positioning strategy helps communicate the company’s unique points of difference of its
products to prospective customers in a simple, clear way. Describe how you currently or propose
to position your product(s) vis-à-vis the competition in the minds of consumers. Proper
positioning leads to competitive advantages and the development of brand equity.
Marketing Program
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Everything contained in the previous sections of the marketing plan serve to set the stage for this
section in which you present the marketing mix actions – the 4 Ps – covered in the marketing
program. Describe in detail how your manipulation of the marketing mix variables will serve
consumer needs while simultaneously maximizing shareholder equity.
Product Class
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Describe the general product class in which you will be competing. What type of consumer or
business product are you proposing? What, if any, consumer preferences must be addressed in
order to succeed in this product class?
In what stage of the product life cycle is the overall product class: Introduction, Growth,
Maturity or Decline? Has the industry gone through turbulence (a hypothetical stage of the
product life cycle just after growth and before maturity during which there is an industry shake-
up and non-profitable competitors drop out)? Is there an opportunity for arbitrage (introducing
the product into a new market in a different stage of the product life cycle)?
Warranty
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Describe the warranty, if any, provided with this product. What is covered under the warranty?
How long will the warranty last? Is it renewable or are service contracts offered? Who will
support the warranty (will it be handled internally or contracted out)?
Branding
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Brand image is something that is built over time. Today’s communications-oriented society,
however, doesn’t provide marketers with the luxury of time. In this section, you want to answer
the following questions:
• What type of branding will you use? (Manufacturer versus dealer, family brand versus
individual brand, etc.)
• How do you plan to create a brand image?
• How will you make yourself distinct from the other businesses/products?
Packaging
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Describe the general packaging format of the overall product class. Are there customer
expectations with regard to packaging that must be met? Are there promotional and/or labeling
needs that are a result of consumer preference or government regulation? What are the protection
needs/concerns associated with this product class and your product in particular? Can you use
packaging as a source of competitive advantage?
Price
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Price is the element of the marketing mix that generates funds for the company. Price also
influences how the brand is perceived. Typically, a high price connotes high quality. Consumers
search for some combination of price and quality that allows them to maximize their utility.
Pricing strategies can be static or dynamic. Static pricing strategies include Cost Plus Pricing
(cost of production per unit plus a profit margin), Return on Investment Pricing, Price Skimming
(charging what the market will bear), Price Penetration (using a low price to penetrate the
market), and Break-Even Pricing (price to just break even with regards to fixed costs and
variable costs). Dynamic pricing strategies are non-traditional or innovative ways to generate
sales. With a dynamic pricing strategy, the only criteria is that you exceed your break-even point
per unit in either sales or based upon the net present value of a revenue stream generated by the
product’s use. Dynamic pricing strategies include auctions, reverse auctions, ”free” products that
help build market share and/or generate targeted e-mail lists.
This section should focus on what type of pricing strategies you will use based upon the demand
for your product(s), the available supply and the typical markup chain in your industry.
Nature of Demand
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What is the nature of the demand for your product(s)? Is the demand cyclical or seasonal? Or is it
constant? What is the level of demand versus the supply – that is, is there enough supply to
satisfy demand? Describe how demand impacts price and quality in your market. Is demand for
your product elastic or inelastic? Is demand for your product dependent upon or tied to the
demand for another product?
Price Flexibility
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In this section, describe whether you are using static pricing, dynamic pricing or a combination
pricing strategy. How structured are your prices? How much latitude do you have in setting
price?
Price Levels
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Are you planning to use a price lining strategy where you have a range of prices for varying
degrees of product quality (low, medium and high price points)? Will you be using a skimming
strategy or a penetration pricing strategy? Is it possible to use a market basket pricing approach,
where you take a loss for one or a few products in order to make a profit for the entire basket of
profits offered?
Promotion
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To be successful you must have a focused and coordinated promotion and advertising plan.
Without focus or goals, promotion and advertising useless. In addition, how will you reach
potential customers?
Rather than aiming for “pie-in-the-sky” projections, try to remain reality based. Success won’t
happen overnight and it won’t happen with one advertising or promotion campaign. Advertising
and promotion require a consistent effort over time in order to work effectively for you.
Promotion Objectives
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Use this section to define how you will promote your business. How will you promote your
product or service? How will you induce trial? How will you convert trial users to customers?
How will you keep your promotional message “fresh” and pertinent to your customers? How will
you reach former customers or stay in contact with current customers? What are your
promotional goals? Some potential goals are to stimulate sales, increase awareness, generate
interest, remind consumers to purchase and/or to persuade consumers to purchase.
Promotion Blend
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Successful promotion requires a blend of the promotional mix (advertising, personal selling,
sales promotion, publicity and interactive media). Your specific promotional blend is product and
industry dependent. For instance, high involvement products require higher levels of personal
selling than do low involvement products. And an increasing percentage of the promotional
budget is being spent on sales promotion over advertising in consumer goods markets. As with
most other marketing decisions, promotion and the allocation of resources across the
promotional blend is constrained by the financial resources of the company.
Advertising
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In this section discuss the type, amount and cost of advertising that you need to accomplish your
marketing objectives. How much money do you have to spend on advertising and how will it be
used to maximize exposure given the budget constraint? How often will your advertisements run
and where? What are your advertising goals? Remember that there is no linear relationship
between advertising dollars spent and sales: therefore the best we can do is to use the objective-
task budgeting method to determine how much it will cost to achieve a desired, measurable,
objective.
Personal Selling
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What level of personal selling is needed to stimulate the sale of your product(s)? This is strongly
correlated to the degree of involvement associated with the product: high involvement versus
low involvement. Higher involvement products, those with higher risks associated with making a
poor purchase decision, require higher levels of personal selling than do low involvement
products. Technological complexity also influences the degree of personal selling needed for a
product, with highly complex products requiring more personal selling. In this section of the
marketing plan, define the desired level of personal selling needed to ensure the success of your
marketing plan and determine the budget necessary to accomplish your objectives.
Sales Promotion
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The goal of sales promotion is to increase sales in the short-term. Cooperative advertising, Point-
of-Purchase displays, coupons, rebates, etc. are the means by which companies engage in two
broad types of sales promotion: push and pull marketing. Push marketing consists of sales
promotion activities designed to push the product through the marketing channels to the final
consumer. Pull marketing consists of sales promotion activities designed to pull the product
through the distribution channel from producer to consumer by stimulating consumer demand.
Although sales promotion is currently the largest percentage of the consumer goods promotional
budget, one must remember that the costs of sales promotion are bourn by the company.
Consumer goods companies tend to prefer sales promotion to advertising for one reason: the link
between sales promotion and sales is direct and measurable.
Publicity
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Publicity is any non-paid mass communication message initiated by the company. The goal of
publicity is to attract the firm and its offerings without having to pay media costs. How does
publicity fit into your marketing plan? How do you plan to manage publicity? Is there a publicity
schedule that fits well with your promotion plan? What are the costs associated with publicity
and what percentage of your overall promotion budget should be spent on publicity?
Interactive Media
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What level of interactive media, such as Internet marketing, instant couponing, interactive
kiosks, CD-ROM promotional disks, do you plan to use to support your product(s)? Is it possible
to use the Internet as a distribution tool? Is an Internet presence required for your product even if
you don’t plan to sell direct to the customer via the Internet? How can you use interactive media
to increase your level of perceived customer support? In this section, discuss the importance of
interactive media in the success of the marketing plan. What are the costs associated with using
interactive media as part of the promotional mix?
Place
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Place, or distribution, pertains to how and where the product is delivered to the consumer. In this
section, discuss your distribution strategy. What intermediaries will be used? What method of
delivery do you plan to use? Who will you partner with to facilitate the flow of goods? How will
the flow of information and funds work? Identify the trade intermediaries that you’ll work with
to facilitate the exchange. If you are selling a product, how will you ship the product to the
customer, who may be the end-user or one of the trade intermediaries? Discuss your distribution
objectives, types of distribution channels to be utilized, the degree of value chain coordination
needed, transportation, product handling and storage facilities required as well as any reverse
channels that are being proposed.
Type of Channel(s)
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What type of distribution channel(s) do you intend to use given the degree of market exposure
desired? Direct distribution refers to products delivered to the end user directly from the
manufacturer or service provider. Indirect distribution refers to products delivered to the end user
through the use of trade intermediaries such as distributors, wholesalers, retailers, etc. Remember
that this is not a mutually exclusive decision: one may use multiple types of distribution channels
containing multiple levels depending on the product being offered and the location of the
customers. If you plan to use multiple distribution channels, care must be taken to avoid direct
competition between the channels.
Transportation Requirements
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Transportation and delivery requirements are highly correlated with the type of product being
sold and the desired degree of market exposure. What combination of rail, truck, ship, airplane or
pipeline is needed to deliver your finished products to the intended market? Some items, such as
computer software, do not need transportation services to deliver them to the final consumer:
they can be delivered directly to the consumer via the Internet. As with other elements of the
marketing plan, the selection of the best transportation option is dependent on the budget
constraints of the company.
Facilities Required
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In this section, describe the types of facilities required to facilitate the distribution of your
product to the consumer. For instance, combining this section with the above section, once can
see that an ice cream manufacturer needs adequate freezer space to store its finished product on-
site before shipping, refrigerated shipping (truck, rail, boat or airplane), distributors with
refrigerated warehouses and retailers with refrigerated facilities in order to ensure that the
product doesn’t melt before it reaches the hands of the final consumer.
Think about what drives your revenues. Are you operating under a standard business model
whereby you need to predict the number of units you will sell and at what price? Or are you
operating under a different model where some other criteria or variables generate revenue? No
matter what method or approaches you use to forecast you sales, consider this word of caution:
be conservative in your estimates. Success is built slowly.
Sales Data
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Estimate the level of sales expected as a result of this marketing plan. Having settled on a sales
forecasting method as defined above, generate the same multiple scenarios as you did for cost:
low sales, medium sales and high sales projections. The value of developing three sets of
estimates is that you provide the reader of the marketing plan with a range of potential results.
One key indicator of what future sales will be is to look at what past sales have been. Provide
readers with a summary chart of the past few years sales results and projected future results.
Costs
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Estimate to the best of your ability the costs associated with each of the activities proposed in the
marketing plan. Each section of the plan has costs associated with the activities proposed.
Develop a summary of costs and include a total estimated cost figure. You may want to develop
multiple scenarios: low cost, medium cost and high cost estimates with the understanding that
the costs will most likely be somewhere between the low and high estimates.
Financial Projections
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Using the information from the cost section and the sales section, develop a pro-forma operating
statement (profit and loss statement). The operating statement allows for a manager to quickly
judge the attractiveness of a marketing plan by showing the gap between expected sales and
costs. Astute managers request a minimum of three pro-forma operating statements based upon
the different levels of expected cost and sales defined above. Other pro-forma statements
requested by marketing managers include an income statement and balance sheet. Again,
common-sized industry sales averages exist in publications such as the Robert Morris data. You
can use this information to judge the viability of your projections.
Organization
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In this section of the marketing plan, discuss the way in which the company is currently
organized and how the organizational structure allows it to respond to opportunities in an
effective and efficient manner. Use or develop an organizational chart to illustrate the chain of
command/control in the organization and how the different functional areas of the business are
linked together in a cohesive environment. Often a more elaborate marketing plan will show the
new positions expected to be added as the firm grows – or as defined as necessary for
implementation as described in the next section of the marketing plan. Attach biographical
sketches of key personnel in Appendix A if the marketing plan’s goal is to obtain external
funding.
Implementation Plan
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The Implementation Plan shows how the company will turn plans into results. Gantt charts are
often used to set deadlines and assign responsibilities for the many tactical marketing decisions
needed to enter a new market. Discuss any special implementation problems to be overcome in
order for the marketing plan to be successful. Are there any human, manufacturing, financial or
other resources that you need in order to succeed? Describe in detail your requirements in each
of the sections below and estimate the costs associated with each activity.
People Required
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In this section, describe the personnel required to successfully implement the marketing plan. Do
these people already exist in the organization or do they need to be acquired. If the need to
acquire extra personnel exists, do these people need to be full-time employees or are there
consultants that can be hired for the short-term who have the expertise needed to carry out the
plan. Estimate all costs associated with hiring or contracting additional personnel.
Timing
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In this, the final section of the marketing plan, discuss the plan’s overall time frame and the
timing of each of the activities that need to be performed in order to ensure the success of the
plan. Define the sequence of the activities and events and any foreseeable changes in marketing
activities as they relate to changes in the stages of the product life cycle encompassed in the plan.