Strategic Marketing Planning

Theoretical Frame work to be used for

Developing TADCO Strategic Marketing Plan
(2016-2020)

TADCO
TADCO
TADCO

MEMRB & Nielsen

Plan Deliverables & Enablers

DELIVERABLES:
1. Define key target markets in order of priority
2. Describe (quantitatively and qualitatively) the value
that is required by each of key target markets
3. In each of these key target markets, describe how
your organisation creates this value?
ENABLERS:
.The relevant senior people in the company must
understand and support the above three points
.All of the relevant functions in the company must be
organised in a way that is supportive of delivering the
value required by the customer
2

TADCO

The contents of a strategic marketing plan

(T+3) (less than 20 pages)
The purpose statement

Financial summary

Market overview

SWOT analysis

Portfolio summary
Assumptions

Objectives and strategies

Budget
3
Professor Malcolm McDonald

TADCO

Page 3

The marketing
Planning process

The output of the marketing planning process

Strategic marketing plan contents

Phase 1

Mission statement

Goal setting

Financial summary

Phase 2
Situation review

Market overview

Opportunities
Threats
Strengths
Weaknesses
Issues to be
Addressed

Market structure
Market trends
Key market segments
Gap analysis
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)

Marketing
Objectives

Marketing
Strategies

Phase 4
Resource
Allocation
And monitoring

(By product)
(By segment)
(Overall)
Strategic focus
Product mix
Product development
Product deletion
Market extension
Target customer groups
(4 x 4 ps)
(Positioning/branding)
Product
Price
Promotion
Place

Resource
Requirements

TADCO
Marketing planning and marketing theory (structures, frameworks, models etc.)
Copyright, professor Malcolm h.B. McDonald 1987

Competitor analysis
Industry/sector analysis
Risk evaluation
Ratio analysis, valuation studies
Cost of capital
NPV analysis
Project evaluation
Life cycle costing

Issue management

Profitability analysis by
products / segments
Comparative analysis of
competitor products
Experience curves and cost
structures

Key success factors matrix

Market research
Market segmentation studies

Downside risk assessment

Assumptions

Financial theory /
Structure

Marketing audit
Market research
Market segmentation studies
Gap analysis
Product life cycle analysis
Diffusion of innovation
Ansoff matrix
Forecasting
Market research

B.C.G. Matrix
Directional policy matrix

Portfolio summary

Phase 3
Strategy
Formulation

Marketing theory
(Structures, frameworks, models)

Porter matrix
Ansoff matrix
Bcg matrix
Directional policy matrix
Gap analysis

Market segmentation studies

Market research
Response elasticities
McDonald PRODUCTIVITY MATRIX
Blake mouton matrix
Forecasting
Budgeting

Cash flows and risk evaluation

Sensitivity analysis
Sensitivity analysis
Decision trees
Probability theory
Performance targets / ratios
Cost, price, volume (CPV)
analysis
Marginal and absorption costing
Activity base costing

Budgeting and financial

planning
Zero base budgets

Integrated financial planning

Limiting resource analysis

Measurement and review

Page 4

The Contents of a Strategic Marketing Plan

Mission or Purpose Statement
Financial Summary
Products

Profit
t.0

T+1

T+2

Existing

Revenue

New

New

Markets

Existing

T+5

TADCO

The Contents of a Strategic Marketing

Plan. Continued
Key (revenue and profit growth)

from productivity
by product for market for existing products from existing markets
from new products in existing markets
from existing products in new markets
from new products in new markets
Plus a few words of commentary
Market Overview/Summary
Market definition
Market map showing volume/revenue flows from supplier through to
end user, with major decision points highlighted
Where appropriate, provide a future market map
Include commentary/conclusions/implications for the company
At major decision points, include key segments
6

TADCO

The Contents of a Strategic Marketing

Plan. Continued
SWOT Analyses on Key Segments
include pictorial representations of the SWOTs, such as bar charts
highlight major conclusions/issues to be addressed
Portfolio Summaries of the SWOTs
include Directional Policy Matrix (DPM) summaries of:- the attractiveness of the segments over the next 3-5 years
- the current relative competitive position of your company in
each segment
- the planned competitive position of each segment over the
next 3-5 years
Marketing Objectives and Strategies for the next 3-5 years
include objectives (volume, value, market share, profit, as appropriate)
for the next 3-5 years for each segment as represented by the planned
position of each circle on the DPM
include strategies (the 4XPs) with costs for each objective
Consolidated Budget for the next 3-5 years
this will be a consolidation of all the revenues, costs and profits for
the next 3-5 years and should accord with the financial summary
provided earlier

TADCO

Define markets & understand value

Overview of
marketing map

Analysis

Define
markets/segments

Determine value proposition

Plan
Effectiveness

Understand value
required

Monitor
value

Evaluate
market/segment
attractiveness

Value
required

Value
delivered

Value
received

How value
delivered/
communicated

Understand
competitor value
positioning

Choose
markets/segmen
ts
Define
objectives
Define
price/value
proposition
Define
marketing
strategies

Deliver value
Deliver product/service
Customer
information

R&D

Inbound
logistics
Exchange

Operation
s

Outbound
logistics

Service

Information

Marketing
Plan(s)

Communicate value

TADCO

Design/implement marketing communication

programmes
Design program
Negotiate/ tailor
Initiate dialogue
Commit
Exchange information
Exchange value

Estimate
expected results

8
Monitor
marcom
programmes

Analytical Models to be used

for Developing the strategic
Marketing Plan

TADCO

SBU Mission Statement

A brief statement should be made to cover the
following points:
1. Role or contribution of the SBU: e.g. main profit
generator
2. Definition of the Business: e.g. the need it satisfied or
benefit provided (should not be too specific or too
general)
3. Distinctive Competence: A characteristic that applies
only to the unit and shared by competitors)
4. Indication for the future: The principal position that
SBU strive to move to in future.
TADCO

10

Types of mission statements

Type I
Motherhood - usually found inside annual
reports. Designed to stroke shareholders,
otherwise no practical use
Type II

The real thing. A meaningful statement, unique

to the organization concerned, which impacts
on the behavior of the executives at all levels

Type III

This is a purpose statement ( or lower level

mission statement). It is appropriate at the
state/branch/or departmental level of the
organization.
11

TADCO

SBU Vision Statement

A brief statement showing the big goal the SBU is
striving to achieve during the strategy period
It could be divided in as et of Objectives covering the
following:

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TADCO

Strategic marketing planning exercise - SWOT analysis

1. SEGMENT DESCRIPTION
It should be a specific part of
the business and should be
very important to the
organisation

2. CRITICAL SUCCESS
FACTORS
In other words, how do
customers choose?

3. WEIGHTING
(How important
is each of these
CSFs? Score
out of 100)

4. STRENGTHS / WEAKNESSES
ANALYSIS
How would your customers score you and
each of your main competitors out of 10 on
each of the CSFs?
Multiply the score by the weight.

OPPORTUNITIES

5. OPPORTUNITIES / THREATS
What are the few things outside
your direct control that have had,
and will have, an impact on this part
of your business?

You

4
Total 100

Comp A Comp B Comp C Comp D

THREATS

1
2
3
4
5

6. KEY ISSUES THAT NEED

TO BE ADDRESSED
What are the really key issues
TADCO
from
the SWOT that need to
be addressed?

13

Our competitive position /

business strength

High
High

Directors
Seminars

Distance
Education/
CMR

In
B ve
ui s t
ld /
Market
Attractiveness

Exec
MBA

Research

C.S.
G.M.Ps

an

Full-Time
MBA

ai
nt
ai
n

C.S.

ag

KEY
Present
position

MANDAS

Low

Low

Forecast
position in
3 years

fo

rC

as

14

TADCO
Page 14

Market attractiveness evaluation

Factor

Scoring Criteria

1.

Market Size ( millions)

10
250

5
51.250

0
< 50

Score
5

Weighting
15

Ranking
0.75

2.

Volume Growth (Units)

10%

5.9%

< 5%

10

25

2.5

3.

Competitive Intensity

Low

Medium

High

10

0.6

4.

Industry Profitability

> 15%

10.15%

< 10%

25

2.0

5.

Vulnerability

Low

Medium

High

15

0.9

6.

Cyclicality

Low

Medium

High

2.5

10
Total

0.25
7.0

15
This form illustrates a quantitative approach to evaluating market attractiveness. Each factor is score multiplied by the
percentage weighting and totaled for the overall score. In this example, an overall score of 7 out of 10 places this mark in the
highly attractive category.

TADCO
Page 15

Programme guidelines suggested for

different positioning on the directional policy
matrix
Invest
for growth

Maintain market
position, manage
for earnings

Manage
for cash

Selective

Opportunistic
development

Market Share

Maintain or increase
dominance

Maintain or slightly
milk for earnings

Maintain selectivitysegment

Forego share for profit

Invest selectively
in share

Products

Differentiation - line
expansion

Prune for less successful

differentiate for segments

Emphasise product
quality

Aggressively prune

Differentiation - line
expansion

Price

Lead - Aggressive
pricing for share

Stabilise prices / raise

Maintain or raise

Raise

Aggressive - price for

share

Promotion

Aggressive
marketing

Limit

Maintain selectively

Minimise

Aggressive
marketing

Distribution

Broaden
distribution

Hold wide
distribution pattern

Segment

Gradually withdraw
distribution

Limited coverage

Cost Control

Tight control - go for

scale economies

Emphasise cost reduction

viz. variable costs

Tight control

Aggressively reduce
fixed & variable

Tight - but not at expense

of entrepreneurship

Production

Expand, invest (organic

acquisition, joint venture)

Maximise capacity
utilisation

Increase productivity
e.g. specialisation

Free up capacity

Invest

R&D

Expand - invest

Focus on specific
projects

Invest selectively

None

Invest

Personnel

Upgrade management
in key functional areas

Maintain, reward
efficiency,
tighten organisation

Allocate key managers

Cut back organisation

Invest

Investment

Fund growth

Limit fixed investment

Invest selectively

Minimise & divest

opportunistically

Fund growth

Reduce in process extend credit

Tighten Credit- reduce

accounts receivable
increase inventory turn

Reduce

Aggressively reduce

Invest

Working Capital

16

TADCO
Page 16

Market/segment selection criteria

Market
Market // segment
segment
attractiveness
attractiveness
- Size
- Growth
- Profitability
- Competitive intensity

High

Low

High

Invest /
Grow

Selectively
Invest

Low

Maintain/
manage for
sustained
earnings

Manage for
Cash /
Withdraw

Business
Business Strengths
Strengths
- Product Range
- Product Efficacy
- Service Quality (Including distribution)
- Price
- Associated Services (e.g. Technical advice)
- Reputation / Image
17

Professor Malcolm McDonald

TADCO
Page 17

Strategic planning exercise (gap analysis)

1 revenue

1. O B JE C T IV E

2 . G A P A N A L Y S I S ( P r o d u c t iv it y )

( A ) S ta rt b y p lo ttin g th e s a le s p o s itio n y o u w is h to a c h ie v e a t th e
e n d o f th e p la n n in g p e rio d , p o in t E .
( B ) N e x t p lo t th e f o r e c a s t re v e n u e p o s itio n , p o in t A

A r e th e r e a n y a c tio n s y o u c a n ta k e to c lo s e th e g a p u n d e r th e
f o llo w in g h e a d in g s ? P lo t th e to ta l v a lu e o f th e s e o n th e G a p
A n a ly sis G ra p h o n th e le ft, p o in t B . ( T h e s e r e p re s e n t c a s h a n d
m a rg in fo c u s ). N o w p r o c e e d to 3 b e lo w .

P r o d u c tiv ity (N B : N o t a ll
f a c to r s a r e m u tu a lly e x c lu s iv e )

E (O b je c tiv e )
D (N e w P ro d u c ts /M a rk e ts )
R ev /
V o l.

B e tte r P r o d u c t M ix

(1 )

B e tte r C u s to m e r M ix

(2 )

C ( M a r k e t P e n e tra tio n )

M o re S a le s C a lls

(3 )

B ( P r o d u c tiv ity )

B e tte r S a le s C a lls

(4 )

R evenue

F in a l ly , lis t th e v a lu e o f a n y n e w p r o d u c ts
y o u m ig h t d e v e lo p f o r n e w m a r k e ts u n til
p o in t E is re a c h e d . (S te p s 3 , 4 a n d 5
re p r e s e n t a s a le s g r o w th f o c u s ) .

6. G A P A N A LY S IS
( C a p ita l U t ilis a t io n )

In c re a se P ric e
R e d u c e D is c o u n ts
C h a rg e F o r D e liv e rie s

A ( F o r e c a s t)

T o ta l

t + 0

t + 1

t + 2

t + 3

5. G A P A N A LY S IS
( D iv e r s if ic a tio n )

If n o n e o f th is g iv e s th e r e q u ir e d r e tu r n o n
in v e s tm e n t c o n s id e r c h a n g in g th e a s s e t
b a s e . T h is c o u ld b e
(A ) A c q u is itio n
(B ) J o in t V e n tu r e
(S te p 6 r e p r e s e n ts a c a p ita l u til is a tio n
fo c u s)

( b u d g e t)
3.G A P A N A LY S IS

M a rk e t 1
M a rk e t 2
M a rk e t 3

A N S O F F P R O D U C T /M A R K E T (M A R K E T P E N E T R A
(A ) L is t p r in c ip le p ro d u c ts o n th e h o r iz o n ta l a x is a n d
m a r k e ts o n th e v e r tic a l a x is . I n e a c h s m a lle r s q u a r e w r ite
s a le s a n d a c h ie v a b le s a le s v a lu e d u rin g th e p la n n in g p e r io

T IO N )
p rin c ip le
in c u rre n t
d.

(B ) N e x t, p lo t th e m a r k e t p e n e tra tio n p o s itio n , p o in t C . T h is p o in t

w ill b e th e a d d itio n o f a ll th e v a lu e s in th e r ig h t h a n d h a lf o f th e
s m a ll b o x e s in th e A n s o f f M a tr ix . I f th e re is a g a p , p r o c e e d to 4
b e lo w . P le a s e n o te , re v e n u e f r o m ( 1 ) ( 2 ) ( 3 ) a n d (4 ) fr o m th e
p ro d u c tiv ity b o x s h o u ld b e d e d u c te d f r o m th e m a rk e t p e n e tr a tio n
to ta l b e f o r e p lo ttin g p o in tC .

E c t.

M a rk e t 1
M a rk e t 2
M a rk e t 3
E c t.

4.G A P A N A LY S IS

A N S O F F P R O D U C T /M A R K E T M A T R IX (N E W P R O D U C T S /
N EW M A R K ETS)
N e x t, lis t th e v a lu e o f a n y n e w p r o d u c ts y o u m ig h t d e v e lo p w h ic h
y o u m ig h t s e ll to e x istin g m a r k e ts . A lte r n a tiv e ly , o r a s w e ll a s , if
n e c e s s a ry , lis t th e v a lu e o f a n y e x is tin g p ro d u c ts th a t y o u m ig h t s e ll
to n e w m a rk e ts . P lo t th e to ta l v a lu e o f th e s e o n th e G a p A n a ly s is
G r a p h a b o v e , p o in t D . I f th e r e is s till a g a p p ro c e e d to 5 .

TADCO
A :\m m 5 \s p e x e r c 1 .c d r

M a rk e t 1 0
M a rk e t 1 1
M a rk e t 1 2
E c t.

18

Strategic planning exercise (gap analysis)

2 profit

1.O B JE C T IV E

2 . G A P A N A L Y S I S ( P r o d u c t iv it y )

( A ) S ta r t b y p lo ttin g th e p r o f it p o s itio n y o u w is h to a c h ie v e a t th e
e n d o f th e p la n n in g p e rio d , p o in t E .
( B ) N e x t p lo t th e f o r e c a s t p r o f it p o s itio n , p o in t A

A r e th e r e a n y a c tio n s y o u c a n ta k e to c lo s e th e g a p u n d e r th e
f o llo w in g h e a d in g s ? P l o t t h e to ta l p r o f it v a lu e o f th e s e o n th e G a p
A n a ly s i s G r a p h o n th e le f t, p o in t B . ( T h e s e r e p r e s e n t c a s h a n d
m a rg in fo c u s ). N o w p ro c e e d to 3 b e lo w .

P ro d u c tiv ity (N B : N o t a ll
f a c to r s a r e m u tu a l ly e x c lu s iv e )

E ( O b je c tiv e )

R ev /
V o l.

D (N e w P r o d u c ts /M a r k e ts )

B e tte r P r o d u c t M ix
B e tte r C u s to m e r M ix

C ( M a r k e t P e n e tra tio n )

M o re S a le s C a lls

B ( P r o d u c tiv ity )

B e tte r S a le s C a lls
In c re a s e P ric e

P ro fit

F in a l ly , lis t t h e p r o f it v a lu e o f a n y n e w
p ro d u c ts y o u m ig h t d e v e lo p fo r n e w
m a rk e ts u n til p o in t E is re a c h e d . (S te p s 3 , 4
a n d 5 re p r e s e n t a s a le s g r o w th fo c u s) .

6 . G A P A N A L Y S IS
( C a p ita l U t ili s a t io n )
I f n o n e o f th is g iv e s th e r e q u i r e d r e t u r n o n
in v e s tm e n t c o n s id e r c h a n g in g th e a s s e t
b a s e . T h is c o u ld b e
( A ) A c q u is itio n
(B ) J o in t V e n tu re
( S te p 6 r e p r e s e n ts a c a p i ta l u til is a tio n
fo c u s)

R e d u c e D is c o u n ts
C h a rg e F o r D e liv e rie s
R e d u c e D e b to r D a y s

A ( F o r e c a s t)

5 . G A P A N A L Y S IS
( D iv e r s if ic a t io n )

C o st R e d u c tio n
O th e r s (S p e c if y )
T o ta l
t + 0

t + 1

t + 2

t + 3

( b u d g e t)
3 . G A P A N A L Y S IS

M a rk e t 1
M a rk e t 2
M a rk e t 3

A N SO FF
(A ) L is t
m a rk e ts o
p ro f it a n d

P R O D U C T /M A R K E T (M A R K E T P E N E T R A T IO N )
p r in c i p le p r o d u c ts o n th e h o r iz o n ta l a x is a n d p r in c ip le
n th e v e r tic a l a x is . In e a c h s m a lle r s q u a r e w r ite in c u r re n t
a c h ie v a b le p ro fit v a lu e d u rin g th e p la n n in g p e rio d .

( B ) N e x t, p lo t th e m a r k e t p e n e tr a tio n p o s itio n , p o in t C . T h is p o in t
w ill b e th e a d d itio n o f a ll th e v a lu e s in th e r ig h t h a n d h a lf o f th e
s m a ll b o x e s in th e A n s o ff M a trix . If th e re is a g a p , p ro c e e d to 4
b elo w .

M a rk e t 1
M a rk e t 2
M a rk e t 3
E c t.

E c t.

4 . G A P A N A L Y S IS
A N S O F F P R O D U C T /M A R K E T M A T R I X ( N E W P R O D U C T S /
N EW M A R K ETS)
N e x t, li s t th e v a lu e o f a n y n e w p r o d u c ts y o u m ig h t d e v e lo p w h ic h
y o u m ig h t s e ll to e x i s t in g m a r k e t s . A lte r n a tiv e ly , o r a s w e ll a s , i f
n e c e s s a r y , lis t th e v a lu e o f a n y e x is ti n g p r o d u c t s th a t y o u m ig h t s e ll
to n e w m a r k e ts . P l o t th e to ta l v a l u e o f th e s e o n th e G a p A n a ly s i s
G r a p h a b o v e , p o in t D . I f th e r e i s s t ill a g a p p r o c e e d to 5 .

M a rk e t 1 0
M a rk e t 1 1
M a rk e t 1 2
E c t.

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19

Marketing Strategies for achieving Plan

Objectives
Profit improvement
Productivity improvement

Sales growth

Existing
assets

Cost
reduction

Improve
asset
utilisation
(experience
and
efficiency)

Change
asset base

Increase
price /
reduce
discounts

Improve
product /
sales mix
(margins)

Market
penetration

Increase
usage

Take
competitors
customers

Cash and margin focus

New
segments

Convert
nonusers

Product
development

Existing
markets

New
markets

Growth focus

Investment
Innovation
Diversification

Divestment
Redevelopment of
capital resources

Capital Utilisation focus

TADCO

Market
development

20

The route to Sustainable Competitive

Advantage (SCA)
Differentiation

High
Price

Sales Revenue

High
Volume

Operations

Financial
TADCO

Lower
Costs

Economies
of Scale
Learning
Curve

Gearing
Interest Cover
Working Capital Ratio
Operational Leverage

Low Business
Risk
Low Financial
Risk

High Cash
Flows

Source: From Sri Srikanthan, Cranfield School of

Management

Positive
NPV

SCA

21

There are only three ways to create value

Reduce costs

Done to death

Buy profitable (or sell

unprofitable) business

Limited opportunities

Create long-term demand from

consumers

The only sustainable future

22

TADCO

Five Genuine Business Differentiators

We take the long view

We are not tied to short term targets , we are committed to our

clients long life value.

Our structure

Our business structure and processes are designed to deliver

the top quality, service, and speed expected by our clients . We
further makes all our capabilities and technical readily
accessible by our clients.

Contracts & on time delivery

We engage with our clients using flexible contracts that meets

clients long term timeframes.

Customer Satisfaction

We manage our customers relations in away that eliminate

complaints and ensure satisfaction.

Products:

We deliver products that meets clients specifications and

guarantees delivery of the desired the value.

23

TADCO
Page 23

Define marketing strategy for promotion

e.g test drive,
demonstration,
5 senses

Distribution
Strategy

Channel/Medium
Choice

Mass media

Direct mail

- objectives

- objectives

- message strategy

- strategy

- media strategy

Telephone

Personal
contact

- objectives
- strategy

Place

- objectives
- strategy

Electronic

Other

- objectives

- PR

- strategy

- POS
- etc

24

TADCO

Integrated marketing
communications plan
Page 24

Quality and share both drive profitability

ROI (%)
38
27
25

High

20

13

21
14

High

60%

25%

Relative Market Share

TADCO

20

-1%

7
Low

Low

40%
Relative Product
Quality
25

Strategy Period proforma income Statement

Performan Base
ce
year
( Mn SAR) 2015

2016

2017

2018

2019

2020

Sales
Revenue
COGS
GM
G&A Exp
Mkting Exp
R&D
Net Profit
NPM %
ROA %
TADCO

26

Potato Market Growth Rate During Strategy

Period
Performance
( Mn SAR)

Base
year
2015

2016

2017

2018

2019

2020

Total Market Growth %

Potato Sales %
Market Share %
Customer Retention%
New Customers%
Dissatisfied Customers%
Relative Product Quality+/Relative Service Quality+/R. New Products Sales+/27

TADCO

Onion Market Growth Rate During Strategy

Period
Performance
( Mn SAR)

Base
year
2015

2016

2017

2018

2019

2020

Total Market Growth %

Onion Sales %
Market Share %
Customer Retention%
New Customers%
Dissatisfied Customers%
Relative Product Quality+/Relative Service Quality+/R. New Products Sales+/28

TADCO

Product X Market Growth Rate During

Strategy Period
Performance
( Mn SAR)

Base
year
2015

2016

2017

2018

2019

2020

Total Market Growth %

Onion Sales %
Market Share %
Customer Retention%
New Customers%
Dissatisfied Customers%
Relative Product Quality+/Relative Service Quality+/R. New Products Sales+/29

TADCO

How TADCO Should Respond to Market &

Customers Needs?
(Core Value)

(Efficiency)

Product/
Service

Processes

Customers

Professional
Marketing
(Understanding
TADCO
Market Needs)

People
30

(Creativity)

Key Elements of World Class Marketing

1.
2.

A deep understanding of the market place

Correct needs-based segmentation and
prioritisation
3. Segment-specific propositions
4. Powerful differentiation, positioning and branding
5. Effective strategic marketing planning processes
6. Long-term integrated marketing strategies
7. A deep understanding of the needs of major
customers
8. Market/customer-driven organisation structures
9. Professionally-qualified marketing people
10. Institutionalised creativity and innovation
Source: Professor Malcolm McDonald
TADCO

31

Are you getting these essential deliverables

from your strategic marketing plan?

Score out of 10
Market structure and segmentation
Is there a clear and unambiguous definition of the market we are
interested in serving?
Is it clearly mapped, showing product/service flows, volumes/values in
total, our shares and critical conclusions for our organisation?
Are the segments clearly described and quantified? These must be
groups of customers with the same or similar needs, not sectors.
Are the real needs of these segments properly quantified with the relative
importance of these needs clearly identified?
Differentiation
Is there a clear and quantified analysis of how well our company satisfies
these needs compared to competitors?
Are the opportunities and threats clearly identified by segment?

32

TADCO

Professor Malcolm McDonald

Page 32

Detailed checklist of essential deliverables

from a strategic marketing plan
Score out of 10
Scope

Are all the segments classified according to their relative potential for growth
in profits over the next three years and according to our companys relative
competitive position in each?
Are the objectives consistent with their position in the portfolio? (volume,
value, market share, profit)
Are the strategies (including products, services and solutions) consistent with
the objectives?
Are the measurement metrics proposed relevant to the objectives and
strategies?
Are the key issues for action for all departments clearly spelled out as key
issues to be addressed?

Value capture

Do the objectives and strategies add up to the profit goals required by our
company?
Does the budget follow on logically and clearly from all the above,
33
or is it merely an add on?
Professor Malcolm McDonald

TADCO
Page 33