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Marketing Plan Worksheets

These worksheets will assist you in writing a formal marketing plan. Worksheets are a useful planning tool
because they help to ensure that important information is not omitted from the marketing plan. Answering
the questions on these worksheets will enable you to:
1. Organize and structure the data and information you collect during the situation analysis.
. !se this information to better understand a firm"s strengths and weaknesses# and to recognize the
opportunities and threats that e$ist in the marketing en%ironment.
&. 'e%elop goals and ob(ecti%es that capitalize on strengths.
). 'e%elop a marketing strategy that creates competiti%e ad%antages.
*. Outline a plan for implementing the marketing strategy.
+emember that there is no one best way to organize a marketing plan. We designed our outline to ser%e as a
starting point and to be fle$ible enough to accommodate the unique characteristics of your situation.
Note: When you submit your project via Safe Assignment, you need to use Microsoft Word or the
formatting, font, tables, line spacing going from double to single!, and all sorts of other things "ill be
altered# $he project needs to be saved as a %ich $e&t 'ile# $o do this, click on the follo"ing: file(save
as( right under the file name is ) *save as type+, scroll do"n to %ich $e&t 'ile selecting it(save#
,# -&ecutive Summary
The e$ecuti%e summary is a synopsis of the o%erall marketing plan. ,t should pro%ide an o%er%iew of
the entire plan including goals-ob(ecti%es# strategy elements# implementation issues# and e$pected
outcomes. The e$ecuti%e summary is easier to write if you do it last# after you ha%e written the entire
marketing plan.
,,# Situation Analysis
A# $he ,nternal -nvironment AAA .ife ,nsurance /ompany 0AAA .ife1 is a company that is
owned by the AAA auto clubs around the !nited 2tates. This company pro%ides part of the o%erall
insurance and ser%ice umbrella that AAA looks to offer the members who are new and ha%e been loyal to the
business. AAA focuses on the member e$perience and the relationship that forms from top notch customer
ser%ice. AAA3s mission statement ,2 4,526+T 7,22,O5 2TAT6765T8 which also applies to any di%ision
or subsidiary company that AAA owns and operates.
%evie" of marketing goals and objectives
,dentify the firm"s current marketing goals and ob(ecti%es. AAA .ife3s current
marketing goals are to utilize the brand name and the current member foothold to grow the
business. The motto of AAA .ife# 4We take .ife seriously#8 is to show the members that the
company %alues the protection life insurance can offer to families for generations. The goals
are to ensure that members3 families ha%e security in the e%ent of a lo%ed one passing and to
pro%ide those funds as quickly as possible to grie%ing families. The ob(ecti%es include
reaching out to members of all demographics# increase the number of policies and premium in
force# and to reach as many AAA members and non9members to make the public aware of the
offerings this company has.
6$plain how these goals and ob(ecti%es are being achie%ed. AAA .ife has been
working on achie%ing these goals and ob(ecti%es o%er the last fi%e years with the
focus of growing the company from a : million a year re%enue to :1; million a year
in fi%e years and e%entually a :&; million a year business. The recognition in
pro%iding members with life insurance has been shown to be impro%ing due to the
number of responses of members responding to ad%ertisements in AAA3s member
book# mailed offers# and website traffic responders. 7any members reached ha%e
been loyal to AAA for o%er 1* years with some stretching into membership loyalty
o%er &; years. This pro%ides a good source of a client who will stay with AAA .ife
for many years to come.
The ob(ecti%es are being reached as the number of policies in force has grown
substantially o%er the last two years. This subsequently increases the premium in
force that allows the company the budget to continue ad%anced marketing techniques
and target new types of clients: 011 the original 4prefer face to face#8 01 the
telephone only clients < the ones that don3t trust sending personal information
through the mail# and 0&1 the 4do9it9yourself8 clients who prefer to self9ser%ice and
apply or research online only.
6$plain how these goals and ob(ecti%es are consistent or inconsistent with the firm3s
mission# recent trends in the e$ternal en%ironment# and recent trends in the customer
en%ironment. AAA .ife3s goals and ob(ecti%es ha%e been consistent with the current
market trends# and in some cases# outperforming those trends. The e$ternal
en%ironment shows a growing interest in life insurance products as a way to protect
new families in the e%ent a breadwinner or care pro%ider passes. The ob(ecti%e of
reaching new clients in %arious markets has shown this to be in line with the interest
in the marketplace. There is a downside trend for life insurance currently: the
economy still shows recession and lower wages for households that has hit the life
insurance market and caused many people to decrease their premiums or cancel their
policies altogether due to the inability to afford the e$tra e$pense. =owe%er# AAA
.ife has shown to still hold strong with steady growth through this market downturn.
This demonstrates to the company# that the brand and the company3s members are
still holding on strong to pro%iding for their families.
%evie" of current marketing strategy and performance
'escribe the firm"s current marketing strategy with respect to products# pricing#
distribution# and promotion. Which elements of the strategy are working well> Which
elements are not>
'escribe the firm"s current performance 0sales %olume# market share# profitability#
awareness# brand preference1 compared to other firms in the industry. ,s the
performance of the industry as a whole impro%ing or declining> Why>
,f the firm"s performance is declining# what is the most likely cause 0e.g.#
en%ironmental changes# flawed strategy# poor implementation1>
%evie" of current and anticipated organi.ational resources
'escribe the current state of the firm"s organizational resources 0e.g.# financial#
capital# human# e$perience# relationships with key suppliers or customers1. =ow are
the le%els of these resources likely to change in the future>
,f resource le%els are e$pected to change# how can the firm le%erage additional
resources to meet customer needs better than competitors>
,f additional resources are not a%ailable# how can the firm compensate for future
resource constraints 0lack of resources1>
%evie" of current and anticipated cultural and structural issues
,n terms of marketing strategy de%elopment and implementation# describe the positi%e
and negati%e aspects of the current and anticipated culture of the firm. 6$amples
could include:
The firm"s o%erall customer orientation 0or lack thereof1
The firm"s emphasis on short9term %ersus long9term planning
Willingness of the firm"s culture to embrace change
,nternal politics and power struggles
The o%erall position and importance of the marketing function
/hanges in key e$ecuti%e positions
?eneral employee satisfaction and morale
6$plain whether the firm3s structure is supporti%e of the current marketing strategy.
/# $he 0ustomer -nvironment
Who are the firm1s current and potential customers2
'escribe the important identifying characteristics of the firm"s current and potential
customers with respect to demographics# geographic location# psychographic
profiles# %alues-lifestyles# and product usage characteristics 0hea%y %s. light users1.
,dentify the important players in the purchase process for the firm"s products. These
might include purchasers 0actual act of purchase1# users 0actual product user1#
purchase influencers 0influence the decision# make recommendations1# and the bearer
of financial responsibility 0who pays the bill>1.
What do customers do "ith the firm1s products2
=ow are the firm3s products connected to customer needs> What are the basic
benefits pro%ided by the firm3s products>
=ow are the firm3s products purchased 0quantities and combinations1> ,s the product
purchased as a part of a solution or alongside complementary products>
=ow are the firm3s products consumed or used> Are there special consumption
situations that influence purchase beha%ior>
Are there issues related to disposition of the firm3s products# such as waste 0garbage1
or recycling# which must be addressed by the firm>
Where do customers purchase the firm1s products2
,dentify the merchants 0intermediaries1 where the firm"s products are purchased 0e.g.#
store9based retailers# ecommerce# catalog retailers# %ending# wholesale outlets# direct
from the firm1.
,dentify any trends in purchase patterns across these outlets 0e.g.# how has
ecommerce has changed the way the firm"s products are purchased>1.
When do customers purchase the firm1s products2
=ow does purchase beha%ior %ary based on different promotional e%ents
0communication and price changes1 or customer ser%ices 0hours of operation#
deli%ery1>
=ow does purchase beha%ior %ary based on uncontrollable influences such as
seasonal demand patterns# time9based demand patterns# physical-social surroundings#
or competiti%e acti%ities>
Why and ho"! do customers select the firm1s products2
'escribe the ad%antages of the firm"s products relati%e to competing products. =ow
well do the firm3s products fulfill customers" needs relati%e to competing products>
'escribe how issues such as brand loyalty# %alue# commoditization# and relational
e$change processes affect customers" purchase beha%iors.
Why do potential customers not purchase the firm1s products2
,dentify the needs# preferences# and requirements of non9customers that are not being
met by the firm"s products.
What are the features# benefits# and ad%antages of competing products that cause
non9customers to choose them o%er the firm"s products>
6$plain how the firm3s pricing# distribution# and-or promotion are out of sync with
non9customers. Outside of the product# what causes non9customers to look
elsewhere>
'escribe the potential for con%erting non9customers into customers.
0# $he -&ternal -nvironment
0ompetition
,dentify the firm"s ma(or competitors 0brand# product# generic# and total budget1.
,dentify the characteristics of the firm"s ma(or competitors with respect to size#
growth# profitability# target markets# products# and marketing capabilities
0production# distribution# promotion# pricing1.
What other ma(or strengths and weaknesses do these competitors possess>
.ist any potential future competitors not identified abo%e.
-conomic 3ro"th and Stability
,dentify the general economic conditions of the country# region# state# or local area
where the firm3s target customers are located. =ow are these economic conditions
related to customers3 ability to purchase the firm3s products>
'escribe the economics of the industry within which the firm operates. These issues
might include the cost of raw materials# patents# merger-acquisition trends# sales
trends# supply-demand issues# marketing challenges# and industry growth-decline.
Political $rends
,dentify any political acti%ities affecting the firm or the industry with respect to
changes in elected officials 0domestic or foreign1# potential regulations fa%ored by
elected officials# industry 0lobbying1 groups or political action committees# and
consumer ad%ocacy groups.
What are the current and potential hot button political or policy issues at the national#
regional# or local le%el that may affect the firm3s marketing acti%ities>
4egal and %egulatory ,ssues
,dentify any changes in international# federal# state# or local laws and regulations
affecting the firm3s or industry3s marketing acti%ities with respect to recent court
decisions# recent rulings of federal# state# or local go%ernment entities# recent
decisions by regulatory and self9regulatory agencies# and changes in global trade
agreements or trade law.
$echnological Advancements
=ow ha%e recent technological ad%ances affected the firm"s customers with respect to
needs-wants-preferences# access to information# the timing and location of purchase
decisions# the ability to compare competing product offerings# or the ability to
conduct transactions more effecti%ely and efficiently>
=a%e customers embraced or re(ected these technological ad%ances> =ow is this
issue related to customers3 concerns o%er pri%acy and security>
=ow ha%e recent technological ad%ances affected the firm or the industry with
respect to manufacturing# process efficiency# distribution# supply chain effecti%eness#
promotion# cost9reduction# or customer relationship management>
What future technologies offer important opportunities for the firm> ,dentify any
future technologies that may threaten the firm"s %iability or its marketing efforts.
Sociocultural $rends
With respect to the firm3s target customers# identify changes in society"s
demographics# %alues# and lifestyles that affect the firm or the industry.
6$plain how these changes are affecting 0or may affect1 the firm3s products 0features#
benefits# branding1# pricing 0%alue1# distribution and supply chain 0con%enience#
efficiency1# promotion 0message content# deli%ery# feedback1# and people 0human
resource issues1.
,dentify the ethical and social responsibility issues that the firm or industry faces.
=ow do these issues affect the firm3s customers> =ow are these issues e$pected to
change in the future>
,,,# SW5$ Analysis
A# Strengths
2trength 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
2trength : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0+epeat as needed to de%elop a complete list of strengths1
=ow do these strengths enable the firm to meet customers" needs>
=ow do these strengths differentiate the firm from its competitors>
/# Weaknesses
Weakness 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
Weakness : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0+epeat as needed to de%elop a complete list of weaknesses1
=ow do these weaknesses pre%ent the firm from meeting customers" needs>
=ow do these weaknesses negati%ely differentiate the firm from its competitors>
0# 5pportunities e&ternal situations independent of the firm6not strategic options!
Opportunity 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
Opportunity : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0+epeat as needed to de%elop a complete list of opportunities1
=ow are these opportunities related to ser%ing customers" needs>
What is the time horizon of each opportunity>
7# $hreats e&ternal situations independent of the firm!
Threat 1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
Threat : @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0+epeat as needed to de%elop a complete list of threats1
=ow are these threats related to ser%ing customers" needs>
What is the time horizon of each threat>
-# $he SW5$ Matri&
2trengths:
A
A
A
A
Opportunities:
A
A
A
A
Weaknesses:
A
A
A
A
Threats:
A
A
A
A
'# 7eveloping 0ompetitive Advantages
'escribe ways that the firm can match its strengths to its opportunities to create capabilities
in ser%ing customers" needs.
Are these capabilities and competiti%e ad%antages grounded in the basic principles of
operational e$cellence# product leadership# and-or customer intimacy> ,f so# how are these
capabilities and ad%antages made apparent to customers>
/an the firm con%ert its weaknesses into strengths or its threats into opportunities> ,f not#
how can the firm minimize or a%oid its weaknesses and threats>
'oes the firm possess any ma(or liabilities 0uncon%erted weaknesses that match uncon%erted
threats1 or limitations 0uncon%erted weaknesses or threats that match opportunities1> ,f so#
are these liabilities and limitations apparent to customers>
/an the firm do anything about its liabilities or limitations# especially those that impact the
firm"s ability to ser%e customers" needs>
3# 7eveloping a Strategic 'ocus
What is the o%erall strategic focus of the marketing plan> 'oes the strategic focus follow
any particular direction# such as aggressi%eness# di%ersification# turnaround# defensi%eness#
or niche marketing>
'escribe the firm3s strategic focus in terms of a strategy can%as. =ow does the firm3s
strategic thrust pro%ide sufficient focus and di%ergence from other firms in the industry>
,8# Marketing 3oals and 5bjectives
A# Marketing 3oal A: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0should be broad# moti%ational# and somewhat %ague1
Ob(ecti%e A1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0must contain a specific and measurable outcome# a time frame for completion# and identify
the person-unit responsible for achie%ing the ob(ecti%e1
Ob(ecti%e A: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0must contain a specific and measurable outcome# a time frame for completion# and identify
the person-unit responsible for achie%ing the ob(ecti%e1
/# Marketing 3oal /: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0should be broad# moti%ational# and somewhat %ague1
Ob(ecti%e B1: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0must contain a specific and measurable outcome# a time frame for completion# and identify
the person-unit responsible for achie%ing the ob(ecti%e1
Ob(ecti%e B: @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
0must contain a specific and measurable outcome# a time frame for completion# and identify
the person-unit responsible for achie%ing the ob(ecti%e1
0+epeat as needed to de%elop a complete list of goals and ob(ecti%es1
8# Marketing Strategy
A# Primary and Secondary! $arget Market
Crimary target market
,dentifying characteristics 0demographics# geography# %alues# psychographics1:
Basic needs# wants# preferences# or requirements:
Buying habits and preferences:
/onsumption-disposition characteristics:
2econdary target market 0optional1
,dentifying characteristics 0demographics# geography# %alues# psychographics1:
Basic needs# wants# preferences# or requirements:
Buying habits and preferences:
/onsumption-disposition characteristics:
/# Product Strategy
Brand name# packaging# and logo design:
7a(or features and benefits:
'ifferentiation-positioning strategy:
2upplemental products 0including customer ser%ice strategy1:
/onnection to %alue 0core# supplemental# e$periential-symbolic attributes1:
0# Pricing Strategy
O%erall pricing strategy and pricing ob(ecti%es:
Crice comparison to competition:
/onnection to differentiation-positioning strategy:
/onnection to %alue 0monetary costs1:
Crofit margin and breake%en:
2pecific pricing tactics 0discounts# incenti%es# financing# etc.1:
7# 7istribution9Supply 0hain Strategy
O%erall supply chain strategy 0including distribution intensity1:
/hannels and intermediaries to be used:
/onnection to differentiation-positioning strategy:
/onnection to %alue 0nonmonetary costs1:
2trategies to ensure channel support 0slotting fees# guarantees# etc.1:
Tactics designed to increase time# place# and possession utility:
-# ,ntegrated Marketing 0ommunication Promotion! Strategy
O%erall ,7/ strategy# ,7/ ob(ecti%es# and budget:
/onsumer promotion elements
Ad%ertising strategy:
Cublic relations-publicity strategy:
Cersonal selling strategy:
/onsumer sales promotion 0pull1 strategy:
Trade 0channel1 promotion elements
Ad%ertising strategy:
Cublic relations-publicity strategy:
Cersonal selling strategyD
Trade sales promotion 0push1 strategy:
8,# Marketing ,mplementation
A# Structural ,ssues
'escribe the o%erall approach to implementing the marketing strategy.
'escribe any changes to the firm"s structure needed to implement the marketing strategy
0e.g.# add-delete positions# change lines of authority# change reporting relationships1.
'escribe any necessary internal marketing acti%ities in the following areas: employee training#
employee buy9in and moti%ation to implement the marketing strategy# o%ercoming resistance
to change# internal communication and promotion of the marketing strategy# and
coordination with other functional areas.
/# $actical Marketing Activities be very specific6this lays out the details of the
marketing strategy and ho" it "ill be e&ecuted!
2pecific Tactical Acti%ities
Cerson-'epartment
+esponsible
+equired
Budget
/ompletion
'ate
Croduct Acti%ities
1.
.
&.
Cricing Acti%ities
1.
.
&.
'istribution-2upply /hain Acti%ities
1.
.
&.
,7/ 0Cromotion1 Acti%ities
1.
.
&.
8,,# -valuation and 0ontrol
A# 'ormal 0ontrols
'escribe the types of input controls that must be in place before the marketing plan can be
implemented. 6$amples include financial resources# capital e$penditures# additional research
and de%elopment# and additional human resources.
'escribe the types of process controls that will be needed during the e$ecution of the
marketing plan. 6$amples include management training# management commitment to the
plan and to employees# re%ised employee e%aluation-compensation systems# enhanced
employee authority# and internal communication acti%ities.
'escribe the types of output controls that will be used to measure marketing performance
and compare it to stated marketing ob(ecti%es during and after the e$ecution of the marketing
plan.
O%erall performance standards 0these will %ary based on the goals and ob(ecti%es of
the marketing plan1. 6$amples include dollar sales# sales %olume# market share# share
of customer# profitability# customer satisfaction# customer retention# or other
customer9related metrics.
Croduct performance standards 0these are optional and will %ary based on the product
strategy1. 6$amples include product specifications# core product quality#
supplemental product quality# e$periential quality# new product inno%ation# branding#
and positioning.
Crice performance standards 0these are optional and will %ary based on the pricing
strategy1. 6$amples include re%enue targets# supply-demand balance# price elasticity#
yield management# or metrics based on specific price ad(ustments.
'istribution performance standards 0these are optional and will %ary based on the
distribution strategy1. 6$amples include distribution effecti%eness-efficiency# supply
chain integration# %alue 0time# place# and possession utility1# relationship maintenance
0collaboration# conflict1# outsourcing# or direct distribution performance.
,7/ 0promotion1 performance standards 0these are optional and will %ary based on
the ,7/ strategy1. 6$amples include communication ob(ecti%esD brand awareness#
recognition# or recallD campaign reach# frequency# and impressionsD purchase
intentionsD and public relations# sales# and sales promotion effecti%eness.
/# ,nformal 0ontrols
'escribe issues related to employee self:control that can influence the implementation of the
marketing strategy. 6$amples include employee satisfaction# employee commitment 0to the
firm and the marketing plan1# and employee confidence in their skills. ,f any of these controls
are lacking# how can they be enhanced to support the implementation of the marketing plan>
'escribe issues related to employee social control that can influence the implementation of
the marketing strategy. 6$amples include shared organizational %alues# workgroup
relationships# and social or beha%ioral norms. ,f any of these controls are lacking# how can
they be enhanced to support the implementation of the marketing plan>
'escribe issues related to cultural control that can influence the implementation of the
marketing strategy. 6$amples include organizational culture and organizational rituals. ,f any
of these controls are lacking# how can they be enhanced to support the implementation of the
marketing plan>
0# ,mplementation Schedule and $imeline
Month ;;;;;;;; ;;;;;;;; ;;;;;;;;
Activities Week 1 & ) 1 & ) 1 & )
Product Activities
Pricing Activities
Distribution Activities
IMC Activities
7# Marketing Audits
6$plain how marketing acti%ities will be monitored. What are the specific profit9 and time9
based measures that will be used to monitor marketing acti%ities>
'escribe the marketing audit to be performed# including the person0s1 responsible for
conducting the audit.
,f it is determined that the marketing strategy does not meet e$pectations# what correcti%e
actions might be taken to impro%e performance 0o%erall or within any element of the
marketing program1>
,f the marketing plan# as currently designed# shows little likelihood of meeting the marketing
ob(ecti%es# which elements of the plan should be reconsidered and re%ised>
At least <= %eliable %esources
https:99"""#aaalife#com9
https:99"""#adr#org9aaa9faces9s9about9mission>jsessionid?d@t'$<n7ABCgnD4%tt0C
WSprAEcvyjl.EyBmFgpG7=="@m'v=$ndHID<JC<BFK2
;afr4oop?=LB<JCLFI<I=JFDM;afrWindo"Mode?BM;afrWindo",d?nullN
OKBOD';afrWindo",dOD7nullO=J;afr4oop
OD7=LB<JCLFI<I=JFDO=J;afrWindo"ModeOD7BO=J;adf#ctrl:state
OD7mo<t&FDsh;K