Bfmkg609af S

DEVELOP A MARKETING PLAN
FACILITATOR MANUAL WITH SIMULATED

ONLINE BUSINESS ASSESSMENT
BSBMKG609A
Precision Group (Australia) Pty Ltd

9 Koppen Tce, Cairns, QLD, 4870
Email: info@precisiongroup.com.au
Website: www.precisiongroup.com.au
BSBMKG609A
Develop a Marketing Plan
ISBN: 978-1-74238-
Copyright Notice
No part of this book may be reproduced in any form or by any
means, electronic or mechanical, including photocopying or
recording, or by an information retrieval system without written
permission from Precision Group (Australia) Pty Ltd. Legal action
may be taken against any person who infringes their copyright
through unauthorised copying.
These terms are subject to the conditions prescribed under the
Australian Copyright Act 1968.
Copying for Educational Purposes

The Australian Copyright Act 1968 allows 10% of this book to be
copied by any educational institute for educational purposes,
provided that the institute (or the body that administers it) has
given a remuneration notice to the Copyright Agency Limited
(CAL) under the Act. For more information, email info@copyright.
com.au or visit www.copyright.com.au for other contact details.
Disclaimer
Precision Group has made a great effort to ensure that this
material is free from error or omissions. However, you should
conduct your own enquiries and seek professional advice before
relying on any fact, statement or matter contained in this book.
Precision Group (Australia) Pty Ltd is not responsible for any
injury, loss or damage as a result of material included or omitted
from this material. Information in this course material is current at
the time of publication.
Table of Contents
2
3
4
5
7
Legend
Qualification Pathways
Qualification Rules
Introduction
BSBMKG609A/01 Devise Marketing Strategies
Key Points
Evaluate marketing opportunity options that address organisational objectives, and

evaluate their risks and returns in the selection process
Develop marketing strategies that address strengths and opportunities within the
organisations projected capabilities and resources
Develop strategies which increase resources or organisational expertise where gaps

exist between current capability and marketing objectives
Develop feasible marketing strategies and communicate reasons that justifies their
selection
Ensure strategies align with organisations strategic direction
Develop a marketing performance review strategy, incorporating appropriate

marketing metrics to review of organisational performance against marketing
objectives
23
25
True or False Quiz
BSBMKG609A/02 Plan Marketing Tactics
Key Points
Detail tactics to implement each marketing strategy in terms of scheduling, costing,

accountabilities and persons responsible
Identify coordination and monitoring mechanisms for scheduled activities
Ensure tactics are achievable within organisations projected capabilities and budget
Ensure tactics meet legal and ethical requirements
Ensure tactics provide for ongoing review of performance against objectives and
budgets, and allow marketing targets to be adjusted if necessary
37
39
True or False Quiz
BSBMKG609A/03 Prepare and Present a Marketing Plan
Key Points
Ensure marketing plan meets organisational, as well as marketing, objectives and

incorporates marketing approaches and a strategic marketing mix
Ensure marketing plan contains a rationale for objectives and information that
supports the choice of strategies and tactics
Present marketing plan for approval in the required format and timeframe
Adjust marketing plan in response to feedback from key stakeholders and disseminate
for implementation within the required timeframe
45
46
47
49
True or False Quiz
Summary
Bibliography
Assessment Pack
Facilitator Manual BSBMKG609A Develop a Marketing Plan
Use considered risk taking in your grey area
...and others will follow you!
Legend
This symbol indicates the beginning of new content. The bold title matches the content
of the competency and they will help you to find the section to reference for your
assessment activities.
Activity: Whenever you see this symbol, there is an activity to carry out which has been
designed to help reinforce the learning about the topic and take some action.
This symbol is used at the end of a section to indicate the summary key points of the
previous section.
This symbol is used to indicate an answer to the Candidates questions or notes to assist
the Facilitator.

Qualification Pathways
There are always two

choices. Two paths to
take. One is easy. And
its only reward is that
its easy. Source Unknown
This unit of competency is provided to meet the requirements of BSB07 Business Services
Training Package although it can be used in a range of different qualifications. The BSB07
Business Services Training Package does not state how a qualification is to be achieved. Rather,
Registered Training Organisations are required to use the qualification rules to ensure the needs
of the learner and business customer are met. This is to be achieved through the development
of effective learning programs delivered in an order that meets the stated needs of nominated
Candidates and business customers.

Qualification Rules
Youre either part of
the solution or part
of the problem.
Eldridge Cleaver
Qualification requirements include core and elective units. The unit mix is determined by
specific unit of competency requirements which are stated in the qualification description.
Registered Training Organisations then work with learners and business customers to select
elective units relevant to the work outcome, local industry requirements and the qualification
level.
All vocational education qualifications must lead to a work outcome. BSB07 Business Services
Training Package qualifications allow for Registered Training Organisations (RTOs) to vary
programs to meet:
Specific needs of a business or group of businesses.
Skill needs of a locality or a particular industry application of business skills.
Maximum employability of a group of students or an individual.
When packaging a qualification elective units are to be selected from an equivalent level
qualification unless otherwise stated.

Introduction
Whether as an
individual, or as part of
a group, real progress
depends on entering
whole-heartedly into
the process and being
motivated to make you a
more deeply satisfied
human being.
Source Unknown
This unit of competency is about being able to develop and present a marketing plan for an
organisation. BSBMKG609A Develop a Marketing Plan is one of the units that make up the
Advanced Diplomas in Business.
This manual is broken up into three distinct sections. They are:
1. Devise Marketing Strategies

2. Plan Marketing Tactics
3. Prepare and Present a Marketing Plan
At the conclusion of this training you will be asked to complete an Assessment Pack for this unit
of competency. The information contained in this resource will assist you to complete this task.
On competent completion of the assessment, you will have demonstrated your ability to
produce a simple, but professional document for your workplace.


PART 1:
Devise Marketing Strategies
Key Points Section 1

Marketing planning begins by examining any opportunities, strengths,
weaknesses and threats that the organisation is encountering.
Strategies should then be developed to ensure that the organisation is best
able to address these factors.
Strategies should increase resources or expertise where any gaps may exist.
All strategies must be feasible and justifiable to be effective.
Marketing strategies should align with overall corporate strategy.
A review strategy should be developed that allows an organisation to ensure
that the strategies are allowing the organisations objectives to be achieved.

Part 1: Devise Marketing Strategies
What is Marketing?
Marketing is a term so widely accepted that we might be tempted to take its meaning for
granted although few people could define it, most would know it when they saw it. Marketing
is all about doing things right; getting the right product, to the right people, at the right price,
by using the right promotional techniques in order to make a profit for your organisation. In
this manual we will be examining how you can determine what marketing techniques are right
for your organisation.
Planning in Marketing
A well planned market strategy is absolutely vital to the growth of any business. As a manager,
you make business decisions every day. Oftentimes these decisions are made mostly relying on
your intuition. In the field of marketing, while you must make decisions, intuition alone may not
provide you with the facts you need to achieve marketing results. Marketing requires you to
have a solid knowledge of what other people want. While intuition can be used to achieve this,
often you will find that people are quite complex and so you need to use planning techniques
to achieve your business goals. Helping you get these marketing and business goals are all part
of setting your marketing strategy.
A marketing strategy can help you not only define your business goals, but help you develop
the activities to achieve them. Essentially a marketing strategy establishes where you want to
go. Once you know where you want to go, the next stage is to develop marketing tactics to
allow you to determine how to get where you want to go.
As a manager, it is possible to simply sit down and set up your own informal marketing strategy
in just a few simple steps. Such a strategic plan is useful in helping you in making decisions
later down the road. Try this exercise: find some quiet time to sit down with a notebook and
put your thoughts on paper, where is it that you want to head with your business. Try to answer
questions like: What aspects of your business are important, What is going well, What needs
improvement, What objectives do you want to achieve? It could be helpful to make a file where
you will keep everything that deals with your marketing strategy. Keep all of your thoughts and
notes in this file as well. You never know when you need to look back.
Why are We Different?

The first step in developing a marketing strategy is to describe a companys Unique Selling
Proposition, which is often abbreviated to USP. A USP is what sets one business apart from the
rest of the market. What service or product do you have to offer that is unique? Why would a
consumer choose your product or service over others? Why are you in business? If necessary,
look through your business plan. You can even include your goals in this step.
Once you have defined your USP, it is time to establish who your target market is. Who do you
want as a customer? Who do you currently have as customers? Do a little research into target
markets - are you on track with others in your industry? Or are you bringing in a target market
that isnt usually a customer of your industry? You may find that you have different targets for
different products and you may need a different marketing strategy for each.

Now describe how you will position your products or services. This step may take a little
research and involves thinking creatively. Start with how you are currently positioning your
product, then move on to what you would like to see in the future. Are you happy with your
marketing position, or do you want to see changes? Does the positioning reflect on your goals?
Next, we need to examine the type of methods that you will utilise in the implementation of
your plan. This means looking at what you are already doing and determining whether these
methods are appropriate for your target market. Think for example about your audience and
they way they consume the media. Older people are more likely to utilise newspapers and
magazines, younger people might be used to viral marketing.
When developing a marketing plan, you need to carefully consider the budget that is in place.
This will impact on your decision making. Treat marketing as an investment in the future of your
organisation something that will assist you in building your brand and sales over time.
You should revisit your marketing strategies at least once every few months. Many managers
think of it much like a budget - keep it in front of you and on your mind. You just cant develop
a strategy and then file it away, if you do, it will not do you any good. You have to take steps to
realise the goals in your plan. Check to see if you are on target or not. You may need to make
revisions as time passes and your business changes.
Marketing Strategies
Lets now look at some examples of specific Marketing Strategies. Overall strategies work to
explain how the marketing function fits in with the overall strategy for a business. Examples of
marketing strategies could be:
Increase overall profit
Widen distribution channels
Increase your selling price
Increase sales volumes
Bring a new product to market
Increase advertising
Build brand awareness
Open up new markets.
Now that you have identified the appropriate strategies for your organisation, you can take that
strategy and develop plans around it to allow the strategy to be implemented. This begins by
developing a set of marketing objectives stating what you wish to achieve in your marketing
plan.

Examples of marketing objectives might be:

Increase sales by 8%
Launch a new product that satisfies a specific need in the market by the end of the
year
Achieve a 98% customer satisfaction rating
Increase the number of retail outlets selling our products by 250 within 12 months
Achieve brand recognition among 90% of the general population within 3 years.
Marketing objectives are important to the process in that they allow you to ensure that the
marketing programs meet specific targets and so you have something to actually measure
performance against. Without them you do not know how well you are performing.
The aim of marketing is to know

and understand the customer so
well the product or service fits
them and sells itself. Peter F. Drucker
10

Determining Opportunities
The initial review stage for marketing planning takes place early in the process and involves you
in attempting to ascertain exactly what you are trying to achieve from your marketing plan. You
will also conduct this analysis during implementation to ensure everything is going to plan. An
audit of overall marketing performance will involve you in determining the way that the market
and all other environmental factors will influence the planning and implementation of your
processes. What you are doing during this process is looking at the environment in which you
are operating and then looking at how this will affect the way your business needs to operate
now and into the future.
Marketing audits can seem daunting, but there are tools that can be adopted by the marketing
planner to assist in reducing this workload. SWOT analysis (strengths, weaknesses, opportunity
and threat analysis) can allow you to examine the internal and external environment, while
PEST and Five Forces analysis are very useful for looking at externalities in detail. By using these
tools and processes, you are attempting to gauge exactly what factors are likely to be going to
affect the marketing operations within the organisation.
The Internal Marketing Environment

The internal marketing environment are those aspects of the environment that affect marketing
that exist within the organisation. Here you should examine:
What information do we have?
How is our marketing operation structured?
What equipment, budget, labour and timelines are we involved with in regards to
marketing operations?
How effective has our marketing been in the past?
How well does our marketing team communicate with others in the organisation?
How efficient has our marketing been?
What is our marketing budget?
How well do we plan for our marketing operations?
What issues do we have with our customers?
How profitable are each of our products?
Do we have any new products in development?
Do we have any opportunities for new products?
What pricing methods do we use and are these effective?
What distribution channels do we use and are these effective?
How effective is our sales force?
Is our marketing information accurate?
Do we know who our target markets are?

11
Are your target markets profitable?

Are there any opportunities that exist for new markets to be developed?
Should we change our pricing structure?
Are we innovative enough?
The External Marketing Environment

All market orientated organisations must examine who their customers actually are. This is one
of the important aspects of the external environment. Think about:
Their needs and how we satisfy them.
Their buyer decision process and consumer behaviour.
Their perception of our brand, and loyalty to it.
The nature of segmentation, targeting and positioning in our markets.
What customers value and how we provide that value?
As well as dealing with customers, you must think about the competition:
What is the nature of competition in our target markets?
Our competitors level of profitability.
Their number / concentration.
The relative strengths and weaknesses of competition.
The marketing plans and strategies of our competition.
The external environment also covers culture in general, as this can be a source of opportunities
or threats:
What is the cultural nature of the environment(s)?
Beliefs and religions.
The standards and average levels of education.
The evolving lifestyles of our target consumers.
The nature of consumerism in our target markets.
What is the demography of our consumers? Such as average age, levels of
population, gender make-up, and so on. How does technology play a part?
The level of adoption of mobile and internet technologies.
The way in which goods are manufactured.
What is the economic condition of our markets?
Levels of average disposable income.
Taxation policy in the target market.
Economic indicators such as inflation levels, interest rates, exchange rates and
unemployment.
12

Laws, for example, copyright and patents.

Levels of regulation such as quotas or tariffs.
Labour laws such as minimum wage legislation.
A Review of Our Current Marketing Plan

Next we need to consider the organisations current marketing plan, so that we can establish
answers to questions such as:
What are our current objectives for marketing?
What are our current marketing strategies?
How do we apply the marketing mix?
Is the marketing process being controlled effectively?
Are we achieving our marketing budget?
Are we realising our objectives?
Is our marketing team implementing the marketing plan effectively?
Levels of staffing.
Staff training and development.
Experience and learning.
What is our market share?
Are we achieving financial targets?
As mentioned previously, there are a range of tools that can be used to assist in determining
where the organisation lies in regards to overall market position. In this section we will look at
a range of these tools.
Strengths, Weaknesses, Opportunities and Threats (SWOT)

SWOT analysis attempts to determine where it is that our marketing operations stand. It looks
at strengths and weaknesses as well as the opportunities and threats facing a business. It
attempts to look at both the organisation and the environment in which it is working. When
you are developing a new marketing plan, the SWOT analysis will assist you, as a marketer, in
understanding where you need to focus your efforts. A marketing plan needs to be focused
on the areas where you know there are problems. A scattergun approach just is not effective.
When you are conducting a SWOT analysis, you are attempting first to determine the strengths
and weaknesses of your organisation. This will allow you to either build on or eliminate areas
that are positive or negative. Strengths of an organisation may include:
Having an innovative product that no one else sells
Having your business located in a unique location.
Having ISO certification

13
Business weaknesses may be:

Not having significant marketing experience
Your product is homogenous
You have a poor reputation among the target markets.
The SWOT analysis then moves on to look in detail at the opportunities and threats facing the
business in the external environment. This could include:
An opportunity to move into an overseas country
Developing new market segments through a new product
A newly developed market
EXTERNAL ORIGIN
INTERNAL ORIGIN
A new promotional method.
14
HELPFUL
HARMFUL
to achieving the objectives
to achieving the objectives
strengths
weaknesses
opportunities

threats
Threats that could face an organisation include:

Increased levels of competition
Lowering prices in the market
A competitor with something new to offer
Others with better distribution
Subsidies affecting importers and exporters.
SWOT analysis relies on the skills of those involved in the process. It is their thoughts and
opinions that will end up formulating the SWOT analysis meaning that different people may
well come up with very different results from the same organisation. Therefore, do not rely too
heavily on this. Use it as a guide for other decision making processes.
In order to undertake a SWOT analysis you need to:

Think carefully about what your strengths are and be realistic about your weaknesses.
Ensure that you do not just think about where you are now, look to where you want
to be as well
Be clear and concise
Think about your position in relation to the way your competitors do their business
as well.
Remember that different people may think of different things include a range of
opinions
Dont make the analysis too long and complex.
Once key issues have been identified with your SWOT analysis, they feed into marketing
objectives. SWOT can be used in conjunction with other tools for audit and analysis, such as
PEST analysis and Porters Five-Forces analysis.
Gap Analysis
The second type of analysis that you could look at conducting is the gap analysis. This is a useful
tool for helping you decide between multiple marketing options. This method allows you to
find those strategies that will best resolve the issues that you are facing. Gap analysis, on the
face of it, seems very simple. You are looking at any gaps that exist between where you are now
and where you want to be. Thinking about this a bit more, some gaps may exist in market share,
sales levels or brand recognition. Once you know the type of situation you are facing, you need
to have objectives in place that correct the gap, and finally you need strategies in place to allow
you to meet your targets.

15
Strategies for Bridging Gaps

There are three major strategies that any organisation may utilise in the development of its
marketing strategies. They are very popular because they seem to provide a simple way to look
at ways of bridging the gaps between where you are and where you want to be. In essence
there are three major strategies that can then be adapted to suit a specific organisation. These
options allow you to put in an overall strategy which can then be adapted as required.
Lets now look at each of the three strategies that an organisation could base a marketing plan
on. They are:
1. Cost Leadership.

Here we are looking to develop a strategy to develop the organisation by providing the
products to the market at the lowest price possible. This type of competitive advantage
is gained by focusing on reducing costs all through the process of manufacture and
marketing in order to be able to charge the lowest price in the marketplace. A good
example of this is any no-frills or home brand product. When developing these products
your manufacturers will have attempts to squeeze every last saving they can out of the
production line and then will be able to reduce the price as much as possible. Some
organisations are able to exploit this even further reducing costs but keeping quality
high thus increasing the profit margin significantly.
2. Differentiation.

The second strategy that you could implement is one of differentiation. This strategy
involves you in doing something different than what the competition is currently doing,
thus finding a way to make your organisation different. If your product is different
enough, this can increase the amount consumers are willing to pay for your product,
increasing margins and in turn profits. In order to differentiate your product you need
to have a good understanding of the market. Take an airline for example. They may offer
first, business, premium economy and economy classes and price each according to the
market. Some airlines offer unique arrangements that also allow for increased prices. Take
Air New Zealands unique sleeper seats as an example of this.
Differentiation is likely to initially cost more. You will be adding services or features that
were not there and so you need to be sure that the changes you are about to make will
be covered by the increased prices that you will offer this differentiated product at.
3. Focus or Niche Strategy.
16
The final strategy that you may implement is the niche strategy. This overall strategy
involves you in finding a small segment of the market on which you can focus all your
efforts. Using this strategy involves altering what you do to align very closely with the
needs and desires of a specific target audience. Smaller organisations are able to exploit
a niche much more effectively than a larger, less nimble organisation is able to do.
Within the niche strategy there are further ways of making improvements for
example you could try to become the lowest price within your niche, or you could try
to differentiate within the niche as well. A niche focus works best for small boutique
organisations, whereas a cost focus works best for large organisations who are better
able to make cost efficiencies by using economies of scale.

Target Markets and Segmentation

We now move on to examine the target audience that your organisation will be aiming for. You
can segment a market in a huge variety of ways. The actual segments that you choose will depend
on the nature of the product or service that you are attempting to market. You may also find that
the strategy you are adopting will allow you to determine how best to produce market segments.
Generally speaking, you need to consider who your markets are, where they are, why they use your
product and how they utilise your products or services.
Geographic Segmentation
This form of target audience segmentation relies on the fact that people living in different
places may well be quite different. You may divide your market up into countries, towns, or on
the lowest level even suburbs or streets. You need to be able to understand exactly how these
consumers differ depending on where they are located.
By geographically segmenting your market you can:
Ensure you take into account cultural differences
Recognise the fact that different languages may be spoken
Ensure you understand how different people in different locations may use products
differently
Align your marketing with climate differences.
You must be careful, however, as often you may find that people also can be quite similar or that
just because someone lives somewhere doesnt mean that other factors arent as important as
well.
Demographic Segmentation
The next form of market segmentation that you may consider is segmenting based on
demographics. Essentially this form of segmentation attempts to look at similarities between
groups of people such as their age, sex, religion, income or ethnicity. By bringing together all
the people with similar attributes, you are making up a specific market which can then be used
to pitch your product. Demographic data for specific markets is quite easy to come across as
large research and government organisations will hold this type of information.
Psychographic Segmentation
The final form of segmentation attempts to segment the market based on why consumers
buy the way they do. The data that you gather attempts to build a picture of the type of
consumer they are and looks at peoples personality, lifestyle and values in order to categorise
the individual. This form of segmentation is most useful because it provides a real picture of
your market, which can be used to understand purchasing behaviours. You can also use this
type of information to make positive decisions regarding branding and the promotional tools
that you may use.

17
Your Objectives and Reviews

The objective is the starting point of the marketing plan. Once environmental analysis (such
as SWOT, and GAP) and a market audit have been completed, their results will be useful in
determining objectives. Objectives should seek to answer the question Where do we want to
go? The purposes of objectives include:
To enable a company to control its marketing plan.
To help to motivate individuals and teams to reach a common goal.
To provide an agreed, consistent focus for all functions of an organisation.
All objectives should be SMART i.e. Specific, Measurable, Achievable, Realistic, and Timed.
Specific - Be precise about what you are going to achieve.
Measurable - Quantify your objectives.
Achievable - Are you attempting too much?
Realistic - Do you have the resources to make the objective happen (men, money,
machines, materials, minutes)?
Timed - State when you will achieve the objective (within a month? By February 2018?)
These objectives can then form the basis of any performance review. Once your performance
is measured, you can compare the results against your objectives in order to determine where
improvement is needed.
Evaluation processes are critical to the success of any marketing process. They are not simply
there to formally end the process. Evaluation should occur all through the process wherever
possible. Try to incorporate evaluation into all facets of implementation, adapting the plan as
you go where possible.
Evaluation should generally be against the objectives that you set earlier in the process. By
comparing actual performance against these objectives, you set yourself up in such a way as
to ensure that your performance is realistically showing what you want to achieve.
The overall plan should have opportunities built in to gather feedback from all those individuals
involved. Gather as much feedback and opinions on the plan as possible, as this will make
improving the process much easier.
We now have an overall view of what we want to achieve. The next stage is to take that overview
and implement tactics that will allow the strategies and goals to be achieved.
18

Activity One - Developing Strategies

The Activities in this unit all serve as skill practices. Similar questions will be asked as part of
your assessment tasks. So these will provide an opportunity to learn and understand so that
you can demonstrate your ability to apply. Read through all of the questions and select an
appropriate business, answer the questions and complete the requirements of this Activity.
Discuss your answer with your Facilitator and other Candidates to ensure that you are on track.
Name of Business Chosen and brief description
................................................................................................................
................................................................................................................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................

19
Activity One
1. Conduct a SWOT analysis of your chosen business and write the findings below.
................................................................................................................
................................................................................................................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
2.
Utilising the findings above, what strategies would you recommend the business
use in terms of its marketing? For each strategy, write a brief justification for its
existence.
................................................................................................................
................................................................................................................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
20

Activity One
3.
Develop a set of marketing objectives that enable your business to utilise or

improve its SWOT analysis?
................................................................................................................
................................................................................................................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
4.
Describe how the strategies that you have adopted are in line with overall
strategy?
................................................................................................................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................

21
Activity One
5. Briefly describe a marketing review system that you would adopt. You do not need
to be too specific here, as your marketing plan will flesh this out.
................................................................................................................
................................................................................................................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
................................................................................................................
Facilitators Notes for Activity One
. . . . . . . . . . . . . .Use
. . . . .these
. . . . . . .tasks
. . . . . . to
. . . ensure
. . . . . . . . . comprehension
. . . . . . . . . . . . . . . . . . . and
. . . . . ability.
. . . . . . . . . There
. . . . . . . .are
. . . . no
. . . .right
. . . . . . or
. . . wrong
..........
answers.
................................................................................................................
22

Section 1 - True or False Quiz

True
False
Marketing is selling.
Marketing is more than selling; its about delivering the right product, to
the right people, at the right price and at the right time.
A marketing strategy allows you to define business goals.

A USP is a Unique Selling Proposition.
Advertise twice weekly is a marketing strategy.
It is a marketing tactic or activity.
SMART applies to tactics.
It applies to objectives.
Increase sales by 8% by the end of the year is an example of an

objective.
SWOT analysis is objective.
It is subjective.
Labour is affected by both the external and internal marketing

environment.
Differentiation is needed for homogenous products.

23

Bfmkg609af S

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Bfmkg609af S

Diunggah oleh

Hak Cipta:

Format Tersedia

DEVELOP A MARKETING PLAN

FACILITATOR MANUAL WITH SIMULATED

Precision Group (Australia) Pty Ltd

Copying for Educational Purposes

Evaluate marketing opportunity options that address organisational objectives, and

Develop strategies which increase resources or organisational expertise where gaps

Ensure strategies align with organisations strategic direction

Develop a marketing performance review strategy, incorporating appropriate

True or False Quiz

BSBMKG609A/02 Plan Marketing Tactics

Detail tactics to implement each marketing strategy in terms of scheduling, costing,

Identify coordination and monitoring mechanisms for scheduled activities

Ensure tactics meet legal and ethical requirements

True or False Quiz

BSBMKG609A/03 Prepare and Present a Marketing Plan

Ensure marketing plan meets organisational, as well as marketing, objectives and

True or False Quiz

Use considered risk taking in your grey area

...and others will follow you!

Facilitator Manual BSBMKG609A Develop a Marketing Plan

There are always two

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Facilitator Manual BSBMKG609A Develop a Marketing Plan

1. Devise Marketing Strategies

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Devise Marketing Strategies

Key Points Section 1

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Why are We Different?

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Examples of marketing objectives might be:

The aim of marketing is to know

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

The Internal Marketing Environment

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Are your target markets profitable?

The External Marketing Environment

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Laws, for example, copyright and patents.

A Review of Our Current Marketing Plan

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Business weaknesses may be:

A new promotional method.

to achieving the objectives

to achieving the objectives

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Threats that could face an organisation include:

In order to undertake a SWOT analysis you need to:

Facilitator Manual BSBMKG609A Develop a Marketing Plan

Part 1: Devise Marketing Strategies

Strategies for Bridging Gaps

3. Focus or Niche Strategy.