Student Workbook

Implement and monitor
marketing activities
BSBMKG514A
Student Workbook
Student Workbook
BSBMKG514A Implement and

monitor marketing activities
1st Edition 2010
Part of a suite of support materials for the
BSB07 Business Services Training Package
Acknowledgment
Innovation and Business Industry Skills Council (IBSA) would like to acknowledge
Box Hill Institute of TAFE for their assistance with the development of this
resource.
Writer: Mandy Lingard
Industry reviewer: Tracy Willis
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Published by: Innovation and Business

Industry Skills Council Ltd
Level 11
176 Wellington Parade
East Melbourne VIC 3002
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www.ibsa.org.au
ISBN: 978-1-921788-68-0
Stock code: MKG514ACL
First published: July 2010

Print version: 1.0
Release date: July 2010
Printed by: Fineline Printing
130 Browns Road
Noble Park VIC 3174
Table of Contents
Introduction .............................................................................................................1
Features of the training program .....................................................................1
Structure of the training program ....................................................................1
Recommended reading ....................................................................................1
Further reading..................................................................................................2
Section 1 Implement Marketing Strategies and Tactics ...................................3
What skills will you need? ................................................................................4
The marketing implementation process..........................................................4
Briefing stakeholders ........................................................................................7
Briefing marketing and non-marketing personnel ....................................... 10
Prioritising and planning implementation of marketing strategies ............ 14
Communication and team building strategies ............................................. 17
Strategies for monitoring marketing activities ............................................. 22
Section summary ........................................................................................... 29
Further reading............................................................................................... 29
Section checklist ............................................................................................ 30
Section 2 Monitor Marketing Strategies and Tactics ..................................... 31
What skills will you need? ............................................................................. 32
Monitoring and implementing promotional activities against
communication objectives ............................................................................ 32
Product pricing and distribution decisions ................................................... 38
Monitoring marketing results ........................................................................ 47
Monitoring marketing revenue and costs .................................................... 53
Preparing and presenting marketing reports ............................................... 56
Section summary ........................................................................................... 61
Further reading............................................................................................... 61
Section 3 Evaluate and Improve Marketing Performance ............................. 63
What skills will you need? ............................................................................. 63
Assessing marketing performance ............................................................... 64
Identifying opportunities for marketing performance improvement .......... 66
Meeting the changing needs of the customer ............................................. 69
Documenting recommendations for improvement...................................... 71
Communicating changes to marketing objectives....................................... 72
Section summary ........................................................................................... 74
Further reading............................................................................................... 74
Glossary ................................................................................................................ 75
Appendices ........................................................................................................... 77
Appendix 1: Individual action summary ....................................................... 77
Appendix 2: Action planning templates ........................................................ 78
Appendix 3: Marketing plan and implementation template ....................... 81
Appendix 4: Consumer responses school supply store ........................... 83
Appendix 5: Marketing plan .......................................................................... 84
Student Workbook
Introduction
Introduction
Features of the training program
The key features of this program are:
Student Workbook (SW) Self-paced learning activities to help you to

understand key concepts and terms. The Student Workbook is broken
down into several sections.
Facilitatorled sessions (FLS) Challenging and interesting learning

activities that can be completed in the classroom or by distance learning
that will help you consolidate and apply what you have learned in the
Student Workbook.
Assessment Tasks Summative assessments where you can apply your

new skills and knowledge to solve authentic workplace tasks and
problems.
Structure of the training program

This Training Program introduces you to implement and monitor marketing
activities. Specifically, you will develop the skills and knowledge in the following
topic areas:
1. Implement marketing strategies and tactics
2. Monitor marketing strategies and tactics
3. Evaluate and improve marketing performance.
Note: the Student Workbook sections and Session numbers are listed next to the
topics above.
You facilitator may choose to combine or split sessions. For example, in some
cases, this Training Program may be delivered in two or three sessions, or in
others, as many as eight sessions.
Recommended reading
Some recommended reading for this unit includes:
Kotler, P., Adam, S., Denize, S. and Armstrong, G., 2008. Principles of
marketing, 12th edn, Pearson Education Australia, Frenchs Forest, NSW.
Perreault, W., Cannon, J. P., and McCarthy, E. J., 2008. Basic marketing: A
marketing strategy planning approach, 17th edn, McGrawHill, Roseville,
NSW.
Russell, E., 2010, The fundamentals of marketing, AVA Publishing, London.
Tong, E. and Taylor, D., 2004, Understanding market research, Pearson

Education Australia, Frenchs Forest, NSW.
BSBMKG514A Implement and monitor marketing activities

Page 1 of 97
Introduction
Student Workbook
Further reading
Marketing, About.com, viewed June 2010,

<http://marketing.about.com/>.
Business Dictionary, viewed June 2010,

<http://www.businessdictionary.com>.
Know this, viewed June 2010, <http://www.knowthis.com/>.
Marketing dictionary, Monash University, viewed June 2010,

<http://www.buseco.monash.edu.au/mkt/dictionary/mmm.html>.
Marketing Insight Business Results, ITSMA: Information Technology

Services Marketing Association, viewed June 2010,
<http://www.itsma.com>.
QuickMBA, viewed June 2010, <http://www.quickmba.com/>.
Small business notes, viewed June 2010,

<http://www.smallbusinessnotes.com>
Marketing, Wikipedia, viewed June 2010,

<http://en.wikipedia.org/wiki/Marketing>.
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Section 1 Implement Marketing Strategies and Tactics
Section 1 Implement Marketing

Strategies and Tactics
This section is about implementing marketing strategies and tactics, briefing
stakeholders on their roles and responsibilities, identifying and briefing marketing
and nonmarketing personnel on the objectives of the plan, performance
measures, and their roles and responsibilities.
Prioritising marketing strategies and identifying resources for their
implementation, communicating and team building strategies to ensure that
personnel responsible for each element of the marketing mix work together to
meet marketing objectives and implement strategies for monitoring marketing
activities and analysing marketing performance, in accordance with the marketing
plan.
Scenario: Aldi enters the Australian market
Aldis appearance in the Australian supermarket industry was successfully
achieved due to the exit of Franklins. This was primarily due to Franklins
decision in the early 1990s to expand into the fresh food market segment whilst
continuing to offer discounted prices. Overall the process confused their
customers and caused the chain considerable difficulty as they had little
experience in the fresh food market and were unable to match the buying power
of their larger competitors Coles and Woolworths. Franklins inability to attract
the expected new customers and the loss of their previously loyal discount
consumers caused the chain to be divided up and sold in 2001.
Previously the marketplace was divided into the premium, convenience and
discount segments, with each retailer positioned to appeal to their specific target
consumer. Franklins demise was attributed to its unsuccessful repositioning.
Aldis snapped up several of the Franklins stores and continued their expansion
into the Australian marketplace successfully filling the identified void of the
discount segment with little competition.
The privately owned Aldi was established in 1948 in Essen Germany, and had
considerable experience in the industry with over 5000 stores in Europe the US
with an annual turnover in excess of 35 billion euro ($66 billion) annually. Much
of Aldis success has been attributed to their range of 700 popular Aldi products.
This is compared to Coles and Woolworths primarily stocking national brands
extending to over 20,000 products with minimal consumer acceptance of their
home brand labels.
Aldis ability to position stores in price conscious areas combined with limited
choices at lower prices enabled them to easily enter the Australian market by
successfully identifying the needs and wants of a large consumer segment. Aldis
ability to satisfy their target market ensures they are able to maintain their
competitive edge and discourage new entrants.
This provides an example of market segmentation and the importance of
organisations assessing their capabilities in order to maintain their specific
target market and competitive advantage over rivals.

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Student Workbook
What skills will you need?

In order to work effectively as a marketing manager, you must be able to:
describe the marketing implementation process
brief stakeholders who participated in the marketing planning process on

their implementation roles and responsibilities
identify and brief marketing and non-marketing personnel critical to the

success of the marketing plan, on the objectives of the plan, performance
measures, and their roles and responsibilities
prioritise marketing strategies and identify resources for their

implementation
implement communication and team building strategies to ensure that

personnel responsible for each element of the marketing mix work
together to meet the organisations marketing objectives
implement strategies for monitoring marketing activities and analysing

marketing performance, in accordance with the marketing plan.
The marketing implementation process

Many organisations place a great deal of effort into creating a marketing strategy
and documenting this into a marketing plan, but fail to implement the required
actions and then wonder why the marketing plan failed to deliver the results the
organisation was aiming for.
While deciding what to do is important, the actual implementation of the
strategies and tactics is equally as important. This means that a systematic
approach is required to identify the marketing strategy or strategies of the
organisation and then implement the tactics and activities required for each
strategy. This initial information can typically be obtained by looking at the
organisations marketing plan.
The marketing plan
The marketing plan is a document created by an organisation to outline their
overall marketing objectives and the strategies, tactics and actions that will be
needed to achieve the objectives. It aims to help organise the strategy of the
organisation in relation to its products or services. (See Appendix 5 of this
Workbook for an example of a marketing plan.)
Like the other internal plans of the organisation, a marketing plan should be
aligned to and support the overall plan and objectives of the organisation, as
shown in the following diagram.
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Student Workbook
Organisationplan
andobjectives
Marketingplan
Productionplan
Human
resourcesplan
There is no set structure for a marketing plan, and a search of the internet or your
workplace will reveal many variations. However, a marketing plan typically
includes all of the information required by management to approve the marketing
strategy.
A marketing plan also includes most of the information required by the marketing
department to implement the plan. It is therefore a key document to obtain when
planning for the implementation of marketing strategies and tactics.
The following is an overview of the information found in a typical marketing plan.
An overview of the organisation and the industry it in which it operates.
An overview of the current market. This may include a SWOT analysis, a

competitor analysis and results from any market research that was
commissioned.
The marketing objective or goal of the organisation. This is a statement of

what the organisation is trying to achieve or their aim for example, to be
the number one online shopping site for electronic goods.
A list of the marketing strategies. A marketing objective or goal may require

multiple strategies. The strategies are the long-term actions required for
the goal or objective to be achieved. For example, to improve online
visibility, to increase awareness of the website and to educate customers.
An action plan. The action plan should outline the tactics or activities
required for each strategy. For example, action purchase top placement in
internet searches for relevant commonly searched terms, run an
advertising campaign on radio and television, establish a loyalty program
to increase repeat business and referrals. As with all action plans, it should
contain information about the actions required, who will be responsible for
them, when they need to be done and the costs associated with each.
The projected budget associated with the plan. This should include
estimates of income or revenue resulting from the marketing activities, as
well as detailed breakdowns of all costs associated with the plan.
Information relating to control or monitoring the implementation and

evaluation of the plan. This typically involves the use of schedules and
charts, such as Gantt charts, or similar project management tools.

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Student Workbook
Learning activity: Marketing plans

Use your workplace, the internet or other sources (one is also
provided in the appendix to this workbook) to locate three
examples of either completed marketing plans or marketing plan
templates.
Tip: the following website includes some sample plans that may be useful:
<http://www.mplans.com/sample_marketing_plans/>.
Review these documents and answer the following questions.

What are the common structural elements of these plans?
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List the additional information provided in the plans or templates.
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The implementation process
Having obtained and reviewed the marketing plan, it is essential that you take a
systematic approach to implementing the required steps. This will usually involve
three keys steps:
planning and implementation
monitoring strategies and tactics
Evaluating and improving marketing performance.
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Step 1 of this process is discussed in the remainder of this section. Steps 2 and 3
are covered in later sections of this workbook.
Briefing stakeholders
When implementing marketing strategies and tactics it is necessary to brief
participating stakeholders on their roles and responsibilities to ensure the
implementation process runs smoothly and efficiently.
There are many definitions of a stakeholder, but in the context of a marketing
plan, the stakeholders are generally seen as those who either have an interest, or
will benefit from the marketing activities, or those that may have an influence on
the completion of marketing activities.
This may include:
board of directors
finance staff
human resources staff
it staff
managers
marketing personnel
owners
production staff
supervisor.

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At this point in the implementation process, it is important to identify and brief

only those stakeholders that were involved in the marketing planning process.
This is due to the roles and responsibilities that these stakeholders will play in
ensuring the success of the marketing plan, for example:
Board of directors may be required to approve the plan and therefore will
need to be briefed on the details prior to final approval being granted. The
board of directors may also need to comment on or approve progress
reports and as such, this should be explained at the outset. Typically a
presentation to the board of the marketing plan would be used to brief
these stakeholders.
Human resources staff may need to recruit or arrange training for staff
involved in the implementation of the marketing plan. Their briefing would
therefore need to include this information, as well as information on skills
and knowledge that new recruits, or staff to be trained, will need to have.
Typically a report or staffing request, with details from the marketing plan
to support the request, would be used to brief these stakeholders.
Finance staff may need to make adjustments to the internal records of the
company, such as setting up a separate cost centre to hold the budget
associated with the plan, and to record associated income and expenses.
In a smaller organisation, they may simply require a code to be allocated to
track income or expenses associated with the plan. Typically a written
request for a budget allocation, or similar, would be used to brief this
stakeholder group.
Managers may need to be aware of any possible impact that the marketing
activities will have on their departments / teams and their staff. This may
include changes in procedures, new products or services, special pricing,
etc.
Other stakeholders will generally be informed of marketing activities in the same

manner as all other staff, through the use of internal marketing.
In order to identify the relevant stakeholders, you will need to consider the type of
marketing being discussed in the plan. The various types of marketing may
include:
business-to-business marketing
direct marketing
public sector marketing
services marketing
telemarketing.
Learning activity: Briefing stakeholders

Interview two to three colleagues, or review current marketing
policies and procedures to determine how stakeholders are briefed
on marketing activities in your workplace. If you do not have a
workplace, interview friends or family members to find out how this
occurs in their workplace.
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Student Workbook
1. Which stakeholder groups are typically involved in the marketing

planning process?
2. How are they briefed on marketing plans (e.g. report, email, internal
memo, presentation etc.)?
3. What are the roles and responsibilities of each stakeholder group in
relation to the implementation of marketing plan activities?
Record your findings below.
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Student Workbook
Briefing marketing and non-marketing personnel

As well as the stakeholders, marketing and non-marketing personnel critical to
the success of the marketing plan also need to be identified and briefed.
Following on from briefing stakeholders, marketing and non-marketing personnel
also need to be briefed on the plans objectives, performance measures, and their
roles and responsibilities to ensure the combined success of the marketing plan.
This type of briefing is often referred to as internal marketing.
Internal marketing
The success of any marketing activities is equally shared between both external
and internal customer groups. Internal marketing is the function of advising the
internal customers, i.e. the staff about the marketing activities.
Internal customers are those that will need to respond to customers about the
external marketing activities. This could be direct responses through processing
requests, handling queries or promoting the product or service at the centre of the
marketing activities. Indirect customer responses are also important, such as the
care and efficiency with which orders or requests are actioned and payments are
made, how any complaints, issues or problems are dealt with, and even any
public comments that are made in relation to the organisation, product or service
or the marketing activities themselves.
A positive attitude from internal customers to the marketing activities, and their
roles and responsibilities in ensuring that required actions are taken, is an
essential component of any successfully executed marketing plan.
Marketing and nonmarketing personnel
The details of the plan will assist in identifying the relevant marketing and non
marketing personnel. However those critical to the success of the marketing plan
should not be restricted to the staff directly responsible for implementing the
plan, they should include staff involved in all aspects of the marketing and follow
up activities and may include:
advertising personnel
managers
public relations personnel
sales manager
sales team
staff
supervisors.
Whatever functional aspects of marketing an individual may be involved in, that

person should never lose sight of the fact that the process of making sales is
the only methods of perpetuating the life of the organisation.
Source: G. Lancaster and P. Reynolds, 1995, Marketing, ButterworthHeinemann Ltd, Oxford.
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Briefing information
When conducting internal marketing, the information your provide personnel will
generally include information on:
the objectives of the marketing plan
their roles and responsibilities in relation to the success of the plan
any performance measures associated with their role.
The level of detail provided will depend up the nature of their involvement in the
marketing plan activities. For example, staff in the marketing department may
have direct roles in relation to the implementation and as such they may require
significant details about the overall plan as well as each of the strategies and the
related tactics. Sales staff may simply need an overview of the plan and the
strategies or tactics to be used but detailed information of the activities that will
affect them, such as new special offers/pricing or changes to sales processes. For
staff directly responsible or accountable for activities listed in the action plan
section of the marketing plan, an individual action summary may be used to
record relevant information for later use in measuring their performance or
contribution to the marketing plan.
A sample of an individual action summary template is included in Appendix 1.
Learning activity: Briefing personnel
Research your workplace, the workplace of a friend or family
member or another organisation you are familiar with that
undertakes marketing activities.
1. What methods does this organisation use to advise
marketing and non-marketing personnel of marketing plan information?
__________________________________________________________________
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__________________________________________________________________
__________________________________________________________________
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__________________________________________________________________
2. How are the roles and responsibilities in relation to the marketing plan
activities recorded?
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Student Workbook
Measuring performance
When briefing personnel on their roles and responsibilities, it is also important to
ensure that performance measures for the marketing plan are communicated.
Performance measures can be allocated on an individual, team or organisational
basis. Typically sales personnel have general performance measures that are not
specific to a particular marketing activity, but will relate to the overall marketing
goal of the organisation, e.g. increase sales by 20%.
Similarly, marketing personnel may have performance measures that relate to
overall marketing activities, e.g. deliver all marketing campaigns on time and
within budget.
Team-based performance goals are also commonly related to marketing goals
rather than specific marketing activities.
Organisational performance measures for marketing usually related to marketing
metrics that measure the contribution of marketing activities to the growth and
success of the organisation.
The most common metric applied in the current workplace environment is the
balanced scorecard approach. This enables executives and owners to monitor and
manage overall business strategy by looking at the drivers of current and future
success for the organisation. The balanced scorecard approach focuses on the
link between the marketing plan and the four critical areas of the business
operations.
1. Customer how does the plan improve or contribute to an increase in
customer satisfaction?
2. Financial how does the plan contribute to the bottom line?
3. Internal business processes does the plan help to identify and improve
how the organisation operates and whether products and services meet
customer needs?
4. Learning and growth does the plan provide opportunities for individual
employee and organisational growth and what can the organisation do to
improve or sustain its capacity for change?
Customer
Financial
Vision
and
strategy
Internal
business
processes
Learning
and growth
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Learning activity: Performance measures

Research examples of marketing related performance measures
for two to three roles at your workplace or a workplace you are
familiar with that undertakes marketing activities.
1. What are some examples of individual or team performance
measures for marketing activities?
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2. Does the workplace you looked at use a balanced scorecard approach
for setting performance measures? If not, describe the approach used to
determine an overall performance measure for the marketing plan.
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3. Give an example of an overall performance measure for a marketing
plan.
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Prioritising and planning implementation of marketing strategies

According to organisational requirements, prior to implementation, marketing
strategies need to be prioritised and relevant resources need to be identified. The
required actions and the required resources should have identified as the
marketing plan was created and documented in the action plan.
Marketing strategies
There are several different types of strategies, a combination of which you may
find in the marketing plan.
Defensive
strategies
These are designed to retain existing customers
Developing
strategies
These are designed to offer existing customers a wider

range of your products/services
Attacking strategies
These are designed to generate business through new

customers
The matrix developed by Ansoff is a useful way of looking at the type of strategy
that may be suitable. This matrix indicates that the safest way to try to expand
your business is in the areas you know best with your existing products in your
existing markets.
Ansoff Matrix the risks of various strategies
The type of selected strategy will obviously impact on the action plan.
Action plan
Is a documented plan that identifies required tasks, resources and
timelines? It defines what needs to be achieved, by when and how.
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As well as a summary of the goals, measures of success and scope of the plan,
each activity on the plan should have be documented as an action item. The
action item documentation should incorporate three major elements:
activity description a description of what needs to be done
deliverables what the outcome of the activity should be and when will it
be done
resources needed a list of the financial, human, it, physical and technical
resources required for the activity.
A sample action plan template is included in Appendix 2. The dates on the action
plan will assist you to prioritise each activity.
Resources needed
The resources needed for each action should include a comprehensive list of all
resources types including:
financial
human
information and communication technology (ICT)
physical
technical.
Financial resources are essentially any budget allocation required for the item.
This could include salaries for contract or outsourced work, supply, distribution or
printing costs.
Human resources relates to the people required to undertake the activity. This
usually includes general staff needs as well as any administrative resources.
ICT resources are the technology and communication requirements. Examples
include computers, phones, internet access, website, scanner etc.
Physical resources are those relating to the premises or location needs for the
activity. This could be a desk, meeting room, call centre, or combination of these.
Technical resources are usually those that may not be part of the team, or part of
the organisations usual staff. This may relate to specialist personnel, such as
contractors, or specialise services such as an outsourced call centre, or graphic
design company.
Learning activity: Action plan
Assume Aldi have a goal of increasing their local customer base at
a new store opening scheduled in six weeks. One of the strategies
is to provide special discount vouchers to customers in the local
area, attached to advertising brochures that will delivered in the
week prior to the opening.
You have been asked to arrange the production and delivery of vouchers and
brochure. Create an action plan for this activity.
Use an action plan template from your workplace, or the template provided in
Appendix 2.
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Obtaining relevant resources for implementation

Involving your organisations team with relevant aspects of the marketing plan,
will ensure they have sound knowledge of the goals and objectives and are able to
accommodate queries and issues as they arise. This will contribute to the overall
success of the marketing campaign by enabling you to:
capitalise on existing knowledge and expertise available inside the

organisation
reduce possible costs associated with outsourcing activities
respond faster to changing needs resulting from the marketing plan

activities
create opportunities for learning and growth through mentoring and

coaching experiences.
Following is an example of a table which can be used to list team members roles
and responsibilities. You could also adapt this table to capture any identified
expertise within team members.
Roles and responsibilities
Marketing Mix
Tasks
For example,
email potential
customers to create
awareness of new
services
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Personnel
required
John Smith
Resources
Times and
dates
List of potential
customers
two days, one
Customer Service
staff
01/02/2010
03/02/2010
Location
Office

Student Workbook
Communication and team building strategies

In order to meet marketing objectives, communication and team building
strategies need to be implemented to ensure that personnel responsible for each
element of the marketing mix unite and work together to achieve set objectives. It
is also imperative for individual team members to be fully aware of the following.
The project goals and objectives as outlined in the marketing plan.

For example, prior to commencing the project a team meeting should be
held with each team member present to receive a summary of the overall
project action plan with the goals and objectives detailed in a schedule
timetable detailing implementation and points of measures. It would also
detail each team members area and tasks of responsibility. At this point it
would also be beneficial for interactive discussion amongst all present to
present any issues of concern.
Individual targets and key performance indicators.

For example, the action plan will specify individual tasks and
responsibilities and the relevant KPIs to ensure each individual is meeting
their expected targets at the scheduled time. This will alert the manager if
there is a problem hopefully prior to it becoming a major issue that has a
ripple effect.
Scheduled implementation and monitoring points to measure achieved

goals and objectives.
For example, depending on the type of marketing campaign and employed
marketing mix it may be necessary to schedule a 15-minute update every
second day to monitor the implementation and track the overall progress
of the campaign. Alternatively the start of each week or month may have a
scheduled meeting on a Monday morning to monitor the overall campaign
progress, discuss individual tracking and highlight any unexpected issues
that need attention.
Timetabled evaluation and review.
The action plan will have a detailed timetable identifying each relevant element,
its ongoing evaluation and the points for overall review. Communication is the key
for every single aspect of the project and an effective team.
The 5 Cs of effective communication
Effective communication is essential in any workplace and is essential for building
or improving business and work relationships. One popular model for effective
workplace communication is Heather Hansens 5 Cs of effective communication.
Articulate clearly
Messages are ineffective is the listeners cannot

understand what you are saying. Ensure that your
thoughts are organised and concise. In verbal
communications, slowing down your rate of speech
will often improve clarity. In written communication,
write logically and have someone else check your
work.

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Speak correctly
Human beings are often judged on how they speak.

Poor speech patterns, the overuse of slang or
inappropriate language and poor grammar are often
perceived as signs of diminished intelligence,
disrespect or laziness. Use correct grammar and a
wide vocabulary, but take care not to use language
that is too unfamiliar to people to avoid being seen as
pretentious.
Be considerate
Speak with a smile, be polite and make eye contact.

Being considerate of others will encourage them to do
the same and build better and more positive
relationships.
Give compliments
Compliments are an easy means of showing your

appreciation to others and building instant rapport.
Congratulate people on work well done or good ideas.
Take care not to make compliments personal (i.e.
about their appearance) unless it is appropriate and
you have a personal relationship with them.
Have confidence
Believe in yourself and your message and let this be

evident in the way you communicate. Adjust your tone,
pitch and pace in verbal communications to convey
your confidence. In written communications, use
words that demonstrate your confidence. Take care
not to be seen as arrogant.
Other models with the same name have different words but use similar themes.
You should keep these in mind when planning a communication strategy to keep
personnel informed. Consider factors such as:
how often you will communicate with each group / individual?
what means will you use for these communications?
what will be your key messages for each type of communication?
Learning activity: Communication Strategy

Think back to the previous action plan you created for the brochure
activity for Aldi.
Design a communication strategy for this activity by addressing the
following questions.
1. Who will you need to communicate with to ensure this activity is
conducted in an effective manner?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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2. What would be the best means for communicating with these individuals
/ groups?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
3. How often would you communicate with them?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
The 5 Cs of effective team building
Team-building strategies are also essential in effectively running an organisation
or team. Large and small businesses need a team of committed and capable
employees who can get the job done.
A team doesnt happen by itself, implementing team building strategies takes
time and effort. The end result is to create a work environment in which every
team member feels their contribution is valued and essential to the organisations
success. One effective strategy for effective team building is to use another 5 Cs
approach.
The 5 Cs of effective team building are:
Clear expectations
One of the key characteristics of a successful team is

ensuring every person knows the role they are expected to
play as well as the roles of other team members. Each and
every employee needs to clearly understand how and
where they fit in the organisational structure.
Channels of
communication
It is essential to create and maintain open channels of

communication with all employees. This must involve
everyone including directors, managers, team leaders and
team members.
It is imperative to ensure a working atmosphere where
employees know that their concerns are always
acknowledged and considered. Also encourage employees
to discuss genuine issues amongst themselves. Team
building cannot be achieved without open channels of
communication.

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Conflict resolution
When a group of people work together there will invariably

be times when the going gets rough and differences
emerge into the open. It is essential to develop conflict
resolution skills amongst your employees. Create a
mechanism for redressing grievances, if they cant resolve
their problems without assistance. Implement mediation
with an impartial third party. It may also be necessary to
conduct workshops on this subject.
Consequences
Ensure team members feel responsible and accountable

for team achievements. Ensuring they understand that
each individual contribution is a vital piece in the whole
puzzle. At the same time, encourage individual creativity to
evolve by implementing a system of rewards and
recognition.
Celebrating
achievements as a
team
Every employee plays an important part in the success or

failure of an organisation. It makes sense to celebrate
achievements as a team. Depending on the achievement,
the celebration can be as simple as a casual staff party or
as spectacular as a company weekend trip
These five team building strategies will ensure that people who are employed by
the organisation unite as a team and work together to achieve the same goal.
Empowering and instilling a sense of belonging in your employees, will build a
successful team that works hard to achieve the best results for the organisation.
Learning activity: Team building
Some business commentators have suggested that in addition to
the 5 Cs mentioned above, there are three more that need to be
added:
coaching
collaboration
community.
Use the internet to research this statement and then complete the following.
1. Describe what is meant by each of these terms in relation to effective
team building?
Coaching:
__________________________________________________________________
__________________________________________________________________
Collaboration:
__________________________________________________________________
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Community:
__________________________________________________________________
__________________________________________________________________
2. Do you agree or disagree that these are valid additions to an effective
team building strategy? Why/Why not?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
3. How would these additional terms assist if a balanced scorecard
approach was being used to measure marketing performance?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
For an organisation to meet marketing objectives, communication and team
building strategies need to be implemented to ensure that all personnel
responsible for each element of the marketing mix unite and work together to
achieve set objectives.
Marketing mix
Marketing mix
A marketing mix will comprise several elements that make up the
marketing campaign

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When determining the personnel responsible for the marketing mix, it is essential
that you identify all personnel involved in:
distribution
level of service
pricing
product or service variables such as:

o design
o quality
o range
o safety features
o technical features
promotion.
Open and effective communication involving all team members needs to be

implemented and encouraged to ensure that personnel responsible for each
element of the marketing mix unite and work together to achieve set objectives.
The following illustrate examples of marketing plans, marketing mix and
implementation strategies.
Marketing mix strategy example, YmhMarketingPlan, viewed June 2010,

<http://www.ymhmarketingplan.com/marketing_mix_strategies.htm#Mar
keting_Mix_Example>.
Sample marketing plan, More business.com, viewed June 2010,

<http://www.morebusiness.com/templates_worksheets/bplans/printpre.
brc>.
A planning template is available in Appendix 3 for assistance in defining the

teams roles, responsibilities and time requirements relevant to their specific
element in implementing the marketing mix effectively.
Strategies for monitoring marketing activities

The marketing plan requires the monitoring of all marketing activities in order to
analyse their market performance. Implementation strategies for effective and
accurate monitoring processes need to be considered and implemented.
Planning tools
In conjunction with an action plan you can utilise other planning tools. These can
assist with the successful development and monitoring of a prioritised action plan
and ensure that implementation of marketing activities runs as trouble-free as
possible.
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Learning activity: Planning tools

Research the internet for examples of planning tools including:
flow charts
Gantt charts
pert diagrams
milestone charts.
Copy these into a document and write a brief explanation of when and how each
is used.
It is important to track your required resources. This can be done by utilising a
Gantt chart, a simple example of which is shown below. A Gantt chart illustrates a
project schedule using a bar chart style. The Gantt chart illustrates the start and
completion dates of each self-contained stage or process in the project. The chart
reveals process sequence and highlights the dependencies of some processes on
other processes.
Example Gantt chart:
Week 1
Date:
Week 2
Date:
Week 3
Date:
Week 4
Date:
Week 5
Date:
Week 6
Date:
Pamphlet
distribution
Printing of
pamphlet
Graphic
design/logo/
photos
Write copy for
promotional
pamphlet
Monitoring and evaluation
The marketing plan requires the monitoring of all marketing activities in order to
analyse their market performance. Implementation strategies for effective and
accurate monitoring processes need to be considered and implemented.
On the following page is a process that can be used to monitor and evaluate
performance.
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Each aspect of the marketing plan should be monitored and evaluated. Whilst this
is not always easy, as results will not always be immediate, it is imperative to
implement systems to measure and determine whether goals are being achieved.
These goals can relate to:
timelines
resources
costs
sales
contacts made
relationships built.
Learning activity: Monitoring workplace marketing activities

policies and procedures to determine how marketing activities are
monitored at your workplace. If you do not have a workplace,
interview friends or family members to find out how this occurs in
their workplace. You should be looking for information in relation to:
how marketing activities are monitored?
how often this process is undertaken?

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Monitoring
Assess the situation to observe any changes which may occur over
time, using a monitor or measuring tool of some sort.
An evaluation of information and data collected will help to determine if there are
problems. Early detection will enable adjustments and improvements to be
implemented and contribute to the overall success of the marketing plan.
Collected data could include:
the number of hits on a website
inventory records to track stock
invoices to track sales
recorded queries.
For example, a bookstore issues discount vouchers to clients on its email list and
has different vouchers that are given out as part of register receipts issued to
clients who spend over $50. A check of their records shows that of the 200 email
vouchers issued each month, only 2% are redeemed, and that very few email
customers actually read the monthly email, whereas 50% of the vouchers issued
on register receipts are redeemed.
The bookstore could use this data to infer that the email list and related vouchers
are not as effective as the register receipt vouchers in encouraging repeat
business and therefore they should focus more of their marketing activities on
activities relating to the register receipts.
Learning activity: Feedback for evaluation
Analyse the consumer response data in Appendix 4 for the school
supply shop.
What does this data infer about the marketing activities of the
school supply shop and how would you suggest they retailer use
this information when planning future marketing strategies and tactics?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Depending on what is being measured, you will need to implement different tools
to measure individual aspects and activities. Collecting information should be a
managed process. The types of data you are collecting will depend on what
product or service is being marketed and how it is performing against allocated
goals and objectives.
Collected data provides valuable information enabling analysis of the impact of
the marketing mix. Depending on the information collected it will provide
qualitative or quantitative information.
Quantitative data is measurable and can be numerically analysed.
Qualitative data is subjective, how people are feeling or behaving
this type of data is not as easily analysed.
Employee feedback
As noted in Section 1, when devising and implementing a marketing campaign
internal feedback is an essential tool for measuring to improve. A brief form
should be circulated to all appropriate personnel weekly for all employees to note
customer satisfaction, events or problems that need to be addressed, as they
happen each day.
Employees are to record action taken when customers arent satisfied with
products or services.
A summary of this internal feedback containing relevant comments on improving
customer satisfaction (or solving customer problems) should be circulated each
week to all employees to inform, educate, and improve total organisation
problemsolving for customers. This will also assist in improving communication.
Customer feedback
Customer feedback can also be used to obtain information on products and
services offered by the organisation and how relevant these are to the needs of
the organisation. For marketing activities, customer feedback can be used to
obtain information on the effectiveness of marketing activities.
Does your organisation have a mechanism they use to obtain feedback to confirm
if they are meeting and servicing its customers needs and to detect problems
when it is not? Consider if the feedback they obtain is timely and what is then
done to action it.
Once customers know that you are interested in feedback, your organisation must
act on customer responses and then provide status reports or presentations on
the successful resolution of each problem or follow up action each opportunity.
Other options include:
a survey that could be sent to customers to gather their input on how well
your organisation is satisfying their needs.
a monthly or quarterly review with specific customers to determine:

o summary of sales information compared to previous years
o current customer service problems, detailing what they were and
steps that were implemented to resolve the issues.

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o customer service improvements summary

o customer feedback utilising a single form survey.
Learning activity: Feedback
policies and procedures to determine the feedback processes for
marketing activities at your workplace. If you do not have a
workplace, interview friends or family members to find out how this
occurs in their workplace. You should be looking for information in relation to
the following questions.
What processes are used to obtain feedback?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
How effective are they?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
What information do they provide?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Who do they obtain feedback from?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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What benefit is the feedback to the organisation?

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Log onto the link below and read through the information provided.
Sample marketing plan, More business.com, viewed June 2010,

<http://www.morebusiness.com/templates_worksheets/bplans/
printpre.brc>.
Section summary
You should now understand how to implement marketing strategies and tactics,
brief stakeholders on their relevant roles and responsibilities, identify and brief
marketing and non-marketing personnel on the objectives of the plan,
performance measures, roles and responsibilities. You should understand how to
prioritise marketing strategies and identify resources for their implementation.
You should also understand how to effectively communicate and build team
strategies to ensure that personnel responsible for each element of the marketing
mix unite and work together to meet marketing objectives and implement
strategies for monitoring marketing activities to analyse marketing performance,
in accordance with the marketing plan.
Further reading
Marketing goals and objectives, How stuff works, viewed June 2010,
<http://money.howstuffworks.com/marketing-plan18.htm>.
Marketing plan, Learn marketing.com, viewed June 2010,

<http://www.learnmarketing.net/marketingplan.htm>.
Marketing plan objectives and strategies, Small business notes, viewed

June 2010,
<http://www.smallbusinessnotes.com/planning/marketingplan/marketpl
anobjectives.html>.
Sales and marketing plans, Business owners toolkit, viewed June 2010,
<http://www.toolkit.com/small_business_guide/sbg.aspx?nid
=P03_8070>.

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Information about the 5 Cs of communication can be found at:
Communicating in the workplace The 5 Cs of becoming an effective

communicator, EzineArticles, viewed June 2010,
<http://ezinearticles.com/?Communicating-in-the-Workplace---The-5-Cs-ofBecoming-an-Effective-Communicator&id=922601>.
The 5 Cs of effective communication in the workplace, Hansen

communication lab, viewed June 2010,
<http://www.hansenslt.com/scan0001.pdf>.
Information about the 5 Cs of team building can be found at:
The 5 Cs of team building, Shine.com, viewed June 2010,

<http://info.shine.com/Career-Advice-Articles/Leadership-Teamwork/The5-Cs-of-team-building/1604/cid31.aspx>.
A collaboration parable and 8 Cs of teamwork, Stronger teams blog,

viewed June 2010,
<http://strongerteams.wordpress.com/2007/03/11/a-collaborationparable-and-8-cs-of-teamwork/>.
Team building strategies Remember the five Cs, Smart entrepreneur,

viewed June 2010, <http://www.smartentrepreneur.net/team-buildingstrategies.html>.
Section checklist
Before you proceed to the next section, make sure that you are able to:
describe the marketing implementation process
brief stakeholders who participated in the marketing planning process on

their implementation roles and responsibilities
identify and brief marketing and non-marketing personnel critical to the

success of the marketing plan, on the objectives of the plan, performance
measures, and their roles and responsibilities
prioritise marketing strategies and identify resources for their

implementation
implement communication and team building strategies to ensure that

personnel responsible for each element of the marketing mix work
together to meet the organisations marketing objectives
implement strategies for monitoring marketing activities and analysing

marketing performance, in accordance with the marketing plan.
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Section 2 Monitor Marketing Strategies and Tactics
Section 2 Monitor Marketing

Strategies and Tactics
This section is about implementing and monitoring promotional activities against
communication objectives in the marketing plan and monitoring product, pricing
and distribution decisions against organisational policy. This section also
discusses monitoring marketing results against targets, and analysing marketing
revenue and cost against allocated budgets to record variations. Preparing
marketing reports to present and communicate ongoing progress towards
marketing objectives.
Case study: Braaap!
The following is an extract from the braaap website.
<http://www.braaap.com.au/AboutBraaap>.
If youre a dead-set racer, a hard core trail rider, want to ride with the whole
family, if your freestyling, if this is your first bike or your keen as to get into
braaapster riding for the flat out fun of it, youve come to the right place!
Mini Motocross has been around for years and it all started when some
professional motocross riders in America used mini bikes for fun with their
mates and to just get back to loving dirt bike riding with limited stress, limited
fitness and limited funds.
These days every pro rider has a mini and a track in their back yard, every pub
has been home to some mini motocross bench racing and every kid wants a
mini bike, and many people can afford to buy them. Mini motocross has carved
its way into the motorcycle industry because of these exact reasons, its fun, fast
and affordable, its for everyone.
I started braaap with the goal to bring mini motocross to Australia; it was huge
in America and still is today. In the USA they have pro mini race events with
prize money over $50,000 for the event, its a big deal!
When I started braaap, I researched to find a bike that myself and all my mates
could ride all day, jump and do what ever, I needed a bike that could be rode
and jumped with confidence by adults. I had no option but go to China and find
a manufacture that would listen to our needs, follow strict quality control and
build the bike myself and the braaap team designed. After five years of
research, trials and development we have a mini motocross bike which we
consider to be the best of its type in the world. The braaapster.
At braaap we live, eat and breathe mini motocross, we work in-store through the
week and spend our weekends at the local track. This is the reason we are
considered the mini motocross specialists, our mechanics are sought after by
other companies and their experience on our bike is second to none. We are
always testing new products, doing hot ups and making sure we are at the top
of our game, heck its our life! We travel all round Australia to race and support
the sport. Braaap riders have finished on the podium at every event weve
entered so far, Australia Wide, Motard, motocross and supercross!
With braaap opening two flat tracks, two super cross tracks, a motard track and
mini motocross events Australia wide. Our goal is looking pretty good.

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monitor and implement promotional activity against communication

objectives in the marketing plan
monitor product, pricing and distribution decisions against organisational

policy and the objectives of the marketing plan
monitor marketing results against targets in the marketing plan
monitor marketing revenue and costs against budget, and analyse record
variations
prepare and present marketing reports that indicate ongoing progress

towards marketing objectives.
Monitoring and implementing promotional activities against

communication objectives
In accordance with the marketing plan it is essential to monitor and implement
promotional activity against its set communication objectives.
Objectives and goals of the marketing communication
What goals and objectives are required to ensure the success of the marketing
campaign? A good place to start is defining the objective of the marketing
communication.
This information will include issues that have been identified that the product
category may encounter and market opportunities that have been identified. The
specifics will generally be defined in the marketing strategy and state a time
frame in which the goal of the objective can be measured.
The objective of the marketing communication will identify the target markets
perception. This perception will incorporate what they think and feel. Also
detailing the action they are likely to implement upon receiving exposure to the
stimuli.
It is important to identify what the target market will benefit from the product, to
ensure an effective marketing message. Too often the marketing message is not
clearly communicated to the target market leaving them unmotivated to action a
purchase.
Marketing communication objectives may include:
creating increased brand awareness for your organisations products and

services
determining the need which the product or service will accommodate
encouraging action from the target.
While defining your objectives may be an initial challenge, once you have a clear
objective, then you will be able to move forward with your marketing
communication strategy.
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Learning activity: Braaap communication strategy

Review the braaap case study at the start of this section. Further
information can be found on their website at the address below.
<http://www.braaap.com.au>.
Answer the following:

1. What message is braaap communicating to its customers?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2. Research the braaap message and present your thoughts on its
effectiveness within the market.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
To implement your marketing plan you will need to action the tactics defined in
the marketing communication or marketing mix.

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The marketing mix will communicate the message through the various avenues
such as personal selling, sales promotion, public relations, advertising and direct
marketing an organisation utilises to pursue its advertising and marketing
objectives.
Advertising utilises a paid sponsor to present and promote the product or

service.
Personal selling is the personal presentation by the organisations sales

team to generate sales and develop customer relationships.
Sales promotions encourage the customer to purchase the product or

service by offering incentives.
Public relations is about building good relationships with the organisations

various publics by obtaining favourable publicity and building a good
corporate image.
Direct marketing is communicating directly with targeted individual

consumers to obtain an immediate response and cultivate lasting
customer relationships.
Promotion mix
When deciding how to effectively utilise a marketing mix to achieve defined
objectives it is important to identify and analyse the strengths and weaknesses of
the marketing mix components.
The marketing plan must define the allocated budget to maximise the return on
investment by selecting an effective marketing mix. For each marketing mix
component to be successful, a balance of the various elements must be created
to ensure an integrated approach to marketing communications ensuring the
budgeting of sufficient resources.
Aspects that need to be considered includes:
Advertising
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far-reaching, high frequency covering large,

geographically dispersed audiences
relatively high cost averaged at low cost per exposure
consumers perception of advertised goods is

considered more legitimate
the company and brand are dramatised
brand image is developed and built
stimulates short-term sales
costly.

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Personal selling
Sales promotion
Public relations
Direct marketing
an effective tool for building buyers preferences,

convictions, and actions
feedback and adjustments can be implemented from

personal interaction
rapport and relationship-oriented
attentive buyers
a long-term commitment is represented by the sales

persons
this promotional tool is considered the most costly.
targets trade or end consumer
employs a variety of formats
premiums, coupons, contests, etc.
incorporates worthwhile incentives, dramatises offers

and increases lagging sales
generate a quick response
generally short-term
unable to effectively building long-term brand

preferences.
highly credible and believable
various forms: news stories, news features, events

and sponsorships, etc.
communicates to prospects possibly missed via other

forms of promotion
an under-used element in the marketing mix;

considered relatively inexpensive, however, certainly
not free as many people think as there are costs
involved).
Various methods: telephone marketing, direct mail,

online marketing, etc.
four distinctive characteristics:
non-public
immediate
customised
interactive
well-suited to highly-targeted marketing efforts.

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Product life cycle

When selecting marketing communications mix, consideration needs to be given
to the product life cycle, which allows you to decide how and when to emphasise
different parts of the mix according to the stages of a typical product life cycle.
The diagram below describes the product life cycle.
The stages of the product life cycle are:
pre-introduction: sprinkle of advertising, pre-introduction publicity

introduction: concentrated and intense advertising, incorporating public
relations to generate awareness and sales promotion for trial
growth: advertising and public relations incorporating branding and brand
marketing including personal selling for distribution
maturity: the decreasing of advertising , sales promotion and personal
selling incorporates reminder and persuasion
decline: advertising and public relations have decrease with limited sales
promotion and personal selling for distribution.
Prior to preparing your promotions plan, you need to select the right marketing
channels for your organisation and product from those available. The distribution
plan must also be considered as it involves the physical distribution of goods and
customer service.
The promotions plan should consider and include the present structure of the
organisations sales team and any changes proposed for the implementation of
the marketing plan. It should include:
details
schedules
cost of advertising
promotion activities.
Ultimately the main objective is to increase profits.

Learning activity: Braaap Promotion
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Formulate a promotions mix for braaap defining and incorporating the following
tactical elements as applicable.
Note: An alternative, such as a recent Apple product, can also be used.
Advertising:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Personal selling:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Sales promotion:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Public relations:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Direct marketing:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

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Product pricing and distribution decisions

Objectives of the marketing plan stipulate the monitoring of product, pricing and
distribution decisions against organisational policy.
The positioning plan must be written in accordance with organisational
requirements.
Positioning strategies
Positioning incorporates seven strategies that can be pursued.
1. Product attributes: The specific product attributes.
2. Product benefits: The product benefits to the customer.
3. Product usage: The products usages, how, when and where.
4. Product users: Identify the products target market.
5. Product competitors: Product is positioned in direct competition with
competitors.
6. Product distinction from competitors: The product is set apart from
competitors.
7. Product classes: Where the product sits within the class of products.
Learning activity: Braaap positioning strategies
Define the above seven positioning strategies for braaap.

1. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
3. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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4. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
5. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
6. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
7. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Positioning differences
An important aspect of positioning is in how you promote a products difference.
This may include considering aspects such as:
Importance
How this product delivers the target market with a highly

valued benefit.
Distinctiveness
Why competitors are unable to match the organisations

offer or how the organisations product is unique.
Superiority
Why the benefits of this product or service are superior

to others that are available.
Communicable
Ensuring that the differences are clearly communicated

and explained.
Pre-emptiveness
Acknowledging similar products that are available and

pre-empting the comparison by stating the difference
and why this is unique and unable to be copied by
competitors
Affordability
Are buyers are willing and able to afford to pay the

difference?
Profitability
Is the organisation able to profitably introduce the

difference?

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Learning activity: Braaap positioning differences

Define each of the positioning differences for braaap.

1. ________________________________________________________________
__________________________________________________________________
2. ________________________________________________________________
__________________________________________________________________
3. ________________________________________________________________
__________________________________________________________________
4. ________________________________________________________________
__________________________________________________________________
5. ________________________________________________________________
__________________________________________________________________
6. ________________________________________________________________
__________________________________________________________________
7. ________________________________________________________________
__________________________________________________________________
Place
Place, or distribution channel, is the method for making a product available to the
consumer.
Generally distribution channels involve eight main functions:
1. Information: Providing market research information.
2. Promotion: Implementing and conveying specific offers.
3. Contact: Communicating and generating a rapport with potential buyers.
4. Matching: Modifying the process to meet the buyers requirements.
5. Negotiation: The discussion and agreement of payment terms and price.
6. Physical distribution: The mode of transport and storage of goods.
7. Financing: Acquiring funds to finance distribution.
8. Risk Taking: Channel work risk assumption.
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For example, if you wish to promote and sell your own compilation CD, there are
various ways to distribute your CD.
Retail Obviously the most difficult is retail (selling your CD in music

stores). This is difficult for independent musicians or bands because you
usually need to have a relationship with a distributor.
Online You can easily and cheaply set up a webpage with your
information, sample audio files, show dates, and how to order your CD.
In person At performances, you should sell your CDs. You can mention
that you are selling CDs and where to buy them while you are performing.
Directing customers to a designated person will ensure you dont have to
worry. The designated person can collect the money, hand out the CDs,
etc. so you do not have to worry about it during a show.
Price
What is the amount charged for a product or service? You will need to understand
the product positioning prior to setting a price. It is important to ensure the price
is not too low, and the product is taken seriously, alternatively the customer may
not take the risk if the price is perceived as too high.
Learning activity: Pricing the CD
Consider the above CD example regarding price, and answer the
1. How would you price the CDs?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2. Why would you need to consider?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Pricing strategies
Generally there are six pricing strategies.
1. Product line: This refers to a line of product items and the setting of price
steps between them.

2. Optional product: This refers to optional pricing or accessory products.
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3. Captive product: This refers to the pricing of the ancillary product that must
be used in conjunction with the main product.

4. By-product: This refers to by product being lowly priced to clear the stock of
them.
5. Product bundle: This refers to products that are bundled together for a set
price.
6. New product pricing: This refers to new products (as detailed below).
Upon release of a new product an organisation can implement one of two pricing
strategies:
market-skimming
market penetration.
Market-skimming:
This process is where high prices are initially set to skim revenue from the
market layer by layer.
This process is effective when:
the higher price is supported by product quality and image.
the required volume of buyers want the product at that price
the cost of producing a small volume is effective
it is not easy for competitors to enter the market.
Market penetration
This involves setting a low initial price in order to penetrate the market quickly
and deeply and to gain a large market share.
This process works when:
market is highly price sensitive
production and distribution costs fall as sales volume increases
slow price must help keep out the competition.
Price adjustment
Changing situations will require the following are price adjustments:
Incentives and discounts: Reward consumers who promote the product

and pay promptly.
Discriminatory: This encompasses the varying customers, products and

locations and adjusts prices accordingly.
Psychological: This process plays of customer perception and adjusts

prices such as $19.95 vs. $20.00 for psychological effects.
Value: The combination of quality and service allows the adjustment of

price offering value for money.
Promotional: This process is a short-term reduction of the product price to

increase sales.
Geographical: This process incorporates the geographic location of

customer and adjusts the price accordingly.
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Learning activity: Price

Review the Aldi scenario at the start of Section 1, and answer the
1. How has Aldi achieved its market penetration?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2. Has pricing been a factor? Elaborate.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Analyse promotion methods
There are often misconceptions of the elements that most people believe to be
marketing such as selling and advertising etc. Unfortunately it is these same
people who underestimate what marketing can do.
Effective promotion methods for communicating with customers are:
branding
advertising
direct mail
public relations
sales promotions
sponsorship
product presentation
direct selling
the internet.
For example, a colleague recently entered into a senior marketing role within a
large organisation. Over the initial weeks, one of the biggest problems she
experienced was a constant supply of promotional opportunities being offered by
a varied range of agencies and promotional companies. She found it difficult to
decide which of these opportunities were good and which were inappropriate as
she did not have a clearly defined marketing strategy.

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However, she knew that within a matter of time, she could put together an agreed
marketing strategy and then select the most appropriate of those promotional
ideas.
It is easy for marketing managers to become totally snowed under by such a
variety of conflicting and costly opportunities. This often leads to a promotional
campaign based on which agency sent in the most visually exciting brochure
rather than on a promotional campaign that supports the marketing
objectives/strategies.
Many marketing managers, who are unfamiliar with a market-led approach, often
jump straight to this stage in the process and waste large sums of money and
effort. They may recruit a full-time marketing person to sort out the problems of
the organisation and then expect the marketing person to produce a new
corporate brochure which will suddenly dramatically increase the turnover of the
organisation.
If an organisation is not achieving the sales or profits it projected, then it is usually
not simply a failing of the organisations promotional tactics. Something more
fundamental is usually the cause, it may be necessary to bring in an outside
marketing consultant to take a more global look at the organisations
weaknesses.
A large amount of work should be done prior to arriving at this stage in the market
planning process if a promotion is to be successful and profitable.
Channels of distribution
As mentioned previously, place, or channel of distribution, generally refers to the
customers mode of purchase for the product.
This includes the place of purchased and the actual distribution route. Common
means for purchasing products or services include:
at a shop
over the telephone
online via a website
at a warehouse.
The distribution chain
Consumer products are generally purchased from a retailer; in turn they purchase
them from a wholesaler/distributor, which has purchased them from a
manufacturer.
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Imported goods may have more components within their distribution chain,
however occasionally this distribution chain is altered and components bypassed.
For example, in the air-conditioning industry, some manufacturers retail their
product directly to end consumers whilst also selling them to installation
companies and national distributors.
Various distribution channels running parallel with each other can provide
different levels of profitability with the implementation of a strong pricing strategy.
For example:
a consumer may purchase immediately when there is only one variant of a

product.
a retailer is likely to stock a limited number of variants and expect payment

terms.
a distributor will offer discount rates for large volumes of product in all its
variants
a distribution policy needs to take account all of these variables. If it does

not, then you could find yourself in a situation with a customer, which may
result in the loss of a sale.
To further complicate this approach, you need to consider your customer might
be a:
consumer
retailer
distributor.
Each of these customers will require different features or different levels of

service.
Learning activity: Promotional methods
Research promotional methods used in your own workplace, or
another workplace you can easily gain access to. You should be
looking for information in relation to the following questions.
What type of customers does the organisation provide products or
services to?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
How does this impact on the pricing strategy?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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How does this impact on the distribution chain?

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
The internet
This technology has opened a new Place for many business sectors. It has
enabled the bypassing middlemen, which has resulted in price advantages for
customers thus generating increased volume for the seller. This can be done by
selling directly to the customer, thus bypassing the retailer, or by dealing directly
with your retailer, and bypassing the wholesaler.
Given the relatively low set-up costs, this approach is favoured because it
provides enormous flexibility in developing a commercial site. This is particularly
beneficial to small businesses will little medium. A site can be develop over a few
months and fine-tuned as the results generate information for your relevant
market sector at minimal cost.
Business owners can embrace a new strategy to develop and build their business
with minimal risk.
Learning activity: Internet marketing
Research how your organisation, or another workplace you can
easily gain access to, utilises the internet for marketing activities.
You should be looking for information in relation to the following.
How does this impact on the channels of distribution?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
If not, how would it impact on the channels of distribution?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Monitoring marketing results

To achieve designated targets in the marketing plan, marketing results need to be
monitored to measure against marketing plan target goals.
Marketing performance
Monitoring marketing performance involves looking at what has happened and
why. To determine what has happened you need to consider the facts of your
results and how do they compare with your goals? Ask yourself the following
questions.
Did marketing efforts reach the target groups?
Did the campaign run to schedule?
Was the target market responsive?
To determine why it happened you need to consider how the marketing program
influenced the results? Ask yourself the following questions.
Were there misdirected marketing efforts?
Did a specific marketing activity help our results?
What part of the marketing plan did what?
Now that you have analysed what worked and what didnt work, it is time to plan
how to redirect marketing efforts and how to capitalise on successful elements.
Monitoring and evaluating marketing efforts is a very difficult task and can often
be unsuccessful due to lack of detailed information. To successfully achieve
desired objectives it is important to utilise a suitable monitoring and control
system.
The monitoring and control process involves:
Establishing
standards
These relate to the budgeted sales and costs, and the

timelines for the action plans implementation
Measuring
performance
This captures and compares actual performance

against the standards
Proposing measures
to correct deviations
from the standard
Detailing, corrective procedures to be implemented if

the variation from standard exceeds certain limits as
defined in the marketing plan.

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Learning activity: Monitor and control processes

easily gain access to, monitors and evaluates marketing activities.
How is performance measured?
__________________________________________________________________
__________________________________________________________________
If standards are not achieved, what are the corrective procedures?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
The control system operates on the personnel responsible for implementing the
plan, rather than on the schedules and the costs themselves. The system needs
to be easy to operate and allow reasonable variation from the standards before it
comes into action.
It is often said that:
80% of customers contribute only 20% of profits, while the remaining 20% of
customers provide the bulk of profits to an organisation.
While this percentage obviously varies between industries, it does illustrate the
fact that misdirected marketing is responsible for a great deal of wasted
resources. Often the same amounts of resources in an organisation are directed
towards a high profit item as towards a low profit item.
When reviewing the marketing performance, marketing personnel often do not
have access to the information that enables them to see where marketing
resources are being wasted. They dont know what percentage of total sales and
profits come from a particular product line or customer type.
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Market share analysis

A share market analysis is an excellent method in auditing the marketing plan
results. This studies the sales of an organisation and how the organisation
compares to the rest of the industry. This data is often difficult to obtain, but trade
associations and government bureaus (such as the Australian Bureau of
Statistics) are often an excellent source of data.
Goals versus results
Once industry comparisons have been obtained it is necessary to break down the
results into product lines and by market segments. In a marketing audit, the sales
breakdown can be done in many different manners.
How the marketing manager chooses to break down sales is dependent on how
they have chosen to segment the market.
Once the sales breakdown has been made, the marketing manger then needs to
look at the goals made for each segment.
As much information as possible should be gathered about competitors success
in different segments of the markets and from there, analysis of why performance
has fallen short of, or exceeded goals can take place. This analysis is an extremely
difficult task.
Learning activity: Monitor and record progress
List five ways for braaap to record the performance of its marketing campaign.
1. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
3. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
4. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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5. ________________________________________________________________
__________________________________________________________________
__________________________________________________________________
There are numerous methods of obtaining feedback, but all of these incorporate
the managed process of reviewing and reporting on your marketing campaign.
Earlier, we touched on quantitative and qualitative data; the feedback you receive
contributes to this data. Collecting feedback is imperative; there are several
sources from which we can obtain feedback.
Personnel
Important information regarding the marketing activities

will come from the personnel involved. This can offer you a
valuable insight into the evaluation process.
Target market
Feedback from your target market is imperative.

Communicating with your target market is the whole
objective of the exercise. Feedback during the marketing
campaign will assist you with the evaluation process and
provide important data. Target market feedback is crucial.
Management
Management need to know how the marketing team and

campaign are performing. Openly communicating with
management provides a basis for two way communication
to provide and obtain feedback.
Stakeholders
Business and financial managers need to know the status

of the budget to ensure appropriate decisions are being
made.
The media
Often you can receive coverage from unexpected areas.

The way your marketing activities are perceived and
reported by the media can have an enormous impact on
the overall success of the marketing campaign.
Gathering information to measure customer reaction enables us to analyse and

gather invaluable information but it needs to be a managed process. This
information can be used to improve the targeting of our marketing activities.
There are several ways to collect information that will assist in evaluating your
marketing campaign. However, it is imperative that you and your team have clear
goals.
What information needs to be collected?
How will the information be collected?
Will the chosen methods provide the information required to draw

conclusions?
Use the same method to collect further information later in the campaign.
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Learning activity: Collecting and evaluating marketing results

easily gain access to, collects and evaluates marketing results?
What and how is the information collected?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Has the chosen method provided the required information?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
What conclusion have you been able to ascertain?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Periodically assessing customers feelings and opinions of the organisation and
how well their needs are being satisfied provides further valuable information.
Consider what processes would best capture the required information for each of
the questions below:
What has been the customers feedback?
What was our key focus of appeal?

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Did we successfully appeal to our targets?
What improvement suggestions do we have?
What product features were promoted?
What benefits of the product were promoted?
Student Workbook
Applying the following steps to the review of your strategies and planning
processes is beneficial.
1. Review your action plan.
2. Examine the various options for assessing your action plan processes.
3. Consider each element and consider the best way to identify if it is
working.
4. Develop a review schedule for your action plan.
Consider the following.
What are the goals of your review of action plan?
Who you are reviewing the action plan for?
What are your marketing activities and what do you need to know
regarding their implementation?
How are you going to collect this information?
How will this information be used?
How will you report and present your findings?
To effectively and efficiently monitor product, pricing and distribution decisions

relevant data relating to all elements of the marketing is essential to ensure
marketing personnel can make sound informed decisions.
Marketing plans are not set in concrete; during implementation you may need to
modify certain strategies to allow for environmental changes, this may alter the
implementation of some action plans. Including an updating procedure in the plan
will allow for unforeseen circumstances. All marketing plans should be reviewed
on an annual basis.
Learning activity: Monitoring competitor activity
Review the Aldi scenario at the start of Section 1.
Consider the view from Coles and Woolworths position with Aldis
arrival by answering the following questions.
How will these organisations monitor Aldis impact?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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How will the relevant information be collected?

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
How will this information be used?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Monitoring marketing revenue and costs

In any organisation it is imperative to monitor marketing revenue and costs
against allocated budget. This vital information requires analysis and variations
recorded.
Highlighting the financial impact the marketing performance has on the
organisation will show the anticipated results of the actions outlined in the
marketing plan. Detailing revenue versus expenses for all marketing decisions,
should include, timelines involved in accomplishing the required goals and
objectives.
The budget should outline spending requirements for:
each decision
breakdowns by month
breakdowns by year.
Expenses can also be shown by:
individual product
geographic area
distribution network.
An organisations financial statements do not include this sort of information.

They only illustrate total costs and or total sales. It is important for a marketing
manager to determine how sales vary between regions and where the resources
are going.

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Learning activity: CD revenue

The operating statement of the organisation may show that profits and sales are
going extremely well. On the surface it might seem as if the marketing effort is
going great guns.
A more detailed breakdown of figures though might reveal that Victorian sales
are the source that props up the other sales. Sales in South Australia might have
increased by a huge amount while other states are going backwards.
Obviously the marketing department is doing something right in South Australia
but its efforts are misdirected in the other states. It would then be the job of the
marketing executive to analyse what is working in South Australia and Victoria
and why it isnt working in other states.
Your task is to undertake the following.
To monitor marketing revenue and costs, you have been asked to

undertake an analysis of the situation. How would you proceed?
Create a document detailing the processes you would utilise to collect the
appropriate information.
Marketing costs must be closely analysed. Marketing managers need to have a

comprehensive information detailing:
how marketing costs are spread
where the money is being spent:

o is it on product development, promotion or customer research?
standards of how much should be spent on marketing
how much money needs to be spent on marketing in order for the

organisation to be competitive
what results should be expected to result from marketing spending:

o an organisation deciding to spend an extra $100,000 on
advertising should be able to estimate what the resulting increase
in sales is expected to be and what would have happened if theyd
spent the money on product development or other facets of the
marketing program.
In other words, when marketing money is spent, it is essential for the marketing
manager to know how and why that money is being spent. It is not simply enough
to say: Lets spend a million on marketing this year.
Documenting and reporting on promotional activities allows you to assess the
revenue generated compared to the associated costs and analyse the information
to ensure the organisation is in a profitable situation.
Often the generated revenue will be excellent with all targets and objectives being
met however, if the associated costs are not comparable you will quickly have a
situation similar to Franklins, where the business is not generating the required
profit and suddenly the organisation is in a serious situation.
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Continual budgeting, monitoring, analysing and reporting will update all parties
involved and allow changes to be implemented prior to a critical situation
occurring.
Learning activity: Tracking marketing revenue and costs
easily gain access to, collects and tracks marketing revenue and
associated costs. You should be looking for information in relation
to the following.
What relevant information is collected?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
How this information is collected.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
The process used to track it through the organisation.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

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Preparing and presenting marketing reports

To inform organisation personnel and relevant stakeholders of marketing
progress, marketing reports need to be prepared and presented indicating
marketing progress towards specified marketing objectives.
Documenting and reporting on promotional activities allows you to assess the
success of a promotion. Recorded information about promotions will also
contribute forecasting and future planning of the business. Facts can be recorded
manually, using a formatted promotional sales sheet or electronically.
Records might include:
sales figures
promotional display assessment checklists
foot traffic
factors deterring customer from store, e.g. weather, transportation strike,

development of shopping complex
competitor promotions
seasonal changes
complaints / returns
customer comments
supplier issues.
During the recording process, accuracy is important and if you are delegating this
task to other team members ensure they are trained accordingly.
Learning activity: Marketing reports
Ask your own workplace or use a simulated workplace such as the
workplace of a friend or family member (as negotiated with your
facilitator) to provide a marketing report you can utilise for this
activity.
If you do not have a workplace, search the internet for a suitable example or use
the one at the link provided below:
Sample marketing plan GMMSO: The Case of Sweetlix, Scribd, viewed

June 2010, <http://www.scribd.com/doc/854239/Example-MarketingPlan-Report->.
Once you have obtained and reviewed the marketing report, answer the
What is your first reaction to the report?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Is it visually interesting?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Is the content easily understood?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Using charts
It is imperative to present your information to ensure the reader is able to easily
understand and establish the results of your analysis. To ensure this objective is
achieved we need to examine when to use various types of charts and to ensure
your charts are as effective as possible. The type of chart should relate to the type
of data being presented.
Chart types include:
column chart to compare values
pie chart for displaying proportions
line chart for comparing time series
area chart to draw conclusions from data
scatter plots to display relationships between two variables
bar chart to display counts.

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Other visual images

With any presentation you must state your facts in a simple, concise and
interesting manner. Readers learn and retain more information with the use of
interesting and informative images.
Data may be displayed using a range of visual images including:
charts
curves
graphs
spreadsheets.
Simple, clear and concise visual images will ensure the reader is able to see the
detail in the chart to interpret it correctly, remove items that might be distracting.
Depending on the chart, removing the grid lines will allow the data to create a
clearer picture. Images add tremendous strength, concepts that are difficult to
grasp can be communicated quickly and easily through the use of well produced
visual charts and tables.
Tables
Tables are another format to present numerical data.
Present data in tables when it cant be easy worded.
Tables should be numbered as they appear Fig 1: Name of Table.
Tables should be simple and concise including only summative data.
The key to writing a good report is to follow a simple structure, keep it interesting
and easy to read. Reports are required to communicate ideas and information
clearly and concisely to ensure effectiveness.
Readers need to be able to quickly understand what is being communicated
without having to read through masses of irrelevant information.
An effective market analysis report needs to consider:
Why the report is required?
Who is the report for, who is going to read it?
What is the purpose of the report, what do readers hope to gain?
Is the report covering:

o specific ideas and information?
o a solution to a specific problem?
What will be the result of your report, what decisions will be made?
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Reportstructure
Thefollowinginformationprovidesabriefoverviewofwhateach
sectionshouldinclude.
Titlepage
Thetitlepageshouldgaintheimmediateattentionofthereader.The
titleshouldbeclearlydisplayed,positionedhighlyonthepageto
accuratelyreflectthereportscontent.Ensuretherelevantinformation
suchasauthoranddateisincluded.Checkwithyourorganisationmay
haveanexistingtemplatethatcanbefollowed.
Summary
Oftenthesummarywillbetheonlycontentamanagerwilltakethe
timetoread.Weneedtoensurethesummaryconciselycontainsall
therelevantinformationandisplacedatthebeginningofthereport.
Acknowledgements
Thissectionneedstoacknowledgeassistancethatyouhavereceived
whilstwritingthereport.Especiallyifithasbeenfrompartiesoutside
ofyourorganisationcommissioningthereport.Ifothersideashave
beenusedwithinthereporttheseneedtobecitedforreference.
Introductionandtermsofreference
Thisshouldbeconcise,setthesceneandinformthereaderofthe
detailsatthestartoftheproject.
Methodology
Thereaderneedstoknowhowandbywhatmethodsyouhaveyou
reachedyourconclusions.
Typicalquestionsmaybe:
Thetypeofequipmentandsoftwareused?
Theconditionsofresearchundertaken
Whatassumptionshavebeenmadeintheresearch?

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Results
Tablesandchartsneedtopresentthedatafindingstoenablethe
readeragreaterunderstandingofyourconclusionsandtoprovide
evidencethatillustrateourfindingstobetrue.
Discussionandanalysis
Thissectionofthereportisthemostimportantandlargest.Rather
thanrepeatyourfindingsyouneedtoexplaintheresultsintermsof
theirideasandjustifythebasisofwhichtheywereformed.
Itisrecommendedthatyouwriteyouranalysisofresultssectionin
theearlystagestoallowyourselfmoretimetocollectrelevantdataas
youwritetheotherareasofthereport.Thiswillsupportyour
discussion,analysis,resultsandconclusions.
Conclusions
Areportdoesgiveyouanopportunitytostateyourconclusions.
Conclusionsshouldbrieflysummarisetheanswerstothequestionsin
yourintroductionanddiscussionresultsofthemainbody,assessing
theimplicationsofpreviouslypresentedevidence.
Recommendations
Recommendationsshouldbedrawnfromyourconclusionsinaclear
andconcisemanner.Anactionplanoutliningissuestofollowupon
shouldbeprovidedforyourreaders.
Appendices
Appendicesmaycontaindetailedorsupplementaryinformation.By
removingtheseissuesfromthemaintextitallowsthereaderto
followthemainissuesfreefromdistraction.
There is no need to reinvent the wheel, check with your organisation, they may
have an existing report template developed in accordance with organisational
policies and procedures.
Learning activity: Report templates
Use your workplace, the internet or other sources to locate a
template that is suitable to use for reporting on the progress of
marketing activities.
Conduct some research in your workplace, or another workplace
that you can get access to, and locate an example of a completed report that
you could keep as reference material.
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Describe the purpose of the report you collected, the audience and who
prepared it.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Remember to file these reports for future reference.
Section summary
You should now understand how to implement and monitor promotional activities
against communication objectives in the marketing plan and monitor product,
pricing and distribution decisions against organisational policy. Monitor marketing
results against targets and analyse marketing revenue and cost against allocated
budget to record variations. Prepare marketing reports to present and
communicate ongoing progress towards marketing objectives.
Further reading
Marketing mix, Marketing teacher, viewed June 2010,

<http://www.marketingteacher.com/Lessons/lesson_marketing_
mix.htm>.
Marketing mix, SEO Services & Website Marketing, viewed June 2010,
<http://www.consultancymarketing.co.uk/marketing-mix.htm>.
Marketing mix, How stuff works, viewed June 2010,

<http://money.howstuffworks.com/marketing-plan18.htm>.
Marketing plans, Learn marketing, viewed June 2010,

<http://www.learnmarketing.net/marketingplan.htm>.
Identify marketing strategy, Know this, viewed June 2010,

<http://www.knowthis.com/principles-of-marketing-tutorials/how-to-writea-marketing-plan/identify-marketing-strategy>.

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Information about resources can be found at:
Free stuff and resources, Smart thinking, viewed June 2010,

<http://smarthinking.com.au/resources.shtml>.
Marketing resources: Most recent, Marketing profs, viewed June 2010,

<http://www.marketingprofs.com/marketing/library>.
The marketing environment, Learn marketing, viewed June 2010,

<http://www.learnmarketing.net/environment.htm>.
Information about marketing objectives can be found at:
SMART objectives, Learn marketing, viewed June 2010,

<http://www.learnmarketing.net/smart.htm>.
Part 3: Marketing objectives, Small business tool kit, viewed June 2010,
<http://toolkit.smallbiz.nsw.gov.au/dsrd/part/marketing_objectives/1/1/
3.html>.
Marketing plan: Marketing objectives and strategies, Small business

notes, viewed June 2010,
<http://www.smallbusinessnotes.com/planning/marketingplan/marketpl
anobjectives.html>.
Information about target markets can be found at:
Targeting, Learn marketing, viewed June 2010,

<http://www.learnmarketing.net/targeting.htm>.
Part 3: Targeting, Small business tool kit, viewed June 2010,

<http://toolkit.smallbiz.nsw.gov.au/dsrd/part/targeting/1/3/14.html>
Marketing planning setting objectives, Tutor2u, viewed June 2010,

<http://tutor2u.net/business/marketing/planning_setting_
objectives.asp>.
Section checklist
Before you proceed to the next section, make sure that you are able to:
monitor and implement promotional activity against communication

objectives in the marketing plan
monitor product, pricing and distribution decisions against organisational

policy and the objectives of the marketing plan
monitor marketing results against targets in the marketing plan
monitor marketing revenue and costs against budget, and analyse record
variations
prepare and present marketing reports that indicate ongoing progress

towards marketing objectives.
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Section 3 Evaluate and Improve Marketing Performance
Section 3 Evaluate and Improve

Marketing Performance
This section is about assessing marketing performance against objectives,
identifying opportunities for improvement through discussions with customers and
relevant marketing mix personnel. The section also covers how to implement
changes in business practices in line with changing customer requirements, in
order to ensure the business maintains relevance and viability. In addition, this
section discusses the need to follow organisational requirements when
documenting improvement recommendations, communicating changes to
marketing objectives and targets with relevant stakeholders and facilitating
implementation.
Scenario: Coles and Woolworths
How are these major competitors combating the Aldi invasion?
Consider the current market. Both Coles and Woolworths are implementing
aggressive marketing to cement their positioning in the market and their market
share.
Both organisations are currently refurbishing stores with fresh new fit-outs and
following through with marketing mixes that reinforce their revised marketing
strategies.
Take a moment to analyse what is currently being played out in our daily lives.
We are experiencing marketing with a huge force between fierce competitors in
our local market. Also, keep abreast with the organisations whisperings of
entering the global market.
Interesting times are ahead. Keep a track of what is unfolding, for, as a
marketing person, it is certainly a learning experience that can be monitored
daily.

regularly assess marketing performance against objectives
identify opportunities for improvement through discussion with customers

and personnel responsible for each element of the marketing mix
change business practices in line with changing customer requirements

to maintain business relevance and viability
document recommendations for improvements in accordance with

organisational requirements
communicate changes to marketing objectives and targets with relevant

stakeholders to facilitate implementation.

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Assessing marketing performance

To effectively evaluate marketing performance against objectives, it is imperative
to constantly monitor, measure and assess marketing performance.
Performance analysis looks for variations from planned performance. In a simple
sales analysis, the figures are merely listed or graphed they arent compared to
standards. In performance analysis, managers make comparisons; they may
compare one store against another, against the same stores performance last
year or against expected performance.
The purpose of assessing performance is to improve operations. The sales
person, store or other factors showing poor performance can be identified, singled
out for detailed analysis, and corrective action can be implemented. Performance
can also be analysed to see if the successes can be explained and implemented
as an overall rule. Performance analysis isnt just limited to sales; in the case of a
wholesaler employing a sales team, other data can be analysed. This data may
include the miles travelled to see clients, the number of calls being made, and the
number of orders or the cost of various tasks. Depending on your organisation,
you will need to design and implement relevant assessment processing according
to measurable data.
An excellent tool for evaluating marketing performance is to gather information
measuring customer reactions. This enables you to analyse and gather invaluable
information, however, it needs to be a managed process. This information can be
used to improve the targeting of our marketing activity.
There are several ways to collect information that will assist you in evaluating your
marketing campaign, however, it is imperative that you and your team have clear
goals.
What information needs to be

collected?
How will the information be collected?
Will the chosen methods provide the

information required to draw
conclusions?
Use the same method to collect further

information later in the campaign.
Periodically assessing customers feelings

and opinions of the organisation and how
well their needs are being satisfied provides
further valuable information. Consider what
processes would best capture the required
information for each of the following
questions:
What has been the customers

feedback?
What was our key focus of appeal?
Did we successfully appeal to our

targets?
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What improvement suggestions do we have?
What product features were promoted?
What benefits of the product were promoted?
Learning activity: Customer reactions

Interview the marketing manager at your workplace, or a workplace
you can get access to, about customer reactions to marketing
activities. Your should be seeking information on:
the importance of gathering information detailing

customers reactions
how beneficial this information is and what effect it has on marketing

campaigns.

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
If you have identified that the marketing activities are not meeting objectives, it
will be necessary to collect and analyse relevant data in order to implement
review of the areas of concern. This should be communicated to all relevant
personnel and stakeholders to ensure all are aware of the situation and internal
feedback could be able to pinpoint the problem assisting it to be rectified.

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Identifying opportunities for marketing performance improvement

Each element of the marketing mix needs to be constantly monitored and
evaluated. Through discussions with customers and responsible personnel,
opportunities can be identified for marketing mix improvements.
The monitoring, evaluating and reviewing of marketing mix performance will

highlight opportunities for change and improvement. The forces of competition
will help speed up these opportunities. With technology the world is becoming a
smaller place, we are faced with global competition and consumers with higher
expectations that need to be met and exceeded.
Thinking about all of these changes highlights that marketing is certainly dynamic;
to stay in the game you will need to adopt innovative thinking to ensure business
survives and thrives. Given the pace at which changes occur any opportunities for
improvement must be carefully timed.
The marketing mix can be expanded further to incorporate:
People
People are the most important element of any service or experience. Services are
produced and consumed at the same moment, and aspects of the customer
experience are altered to meet the individual needs of the person consuming
them.
Service delivery is essential if the organisation wants to obtain a competitive
advantage. Consumers make judgements and deliver perceptions of the service
based on the employees they interact with.
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Staff should:
have a professional and well presented image
have appropriate interpersonal skills
have excellent service knowledge
be well trained and skilled to provide the service standards consumers

expect.
The right people will provide a huge impact to the overall success of an
organisation.
Process
Process refers to the systems used to assist the organisation in delivering the
service.
Process is another element of the extended marketing mix. Some see

processes as a means to achieve an outcome.
For example, to achieve a 25% market share an organisation implements a

marketing planning process.
Physical evidence
Physical evidence is the elements of the service mix which allows the consumer to
make judgements on the organisation.
Elements to consider:
Where is the service being delivered?
For example, if you walk into a family restaurant, your expectations are of a clean,
welcoming, and child-friendly environment, with meals that are appropriate. Or on
an aircraft, if you travel first class you expect superior service, extra space and
room to be able to lie down.
Learning activity: Physical evidence
Consider your organisation. If you do not have a workplace,
interview friends or family members to find out how this occurs in
their workplace. Alternatively, you could research how this is done
in a public organisation such as a fast food outlet.
What are the ingredients of the physical evidence?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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What do consumers perceive and expect?

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Considering all key characteristics of a product or service will dictate what
elements of the marketing mix to focus on and in which proportion. Taking time to
think through your marketing strategy forces you to make decisions including:
accurately defining the marketplace
the market segment
the product positioning
the unique selling propositions.
This assists the process, however, working through your marketing strategy also
forces you to make difficult decisions. The most difficult ones are those where you
decide not to do certain things; such as deciding certain market sectors are not
key to your organisations success due to the difficulty in competing effectively.
The benefits of making such decisions are that it forces you to focus on a more
limited and achievable sets of objectives. This creates a clearer vision of the
elements of the marketing mix that need to be used to ensure profitable results
from your marketing budget.
Learning activity: Identify opportunities for change and improvement
Refer to your own workplace or use a simulated workplace such as
the workplace of a friend or family member as negotiated with your
facilitator.
How does the organisation identify marketing mix opportunities for
change and improvement?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Why is it necessary to implement changes if our marketing mix activities strategy

is delivering according to projected targets and market performance is strong?
Cant we just be satisfied that everything is working according to plan and we can
now sit back and relax?
Complacency could see your competitors sail on by. Constant diligence is required
to remain alert to changes that occur and the impact they have on the business.
Meeting the changing needs of the customer

To maintain business relevance and viability it is imperative to change business
practices as customer requirements change. Small changes can make a big
difference.
When competing against other organisations, continued business success can be
ensured by exceeding customers expectations and go that extra mile to do
everything a little bit better than the competition.
Many organisations search only for that great moment of product or quality that
will provide a competitive edge, often at the expense of making smaller
improvements. But those great moments may be few and far between while
opportunities to implement small improvements are within the organisations dayto-day capabilities.
While quality of product is imperative, it is also essential to have quality in serving
and satisfying customers, quality in advertising and promotion campaigns, quality
in packaging, design, engineering, effective communications and branding.
Small organisations can have an advantage to adapt and change quickly, simply
because of their size. For example, Dominos Pizza began as a small company and
became a large company by guaranteeing delivery of pizzas within 20 minutes. If
the delivery took longer than 20 minutes, it was free, regardless of the weather
conditions.
Although subsequently Dominos has now changed this policy, it certainly created
an expectation and perception in the minds of customers that they would receive
faster-than-ordinary service. Dominos now enjoys a pizza menu positioned in a
multitude of homes where consumers are quick to place an order, via phone or
internet, all due to the marketing of the Dominos concept. Fast, quality food,
quickly delivered to your door.
However, every organisation, regardless of size, can improve quality and customer
service.
Next time you order a pizza, conduct a quality improvement exercise: track an
order from its inception to final delivery.
CHECKLIST FOR IMPROVEMENTS
What is the process used to sell the products and services?
What process is used to obtain customer orders?
What process generates a record of the order for the company and
customer?

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What is the process to fill orders within the company?

How customer discounts are identified and is there a system
implemented?
What is the expected time frame for the delivery of customers order?
Are orders checked for accuracy prior to despatch and upon delivery?
What process is utilised to deliver the goods?
Is there a code of conduct for persons having direct contact with the
customer and how is this evaluated?

Is there a regular meeting of all associated personal to brainstorm
improvement processes?
Are customers regularly followed up to determine satisfaction and future
orders?
Opportunities for change and improvement
The monitoring, evaluating and reviewing of all processes of the marketing
campaign will highlight opportunities for change and improvement.
The forces of competition will help speed up these opportunities. With technology
the world is becoming a smaller place, we are faced with global competition and
consumers with higher expectations that need to be met and exceeded.
Thinking about all of these changes highlights that marketing is dynamic. To stay
in the game you will need to adopt innovative thinking to ensure business survives
and thrives. Given the pace at which changes occur any opportunities for
improvement must be carefully timed.
Learning activity: Identify opportunities for change and improvement
Consider your organisation and the need to develop new business
opportunities. If you do not have a workplace, interview friends or
family members to find out how this occurs in their workplace.
Does any opportunity spring to mind?
Why is it important for an organisation to look at new markets and

opportunities?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Documenting recommendations for improvement

In accordance with organisational requirements, when recommending
improvements for marketing performance, documentation needs to be prepared
and reflect organisational policies and procedures.
Documents need to provide:
revised implementation schedule
marketing mix components implementation and by whom
a situational analysis describing:

o problems
o opportunities
o organisational internal and external environments.
A reviewed summary of the current organisational situation should also be

compiled. This involves conducting a SWOT analysis to determine the strengths,
weaknesses, opportunities, and threats of, and to, the organisation.
Revised financial aspects including:
budgeting
ROI (return on investment)
targets expected financial results.
Ensure all documentation meets organisational policies and procedures.

Learning activity: Documenting improvements
Speak with relevant marketing personnel at your workplace or a
workplace you can get access to through friends or family, and
answer the following questions.
How are improvements to marketing objectives or activities
documented?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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What are some examples that have identified during marketing activities that
have resulted in changes or improvements to business practices?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Communicating changes to marketing objectives

To facilitate effective implementation, changes to marketing objectives and
targets need to be clearly and concisely communicated with relevant stakeholders
to ensure a smooth transition. Relevant documentation will ensure the process is
communicated effectively to the relevant
personnel.
As previously identified stakeholders may
include:
board of directors
finance staff
human resources staff
it staff
managers
marketing personnel
owners
production staff
supervisors.
We already know the main marketing objective

should lead to sales.
When revising objectives is it imperative to
clearly communicate to all relevant personnel
the redefined marketing objectives, making sure
they are consistent and not in conflict with each
other.
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Also, ensure that the remainder of your marketing plan components support the
revised marketing objectives:
the marketing strategy
budget
action plan
controls and measures.
You will need to reassess the communication of your amended marketing

objectives and finalise the reviewed components of your marketing plan. You will
also need to ensure the necessary resources are still available and all
communications have been received for implementation.
Communication process
Learning activity: Communicating changes

Refer to your own workplace or use a simulated workplace such as
the workplace of a friend or family member as negotiated with your
facilitator
Research and provide evidence of the process used within the
organisation when communicating changes to marketing objectives.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Section summary
You should now understand how to assess marketing performance against
objectives; identify opportunities for improvement through discussions with
customers and relevant marketing mix personnel; implement changes in business
practices, in line with changing customer requirements to ensure business
maintains relevance and viability; follow organisational requirements when
documenting improvement recommendations, communicating and facilitating the
implementation of changes to marketing objectives and targets with relevant
stakeholders.
Further reading
Identify marketing strategy, Know this, viewed June 2010,

<http://www.knowthis.com/principles-of-marketing-tutorials/how-to-writea-marketing-plan/identify-marketing-strategy>.
How marketing plans work, How stuff works, viewed June 2010,
<http://money.howstuffworks.com/marketingplan18.htm>.
Sales and marketing plans, Business owners toolkit, viewed June 2010,
<http://www.toolkit.com/small_business_guide/sbg.aspx?nid=
P03_8070>.
Information about marketing objectives can be found at:
SMART objectives, Learn marketing, viewed June 2010,

<http://www.learnmarketing.net/smart.htm>.
Part 3: Marketing objectives, Small business tool kit, viewed June 2010,
<http://toolkit.smallbiz.nsw.gov.au/dsrd/part/marketing_objectives/1/1/
3.html>.
Marketing plan: Marketing objectives and strategies, Small business

notes, viewed June 2010, <http://www.smallbusinessnotes.com/
planning/marketingplan/marketplanobjectives.html>.
Section checklist
Make sure that you are able to:
regularly assess marketing performance against objectives
identify opportunities for improvement through discussion with customers

and personnel responsible for each element of the marketing mix
change business practices in line with changing customer requirements

to maintain business relevance and viability
document recommendations for improvements in accordance with

organisational requirements
communicate changes to marketing objectives and targets with relevant

stakeholders to facilitate implementation.
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Glossary
Glossary
Term
Definition
Action plan
An action plan Is a documented plan that identifies

required tasks, resources and timelines. It defines what
needs to be achieved, when and how.
Business-tobusiness
marketing
A business marketing their goods or services to other

businesses.
Direct marketing
Direct marketing is the use of mail, email, telephone,

internet or direct response television commercials to target
specific customers, and have them respond to marketing
campaigns.
Facilitate
Facilitation is used in business and organisational settings

to ensure the design, implementation and operation of
successful outcomes.
Feedback
Information about an event, product or service. Consumer

feedback provides the basis for modification or
improvement of the event, product or service.
Implement
Information about an event, product or service. Consumer

feedback provides the basis for modification or
improvement of the event, product or service.
Marketing
Marketing is the process where organisations present

products or services which may be of interest to
customers, through a strategy utilising communications
and business development
Marketing mix
A marketing mix will comprise several elements that make

up the marketing campaign.
Marketing plan
A marketing plan is a written document that details

specific actions required to successfully implement a
marketing strategy for a product or service.
Marketing strategy A marketing strategy is the foundation of a marketing plan;

it integrates an organisations marketing objectives, goals,
policies and actions.

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Glossary
Student Workbook
Term
Definition
Monitoring
Assesses the situation to observe any changes which may

occur over time, using a monitor or measuring tool.
Public sector
marketing
Marketing activities carried out by government agencies or

groups that are aimed at providing public services rather
than generating a profit.
Resources
Elements that are utilised to assist the process. For

example, human, technological, financial and physical.
Services
marketing
Marketing based on relationship and value. This type of

marketing focus on the 7 Ps (price, presentation, place,
promotion, participants, physical evidence and process).
Stakeholders
Persons involved directly or indirectly with the organisation

or project.
Target market
A target market is a market segment which a particular

product or service is marketed to. It is can be defined by
factors such as age, gender, marital status and economic
circumstance.
Telemarketing
A form of marketing in which the seller contacts a potential

customer by phone to initiate and finalise a sale.
Viability
A target market is a market segment which a particular

product or service is marketed to. It is can be defined by
factors such as age, gender, marital status and economic
circumstance.
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Appendices
Appendices
Appendix 1: Individual action summary
Individual action summary
Team member/owner:
Objective:
Description of activities:
Deliverables:
Timeframe:
Resources required:
Review date:

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Appendix 2: Action planning templates
Action Plan Template

Project: _____________________________________________________________
Date: _______________________________________________________________
Goals:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Measures of success:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Scope of organisational impact:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Staffing and participants:
Name
Role
_____________________
_____________________
____________________
_____________________
_____________________
____________________
_____________________
_____________________
____________________
_____________________
_____________________
____________________
_____________________
_____________________
____________________
Time commitment
Tracking and reporting process:

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
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Appendices
Dependencies, risks, and constraints:

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Action Item
Action item number: ___________________________________________________
Owner: ___________________________________ Due date: _________________
Description of activity:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Deliverable/s:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Resources needed:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

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Action Plan Tracking

Action item
Number
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Date
started
Date
completed
Comments

Student Workbook
Appendices
Appendix 3: Marketing plan and implementation template

Marketing Plan Template
Marketing item
Purpose
Method
Assigned to
Date
required
Launch
date

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Appendices
Implementation plan template

Task/deliverables
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Responsibility
Planned
end date
Actual
end date
Complete
Comment

Student Workbook
Appendices
Appendix 4: Consumer responses school supply store

The following table shows the responses received to various types of coupons
issued by a school supply store in relation to a week-long sale.
School stuff super sale One week only
Responses received
Coupon
type
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Local paper
Letterbox Drop
Email
12
10
14
12
10
15

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Appendix 5: Marketing plan
Marketingplanfor
BBQfun
December2009
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Appendices
TableofContents
1.0 Executive Summary ....................................................................................... 86
2.0 Situation Analysis .......................................................................................... 86
2.1 Market summary ..................................................................................... 86
2.2 SWOT analysis ......................................................................................... 89
2.3 Competition ............................................................................................. 89
2.4 Service offering........................................................................................ 90
2.5 Keys to success ....................................................................................... 91
2.6 Critical Issues .......................................................................................... 91
3.0 Marketing Strategy ........................................................................................ 91
3.1 Mission ..................................................................................................... 91
3.2 Marketing objectives ............................................................................... 92
3.3 Financial objectives ................................................................................. 92
3.4 Target marketing ..................................................................................... 92
3.5 Positioning ............................................................................................... 93
3.6 Strategy pyramids.................................................................................... 93
3.7 Marketing mix .......................................................................................... 93
3.8 Product development .............................................................................. 94
3.9 Marketing research ................................................................................. 94
4.0 Financials, Budgets, and Forecasts ............................................................. 94
4.1 Break-even analysis ................................................................................ 95
4.2 Sales forecast .......................................................................................... 95
4.3 Expense forecast ..................................................................................... 95
5.0 Controls .......................................................................................................... 96
5.1 Implementation milestones .................................................................... 96
5.2 Marketing organisation ........................................................................... 96
5.3 Contingency planning .............................................................................. 97

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1.0ExecutiveSummary
BBQfunwillbetheleadingoutdoorlifestyleretailer,cateringtothegrowingneedfor
furnishingnewandrenovateddwellingsinthegreaterBrisbanearea.The
assortmentofferofBBQs,outdoorfurnitureandBBQaccessorieswillposition
BBQfunasbestinclassforoutdoorlifestyleretailing.
BBQfunwillreinventthewaypeopleshopforoutdoorlifestyleproducts.BBQfunwill
builditsreputationonofferingthefullestassortmentofproductspossibleinour
chosenfields,incorporatingbothlocalandimportedgoodswithproductssoldon
easytomanagelongtermpaymentplans.Ouraftersalesserviceandthreeyear
guaranteeswillfindtractionwithamarketdominatedbylowqualityitems.
2.0SituationAnalysis
BBQfunisclosetoenteringitsfifthyearofoperation.Theinitialrolloutofstoreshas
beenwellreceived,andmarketingisnowcriticaltoitscontinuedsuccessandfuture
profitability.Thestoreofferswiderangingoutdoorlifestyleitemsoneasytomanage
paymenttermsandsuppliesathreeyearguaranteeoneveryitemsold.Thebasic
marketneedisforquality,fashionableanduniqueoutdoorlifestyleitemsthatcaters
tothehouseproudneedsofourmarket.
2.1Marketsummary
BBQfunpossessesgoodinformationaboutthemarketandknowsagreatdealabout
thecommonattributesofourmostprizedandloyalcustomers.BBQfunwillleverage
thisinformationtobetterunderstandwhoisserved,theirspecificneeds,andhow
BBQfuncanbettercommunicatewiththem.
2.1.1Marketdemographics
TheprofileforBBQfuncustomerconsistsofthefollowinggeographic,demographic,
andbehaviourfactorsbasedonalocalchamberofcommercereport:
overviewofgreaterBrisbanearea:
o highpopulationgrowthof5%peryear
o newhomesandrenovatedhomesgrowingfromabaseof50,000per
year
o lowunemploymentof4.7%.
geographic:
o ourimmediategeographictargetistheareaofBrisbanewitha
populationof1,000,000
o a30kmgeographicareaistheaveragestoremarketfootprint
o thetotaltargetedpopulationisestimatedat250,000.
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Appendices
demographics:
o maleandfemale
o ages2050,thisisthesegmentthatmakesup50%oftheBrisbane
newandrenovatedhousemarkets,accordingtothechamberof
commerce
o highpercentageofyoungprofessionalswhoworkintheCentral
BusinessDistrict
o highpercentagehaveattendedcollegeand/orgraduateschool
o anaveragehouseholdincomeofover$130,000.
behaviourfactors:
o noissuewithdebtwillborrowonthefuturetoenjoytoday
o lookingforsecurityinpurchasing
o lookingforthehouseproudfactorinoutdoorlifestylepurchasing.
2.1.2Marketneeds
BBQfunisprovidingitscustomerswithawideselectionofmerchandiseinitschosen
field.BBQfunseekstofulfilthefollowingbenefitsthatareimportanttotheir
customers.
Selection:Awidechoiceofoptions.
Accessibility:Thepatroncangaineasyaccesstothestorewithminimalwait.
Customerservice:Thepatronwillbeimpressedwiththeaftersalesservice
andguarantees.
Competitivepricing:Allproducts/serviceswillbecompetitivelypricedrelative
tocomparablehighendoutdoorlifestylelines.
Aboveall,BBQfunbelievesthateasytoaccessstoreswithextensivechoicesinour
chosenfields,thataresoldonaneasytomanagepaymentplanwithathreeyear
guaranteearethekeystoourcustomersneedsandwants.
2.1.3Markettrends
Themarkettrendforoutdoorlifestylestoresisheadedtowardamoresophisticated
andinformedcustomer.Theoutdoorlifestylespatrontodayrelativetoyesterdayis
moresophisticatedinanumberofdifferentways.
Itemquality.Thepreferenceforhighqualityitemsisincreasingascustomers
arelearningtoappreciatethequalitativedifferences.
Unique.Ourpatronsappreciatetheopportunitytoincludeoutdoorlifestyles
intheirhomethatstandoutfromthemassproducedandsoldlowquality
items.
Selection.Peoplearedemandingalargerselectionofchoices,theyareno
longeracceptingalimitedofferinoutdoorlifestyles.

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Thereasonforthistrendisthatwithinthelastcoupleofyearstherehasbeenan
explosionofmediaintheformofTVshowsandmagazinesthathavepromoted
exoticanddifferentoutdoorlifestyles.Ourpatronsnolongerneedtoaccepta
limitednumberofoptions.Withmorechoices,patronshavebecomemore
sophisticated.Thistrendisintuitiveasyoucanobserveamoresophisticatedpatron
inlargercitymarketssuchasSydneyorMelbournewheretherehasbeenmore
choicesavailable.
BBQfunstronglybelievesthatcustomersaremoreinterestedinrangeofproducts,
aftersalesserviceandeasytomanagepaymentsthananyotherissues.Theseare
thereasonsthattheywillshopwithusandbecomeloyalpatrons.
Technologicaldevelopments,withthebroadbandrolloutacrossgreaterBrisbaneand
therestofAustralia,areopeningupsignificantopportunitiesforinternetshopping
andforprovidinginformationforourcustomersaboutourproductrange.
2.1.4Marketgrowth
In2008,theNationaloutdoorlifestylemarketreached$300milliondollars.
Outdoorlifestylesalesareestimatedtogrowbyatleast6%forthenextfewyears.
Thisgrowthcanbeattributedtoseveraldifferentfactors.Thegreaterdisposable
householdincomefromthetwoincomefamilies,thegreateravailabilityof
affordableandinterestingqualityimportswiththehighvalueoftheAustraliandollar
andthemarketingbypopularTVshowslikeHomesBeautifulandBetterOutdoor
lifestyles.
2.1.5Economy
Basedoneconomicforecasts,BBQfunassumesthatinterestratesarestayingsteady
andsowillhavenoaffectondisposableincome.Thesameassumptionismade
aboutemploymentlevels,whereBBQfunassumesthatunemploymentlevelsremain
thesameat4.7%.
2.1.6Political
Fromresearchcarriedout,BBQfunidentifiedthatthegovernmentfocusand
emphasisinfuturelegislativedirectionwillbeaboutgrowingtheeconomyand
populationbase,whichBBQfunseesasapositivefortheirbusinessmodel.Thereis
alsoastrongpushforenvironmentallysoundbusinesspracticesinthelegislative
framework.BBQfun,asbusinessoperatinginAustralia,willabidebythelawinallits
dealingsandcomplywithalllegislationthatimpactonitsbusinessactivities.
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Appendices
2.2SWOTanalysis
ThefollowingSWOTanalysiscapturesthekeystrengthsandweaknesseswithinthe
company,anddescribestheopportunitiesandthreatsfacingBBQfun.
2.2.1Strengths
Excellentstaffwhoarehighlyskilledandknowledgeableaboutoutdoor
lifestyles.
Greatretailspacethatisbright,functionalandefficientforacommercial
urbandistrict.
Highcustomerloyaltyamongrepeatcustomers.
Assortmentofferingsthatexceedcompetitorsofferingsinquality,rangeand
accessibility.
2.2.2Weaknesses
A limitedmarketingbudgettodevelopbrandawarenessduetothelackof
criticalmassandstorecover.
Thestruggletocontinuallyfundthegrowinglongtermrepaymentplans
takenoutbyourcustomers.
2.2.3Opportunities
Agrowingmarketinahighgrowthareawithasignificantpercentageofthe
targetmarketstillnotawareofBBQfunsoffer.
IncreasingsalesopportunitiesoutsideofourtargetareagreaterBrisbane.
2.2.4Threats
Competitionfromlocalindependentsasowner/operatorsthatcanreduce
priceslowerthanourstaffrunstores.
CompetitionfromnationalchainsmovingintotheBrisbanemarket.
Aslumpintheeconomyreducingcustomersdisposableincomespenton
outdoorlifestyles.
2.3Competition
2.3.1Competitors
Nationalcompetition:
TheYard:hasalimitedselectionbutsignificantdepth.AllAustralianmade.
Nosignificantmarketingorpromotion.Thepricepointishigh,butthequality
ofproductsisquitegood.NotinBrisbane.MostlyinSydneyandMelbourne.
BBQsRUs:Broadrangeofoutdoorlifestyleproductsincludingtrinketsand
furnishings.Lotsofcheapimports.Concentratingonestablishedmarkets.
Stronginthereplacementssegment.NotinBrisbane.MostlyinMelbourne
andAdelaide.

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Outdoorz:Largeoperationsofonlyafewstorespercity.Massmarkets
outdoorlifestylesatgoodvalueprices.Noimportedgoods.Extensive
advertising.Lowtomediumquality.NotinBrisbane.Stronginthe
replacementsegmentratherthannewandrefurbisheddwellings.Strongin
othercapitalcities.
Localcompetition:
Allindependents.Thesestoresareownedbyindividualowneroperators.
Rangesvaryaccordingtoownerpreferences.Verylittleimports.Mostly
retailingAustralianmanufacturedgoods.Collectivelytheiraverageitemsale
priceis$250,haveamarketshareof48%,andaregrowingatabout8%per
year.
BBQfundonotseethecompetitorschangingtheirmarketingstrategyorproduct
offerintheforeseeablefuture.
2.3.2Growthandshareanalysis
Newdwellingsgrowthinpotentialcustomers10%.EstimatedBrisbanecustomer
numbersin2010is95,000.
Renovationsgrowthinpotentialcustomers7%.EstimatedBrisbanecustomer
Replacementgrowthinpotentialcustomers5%.EstimatedBrisbanecustomer
2.4Serviceoffering
BBQfunhascreatedanoutdoorlifestylerangeofretailproductsthatare
differentiatedandsuperiortocompetitors.Customerscanseethequalityofthe
productasitisdisplayedinthestores.Thefollowingarecharacteristicsofthe
product:
1. BBQfunscreditofferisbackedbyatoptierbank.
2. Importedproductsmakeup33%oftheassortment.
3. Thethreeyearguaranteeisuniqueinthemarketplace.
4. Broadestpossiblerangeinchosenfields.
BBQfunpridesitselfonprovidingservicethatisonparifnotbetterthananyofthe
localindependentstoresandfarinexcessofthenationalchains.
BBQfunwillensurethatallaspectsthatareinvolvedinthedeliveryofsatisfactionto
thecustomerwillworkusinganintegratedapproach.
2.4.1AtaglanceTheprototypeBBQfunstore:
Location:acommercial,suburbanneighbourhood,orurbanretaildistrict.
Design:brightandfunctional.
Size:1,000to1,500m2.
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Employees:1520fulltimestaff,pluscasuals.
Typesoftransactions:60%cash,40%onlongtermrepaymentplan.
2.5Keystosuccess
Location,Location,Location.
BBQfunssiteselectioncriteriaarecriticaltosuccess.ScottBremmer,formerpartner
ofaaninternationalchain,helpedusidentifythefollowingsiteselectioncriteria:
newdwellingpopulations
shoppingpatternsrequiringeasyaccess
customercarparkingcounts.
2.6CriticalIssues
BBQfunisstillinthespeculativestageasapossiblefranchiseconceptorjoint
venture.Itscriticalissuesareasfollows.
Committedtosalesgrowthwhichallowsforgreateroptionsinimport
assortmentsandinreducedpricewithvolumebuys.Thiswillpromoteour
uniquenessandcontributetoimprovedprofitmargins.
Continuetofinancetheeasymanagelongtermrepaymentplanfor
customers.
Locateineasyaccesssitesclosetothegrowingmarketsinnewdwelling
development.
3.0MarketingStrategy
BBQfunsadvertisingbudgetissetat$250,000fortheyear.Theadvertisingprogram
willtargetlocalletterboxdrops,radioandmagazines.BBQfunswilldodirectmail
andlocaladvertising,withcouponinsertsintheBrisNewsmagazinelikelytobethe
mostsuccessfulofthecampaigns.
BBQfunwilltrytogetarticlesaboutBBQfunintotheBrisNewsmagazine.Previous
featuresintheBrisNewsmagazinehasseenadramaticincreaseofsalesimmediately
afterthearticlewaspublished.
3.1Mission
BBQfunsmissionistoprovidecustomerswiththemostextensiveassortmentof
qualityoutdoorlifestyleproductsavailableinthemarket.Ouraftersalesserviceis
secondtononesupportedbyoureasytomanagelongtermrepaymentplanswhich
makeunique,importedandhighqualityoutdoorlifestyleaffordabletoall.BBQfun
existtoattractandmaintainoutdoorlifestylecustomerswishingtopurchase
productsthatgiveourcustomersprideintheirhomes.Ourserviceswillexceedthe
expectationsofourcustomers.
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3.2Marketingobjectives
1. Increasesalesfrom$15millionperyearto$20millionperyearinthenext
threeyears
2. Increaseourloyaltycustomerslistfrom10,000to16,000.
3. EstablishbrandrecognitioninBrisbanesothatatleasttwointhreepeople
recogniseourbrandinarandom survey taken in 18 months time.
3.3Financialobjectives
1. Adoubledigitgrowthrateforeachfutureyear.
2. Reducetheoverheadperstorethroughdisciplinedmanagementofexpenses.
3. Continueincreaseourgrossprofitmargins.
3.4Targetmarketing
Themarketcanbesegmentedintothreetargetpopulations:
New dwellingsgenerallywanttopurchaseentiresuites.Typicallyshopped
ascouples.Pricesensitivetoapointbutcoordinationisthehighestpriority.
Renovationsdemandforhighqualityanddifferentitems.Uniqueand
exoticoverridespriceconcerns.
Replacementbasicfunctionalproductsthatreplaceandbrokenorworn
item.Singleshopper.Cheappricerequired.
TheBBQfuncustomersaremostlyagedbetween20and50,makingup50%ofthe
newandrenovateddwellingmarket.Outdoorlifestylestoreshavebeenvery
successfulinstandalone,extensivecarparkaccess,closetonewhousingestates
beingestablished.Theseareashavefamilieswhohavehouseholddisposable
incomesofover$40,000peryear.
Combiningseveralkeydemographicfactors,BBQfunarrivesataprofileofthe
primarycustomers:
sophisticatedpeoplewhoarehouseproud
shopperswhowilldrivetoaneasytoaccessstore
customerswhorequirepaymentplanstospreadtheircommitmentoveran
extendedperiod
renovatorsandnewhomebuilders
2050yearolds
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3.5Positioning
BBQfunwillpositionitselfasabroadassortment,quality,uniqueoutdoorlifestyle
retailer.Brisbaneconsumerswhoappreciatehighqualityanduniquenesswill
recognisethevalueanduniqueofferingsofBBQfun.Patronswillbesingleaswellas
families,ages2050.
BBQfunspositioningwillleveragetheircompetitiveedge.
Product:Theproductwillbewideranging,qualityandunique.Itoffersthe
houseproudcustomeradifferentoptionfromthecheapmassproduced
offerprevalentinthemarket
Service:BBQfunoffertheonlythreeyearguaranteeinthemarket.Oureasy
playpaymentschemeisjustwhatourmortgagerepayingcustomers
welcome.Ourexperiencedstaffcanassistwithproductknowledgesecondto
noneintheindustry.
Byofferingasuperiorserviceinrangeanduniqueness,BBQfunwillexcelrelativeto
thecompetitionandachieveourobjectives.
3.6Strategypyramids
ThesingleobjectiveistopositionBBQfunasthepremieroutdoorlifestylestorein
thegreaterBrisbanearea,commandingamajorityofthemarketsharewithinfive
years.Themarketingstrategywillseektofirstcreatecustomerawarenessregarding
theirservicesoffered,developthatcustomerbase,andworktowardbuilding
customerloyaltyandreferrals.
ThemessagethatBBQfunwillseektocommunicateisthatBBQfunoffersthewidest,
mostexotic,easyaccessoutdoorlifestyleproductsinBrisbane.Thismessagewillbe
communicatedthroughavarietyofmethods.Thefirstwillbedirectmail.Thedirect
mailcampaignwillbeawaytocommunicatedirectlywiththeconsumer.BBQfunwill
alsouseadsandinsertsinBrizzymagazine.
ThelastmethodforcommunicatingBBQfunsmessageisthroughagrassrootsPR
campaign.ThiscampaignwillinvitepeoplefromBrizzyforlunchtogetarticles
writtenaboutBBQfunintothenews.Becauseofthislevelofeffectivenessand
low/zerocost,BBQfunwillworkhardtogetpressintheBrizzy.
BBQfunalsobelievethatthelocalpatronsfarprefertoreceiveinformationfromthe
storeviaflyersintheletterbox.
3.7Marketingmix
BBQfunsmarketingmixiscomprisedofthesefollowingapproachestopricing,
distribution,advertisingandpromotion,andcustomerservice.
Pricing:WhileBBQfunwillpriceatcomparablepricesforcomparablequality,
itwillnotbecheap.Wepushvalueovercheapandbackthisupwithathree
yearguarantee.

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Distribution:BBQfunproductswillbedistributedthroughachainofretail
storeswhichcustomerscanaccesseasilyviathelargecarparking
arrangements.
Advertisingandpromotion:Themostsuccessfuladvertisingwillbeadsand
insertsintheBrizzyaswellasaPRcampaignofinformationalarticlesand
reviewsalsowithintheBrizzy.Promotionswilltaketheformofinstore
entertainmentandcompetitionswithprizestoexoticoverseasdestinations.
CustomerService:BBQfunsphilosophyisthatwhateverneedstobedoneto
makethecustomerhappymustoccur,thisinvestmentwillpayoffwitha
fiercelyloyalcustomerbasewhoisextremelyvocaltotheirfriendswith
referrals.
3.8Productdevelopment
Itisenvisagedthatnewproductswillbedevelopedonaregularbasisinlinewith
changesincustomertastewhichistargetedatevery12months.Theplanfor
producttestingistoengagemarketresearchfirms.Bygettingfeedbackfromthese
firms,changescanbemadeorproductscannedsothatonlytestedandproven
productsmakeitontothestoreassortmentlist.
3.9Marketingresearch
Duringtheinitialphasesofthemarketingplandevelopment,severalfocusgroups
wereheldtogaininsightintoavarietyofpatronsofoutdoorlifestylestores.These
focusgroupsprovidedusefulinsightintothedecisions,anddecisionmaking
processes,ofconsumers.Anadditionalsourceofmarketresearchthatisdynamicis
afeedbackmechanismbasedonasuggestioncardsysteminstore.
Thelastsourceofmarketresearchiscompetitiveanalysis/appreciation.BBQfun
managementwillcontinuallyvisitlocaloutdoorlifestylestoresfortworeasons.The
firstisforcompetitiveanalysis,providingBBQfunwithtimelyinformationregarding
otherstoresserviceoffering.Thesecondreasonisthatlocalbusinessownersare
oftenpartofaninformalfraternalorganisationwheretheysupporteachother's
business.
Accesstoongoingmarketresearchwillalsobeachievedviathepublicationsfrom
theOutdoorLifestyleAssociationofwhichBBQfunhasrecentlybecomeamember.
4.0Financials,Budgets,andForecasts
ThissectionwillofferafinancialoverviewofBBQfunasitrelatestothemarketing
activities.BBQfunwilladdressbreakevenanalysis,salesforecasts,expense
forecasts,andhowthoselinktothemarketingstrategy.
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4.1Breakevenanalysis
TheBreakevenanalysisindicatesthat$1.1millioninsalesperyearwillbeneededto
reachthebreakevenpoint.
Fixedcostsareestimatedat$150,000.Variablecostsare40%ofsales,therefore,
salesof$1.0millionwillbesufficienttopayforthefixedandvariablecost.
4.2Salesforecast
Thefirstyearoftheplanwillbeusedtogetthecafeupandrunning.Byyeartwo
thingswillgetbusier.Saleswillgraduallyincreasewithprofitabilitybeingreachedby
thebeginningofyeartwo.
Grossprofitisanticipatedat50%.
Salesforecast
2009
2010
2011
Totalsales
11,000,000
12,000,000
15,000,000
Grossprofit
5,500,000
6,000,000
7,500,000
4.3Expenseforecast
Marketingexpensesaretobebudgetedsothattheyarerampedupinthefirstyear.
Marketingexpensebudget
Expenses
Directmail
Magazineadv
RadioPromotions
Total
2009
2010
2011
40,000
50,000
60,000
110,000
100,000
80,000
30,000
50,000
70,000
180,000
200,000
210,000
OngoingsalesforecastingwillbetousetheservicesofCannonsConsultantswho
willadviseonallaspectsofthemarketingfunctionthatBBQfunwillbeengaged
with.Cannonswillalsobegivenaccesstothemarketingcostdatasothattheycan
periodicallyexamineandvalidatemarketingcostsinlinewithindustrybenchmarks.
Theyhavealwaysbeenthepreferredconsultantsbecausetheyarelocallybased
unlikethenationalgroupofconsultants,Brown&Holingsworth,basedin
Melbourne.

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Profitabilityoutcomesbudget
Profitability
Averageprice
Grossprofit
BBQ
$600
45%
OutdoorFurniture
$920
50%
$50
60%
$450
50%
BBQaccessories
Total
5.0Controls
ThepurposeofBBQfunmarketingplanistoserveasaguidefortheorganization.
5.1Implementationmilestones
Thefollowingmilestonesidentifythekeymarketingprograms.Itisimportantto
accomplisheachoneontime,andonbudget.
Milestones
Advertising
StartDate
EndDate
Budget
Totalradio
advertising
budget
July2008
June2009
$30,000
Magazine&
PR
StartDate
EndDate
Budget
Total
magazine&
PRbudget
July2008
June2009
$110,000
Direct
marketing
StartDate
EndDate
Budget
Totaldirect
marketing
budget
July2008
June2009
$40,000
Totals
July2008
June2009
$180,000
Manager
Marketing
Manager
Department
Marketing
Department
Marketing
Manager
Marketing
Department
Marketing
Manager
Marketing
Marketing
5.2Marketingorganisation
BBQfunsmarketingmanagerisprimarilyresponsibleformarketingactivitiesandhas
theauthorityandresponsibilityoverallcompanyactivitiesthataffectcustomers
satisfaction.Thisisinadditiontohisotherresponsibilities.
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Cannonshavebeenengagedtoprovidemarketingservicesasrequired,andsome
outsideresourcesforgraphicdesignwork,andcreativityarealsotobeutilised.
Feedbackwillcomefrominstorefeedbackformsandlocalcustomersurveys
5.3Contingencyplanning
Difficultiesandrisksinclude:
problemsgeneratingvisibility
overlyaggressiveanddebilitatingactionsbycompetitors
anentryintotheBrisbanemarketofanalreadyexisting,nationalchain.
Worstcaserisksmayinclude:
determiningthatthebusinesscannotsupportitselfonanongoingbasis
havingtoliquidateequipmentorintellectualpropertytocoverliabilities.

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Implement and monitor

BSBMKG514A Implement and

Part of a suite of support materials for the

BSB07 Business Services Training Package

Published by: Innovation and Business

First published: July 2010

Student Workbook (SW) Self-paced learning activities to help you to

Facilitatorled sessions (FLS) Challenging and interesting learning

Assessment Tasks Summative assessments where you can apply your

Structure of the training program

Russell, E., 2010, The fundamentals of marketing, AVA Publishing, London.

Tong, E. and Taylor, D., 2004, Understanding market research, Pearson

BSBMKG514A Implement and monitor marketing activities

Marketing, About.com, viewed June 2010,

Business Dictionary, viewed June 2010,

Know this, viewed June 2010, <http://www.knowthis.com/>.

Marketing dictionary, Monash University, viewed June 2010,

Marketing Insight Business Results, ITSMA: Information Technology

QuickMBA, viewed June 2010, <http://www.quickmba.com/>.

Small business notes, viewed June 2010,

Marketing, Wikipedia, viewed June 2010,

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics

Section 1 Implement Marketing

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics

What skills will you need?

describe the marketing implementation process

brief stakeholders who participated in the marketing planning process on

identify and brief marketing and non-marketing personnel critical to the

prioritise marketing strategies and identify resources for their

implement communication and team building strategies to ensure that

implement strategies for monitoring marketing activities and analysing

The marketing implementation process

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics

An overview of the organisation and the industry it in which it operates.

An overview of the current market. This may include a SWOT analysis, a

The marketing objective or goal of the organisation. This is a statement of

A list of the marketing strategies. A marketing objective or goal may require

Information relating to control or monitoring the implementation and

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics

Learning activity: Marketing plans

Review these documents and answer the following questions.

planning and implementation

monitoring strategies and tactics

Evaluating and improving marketing performance.

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics

human resources staff

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics

At this point in the implementation process, it is important to identify and brief

Other stakeholders will generally be informed of marketing activities in the same

public sector marketing

Learning activity: Briefing stakeholders

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics

1. Which stakeholder groups are typically involved in the marketing

BSBMKG514A Implement and monitor marketing activities

Section 1 Implement Marketing Strategies and Tactics