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Marketing Planning and Practice

Component A is an individual written assignment consisting of a report focused on the application of marketing planning principles to a particular brand and a critical evaluation of marketing planning worth 100% of the overall mark. The word count is 3000 words

Chosen Company: Beats by Dr. Dre

CULTY

OF BUSINESS AND LAW

aCADEMIC YEAR

Coursework

Assessment Brief

Module Code:

UMKD

–

-2

Module Title:

Marketing Planning and Practice

Subm

sion Deadline:

14:00 on

May

2021

Assessment Component:

–

Marketing Plan Report

Assessment Weighting:

100

per cent of total module mark

Marking and feedback deadline (20 working days):

June

2021

B. all times are 24

–

hour clock,

current local time (at time of submission) in

the UK

Assessment Instructions

The purpose of this module assessment is to

apply theories and models in the development of a

marketing plan

for an organisation from a selection offered. There

is one

component

involved

Component A

is an individual

written assignment c

onsisting of a report focused on the

application of

marketing planning

principles to a

particular brand

and a critical evaluation of

marketing planning

worth

100

% of the overall mark.

The word count is

3000 words.

Learning Outcomes

Spe

cific learning outcomes for th

assessment, as detailed in the module specification, are to

enable you to:

Apply effective strategic and tactical methodologies, tools and techniques to create a

marketing plan

Critically evaluate theory and marketing

practices from a business perspective, clearly

understanding the links and gaps between scholarship and practice

Integrate and evaluate information and learning from a range of different sources better

to understand and explore the complex nature of market

ing in practice

Summarise, justify and present strategic and tactical marketing recommendations for a

chosen organisation in an appropriate format

Coursework Title: Individual Marketing Plan for an Organisation

Assignment type: Individual report of 3000 words submitted online

Students will be required to assess market opportunities, select appropriate options to pursue, create a target market strategy and develop a marketing plan. A report style of writing (i.e. breaking the text down into numbered sections and sub-sections) is required so that your content is clearly signposted (if you are not clear what this means please ask your tutor). Tutor contact information and full resources can be found on the module Blackboard site.

Assessment Task

You will be writing a

marketing plan

for an organisation (or one of its key products/services) chosen from a selection identified by the module team.

The marketing plan should be presented as a business report, written and structured in a formal manner that would be acceptable as a working document in your chosen organisation.

You can select the UK or an overseas market when writing your plan.

Although this is a business document, you must support your arguments, conclusions and recommendations by making reference to appropriate theory. Choices and recommendations that you make within your marketing plan must be fully justified and referenced, using research and theory.

Assessment Structure

In order for your plan to meet the assessment guidelines, you are advised to structure your report as follows:

1. Introduction including an overview of the chosen company (from the list overleaf).

2. Industry and Organisational Insight. Identify the most important factors and key issues facing the organisation and the category/industry in which it operates. Marks for this summarised review will be awarded for knowledge, analysis, evaluation and synthesis.

· In order to complete this task you will need to gather comprehensive research on the marketplace within which the organisation operates. This is likely to involve analysis of the macro-environment, micro-environment and target audience as well as publicly available organisational data.

· Supporting research should be included within an appendix – no marks are awarded for this.

3. One challenge or opportunity, based upon the preceding insight analysis which the marketing plan will address.

4. Two SMART marketing objectives based on the challenge/opportunity

5. Identify and justify a proposed strategy.

6. The tactics (7 Ps) proposed to achieve the objectives and strategy.

7. Control of the plan to include implementation, monitoring and measurement.

8. Conclusion.

9. Reflection which critically assesses the difference between marketing in theory and practice.

10. References – using

UWE Harvard

format.

· You are required to use marketing and planning principles to underpin your work and cite your sources.

11. Appendices (if required)

· Effective use of appendices will be necessary. If you are unclear on how to use appendices within a report please contact the Study Skills team.

Key Reference Sources

There is no core text however you are expected to read widely and a range of reference sources are identified on the module reading list on Blackboard. These include:

· Dibb, S. and Simkin, L. (2008) Marketing Planning A Workbook for Marketing Managers. London: Cengage Learning

· Kapferer, JN. (2008) The new strategic brand management: creating and sustaining brand equity long term, 4th ed. London: Kogan Page

· Kotler, P., Armstrong, G., Harris, L., Piercy, N. (2017) Principles of Marketing; European Edition, 7th Ed, Essex: Pearson

· Lehmann, D. and Winer, R. (2008) Analysis for Marketing Planning. 7th ed. New York: McGraw Hill Education

· McDonald, M. (2017) Malcolm McDonald on Marketing Planning: understanding marketing planning and strategy, 2nd ed. London: Kogan Page.

· Wood, M. B. (2013) Essential Guide to Marketing Planning. 3rd ed. Harlow: Financial Times Prentice Hall

· Useful Journal Publications: European Journal of Marketing, Journal of Consumer Marketing, Marketing Intelligence and Planning, Journal of Marketing Management, Journal of Marketing. Students should also read trade journals, such as Marketing and Marketing Week.

· You should also be sourcing from market reports and other credible information sources

List of Organisations

Please choose a brand from the list below:

· Reebok International Limited: Footwear and clothing company specialising in fitness, running and CrossFit sportswear.

· Beats Electronics: Consumer audio products. Founded by music producer Dr. Dre and record executive Jimmy Iovine.

· Innocent Drinks: Producer of smoothies and juice. The company pledges 10% of all its profits to charity every year.

· Neal’s Yard Remedies: Skin care, cosmetics and essential oils producer and retailer. Focus on natural and organic products.

Marking Criteria

The following criteria will be used in evaluating this assessment:

· Insight – summarised overview of the most important factors and key issues faced by the organisation supported with appropriate theories/models and analysis (30%). Approx 1000 words.

· Objectives, strategy and tactics, appropriate for the organisation, clearly defined and justified (30%). Approx 1000 words.

Implementation, monitoring, and measurement of the proposed plan (15%). Approx 500 words.

· Reflection on marketing planning in practice (15%). Approx 500 words.

· Literacy, structure, presentation of the report and referencing (10%)

Descriptor

Criteria

Assessment criteria/
weighting

Grading
level

Insight.

Summarised overview of factors and key issues faced by the organisation
(30%)

Objectives, Strategy and Tactics. Clearly defined and justified approach
(30%)

Implementation, monitoring and measurement of the proposed plan.

(15%)

Reflection on marketing planning in practice.

(15%)

Standards of written skills, structure and presentation, including referencing
(10%)

90-100

PASS

Outstanding

Outstandingly thorough and rigorous research and analysis. Outstanding range of sources with focus on key and relevant information. Outstanding insight and understanding.

27-30 marks

Compelling links between insight and proposed objectives, strategy and tactics. Demonstration of outstanding consumer understanding.

27-30 marks

Outstanding proposal for the implementation, monitoring and measurement of the plan.

13-15 marks

Outstanding critical evaluation and reflection skills which show engagement with academic literature and are thoughtful and insightful.

13-15 marks

Highest standards of written skills and professional presentation, following the structure specified in the brief. Outstanding use of external sources, referencing that conforms precisely to UWE Harvard requirements.
9-10 marks

80-89

PASS

Exceptional

Exceptionally thorough and rigorous research and analysis. Exceptional range of sources with focus on key and relevant information. Exceptional insight and understanding.

24-27 marks

Compelling links between insight and proposed objectives, strategy and tactics.
Demonstration of exceptional consumer understanding.

24-27 marks

Exceptional proposal for the implementation, monitoring and measurement of the plan.

12-13 marks

Exceptional critical evaluation and reflection skills which show engagement with academic literature and are thoughtful and insightful.

12-13 marks

Highest standards of written skills and professional presentation, following the structure specified in the brief. Exceptional use of external sources, referencing that conforms precisely to UWE Harvard requirements.
8-9 marks

70-79

PASS

Excellent

Excellent thorough and rigorous research and analysis. Excellent range of sources with focus on key and relevant information. Excellent insight and understanding.

21-24 marks

Compelling links between insight and proposed objectives, strategy and tactics.
Demonstration of excellent consumer understanding.

21-24 marks

Excellent proposal for the implementation, monitoring and measurement of the plan.

10-12 marks

Excellent critical evaluation and reflection skills which show engagement with academic literature and are thoughtful and insightful.

10-12 marks

Excellent standards of written skills and professional presentation, following the structure specified in the brief. Excellent use of external sources, referencing that conforms precisely to UWE Harvard requirements.
7 marks

60-69

PASS

65-69%:

Very good

60-64%:

Good

Good/very good research and analysis. Good/very good range of sources with relevant information summarised. Strong insight and understanding.

18-21 marks

Close links between insight and proposed objectives, strategy and tactics.
Demonstration of good/very good consumer understanding.

18-21 marks

Good/very good proposal for implementation, monitoring and measurement of the plan.

9-10 marks

Good/very good critical evaluation and reflection skills which show engagement with academic literature and are well-considered and relevant.

9-10 marks

Very good/good standards of written skills and professional presentation, following the structure specified in the brief. Very good/good use of external sources, referencing that conforms well to UWE Harvard requirements.
6-7 marks

50-59

PASS

55-59% Competent

50-54% Adequate

Generally adequate /competent, methodical research and analysis. Adequate range of sources with relevant information summarised. Basic insight and understanding.

15-18 marks

Satisfactory links between insight and proposed objectives, strategy and tactics.
Some demonstration of consumer understanding.

15-18 marks

Some consideration for implementation, monitoring and measurement of the plan.

7-9 marks

Adequate/competent critical evaluation and reflection skills which show engagement with academic literature and are considered and relevant.

7-9 marks

Adequate/competent standards of written skills and presentation, following the structure specified in the brief. Adequate/ competent use of external sources, referencing that conforms largely to UWE Harvard requirements.
5 marks

40-49

PASS

Weak

Weak research and analysis. Weak range of sources with information inadequately summarised or confusing in places. Lacking some insights and understanding.

12-15 marks

Some links between insight and proposed objectives, strategy and tactics.
Weak demonstration of consumer understanding.

12-15 marks

Limited consideration for implementation, monitoring and measurement of the plan.

6-7 marks

Weak critical evaluation and reflection skills which show some engagement with academic literature and are reasonably considered and broadly relevant.

6-7 marks

Weak standards of written skills and presentation, following the structure specified in the brief. Weak use of external sources, referencing that conforms largely to UWE Harvard requirements.
4-5 marks

35-39

FAIL

Poor

A generally limited and superficial level of research and analysis. Poor range of sources with information not summarised. Poor insights and understanding.

10-12 marks

Poor links between insight and proposed objectives, strategy and tactics.
Poor demonstration of consumer understanding within the plan.

10-12 marks

Poor consideration for implementation, monitoring and measurement of the plan.

5-6 marks

Very weak critical evaluation and reflection skills which show limited engagement with academic literature and are poorly considered.

5-6 marks

Poor standards of written skills, presentation. Structure has issues.
Poor use of external sources, referencing that does not conform to UWE Harvard requirements.
3-4 marks

25-34

FAIL

Very poor

Very little research and analysis. Poor range of sources with information not summarised. Very little insight or understanding.

7-10 marks

Very poor links between insight and proposed objectives, strategy and tactics.
Very poor demonstration of consumer understanding within the plan.

7-10 marks

Minimal consideration for implementation, monitoring and measurement of the plan.

3-5 marks

Very poor reflection skills which show very limited engagement with academic literature.

3-5 marks

Very poor standards of written skills, presentation, and no clear structure.
Poor use of external sources, referencing failing to conform to UWE Harvard requirements.
2-3 marks

0-24

FAIL

Extremely poor

Incomplete

Virtually no research and analysis. Poor range of sources with information not summarised.
Very little insight or understanding.
May be regarded as a partial submission.

0-7 marks

Very little or no links between insight and proposed objectives, strategy and tactics.
Tactics may be absent or used inaccurately. Weak or absent demonstration of consumer understanding within the plan.

0-7 marks

Implementation, monitoring and measurement of the plan very weak or absent.

0-3 marks

Very little/no attempt at reflection skills which show very limited or no attempt to engage with academic literature.

0-3 marks

Extremely poor standards of written skills, presentation, and no clear structure.
References and source attribution absent or largely absent.

0-2 marks

Formative feedback and support during the module

Formative feedback provides opportunities to reflect on your ongoing work and preparation for your assignment.

Further information about this assessment is available on the Blackboard site for this module and includes: Feedback is built into the module design and provides opportunities for tutor feedback as part of the tutorials.

If you need help your tutor, please contact your tutor:

Michelle Jackson (5X245)

michelle3.jackson@uwe.ac.uk

(Module Leader)

Dr Mark Hollyoake

mark.hollyoake@uwe.ac.uk

(Tutorials)

Martin Williams

martin5.williams@uwe.ac.uk

(Tutorials)

Mike Healey

michael2.healey@uwe.ac.uk

(Webinars and Tutorials)

Further information about this assessment is available on the Blackboard site for this module and includes: Module handbook and reading list sections for marketing planning and supporting content for the optional sectors and organisations and FAQ’s.

Formatting

Please use the following file format(s): Microsoft Word with a or x file extension. We cannot ensure that other formats are compatible with markers’ software.

All work should be word processed in 12-point font Arial and 1.5-spaced. All pages must be numbered. Appendices should be clearly identified.

The first page of your coursework must include:

· Your student number

· The module name and number: (Marketing Planning and Practice UMKDQD-15-3)

· Your word count

· Report title: ‘Marketing plan for (insert name of organisation)’

Word Limit

The maximum word limit for this coursework is 3000 words.

· There is no +/- 10% on word count and anything after the maximum word count will not be marked, in line with UWE Bristol’s

Word Count Policy

· In line with UWE policy, this word count includes everything in the main body of the text (including headings, tables, citations, quotes, lists, etc.).

· The references, bibliography and footnotes (provided footnotes only include references) are NOT included in this word count.

Referencing and Assessment Offences

Please ensure you reference all sources used when developing your assessment, using the UWE Harvard system. Failure to properly reference your work to original source material can be grounds for the assessment offence of plagiarism and may result in failure of the assessment or more serious implications. Further guidance on correct referencing is available on

UWE’s Study Skills referencing pages

UWE’s Assessment Offences Policy

outlines potential offences and it is your responsibility to understand this policy and avoid potential offences. Details of what constitutes plagiarism and how to avoid it can be found on UWE’s Study Skills

pages about avoiding plagiarism

Text-matching software (e.g. SafeAssign) is used to check every submission against other submissions made at the same time, previous submissions to UWE and other universities, and internet sources. We may also manually search for matches. When submitting your work, you will be required to confirm that the work is your own.

It is an assessment offence to:

· copy work from any source, including your own previous assessments, and present it as your own work for this assessment, or to provide your own work to others

· to work with others on the assessment in any way, or for anyone to make amends on your work (including proofreaders, who may highlight issues but not edit the work)

· change individual words but keep, essentially, the same sentences and/or structures from other sources: this will be detected by text-matching software. Please write in your own words and style to convey your own learning.

Instructions for submission

You must submit your assignment before the stated deadline by electronic submission through Blackboard. Notification that the electronic submission portal is open for your assignment is displayed (usually two weeks before the submission date) in the Coursework tab in myUWE, the Coursework tab in Blackboard and via an announcement in the Blackboard course.

Please allow sufficient time to upload your assignment, as the system becomes busier and slower as the deadline approaches. Only your final upload will be counted. Ensure all your information is submitted at one attempt to avoid overwriting your intended submission. Always check and retain your receipts.

Late submission in the 24 hours following the deadline will be accepted but the assignment mark will be capped at a pass. Submissions after 24 hours will not be accepted. For full guidance on online submission through Blackboard, see

UWE’s Academic Advice pages

on Assignments

Submissions of coursework by any other method (including a paper copy, on disk or by email) are NOT permissible for this module unless specifically agreed in advance of the submission date.

Before submitting your work, please ensure that:

· You have proof read your work thoroughly to ensure your work is presented appropriately

· You have addressed all the required elements of the assessment

· You have referenced in accordance with the guidance provided

· You have addressed each of the marking criterion

· The submission is in the correct format

Final feedback and marks release

Students will normally receive marks and feedback on their submission within 20 working days of the submission deadline (not including public holidays or university closure days). Any delay in returning students’ work will be communicated by the module leader via Blackboard.

Feedback on this module is not limited to the written comments you will receive on individual written assessment submissions.

Feedback and marks for this module will be available by 9 June 2021. For further guidance on feedback, please refer to the module handbook.

Further guidance and support

There are a number of sources of support to improve your study skills, including:

· The

UWE Library Study Skills pages

– for online support and bookable workshops

· The Faculty of Business and Law’s

Academic Success Centre

for bookable workshops

Guidance on using UWE’s Library.

Specific study skills pages relating to this module include:

How to plan and structure your writing

Writing skills

Further research skills / techniques

Report writing

How to write critically

English language support

For further guidance on UWE assessment regulations and terminology see UWE’s Academic Advice pages.

Personal Circumstances

If you are experiencing difficulties in completing a piece of assessment on time due to unexpected circumstances (for example illness, accident, bereavement), seek advice from a Student Support Adviser at the earliest opportunity. Appointments can be made via an Information Point or online

via the

Student Support Pages

Student Support Advisers can advise as to whether you should submit an application for ‘Personal Circumstances (PCs)’, how to do so and what evidence is required to support the application. Further details on PCs can be found on the Student Support Pages.

The module leader
cannot
grant personal circumstances or extensions.

FACULTY OF BUSINESS AND LAW

ACADEMIC YEAR 20

20
/2
1

Coursework
Assessment Brief

Module Code:

UMKD
QD
–
15
–
2

Module Title:
Marketing Planning and Practice

Submission Deadline:
14:00 on
1
1

May

2021

Assessment Component:
A

–

Marketing Plan Report

Assessment Weighting:
100

per cent of total module mark

Marking and feedback deadline (20 working days):
9
June

2021

N.B. all times are 24
–
hour clock,
current local time (at time of submission) in
the UK

Assessment Instructions

The purpose of this module assessment is to
apply theories and models in the development of a
marketing plan for an organisation from a selection offered. There
is one
component
involved
.

Component A
is an individual
written assignment c
onsisting of a report focused on the
application of marketing planning principles to a
particular brand
and a critical evaluation of
marketing planning

worth
100
% of the overall mark.

The word count is
3000 words.

Learning Outcomes

Spe
cific learning outcomes for th
is

assessment, as detailed in the module specification, are to
enable you to:

Apply effective strategic and tactical methodologies, tools and techniques to create a
marketing plan

Critically evaluate theory and marketing
practices from a business perspective, clearly
understanding the links and gaps between scholarship and practice

Integrate and evaluate information and learning from a range of different sources better
to understand and explore the complex nature of market
ing in practice

Summarise, justify and present strategic and tactical marketing recommendations for a
chosen organisation in an appropriate format

FACULTY OF BUSINESS AND LAW

ACADEMIC YEAR 2020/21

Coursework Assessment Brief

Module Code: UMKDQD-15-2

Module Title: Marketing Planning and Practice

Submission Deadline: 14:00 on 11 May 2021

Assessment Component: A – Marketing Plan Report

Assessment Weighting: 100 per cent of total module mark

Marking and feedback deadline (20 working days): 9 June 2021

N.B. all times are 24-hour clock, current local time (at time of submission) in the UK

Assessment Instructions

The purpose of this module assessment is to apply theories and models in the development of a

marketing plan for an organisation from a selection offered. There is one component

involved.

Component A is an individual written assignment consisting of a report focused on the

application of marketing planning principles to a particular brand and a critical evaluation of

marketing planning worth 100% of the overall mark. The word count is 3000 words.

Learning Outcomes

Specific learning outcomes for this assessment, as detailed in the module specification, are to

enable you to:

 Apply effective strategic and tactical methodologies, tools and techniques to create a

marketing plan

 Critically evaluate theory and marketing practices from a business perspective, clearly

understanding the links and gaps between scholarship and practice

 Integrate and evaluate information and learning from a range of different sources better

to understand and explore the complex nature of marketing in practice

 Summarise, justify and present strategic and tactical marketing recommendations for a

chosen organisation in an appropriate format

Marketing Planning and Practice
UMKDQD-15-2
Week 9 Webinar

Presented by

Michelle Jackson/Mike Healey

w/c 19 April 2021

Plan for Today’s Webinar
This webinar will (in combination with the tutorial this week) consider the reflection section of the assessment
Opportunity for any questions arising from the webinar or general questions around the module

Reflection: Some Considerations
The following slides contain some ideas that you may wish to use to help you with the reflection
You should conduct your own reading and research
You decide what you think is important

Component Assessment: Reflection
Learning Outcome
Critically evaluate theory and marketing practices from a business perspective, clearly understanding the links and gaps between scholarship and practice
Marking Criteria
Reflection on marketing planning in practice (15% of total mark)
Approx. 500 words

How might you approach this section?

Constructing the Reflection
The exact structure of the reflection is up to you
An academic critical evaluation of the marketing planning process
c250 words
Benefits of marketing planning (according to the experts)
Limitations/issues of marketing planning (according to the experts)

Constructing the Reflection
Critically reflect on how effectively the marketing planning process works in practice, justifying your assertions.
c250 words
Benefits of marketing planning from your perspective, having written a plan
Limits and issues with marketing planning, from your experience of having written a plan

This webinar will focus on the reflection academically – the tutorial on the practice

Constructing the Reflection
An academic critical evaluation of the marketing planning process
Benefits of marketing planning (according to the experts)
Limitations/issues of marketing planning (according to the experts)
What sources might be needed to help?
Ideas in the chat box

Constructing the Reflection
An academic critical evaluation of the marketing planning process
Benefits of marketing planning (according to the experts)
Limitations/issues of marketing planning (according to the experts)
How might you balance the evaluation between benefits and limitations?
Ideas in the chat box

What is Criticality?
Key skill in academic writing
Involves reading widely
Means to examine from different points of view
Clear, reasoned and will persuade the reader
Analyse – break things down
Synthesise – bring parts together in a coherent way
Evaluate – make judgements, based on sound evidence

What is Criticality?
It’s the answer to – So what?
What is the point/underlying issue/implication?
In what way is it significant?
What can be learnt?
Needs two parts:
Assertion – the idea/course of action presented
Evidence – reasons given to support an idea/action
Arguments usually take the form assertion because evidence, or evidence therefore assertion

What is Criticality?
To do this you will need to:
Identify the author’s purpose and position
Consider and question the evidence presented
Evaluate the writer’s argument, academically this means:
Attempt to persuade
Asserts and provides evidence in support of a particular point of view
Used to advance an opinion or recommend a course of action

What isn’t it Critical?
If an assertion does not contain any supporting evidence, it is an opinion, description, or explanation, rather than an argument.
Your marks will be lower as a result – you must support your ideas and decisions
Evidence must be relevant and reasoned

Descriptive vs Critical/Analytical
Descriptive would just state information or explain something
Critical writing:
Identifies the significance
Weighs information against another
Makes judgements
Argues a case according to evidence
Shows why something is relevant or suitable
Gives reason for the selection of information
Draws conclusions

Words and Phrases to help you…
because…
since…
follows from the fact that…
is established by…
is implied by…
the reason for this is…
and the evidence for this is…

Words and Phrases to help you…
Avoid
All, every
Always
Never
Proves
Instead
Most, many, some
Usually, generally, in most cases, often, so far, haven’t yet
Rarely, in few cases, it is unlikely that
Evidence suggests, indicates, points to, it would appear

Next Week
The penultimate week of the semester (week 10)
Week 10 – there will be a review of marketing in Covid times. Will include how some companies have changed their practices over the last year. Not required for the assignment – just for interest!
Week 11 – there will be no formal teaching for either the webinar or tutorials, these are drop-in sessions. You can attend any sessions during the week.

Any Questions?
You can stay with the webinar session if you have questions (audio is preferred but you can use the chat box too).
If not please feel free to leave the session. There will be opportunities to ask questions at the end of every webinar session.

Marketing Planning and Practice
UMKDQD-15-2
Week 8 Webinar

Presented by

Michelle Jackson/Mike Healey

w/c 12 April 2021

Plan for Today’s Webinar
This webinar considers the final section of the report and how to cover implementation, monitoring and measurement to control your plan
Opportunity for any questions arising from the webinar or general questions around the module

Control of the Plan
In this final section of the marketing plan you will show how you will control your plan
Involves:
Implementation
Monitoring
Measurements

Control of the Plan
Final section should c500 words
Can be split as you think appropriate
Must cover all areas of control for the marketing plan
Implementation
Monitoring
Measurement

Implementation
Implementation is the process of putting a decision or plan into effect
Execution of the marketing plan
Specific actions that will ensure the marketing objectives are achieved
Is there anything that might prevent your plan from being implemented?
The inclusion of a Gantt chart to show the planned timetable of activity

Monitoring
How will the plan be monitored?
An indication of how frequently you will check on your plan – links with measurement
More frequently for social media
Sales figures weekly/monthly
Brand awareness/salience less frequently
Who will be monitoring the plan?
Marketing manager/brand manager

Measuring
Which measurements/metrics will be used to meet the objectives set?
Which measures can be used for the activities in the tactics section?
Can use a table format if that helps (still counts towards your overall word count)
Example:

Activity Measure
Obj 1: Sales Internal figures
Obj 2: Brand awareness Consumer research
Facebook campaign Likes, shares

Hard versus Soft Controls
Quantitative controls assess performance and cost effectiveness according to hard facts
Objective
Sales analysis
Market share analysis
Qualitative controls
Customer surveys
In-house customer panel
Evaluate how customers feel not only about the business’s products and services, but about the business as a whole.
Subjective
Brand engagement
Brand awareness

Soft controls aren’t as clearly measured as hard (quantitative) ones.
8

Overview of the Control Section
Implementation, monitoring, measurement (control) gets a pretty poor deal in the planning process
Final item in a list of essential marketing plan elements downplays its importance.
Not required to propose a budget – acknowledge that there will be costs involved

Next Week
We will consider the next section of the marketing plan – the reflection on marketing planning
This will conclude the marketing plan report

Marketing Planning and Practice
UMKDQD-15-2
Week 3 Lecture 3.3

Presented by

Michelle Jackson

Module Leader

w/c 22 February 2021

Selecting the Focus for the Plan
At the end of your insight section you must identify ONE challenge or opportunity which the remainder of the marketing plan will address

Choosing the Opportunity/Challenge
This must have been evident from the preceding analysis (insight)
There will inevitably be a range of challenges/opportunities
You choose one that will benefit the brand/organisation

Marketing Planning and Practice
UMKDQD-15-2
Week 2 Lecture 2.3 What is Insight?

Presented by

Michelle Jackson

Module Leader

w/c 15 February 2021

What is ‘Insight’?
Understanding and opinion gained from thorough, discriminative analysis
Information, including data
Knowledge
Context
Perceptions
Requires judgement skills

Gain meaning from a sound understanding of an area of study.
Information on the organisation and the industry which may be gained from data, though not exclusively.
General knowledge as well as the context in which the industry/organisation operates (the environment, for example).
Customer, consumer views as well as those of non-users
2

The Importance of Insight Analysis
Highlights the important factors and key issues facing the organisation
Considers the ‘where we are now’ part of the planning process model
When you have large amount of information
Selective and concise
Business Mission
Marketing Audit
Where are we now?
Insight (Situation analysis)
SWOT Analysis

Additional Reading
It is essential that you read and research widely
Marketing theory and concepts
Marketing tools
Industry and organisational background
On Blackboard under the Reading List section, there are marketing plan guidance/templates from the CIM. These have been added as supporting information only.

Marketing Planning and Practice
UMKDQD-15-2
Week 7 Tutorial

Presented by

MPP Teaching Team

w/c 22 March 2021

Plan for Today’s Tutorial
Mid-module feedback
This is the first run of Marketing Planning and Practice
Recognition of the need for students to have greater exposure to marketing planning before they get to year 3
To give placement students experience of marketing planning before they go on placement
Opportunity for any questions arising around your plan to date

Mid-Module Feedback
So, to help us could you please give some feedback on the following:
Is there anything you are not sure about for the assignment?
We will pick these areas up in this and future tutorial sessions
There will be (pre-recorded) lectures reviewing Component A in week 10 too

Mid-Module Feedback
As this is a new module, what would your recommendations be regarding content and give us the reason why?
What would you keep?
What would you remove?
What would you like more of?
What would you like less of?
Any other comments?

The Appendix
If you have applied models in support of your marketing plan then these should be placed in the appendix
An appendix includes information that is too detailed/not essential for the main report
Useful background material goes here
Placing them in the appendix improves the flow of the report

The Appendix
The Appendix comes after the reference list
The list of appendices should be included in the table of contents list
In the main body of your marketing plan you can refer to information within an appendix
The PESTEL analysis (see Appendix A)….
Remember that you still need to include sources in the main body
The main body is what is marked
Yes, that does mean some will be repeated (appear in both the main body and the appendix)

The Appendix
Each appendix starts on a new page
Title each one clearly
Can be either Appendix A, Appendix B, Appendix C etc or Appendix 1, Appendix 2, Appendix 3 etc
Use a different appendix for each separate model or additional material

The Appendix
Not included in the word count
Not marked (though the marker will look at them)
If you rely on something to meet the requirements of the assignment brief or marking criteria this must appear in the main report
Don’t place important information in the appendix to save word count
You should include sources for all information – whether it’s in the appendix or the main body

Next Week
Easter Break coming up – your tutors will be on annual leave
There will be no tutorial/webinar or drop-in sessions for w/c 29 March and w/c 5 April.
We’re back on Monday 12 April.

Any Questions?
As we will be on Easter holiday for the next two weeks are there any questions related to the assignment to help you progress with your plan?

Marketing Planning and Practice
UMKDQD-15-2
Week 7 Lecture 7.1

Presented by

Michelle Jackson

Module Leader

w/c 22 March 2021

The Plan for This Week
The lectures will explore measurement and why this is crucial to the marketing plan
The webinar will explain measurement further, particularly digital measures
This weeks tutorial is an opportunity for you to give use some feedback as part of a mid-module review. Also cover use of appendices.

Measuring a Plan
The reason for planning is to help the organisation maximise the value created from the available resources
Measures of efficiency – how well are you doing things?
Measures of effectiveness – are you doing the right things?
Is the measure suitable for the required purpose?

Measurement of performance can be a challenging area. It is easy for measurements to be viewed as checking up on individuals and not uncommon for managers to measure because it is expected rather than because the data and information generated will be useful to them.
3

What Get Measured Gets Done
If you can measure it – you can manage it
Set goals and measure performance against that goal – hard data that shows us what we did or didn’t achieve
What do you want to know before you start measuring?

It’s an old cliché: “What gets measured gets done.” (Tapinos et al 2005, p. 191)
The origin of the statement is up for debate (possibly dating back to the 1500s), and it seems that the original phrase was actually “If you can measure it, you can manage it.”
When we set goals and measure performance against that goal we have the ability to hold ourselves (and others) accountable for the resulting success or failure. We actually have concrete data that shows us what we did or didn’t do, what the impact was, and what we need to do differently.
4

Measurement
A measure is a quantitative number that counts something
the organisation made £1m sales revenue in the last 6 months of the FY
A metric gives more information as it compares the measure to another baseline
the organisation made £1m sales revenue, £100k more than the first 6 months of the FY
Assess the importance, effect or value of marketing actions

With pressure on margins in today’s highly competitive markets, there is a greater need to ensure resources are working hard to deliver objectives. Marketers generally have a poor track record in the area of measurement and metrics and are conflicted when asked to measure the impact of spending and decisions.
In the past, marketers were asked to demonstrate how tactical spending impacted on sales. In advertising, this was not possible because the purpose of an ad was to deliver brand awareness and only indirectly influence sales. Today it is recognised that an integrated campaign is needed to take prospective customers from unaware to sale and that a campaign will integrate on and offline communication tactics and media and sales impact will be assessed against the resources invested in the whole campaign not isolated tactics.
Individual tactical elements can be assessed and reviewed, but must be judged in the context of their role in the decision-making process.
5

Measurement
Traditionally measurements were financial (ROI, profitability)
Objectives are the starting point of control – depends on clear, quantified objectives
We can only assess our success through measurement. Without metrics you have no way of knowing what is and isn’t working – and have little chance of learning and improving your performance.

When selecting performance measures the following should be considered:
Is the measure acceptable to key functions and stakeholders?
Is it feasible, given the resource constraints?
Can the measure be used for benchmarking?
6

The Balanced Scorecard
Balanced scorecards and dashboards are simply a device for aligning and reporting key metrics and performance indicators
If you consider that a successful business needs to have satisfied customers and that to deliver customer satisfaction you need motivated and engaged staff, then you can see the logic behind lead (input indicators) and lag (output indicators).

They created the Balanced Scorecard to try and help organisations. Care is needed here to ensure what is measured is beneficial.
If you monitor staff metrics, any deterioration will warn you that in the future customer experience and satisfaction levels could be expected to fall and over time, so that customers may choose other suppliers and buy less from you.
Individual metrics are indicators only. They need to be reviewed in a wider context before you draw too many conclusions. For example, a sudden spike in staff absence may be the result of a flu epidemic not a disengaged workforce.
As a marketer, it is worth setting up your dashboard of metrics and monitor changes in them. These metrics are simple numbers; e.g. average customer spend is £180 or average staff absence was 4.5 days. By combining numbers and working with ratios, you will have much stronger control measures.
The balanced scorecard was devised by Kaplan and Norton in 1992. A mixture of financial and non-financial measures. A limited number of measures. Measures chosen to relate to specific strategic goals – usually documented in tables with one or more measure associated with each goal. Measures should gain the endorsement of senior managers of the organisation.
7

Net Promoter Score
Net Promoter Score is a customer loyalty metric based on a direct question:
How likely are you to recommend our company/product/service to your friends and colleagues?
Scored on a 0 to 10 scale. The higher the score the more promising for growth.
Responses are divided into passives, detractors and promoters. The NPS score is the result of subtracting the number of detractors from the promoters.

The scoring for this answer is most often based on a 0 to 10 scale.
It has its critics and is not equally useful in all sectors but again monitoring changes in NPS can be a useful warning that there are changes in the customer experience.
8

Web Analytics
E-commerce websites – measure sales (transactions)
Web analytics can’t tell us ‘why?’
Google Analytics reporting is focused around something called the ABC model – Acquisition, Behaviour and Conversion.
In 2018 Google Analytics is the most widely installed web analytics package in the world – a market share of 86% and 56% of all websites use Google Analytics with 35% of websites not using anything!
(Source: w3techs.com)

Web analytics is about the collection, processing and reporting of visitors to a website and their subsequent interactions with its content.
Google Analytics might tell you that your Contact Us page has an 80% bounce rate – meaning 80% of the visits from visitors leave after arriving to the page. However, Google Analytics won’t be able to tell you why they do that.
When we talk web analytics we could talk google analytics.
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Marketing Planning and Practice
UMKDQD-15-2
Week 3 Lecture 3.1

Presented by

Michelle Jackson

Module Leader

w/c 22 February 2021

The Plan for This Week
The lectures will explain the importance of the micro-environment and organisational information for your insight analysis
The webinar will explore a key model – Porter’s Five Forces
The tutorial will encourage you to get started on your report

Key Models for Insight Analysis
In week 2 tutorial we considered the macro-environmental analysis (PESTEL)
Need to consider the micro-environment and internal environment of the firm
Together give us the ‘insight’ we need to write a plan
Internal
(controllable)
External
(uncontrollable)

Macro-economic
Micro-economic

Marketing planning is the process of applying marketing resources to achieve marketing objectives. The marketing audit is the systematic collection and analysis of information and data about the external environment and company operations. SWOT is a summary of the marketing audit under the headings of internal strengths and weaknesses as they relate to external opportunities and threats. A further step in matching the external (uncontrollable) and internal (controllable) variables and a structure for setting objectives and strategies.
Porter has designed many models. The 5 forces model looks at the company.
3

The Micro-environment
There are multiple ways to analyse elements of the micro-environment
It is critical to have an understanding of the market, competition and customers
Customers, suppliers, distributors, competition, public = micro-environment.

Micro-environmental Analysis
Close to the firm and its interactions with your target market, customers and competition
Market
Market Growth Rate, Market Share, Market Size
Market Segmentation
Market Attractiveness Factors
Supply Chain Analysis
Market Trends
Market characteristics, growth and trends
Physical distribution channels
Competition
Porter’s Five Forces Analysis
AD Little’s Competitive Position/Industry Maturity Matrix
Benchmarking Studies
Market Research
Media Usage/Marketing Expenses by Competitor
Pricing & Cost Structure, their Profitability & Financial Structure
Competitors’ Sales & Product Performance
Analyse Competitor advantages and disadvantages
Competitor Market Share & R&D activity
Customers
Customer Profiling
Customer Needs
Buying Behaviour –
Who buys (customer attributes),
What is bought (analysis of product & purchase characteristics)
Why they buy
Benefit Analysis (major products & differential benefits)
Share Of Market Analysis, Share Of Voice Analysis
Customer Satisfaction Index, Customer Profitability Score
Customer Turnover Rate, Customer Engagement
Customer Complaints
Buying behaviour
Analysing lost business
Customer care – services, cross selling

The Micro-environment
You should consider meaningful influences for your chosen sector
Gives insight to the organisation’s performance and market factors affecting opportunities and threats
Market conditions and organisational capability information can guide decision-making.
Application of models will require research beyond the organisation
Consider the competitive situation for example

Marketing Planning and Practice
UMKDQD-15-2
Week 3 Lecture 3.2

Presented by

Michelle Jackson

Module Leader

w/c 22 February 2021

SWOT Analysis
A SWOT analysis will help a business to identify its internal strengths and weaknesses, as well as any external threats and opportunities
By conducting a SWOT analysis, the business will be able to recognise problems both in the present and future that need addressing which, in turn, will help them to determine the overall business strategy.
Also, the SWOT analysis can help marketers to discover key unique selling propositions which can aid with creating compelling marketing messaging.

SWOT Analysis
Having analysed data from the external and internal environments, it can be drawn together by using a SWOT analysis
Be realistic about the strengths and weaknesses of your organisation
Should always be specific – avoid grey areas
Apply SWOT in relation to your competition i.e. better than or worse than your competition.
Keep your SWOT short and simple – avoid complexity and over analysis
SWOT is subjective.

Which strengths can be used to attract and keep customers?
How strengths can be used to realise opportunities?
How can internal weaknesses that affect customers be strengthened
Actions that the organisation needs to take to avoid or lessen the effects of threats
3

The SWOT Framework
The SWOT framework summarises the whole of the marketing audit and helps you to visualise a situation
Issues are not listed in any order nor do they denote importance
These factors are in the control of the organisation and can be used to determine objectives and priorities for planning, turning weaknesses into strengths.
For example, a weakness might be a product that has caused a lot of customer complaints, which could be divested, or more resources could be diverted to modify it and improve performance

The SWOT Framework
If you are using this framework for a particular market or product some of the factors will become more detailed and specific
Something that might be seen as strength for example a wide product range may also be a weakness if the company has to market too many line items.

Strengths and Weaknesses – Internal (Organisation)
Strengths
Your specialist expertise.
A new, innovative offer or service.
Location of your business.
Quality processes and procedures.
Any other aspect of your business that adds value to your product or service.
Weaknesses
Lack of expertise.
Undifferentiated products or services (i.e. in relation to your competitors).
Location of your business.
Poor quality goods or services.
Damaged reputation.

Opportunities and Threats – External (Industry)
Opportunities
A developing market such as the Internet.
Mergers, joint ventures or strategic alliances.
Moving into new market segments that offer improved profits/profile.
A new market.
A market vacated by an ineffective competitor.
Threats
A new competitor in your home market.
Price wars with competitors.
A competitor has a new, innovative offer or service.
Competitors have superior access to channels.
Taxation/benefit change on your product or service.

SWOT Example
Slimming World is an exclusive supplier to Iceland
Their current relationship can be viewed as a STRENGTH because it provides Iceland with a competitive advantage

Marketing Planning and Practice
UMKDQD-15-2
Week 9 Lecture 9.1

Presented by

Michelle Jackson

Module Leader

w/c 19 April 2021

The Plan for This Week
The lecture will review the reflective part of the plan – assessment and issues with marketing planning
The webinar and tutorial will explore this further

The Assignment Brief

Relationship to the Marketing Plan
Your marketing plan was written from a classical perspective of a linear structured plan
In the second part of this Component, you will focus on critiquing the marketing planning process in theory and practice
Learning Outcome
Critically evaluate theory and marketing practices from a business perspective, clearly understanding the links and gaps between scholarship and practice

Marking Criteria
Insight – summarised overview of the most important factors and key issues faced by the organisation supported with appropriate theories/models and analysis (30%). Approx. 1000 words.
Objectives, strategy and tactics, appropriate for the organisation, clearly defined and justified (30%). Approx. 1000 words.
Implementation, monitoring, and measurement of the proposed plan (15%). Approx. 500 words.
Reflection on marketing planning in practice (15%). Approx. 500 words.
Literacy, structure, presentation of the report and referencing (10%)

Component Assessment
This part of the assessment is designed to provide you with an opportunity to reflect critically on both marketing planning as a concept and your own experience with respect to the practice of actually writing a plan
500 words
Read the assignment brief carefully

Module Feedback
Please complete the module feedback survey for MPP
Thank you! 

Marketing Planning and Practice
UMKDQD-15-2
Week 4 Tutorial

Presented by

MPP Teaching Team

w/c 1 March 2021

Plan for Today’s Tutorial
Presenting your insight analysis
Opportunity for any questions arising from your research to date

Insight Analysis
In week 2 webinar we briefly considered how to present the insight analysis
You need to understand how best to organise your information
The models must appear in the appendix

Presenting the Insight Section
Insight is a summary of the key factors and issues facing an organisation based on an understanding of its category/industry
Whilst it is ultimately up to you how you structure the insight section, here is some guidance
Paragraphs of synthesised information
Using headings (macro-/micro-environment)
By theme
By challenge/opportunity

The Insight Section – Some Do’s and Don’ts
Do ensure the focus of your insight analysis is the external environment
Whilst this is an organisational insight section you need to be outward not inward focused. If you write predominantly about the organisation you won’t be alert to the changes that may affect the organisation in the future.
Do make sure you select a range of issues/factors which you think are having/going to have an impact
Do underpin with sources all your points in the main body – evidence your decisions

The Insight Section – Some Do’s and Don’ts
Don’t place your models in the main body – put them in the appendix
Whilst you can use sub-headings to make your findings clear, don’t just reproduce the headings used in macro and micro analysis to write your points – aim to bring the information together to make it more meaningful

The Insight Section – Example
The UK baby food market is worth an estimated £360 million, with the market being dominated by four main players; EK, Cow & Gate, Heinz and Hipp. EK are market leaders having enjoyed 33% market share in 2017 (Mintel, 2018a). The market has seen limited value growth over the past year, hindered by declining volume sales. This trend is expected to continue, a projected 2.2% fall in the number of women at key childbearing years will have a negative impact on birth rates, therefore potentially hampering baby food volume sales (Mintel, 2018b).
Macro
Micro
Internal (organisational)

The Insight Section – Marking Criteria
Insight – summarised overview of the most important factors and key issues faced by the organisation supported with appropriate theories/models and analysis (30%). Approx 1000 words.
Based on breadth of research
Range of sources
Identification of key relevant factors
Meaningful understanding of what you’ve found

The Challenge/Opportunity
At the end of the insight section you need to make a decision
Section 3 of the assignment brief
One challenge or opportunity, based upon the preceding insight analysis which the marketing plan will address
State this and briefly explain why you’ve chosen it

Next Week
We will consider strategy and how it will guide the direction of your plan
Aim to complete your insight analysis this week
Write marketing objectives (see lecture and webinar to help)

Any Questions?

Marketing Planning and Practice
UMKDQD-15-2
Week 5 Tutorial

Presented by

MPP Teaching Team

w/c 8 March 2021

Plan for Today’s Tutorial
From objectives to strategy
Strategic models
Segmentation, targeting and positioning
Opportunity for any questions arising from your research to date

The Assignment Brief

Objectives to Strategy
Objective: To increase sales
Strategy:
Market Penetration – more marketing activity
Market Development – target a new market segment (demographic) or geographic area
Product Development – introduce a new/modified product
Diversification – horizontal

Objectives to Strategy
IKEA is a good example of Market Development – same product to different markets.
Apple is a good example of Product Development by releasing new iPhones each year.
Diversification
Related diversification (horizontal)– related to company’s existing product
Unrelated diversification – e.g. Samsung televisions, phones, fridges, insurance, hotels
Vertical diversification – backwards or forwards in the supply/value chain (e.g. taking over a distributor).

Ansoff Matrix
The webinar outlines the Ansoff matrix as a useful tool to help guide the strategic direction for the organisation
Links products and markets
Strategy is all about giving direction for the brand/organisation
Ansoff, I. (1957). Strategies for Diversification. Harvard Business Review.

Other Strategic Models?
Boston Consulting Grid.
Portfolio model – categorises differing performance of an organisation’s group of brands
Positioning relative to competitors
Perceptual/positioning maps
Product/Industry Life Cycle
Key stages of introduction, growth, maturity, decline
Help to understand how to achieve competitive advantage

Dogs: These are products with low growth or market share.
Question marks or Problem Child: Products in high growth markets with low market share.
Stars: Products in high growth markets with high market share.
Cash cows: Products in low growth markets with high market share
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Segmentation, Targeting and Positioning
STP is (usually) a distinct part of a marketing plan, usually in the strategy section
Can be complex (and takes up valuable word count!)
So…
No STP is required to be identified for the marketing plan
You may wish to highlight typical users/consumers in the insight analysis though

Next Week
We will be covering the tactics section of your plan
The marketing mix / 7Ps
This is clearly another key section of your plan so we will be exploring this in the lecture, tutorial and webinar

Any Questions?

Marketing Planning and Practice
UMKDQD-15-2
Week 4 Lecture 4.2

Presented by

Michelle Jackson

Module Leader

w/c 1 March 2021

Developing an Aim into an Objective
Aims/goals need to be developed into quantifiable and measurable objectives
These should be SMART

Writing Objectives
The assignment brief specifically requires that you write two objectives
Practice writing objectives in the webinar
Timescale for your plan: 1 year

SMART Objectives
Specific – should be succinct and provide clarity as to what is to be achieved
Measurable – should identify targets that can be measured and monitored
Agreed/attainable – should be challenging but achievable
Realistic – based on sound research. Achievable given the resources available
Time-bound – timescale for achievement of the objective

SMART objectives are realistic and quantifiable.
Specific – what metric you want to improve upon
Measurable – x% change
Agreed/achievable/attainable – base on the organisations own analytics, don’t over-reach
Realistic/relevant – relates to organisational goals, current trends
Timescale – deadlines keep focus on the target
4

Example Objectives
Achieve a market share of 35% for Brand A by November 2021 from 32% (2020)
Increase company sales by 25% by October 2021 (from x to y)
Increase the percentage of customers who rate us as ‘excellent’ from 80% to 85% by December 2021
Increase NSS student satisfaction results from 85% (2020) to 90% in 2021

Marketing Communication Objectives
Marketing Communication objectives relate to goals of a promotional programme
Awareness, knowledge, image, attitudes
Increase web traffic to Company marketing pages by 10% between January and April 2022
How do you know that is the right route to achieving your objective?
This is more related to tactics (operational)

The brief identifies the aim to try to avoid writing marketing communications objectives where they should be marketing objectives. MarComms objectives relate to advertising, personal selling, PR, direct marketing or sales promotional programme.
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Marketing Planning and Practice
UMKDQD-15-2
Week 2 Lecture 2.1 Role of Marketing Planning

Presented by

Michelle Jackson

Module Leader

w/c 15 February 2021

Role of Marketing Planning
Follows from corporate planning process (objectives, strategies)
Written working document
Directs and co-ordinates marketing activities
Resource management
Future focused
Good planning is convincing not ‘right’

Planning precedes activity. Businesses cannot operate in a haphazard fashion – planning is essential.
2

What is Marketing Planning?
“Marketing planning is the structured process that leads to a coordinated set of marketing decisions and actions, for a specific organisation and over a specific period.”
Burk-Woods (2007)
“The process of defining how and when future actions must be taken to achieve a pre-determined outcome.”
Little & Marandi (2003)

Marketing Planning
Concerned with medium-term, operational performance
Achieving a sustainable competitive advantage
A method of resource allocation

The marketing plan is the central instrument for directing and coordinating the marketing effort (Kotler & Keller, 2012:58).
Marketing planning must be integrated into the corporate planning process; it is not a stand-alone activity.
Resource – materials, labour, equipment, management time, budget
No organisation has infinite resources.
Sequential, cyclical and iterative process. Students should be aware that the planning process is iterative in that it looks backwards and forwards in time and is not a straight extrapolation of the current situation. In addition there is a continual need for consultation in order to balance conflicting and competing priorities. Remember – there is no one right objective or strategy. There will always be a choice to be made.
4

Marketing Planning in Practice
Annual event (for most) though this can vary
Your plans should cover one year unless there is a reason for a different time-frame
Need for information
Not too little
Not too much
`Good’ information
Use of traditional planning is only reliable if the future is to be the same as the past or the present

Marketing Planning and Practice
UMKDQD-15-2
Week 5 Lecture 5.2

Presented by

Michelle Jackson

Module Leader

w/c 8 March 2021

Strategy Models
Strategy gives us general direction for a brand/product range
Webinar will explore and apply Ansoff’s growth matrix
There are other models you can use instead of this or to supplement it
application

Porter’s Generic Strategies
Porter suggested that an organisation should adopt a clear and meaningful basis for strategic thinking
Competitive advantage
Cost leadership Differentiated leadership
Low cost focus Differentiated focus

No. of separate
segments
Source of competitive advantage
Cost
Differentiation
Many
segments
Few
segments

Porter (1980) suggested that an organisation should adopt a clear and meaningful basis for strategic thinking. Three generic strategies:
Cost leadership – cost efficiencies
Differentiation – value added
Focus – specialist, one strategy
Generic strategy developed into specific, sustainable competitive advantage
3

Bowman’s Strategic Clock
Relative positioning within the marketplace
Expands beyond generic strategies of differentiation, niche and low-cost competition
Bowman & Faulkner, 1997

Also Slack (1994) organisations can compete towards (one or more) of five performance objectives. Quality (do it right), Speed (do it fast), Dependability (do it on time), Flexibility (do it differently), Cost (do it cheaply).
Cost – high productivity – low price, high margin or both
Dependability – reliable processes – on time in its delivery
Flexibility – ability to change – frequent new product and services, wide range
Quality – error free processes – on specification products/services fit for purpose
Speed – fast throughput – short delivery time
4

Segmentation, Targeting and Positioning
Organisations can improve their competitive advantage by effective segmentation
Must be financially viable
Measurable – data
Accessible – resource to exploit
Substantial – size relative to organisation
Unique – specifically identified
Appropriate – support brand values
Stable – future returns

Situational Analysis
Market Segmentation
Targeting
Product Positioning
Develop the Marketing Mix

Market segment: ‘A group of individuals or organisations sharing one or more similar characteristics that cause them to have relatively similar product needs and buying characteristics.’ Dibb et al. (2006).
Market Segmentation – identify the segmentation variables and segment the market. Develop profiles for each segment.
Targeting – evaluate the potential and attractiveness of each segment. Select the target market segment(s).
Product Positioning – identify the position within each target segment. Select and develop the appropriate positioning concepts.
Establish a position in the minds of customers vs competition
5

STP
No target market is required to be identified for the marketing plan for this module assignment
In a standard marketing plan you would be expected to outline your proposed target market

Final Thoughts
Business strategy, marketing strategy – literature can be confusing
Strategy has to deliver the objectives set
Objectives that are perceived by staff as impossible or unrealistic will simply not be attempted, but equally an objective that does not take account of the realities of the external environment will not be achievable
The strategy you choose must link to the objectives you have identified

The literature can be confusing due to the interchangeability of terms goals, strategies and objectives. Take your time to SMARTen your objectives, it is often easier to write out what you want to achieve and then re-write. It can take a few goes to get it to read how you want it to.
7

Make sure that your microphone isn’t on mute if you are trying to talk.
If you want to chat online or have a problem, access the chat box via the speech bubble icon.
Step 2
Step 1
Make sure that your PC volume control isn’t on mute.
Make sure that your headphones are plugged in.

Marketing Planning and Practice
UMKDQD-15-2
Week 2 Tutorial
Presented by
MPP Teaching Team
w/c 15 February 2021

Plan for Today’s Tutorial
Questions arising from week 1
Content of the marketing plan for the assessment
Insight analysis: the macro-environment
Opportunity for any questions arising from the tutorial or general questions around the module

Any Questions?

Structure of the Marketing Plan
The assignment brief shows the structure of the plan
Page 2 and 3 of the brief ‘Assessment Structure’
It is essential that you follow this structure
The marking criteria follows this
Each week will address one (or more) sections of the plan
Week 10 of this module will be a full review of the assignment requirements

Structure of the Marketing Plan
Introduction including an overview of the chosen company.
Industry and Organisational Insight. Identify the most important factors and key issues facing the organisation and the category/industry in which it operates.
One challenge or opportunity, based upon the preceding insight analysis which the marketing plan will address.
Two SMART marketing objectives based on the challenge/opportunity
Identify and justify a proposed strategy.
The tactics (7 Ps) proposed to achieve the objectives and strategy.
Control of the plan to include implementation, monitoring and measurement.
Conclusion.
Reflection which critically assesses the difference between marketing in theory and practice.
References – using UWE Harvard format.
Appendices

Insight Analysis: the macro-environment

Insight Analysis
The lectures explained that there are a range of models you can use:
PESTEL (macro-environmental analysis)
Porter’s Five Forces (micro-environmental analysis)
SWOT/TOWS (internal-external analysis)
If you have questions please ask me!
Whilst you may have used these models in Understanding the Principles of Marketing and/or Applied Marketing Practice we do understand that you may still be unsure

The Macro-environment
PESTEL analysis framework requires:
Range of points relating to the specific factor
Aim for 2-4 points against each one – some may have more
You must include a source for the information you have included to give it credibility
Relates to the category or industry of your chosen brand/organisation
There should be no mention of the brand/organisation specifically (the impact is dealt with using the PESTEL template)

PESTEL Template
The PESTEL analysis should be placed in the appendix
A template is available under Week 2 in the study units section of the course menu
The webinar this week will review potential sources where you might research the environment to help you compile for PESTEL as well as other analyses

Activity: PESTEL Analysis (Macro-environment)
Individually begin to draft a PESTEL analysis for your chosen organisation

PESTEL Factor Key findings Potential impact on the brand/organisation Type: Opportunity/Threat?
Political

Economic

Sociological

Technological

Environmental

Legal

Full template and supporting information can be found on Blackboard
11

Any Questions?

Next Week
Read/listen to the video of the lectures before your tutorial/webinar each week
Make a start on your insight analysis
Come prepared with any questions you have as a result of starting your environmental analysis

Marketing Planning and Practice
UMKDQD-15-2
Week 1 Tutorial
Presented by
MPP Teaching Team
w/c 8 February 2021

Plan for Today’s Tutorial
Introductions
Guidelines for the tutorials for this module
Brief discussion on marketing planning
Opportunity for any questions arising from the tutorial or general questions around the module

Introductions

Guidelines for the Tutorials
Online for the next few weeks – hopefully be face-to-face soon
There are PowerPoint slides for each week
Tutorials are not recorded (nor are webinars)
Allows for discussion
We will be keeping a record of attendance
Tutor will give you the code for your MyAttendance app

Tutorials are not recorded due to potential infringement of GDPR as student discussion will form a notable amount of the content of these sessions
5

Preparing for the Module
Ensure you have looked at the PowerPoint slides on Blackboard for the week before you attend the tutorial and webinar sessions
Video’s of the lecture content will also be available
Slides for the lectures/tutorial and webinar are posted on Blackboard on Thursday of the previous week

Marketing Planning Discussion
What do you understand by marketing planning?

Marketing Planning
Structured and systematic process
Analysis of information to arrive at decisions for the brand
Future orientated
Essential tool for marketing practiced by both small and large organisations – commercial and not-for-profit
Has its limitations

Support during this Module
Information regarding the module team can be found under ‘People & Help’ section of BB
There are two drop-in sessions online each week (Monday and Friday) if you have any questions about the module (will happen even when we are back on campus)
Link in ‘People & Help’ section to access

Next Week
Read/listen to the video of the lectures before your tutorial/webinar each week
Make a decision regarding which brand you expect to write your marketing plan on
Come prepared with any questions you have and think about any issues you might have in completing this assignment

Any Questions?

Marketing Planning and Practice
UMKDQD-15-2
Week 5 Webinar

Presented by

Michelle Jackson/Mike Healey

w/c 8 March 2021

Plan for Today’s Webinar
This webinar will give you some guidance on application of one of the strategic models widely used in marketing plans – the Ansoff Matrix
Opportunity for any questions arising from the webinar or general questions around the module

Strategic Models
There are a series of models that would be suitable for you to include in your plan.
In the lecture, three were outlined
Porter’s Generic Strategies and Bowman’s Clock
(Competitive strategies)
Ansoff Matrix
(Product-Market strategies)

The Ansoff Matrix
Strategic direction
‘Ansoff Matrix’ is one of the most useful as it identifies 4 basic growth strategies
Organisations may use more than one!
Identifies alternative growth strategies by looking at present and potential products in current and future markets.

Market Penetration
Selling existing products to existing consumers
Product Development
Selling new products to existing consumers
Market Development
Selling existing products to new types of consumer
Diversification
Selling new products to new consumers

The Ansoff Matrix
In groups (randomly assigned) using Apple Inc, apply the Ansoff Matrix.
Brief review of the model first.

Ansoff Matrix
Market Penetration
Existing products – existing markets
Least risky
Marketing activity – e.g. price promotions/incentives
As the market become saturated – you may need other strategies, e.g. Increase share of the market, quality, or customer loyalty improvement
Market Development
Existing product – new market
New markets (can include):
Segments
Distribution channels
Overseas markets
Geographic markets
New uses

Ansoff Matrix
Product Development
New product – Existing market
Add value to existing products/services
Increasing product range to your current customers
Invest in R&D, modifications or extensions.
Diversification
New product – New market
High risk
May be essential for survival
Create new business units. Into related businesses or into unrelated businesses.

The Ansoff Matrix
A short video (6 mins) outlining the Ansoff matrix and includes some examples to illustrate application of the matrix
Although the examples are dated, it is the principle of application that is important here

Activity: The Ansoff Matrix
In groups, for the organisation Apple Inc, identify one potential strategic idea for each of the following (if time permits):
A market penetration strategy
A market development strategy
A product development strategy
A diversification strategy
I’ll ask for examples in the chat when I bring to back.
You have 10 minutes.

Ansoff Matrix

Next Week
We will consider the next section of the marketing plan – the tactics
Aim to complete your insight analysis (if you haven’t already)
It may not be perfect but a good draft is fine – you can refine it later
Write your objectives
Apply your chosen strategic model

Marketing Planning and Practice
UMKDQD-15-2
Week 3 Tutorial

Presented by

MPP Teaching Team

w/c 22 February 2021

Plan for Today’s Tutorial
Questions arising from week 1
Preparing for your insight analysis
Opportunity for any questions arising from the tutorial or general questions around the module

Any Questions?

Preparing for Insight Analysis
Have you written your background section – if not make this a priority to complete
Next…
Do you feel comfortable about the models?
No? On the next slide are some links to videos to help you

The Models
There are a range of models you might wish to use to support your analysis. If you aren’t sure about these here are some video links explaining them.
Conducting a PESTEL analysis

Conducting a Porter’s 5 Forces analysis

Conducting a TOWS analysis

Preparing for Insight Analysis
Yes?
Have you found some useful sources for your PESTEL (from last week) and for your micro analysis?
Do you need some further help on researching?
On the next slide are useful links on using the library databases and using this information

Research
Using library databases
https://www1.uwe.ac.uk/library/usingthelibrary/searchforthingsa-z/databases/information.aspx
Business and Management resources
https://www1.uwe.ac.uk/library/yoursubject/businessandmanagement.aspx
Evaluating information
http://academicskills.uwe.ac.uk/general/workbooks/evaluating-information/3436/introduction

Finding Information
Finding information requires wide research…this is deliberate!
Some information is up-to-date but some is dated
Encourages the use of researching different sources (not just market reports) to learn about the category
It won’t be perfect…in the real world it rarely is!
You really need to develop this skill for year 3

Business Source Complete
Covers UK and international business, management and economics issues across a range of sectors including construction, IT, education, and health.
Provides full-text journal articles; market, company & industry sector reports; and country intelligence.
Most of the journals on the database are included in UWE Library search.
A really useful database (not just for this module!)

Business Source Complete
A short introduction video to searching using Business Source Complete

Business Source Complete
Works for all option organisations
You can research market sectors too e.g. body care
You can also research key competitors to find information too
Can use the ‘AND’ ‘OR’ (drop down)
to refine further
e.g. UK to restrict results

Activity
Go onto the Library website and go to Databases
Find Business Source Complete and access the database
In the top search box type ‘Beats’ – what do you get?
Now type ‘Beats Electronics’ – does this refine your search more effectively?
Now try the search for your chosen organisation

Finding Sources
There are many resources that can help you
You may have to try different terms to find what you need
Remember to use a range of sources including market reports and publications as well as academic books and journals to support your marketing plan

Any Questions?

Next Week
Read/listen to the video of the lectures before your tutorial/webinar each week
Continue to progress with the ‘insight’ section of the plan
We will consider how to write objectives

Marketing Planning and Practice
UMKDQD-15-2
Week 7 Lecture 7.2

Presented by

Michelle Jackson

Module Leader

w/c 22 March 2021

Business Mission
Marketing Audit
SWOT Analysis
Marketing Objectives
Control
Core Strategy
Competitive Advantage
Marketing Mix Decisions
Organisation and Implementation

Where are we now?
Where do we want to be?
How will we get there?
How can we make sure we arrive?
Situation analysis
Strategy
Objectives
Tactics
Implementation

2
Strategic planning is to shape and reshape the company’s businesses and products so that they yield target profits and growth (Kotler). Marketing Objectives and strategy identify how this will happen. Tactic is an action you take to execute the strategy – 7Ps.

The Assignment Brief

Requirements for The Marketing Plan (Component A)
Implementation, monitoring and measurement help us control the plan and these areas conclude the marketing plan
Specific measures that’s could be used will be covered in the webinar
Word count for the control section of the plan is c500 words

Measuring
Which measurements/metrics will be used to meet the objectives set?
Essential that all proposed activities in the tactics section are measured
Include hard and soft measurements dependent upon your plan
Can use a table format if that helps

Measuring
Make sure that you are measuring all your planned tactical activity – these should be included within the measurement section.
Refer back to the objectives set – how will you be measuring these?
Measurement (as part of the overall control) helps us do it better next time
Assumptions are important – based on the information available to you (explain the basis for the assumption)

Marketing Planning and Practice
UMKDQD-15-2
Week 8 Lecture 8.1

Presented by

Michelle Jackson

Module Leader

w/c 12 April 2021

The Plan for This Week
The lectures discuss the importance of controlling marketing plans
The webinar will explain how to conclude the marketing plan
This links with measures (week 7)
The tutorial covers the conclusion of the marketing plan element

Business Mission
Marketing Audit
SWOT Analysis
Marketing Objectives
Control
Core Strategy
Competitive Advantage
Marketing Mix Decisions
Organisation and Implementation

Where are we now?
Where do we want to be?
How will we get there?
How can we make sure we arrive?
Situation analysis
Strategy
Objectives
Tactics
Implementation

The Assignment Brief

Control: Implementation, Monitoring and Measurement
The final section of the marketing plan
c500 words
Essential to any marketing plan
Explains how the plan will be managed
Tactics explained what you are going to do
Links with measurement as the ways we evaluate and control our marketing plans

Why Control?
Without marketing control you can’t determine whether your marketing plan is leading to the performance you and your organisation expect
With marketing control you can see exactly where and when results fall short of or exceed expectations.
Then come to a decision about the action you will take.
Improves internal learning and decision-making

Control
Implementation
Monitoring
Measurement

Control
Determines the behaviour of, or supervises, the running of the marketing plan
Control – strategic and operational level
The use of marketing control assumes that the organisation is able and willing to make changes after implementing the plan

Control
Supervision of the running of the plan
Takes into account factors that might affect the outcome
Operational level
Inextricably linked with implementation
What are you measuring? Who is measuring? How often?
Qualitative as well as quantitative ones

Why Control?
Control points/calculations are often set at regular intervals throughout implementation as a proactive, precautionary measure
Allow marketing teams to modify action steps and take corrective action
Where we are now
Where we want to be

Are we on track?
Are we on track?
Are we on track?

Marketing Planning and Practice
UMKDQD-15-2
Week 7 Webinar

Presented by

Michelle Jackson/Mike Healey

w/c 22 March 2021

Plan for Today’s Webinar
This webinar will cover a crucial part of the concluding part of your marketing plan – measurement

Opportunity for any questions arising from the webinar or general questions around the module assignment

Importance of Measurement
The examples we show today are just that – you need to select the ones that are appropriate and relevant for your plan
Identify metrics for all your proposed activity
Traditional
Digital

Metrics – Examples
Possible Measurement
Efficiency Capacity utilisation, Sales turnover/employee, Inventory level, Conversion of enquiry to sales
Effectiveness Number of customers/new customers, unit sales, market share by volume/segment, customer loyalty/complaints
Brand Equity Purchase intent, customer preference, brand value, trust in the brand
Innovation Number of patents/trade marks registered, percentage of sales from new products/services, number of new R&D projects/success rates, introduction of new products
Online Performance Click-through rates, cost per click, cost per lead, cost per sale

Source: CIM Marketing Planning in Practice
4

Web Analytics
Some website measures might be:
Users (visitors)
Sessions (visits)
New Users
Goal Conversion rate

Goals, Transactions and Metrics like number of Users, number of Sessions, number of New Users and Goal Conversion rate.
5

Web Analytics
Content Websites
If your site is more about content engagement, then maybe:
time on site
pages per session
All measurable

Measurement in Social Media
In social media:
Volume (clicks, tweets, posts, facebook insights)
Reach (conversation)
Engagement (shared/replied to, retweets, shares, likes, comments
Influence (Klout, PeerIndex)
Share of Voice – vs competition

Measurement in Social Media
Are you focused more on interaction or on spreading a message?
Be sure you are using metrics that reflect what’s important to your brand

Facebook – ‘people talking about this’.
Reach – how far is your social media conversation disseminating
Influence – ability to influence others
Interaction – replies, comments
Spreading a message – retweets and posts
8

Customer Engagement
Level of engagement
Involvement – website visits, duration of visit, pages viewed, key words used for search, navigation route
Interaction – contribution to blogs, forums
Intimacy – references made to brands on org or third-party sites, customer service call opinion
Influence – information forwarded to friends, product advocacy

Based on Haven, B 2007
9

Measurement
Particularly in B2B we can monitor customer service in many ways e.g.
Customer satisfaction surveys
Mystery shopper surveys
Evaluation of complaints
Performance appraisals
Employee discussions
Observation of customers
Need to match the measurement to these

Staff and internal service quality can also be measured. Employee retention – employee productivity – external service quality – customer satisfaction – customer loyalty – profitability and growth – internal service quality – employee satisfaction – employee retention.
See also Kamakura et al (2002) “Assessing the Service profit chain” Marketing Science 29, 3, 294-317.
10

Traditional Marketing Measures
Television
Most audited of the above-the-line tools
Digital television, measure audience response – ‘red button’
Website addresses, direct response telephone numbers measure response
Long-term brand values → a shift in customer attitudes over time

Advertising is about developing long-term brand values and the benefit of the expenditure can only be measured by a shift in customer attitudes over time.
There will always be significant debate about the validity and effectiveness of the advertising pound.
11

Traditional Marketing Measures
Promotions
Sales
Obvious measure of results
Repeat orders
Order value
Other elements of mix or environment can affect sales (+ve or -ve)

What percentage of the audience actually move from awareness to action and make a purchase?
Problem is determining how many of the ‘converts’ made the decision to purchase as a result of the campaign, and how many would have purchased anyway.
12

Next Week
Easter Break – see you again w/c Monday 12 April
Tutors on leave for w/c 29 March and w/c 5 April so ask questions before we go on leave (all part-time)
Back w/c 12 April with other control elements of the plan – implementation and monitoring: complete the marketing plan
Move to reflection on marketing planning w/c 19 April which is the final part of the assessment

Marketing Planning and Practice
UMKDQD-15-2
Week 4 Webinar

Presented by

Michelle Jackson/Mike Healey

w/c 1 March 2021

Plan for Today’s Webinar
The role of objectives for organisations
How to write objectives
Opportunity for any questions arising from the webinar or general questions around the module

Objectives
Objectives are influenced by many internal and external influences
Developing clear objectives is critical to ensuring the effectiveness of the organisation
Setting objectives is an essential step in marketing planning
Effectiveness and competitive advantage
Objectives will vary from organisation to organisation
Will vary between products too – you may have chosen to select a product group from your chosen organisation

Different Types of Objectives
Objectives related to commercial markets could include:
Market share growth
Market share maintenance
Share of product market
Share of market segment
Establishing a position in a new market

Different Types of Objectives
In the not-for-profit charitable sector objectives will reflect the desire to enhance the quality of lives:
Raising funds
Raising awareness
Control of costs related to funds raised
Number of clients supported
Targeting key influencers

Not-for-Profit

Developing an Aim into an Objective
Aims/goals need to be developed into quantifiable and measurable objectives
These should be SMART
They should be written as a single sentence

Marketing Objectives
Need to be developed to support the corporate objectives
Mainly concerned with products and markets
Likely that typical marketing objectives will concentrate on:
Increasing sales of existing products into existing markets
Launching new products into existing markets
Launching existing products into new markets
Launching new products into new markets

Operational (Marketing Communication) Objectives
We often see objectives presented in marketing plans that are operational or tactical objectives
They will be objectives are often related to the product mix, pricing, promotion or distribution aspects of the marketing mix
These would normally be developed with higher marketing objectives in mind
We want you to write marketing not operational objectives

Operational (Marketing Communication) Objectives
Please do not write objectives that include operational detail
Examples might be:
Mentions of media
‘Increase traffic to the website by 20%’
‘Increase brand awareness through social media followers by 10%’
Mentions of place/promotional/product detail
‘Expand into Boots stores by 2022’
‘Launch a new product by September’

Marketing Objectives
Do not write objectives that try to include too much
An example might be:
Sell x million units by May 2022 and retain customer acquisition with high consumer satisfaction

Writing the Objectives in your Plan
It is up to you to decide on the focus for your objectives
It must follow from the insight analysis and the challenge/opportunity
Your plan should link from insight -> objectives -> strategy -> tactics (marketing mix)

Activity: Writing Objectives
Can you identify how these are specific and time-related?
Examples:
To increase sales by 15% by 2022
To increase market share of Product X by 10% by 2022
Answers in the chat box

Writing the Objectives in your Plan
The final section of your plan will involve how you will control and measure your plan, so think about whether your objectives are measurable?
How could you improve these further?
To increase sales by 15% by 2022
To increase market share of Product X by 10% by 2022
Answers in the chat box

Writing Objectives in your Plan
Incorporating metrics gives better detail – identifies a baseline point
To increase sales by 15% (from 100k to 115k) by June 2022
To increase market share of Product X by 10% (from 20 to 22%) by July 2022

Next Week
We will consider the next section of the marketing plan – strategy
In the meantime, aim to complete your insight section
It will take you time to complete
Include wider industry/sector information in the analysis
Work on your objectives

Marketing Planning and Practice
UMKDQD-15-2
Week 8 Tutorial

Presented by

MPP Teaching Team

w/c 12 April 2021

Plan for Today’s Tutorial
Implementation, monitoring and control
The conclusion
Opportunity for any questions arising from your research to date

The Assignment Brief

Implementation, Monitoring and Control
Essential part of your marketing plan
Ensure you give yourself time to complete this section
Avoid descriptive writing in particular, focus on how you will control your plan
Need a brief conclusion to complete your report

Conclusion
You need to conclude your report
Keep it brief
c200 words across the introduction and conclusion
50-100 words max for the conclusion
You can’t use it to summarise your whole report, this is your chance to ‘sell’ your plan
Mark criteria (structure marks 10%)

Next Week
We will be covering the reflective section of your plan
This is a critique of the marketing planning process
This will complete your Component A

Any Questions?

Marketing Planning and Practice
UMKDQD-15-2
Week 6 Lecture 6.2

Presented by

Michelle Jackson

Module Leader

w/c 15 March 2021

Tactics – the 7Ps
The tactics section covers the marketing activities of a marketing plan
Marketing mix
7Ps
Linkages between aspects are important
Integrated marketing activities

Product needs promotion. Promotion needs place. Different emphasis for different strategies. All 7Ps should be considered.
2

Planning Tactics – the 7Ps

Traditional Mix
Service Mix
Product
Price
Place
Promotion
People
Process
Physical evidence

The 7Ps: Traditional Mix (B2C)
PRODUCT
Product – brand name, position
Price – responsive to market and consumer; brand positioning
Place – intensive, selective, exclusive
Promotion – advertising, sales promotion; variety of media; loyalty reward schemes
SERVICE
Product – benefits, psychological aspects
Price – according to demand, service value proposition, perception of quality
Place – link with physical environment; service delivery, internet
Promotion – can be difficult, reflect positioning/core value

The 7Ps: Traditional Mix (B2B)
PRODUCT
Product – can be simple or complex; reliability of supply, brand name, position
Price –varied, subject to negotiation
Place – likely to be a distributor network; incentivised and supported
Promotion – trade advertising, direct marketing, personal selling
Just because an organisation offers a service rather than a product does not mean that the traditional mix cannot be applied.
Customers’ expectations
Service specifications
Employee performance
Managing customer expectations.

The 7Ps: The Service Mix
PRODUCT and SERVICE
People – staff, customer service, training, recruitment
Process – delivery of the service element
Physical Evidence – place where service received, quality perception of service/organisation, leaflets/brochures, website

The extended marketing mix, also known as the service mix. As with tangible goods – focus on benefits.
Marketing Planning for Services:
Intangible – no physical product; once provided it cannot be used/done again
Inseparability – consumed as purchased
Perishability – produced and consumed at the same time, cannot be stored
Heterogeneity – variance in the service delivery; human behaviour variable
Lack of Ownership – transfer of ownership
6

The 7Ps: Not-for-Profit
Product – benefit to donors/supporters
Price – money generated vs cost of programme
Place – charity shops/online/meetings
Promotion – PR, sponsorship, promotions, direct marketing (gain donations)
People – critical as many interact with public
Physical Evidence – quality literature, shops
Process – make it easy to donate money, volunteer

The 7Ps: International/Global
Product – branding, packaging
Price – economic situation, local tariffs, costs, price sensitivity
Place – appropriate market entry strategy, influenced by costs/investment, management of distribution
Promotion – influenced by local conditions, global advertising
Physical Evidence – product, website
Process – more complex
People – issues of language, training, customer service

Factors influencing international promotion – culture, language, product range, product image, packaging, literature, corporate identity, tolerance of advertising, advertising methods, available media, relationships, marketing ethics.
8

Marketing Planning and Practice
UMKDQD-15-2
Week 2 Lecture 2.1 Structure of the Marketing Plan

Presented by

Michelle Jackson

Module Leader

w/c 15 February 2021

Structure of a Marketing Plan
There is similarity between models of marketing planning
For the purpose of this assessment we recommend following a classic model of marketing planning
The process is clear and each stage follows in a linear fashion from the previous

Structuring Your Plan
The structure of the brief will be discussed in the tutorial this week
Content will be covered in the webinar sessions too (Background)
The brief is there to help you follow the process
All sections are important – refer to the marking criteria also in the brief

The Planning Process
Clear, linear process
Important to make links between sections
Each section must be covered

Business Mission
Marketing Audit
SWOT Analysis
Marketing Objectives
Control
Core Strategy
Competitive Advantage
Marketing Mix Decisions
Organisation and Implementation

Where are we now?
Where do we want to be?
How will we get there?
How can we make sure we arrive?
Insight (Situation analysis)
Strategy
Objectives
Tactics
Control and Measurement

The Assignment Brief
Follow this carefully
Marking criteria and marking grid will show you where to focus your word count
Check the FAQs

Marketing Planning and Practice
UMKDQD-15-2
Week 4 Lecture 4.1

Presented by

Michelle Jackson

Module Leader

w/c 1 March 2021

The Plan for This Week
The lectures will explain the role of marketing objectives
The webinar will explore the writing of SMART objectives further
The tutorial will be checking on your progress with the insight analysis and how to present this

Insight to Objectives
Insight – key issues, factors, learning from your environmental scanning

Choose ONE challenge or opportunity to focus on for the marketing plan. Justify your choice.

Having identified the key issues and factors found in the macro-, micro- and internal environment, the next step is to choose one challenge or opportunity to focus your plan on. Provide a brief explanation why you chose this.
3

Business Mission
Marketing Audit
SWOT Analysis
Marketing Objectives
Control
Core Strategy
Competitive Advantage
Marketing Mix Decisions
Organisation and Implementation

Where are we now?
Where do we want to be?
How will we get there?
How can we make sure we arrive?
Situation analysis
Strategy
Objectives
Tactics
Implementation

4
Strategic planning is to shape and reshape the company’s businesses and products so that they yield target profits and growth (Kotler). Marketing Objectives and strategy identify how this will happen. Tactic is an action you take to execute the strategy – 7Ps.

Objectives before Strategy
Brassington and Pettit (2006) emphasises
‘marketing strategy cannot be formulated in isolation. It has to reflect the objectives of the organisation and be compatible with the strategies pursued elsewhere in the organisation’

The Assignment Brief

Business Objectives
There are many objectives for an organisation
All objectives derive from the overarching corporate ones
Objectives will be set for each of the functional areas of the organisation
The marketing plan will identify various performance measures or metrics

Marketing objectives must be clear, measurable statements.
Objectives are increasingly difficult to long-term plan: changing environment, shortening of product life cycles, technological advances.
7

Corporate Objectives
Corporate objectives relate to:
Profit (maximisation)
Turnover
Growth (e.g. sales, shareholder value)
Funding (government/institutional)

Relate to the business as a whole. In a growing market (e.g. internet expansion) growth rather than profit maximisation is understandable. For a charitable organisation funding may be key.
8

Marketing Objectives
Marketing objectives relate to:
Market share
Organisational / Product / Brand awareness
Growth (e.g. sales)
Supporters / funding (donations)

Should relate to corporate objectives. For a social organisation (e.g WWF) awareness and behaviour change will be the objectives.
9

Hierarchy of Objectives
Adapted from Drummond et al. (2008)
Hierarchy of Objectives Objectives
Corporate 2021-2022 Increase operating profit by 25%
Marketing 2021-2022 Achieve 20% market share of market A
Product Provide wide range of products for market A
Promotion Create awareness of product B
Physical Evidence Create an environment which conveys quality

Consistency with Objectives
Ensure objectives don’t conflict
Impossible to satisfy objectives of maximising both sales and profitability at the same time
Risk averse and rapid growth are incompatible
Penetration of existing markets versus development of new markets
Raising reputation for quality inconsistent with marketing programmes including promotions and price reductions

Marketing Planning and Practice
UMKDQD-15-2
Week 9 Lecture 9.2

Presented by

Michelle Jackson

Module Leader

w/c 19 April 2021

Planning in Practice
Some thoughts with regard to planning in practice
Marketing planning is longer term in nature and this has its own issues

Considerations for Planning in Practice
The ability to apply marketing planning can be affected in many ways
Some factors you may wish to consider:
The size and structure of the organisation
The culture of the organisation
The industry in which the organisation operates
The pace of change within this industry

Learning from Action
Mintzberg, 1973. “Organizational learning is a process of detecting and correcting error.” (Argyris 1977: 116)

Learn from
experience
Monitor
results
Reflect
knowledge in
future actions
Take action

Marketing Planning
Core activity for organisations
Been around since the 1940s, though 1970s more popular
Annual event (for most) though this can vary
Your plans should cover one year unless there is a reason for a different time-frame
Plans can always encourage inflexibility and the opportunity cost of missed opportunities.

Challenges of the Planning Process
Need for information
Not too little
Not too much
`Good’ information
Assumptions
What is/is not important
Constraints
What you should do?
What you can do?
What you want to do?

Perspectives on Strategic Planning
Whittington, R (1993) What is strategy – and does it matter? New York: Routledge

Profit maximising
Pluralistic
Emergent
Deliberate
Outcomes
Processes
EVOLUTIONARY
CLASSICAL
SYSTEMIC
PROCESSUAL

Perspectives on Planning
Classical Approach
Assumes the business environment to be predictable
Uses rational planning methodology such as PESTLE analysis to craft strategy (Mullins, 2007).
Limitation is the uncertainty of events that may occur in the macro environment and render the approach obsolete (Wright, 2000).

Evolutionary
Market driven, “it does not matter whatever the strategy the manager puts in place, it is the market that will decide the best.” (Einhorn & Hogath 1988:114 cited in Whittington 2001, p.16)
Is it realistic to base a strategy only on the needs of the environment irrespective of the resources of the organization (Batamuriza et al, 2006).

Whittington, R (1993) What is strategy – and does it matter? New York: Routledge
Rational and deliberate approach to strategy formulation with a unitary objective of profit maximization (Whittington, 2001).
Classical approach assumes the business environment to be predictable so designs a rational and logical approach that will enable the organization to achieve its goals and objectives.
Systemic – Seeks an approach to strategy based on the socio-economic systems of the environment, and the organization goals that depends on the local rules in which the organization operates (Whittington, 2001).
In this approach both the process and the outcome of strategy must align with the cultural rules of the local society.
Eg. Americans seek unitary goal of profit maximization, the Koreans prefer pluralistic goals of growth and market share.(Whittington 2001).
The evolutionary is an emergent approach to strategy formulation, it relies on the ability of the market to secure a unitary goal of profit maximization.
It believes that ‘evolution is nature’s cost benefit analysis’ (Einhorn & Hogath 1988:114 cited in Whittington 2001, p.16)
What happens in an unstable environment??
Processual – A messy approach – emphasis on bottom-up approach in which strategy emerge from individuals in the organization seeking to include their personnel objectives as part of the organizational goals (Batamuriza et al, 2006). A limitation of this approach is the challenge in the choice of strategy to be adopted and the insecurity of what job functions the managers perform if strategy formulation is a bottom-up approach (Batamuriza et al, 2006).
9

Planning in Practice
There are certainly issues with marketing planning
It is one of the most enduring of marketing tools
Resource management is as important today as it ever has been
The planning process encourages careful thought about new ideas and provides a valuable coordination tool
Detailed marketing plans take time and money to produce. Is this the most effective use of these limited resources, especially if the business operates in a fast changing market?
Good plans should provide a sense of direction but allow for flexibility

Perspectives on Planning
Relies heavily on training, organisational leadership
Contextual factors which prohibit marketing planning – a system doesn’t guarantee results
Use of traditional planning is only reliable if the future is to be the same as the past or the present
Good planning is convincing not ‘right’

Why, in certain circumstances, does marketing planning not work? Invariably this is due to either the planning process itself or the conditions and misconceptions within the organisation which impact upon the implementation of the process. To appreciate that imposing a structured marketing planning system in itself is not sufficient to produce the expected results. It is people not, not procedures or numbers, that make systems work. The systems should be tailored to the style of the organisation.
11

Marketing Planning and Practice
UMKDQD-15-2
Week 5 Lecture 5.1

Presented by

Michelle Jackson

Module Leader

w/c 8 March 2021

The Plan for This Week
The lectures will outline marketing strategy and its importance for an organisation
The webinar will explain how to apply a core strategic model – the Ansoff Matrix
The tutorial will consider some other models you may wish to include in your plan

Business Mission
Marketing Audit
SWOT Analysis
Marketing Objectives
Control
Core Strategy
Competitive Advantage
Marketing Mix Decisions
Organisation and Implementation

Where are we now?
Where do we want to be?
How will we get there?
How can we make sure we arrive?
Situation analysis
Strategy
Objectives
Tactics
Implementation

3
Strategic planning is to shape and reshape the company’s businesses and products so that they yield target profits and growth (Kotler). Marketing Objectives and strategy identify how this will happen. Tactic is an action you take to execute the strategy – 7Ps.

The Assignment Brief

Business Strategy
A business strategy is the means by which a company sets out to achieve its desired ends (goals). It can simply be described as a long-term business planning.
A company’s marketing strategy combines all of its marketing goals into one comprehensive plan. A good marketing strategy should be drawn from market research and focus on the product mix in order to achieve the maximum profit and sustain the business

Typically a business strategy will cover a period of about 3-5 years.
‘Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different’ (Michael Porter)
5

Marketing Strategy

Dibb et al. (2006) define marketing strategy as
‘a strategy indicating the opportunities to pursue, specific targets, and the types of competitive advantages that are to be developed’.

Strategic Trade Offs
Profit margins versus competitive position
Profit goals versus non-profit goals
Growth versus stability
Short-term profitability versus long-term growth
Penetration of existing markets versus development of new markets
Risk avoidance versus risk taking

There are many routes to be considered when planning your strategy.
7

Marketing Planning and Practice
UMKDQD-15-2
Week 9 Tutorial

Presented by

MPP Teaching Team

w/c 19 April 2021

Plan for Today’s Tutorial
Starting the reflection
Opportunity for any questions arising from your research to date

The Assignment Brief

How might you approach this section?

Constructing the Reflection
Critically reflect on how effectively the marketing planning process works in practice, justifying your assertions.
c250 words
Benefits of marketing planning from your perspective having written a plan
Limits and issues with marketing planning from your experience of having written a plan

This tutorial will focus on the reflection in practice – the webinar on the academic element.
What are your thoughts about the marketing planning process practice now that you have written a marketing plan?

Constructing the Reflection
Critically reflect on how effectively the marketing planning process works in practice, justifying your assertions.
Benefits of marketing planning from your perspective having written a plan
Limits and issues with marketing planning from your experience of having written a plan

Reflection on Practice
How to start this part?
Now that you’ve written a plan, what do you think have been the benefits of having a planning process to follow?
Ideas in the chat box

Reflection on Practice
What else needs to be included?
What limitations have you experienced with the planning process?
What sources might be needed to support the benefits/limitations?
Ideas in the chat box

Next Week
The penultimate week of the semester (week 10)
Week 10 – there will be no formal teaching in this session. Come along with any questions you have on your assessment (marketing plan and reflection).
Week 11 – there will be no formal teaching for either the webinar or tutorials, these are drop-in sessions. You can attend any sessions during the week.

Any Questions?

Marketing Planning and Practice
UMKDQD-15-2
Week 8 Lecture 8.2

Presented by

Michelle Jackson

Module Leader

w/c 12 April 2021

Implementation

Why plans must be controlled
Be able to do it better next time
Why do implementation matters need addressing?
Making sure your planned activities happen

Tactics and Implementation
Where competitive advantage lies
Internal planning and communication essential
Need to map implementation needs to tactics
Allocating and controlling resources
Identifying priorities

Implementation
Implementation is the process of putting a decision or plan into effect
Execution of the marketing plan
Specific actions that will ensure the marketing objectives are achieved

Implementation Considerations
What specific actions are needed?
When will these activities be performed?
How will these be performed?
Who is responsible?
How much will it cost?
Not required to propose a budget – acknowledge that there will be costs involved

Monitoring
Internal management tasks to perform not just this cycle of planning but future ones too
To assess and demonstrate your effectiveness in achieving your objectives and/or impacts
Inextricably linked with implementation factors
Develop strategies
and set objectives
Define monitoring
mechanisms
Check performance
against objectives
Take corrective
action where
possible

Monitoring
Identify how regular you plan to monitor the tactics within your plan
Daily? Weekly?
Whole plan should be reviewed
Include a Gantt-type chart
Show key milestones

Marketing Planning and Practice
UMKDQD-15-2
Week 2 Webinar
Presented by
Michelle Jackson/Mike Healey
w/c 15 February 2021

Plan for Today’s Webinar
Questions arising from week 1
Writing the background section
Starting your research
Opportunity for any questions arising from the webinar or general questions around the module

Starting Your Research
This weeks lecture covered the typical structure of a marketing plan and its components as well as introducing you to what we mean by insight
The tutorial session focuses on the structure for your assignment and one of the key models (PESTEL)
This webinar will now give you some guidance on actually getting started

Structure of the Marketing Plan
Have you made your decision?
Once you have you can make a start on your plan
You are going to spend a considerable amount of time researching and writing about this brand/organisation and its industry sector so ensure you’re happy with your final choice
Just a reminder – please do not approach any of these organisations for information

Where to Start?
Important to make a start on your plan quickly
The module is structured to follow the format of a typical marketing plan
Lose the relevance of each section if you don’t start soon
Aside from title page and contents – this begins with an overview of your chosen company

What might you want to include?

Whiteboard
To write on the whiteboard
Click on the text tool (T)
Change colour of your words by clicking on the colour tool (coloured dot appear next to the T)
Click on a space on the whiteboard (a text box will appear)
Type – then press enter

Organisation Background
Keep it brief – around 100 words
Why?
This information is important to include but doesn’t attract marks
Does set some context which the important ‘insight’ section builds upon
Need to research
Following the background comes the insight…

Conducting an Insight Analysis
Important to make a start on your plan quickly
The insight section will take you around 2-3 weeks to write
Don’t rush this section (worth 30% of marks)
Around 1000 words
You will need to organise your findings to make sense of these
Justify your insight with supporting sources to add credibility to your points

What Will Good Research Do?
Provide a broad overview
Set the market context
Give an indication of market size
Identify who’s who – i.e. market structure
Profile competitors – look at the main ones as well as your chosen brand
Indicate trends

Choosing Your Sources: Types
Research from a wide variety of sources
Trade journals
Market reports
Statistics
News articles
Financial reports
Social media

Identify at least one example for each of these sources
– Trade journals, Market reports, Statistics, News articles, Financial reports, Social media
You have 5 minutes to make your own notes.
Then I’ll go through the list and ask you for examples – please use the chat box at that point for your answers

What Else Might Be Useful?
See what government bodies are relevant
Industry/Trade body (institution) – there may be more than one
Research Institute related to the industry
Management Consultancy/Leading Company reports
May publish industry overview report
Look for areas of expertise

Organising Your Research
It is likely you will have too much content for the word count for the insight section
Need to organise your findings – how you do this is up to you
Consider using a mind map to help

Structuring The Insight Section
Up to you how you structure the section
By classic audit sections (macro-/micro-environment)
By theme
By challenge/opportunity
Use sub-headings if you wish
Be selective about what you include – too little looks like you haven’t been thorough; too much will lack depth
Ideally include both opportunities and challenges
Supporting models (in appendices)

Next Week
Read/listen to the video of the lectures before your tutorial/webinar each week
Aim to have written your ‘background’ paragraph
Continue with your insight section – we will be reviewing a model for the micro-environmental analysis

Marketing Planning and Practice
UMKDQD-15-2
Week 6 Lecture 6.1

Presented by

Michelle Jackson

Module Leader

w/c 15 March 2021

The Plan for This Week
The lectures will review where we are with the plan and explain the role of marketing tactics
Outline the elements of the marketing mix
The tutorial will apply some elements of the marketing mix
The webinar will focus on traditional versus digital tactics

Where Are We?
Introduction overview of the organisation
Insight
Key issues taken from your macro analysis
Key factors from your micro analysis
Some understanding of the chosen organisation’s strengths and weaknesses versus its competition (for example, position in the market)
Range of sources

Where Are We?
Choose ONE challenge or opportunity to focus on for the marketing plan. Justify your choice.
Write 2 SMART marketing objectives which relate to that challenge/opportunity
Identify and justify a proposed strategy

The tactics to achieve the objectives and strategy

The Assignment Brief

Business Mission
Marketing Audit
SWOT Analysis
Marketing Objectives
Control
Core Strategy
Competitive Advantage
Marketing Mix Decisions
Organisation and Implementation
The Marketing Planning Process – A Synoptic model (Jobber 2007)

Where are we now?
Where do we want to be?
How will we get there?
How can we make sure we arrive?
Situation analysis
Strategy
Objectives
Tactics
Implementation

6
Tactic is an action you take to execute the strategy – 7Ps.

Tactics in the Marketing Plan
It is essential that you consider ALL elements of the marketing mix within your marketing plan
However, you don’t have to apply them all
If an element does not change (for example there is no change in the product itself) then briefly explain why and concentrate on the other 7Ps that do change
You must clearly state why they aren’t relevant
The objectives, strategy, tactics section should be c1000 words

Marketing Planning and Practice
UMKDQD-15-2
Week 3 Webinar

Presented by

Michelle Jackson/Mike Healey

w/c 22 February 2021

Plan for Today’s Webinar
Questions arising from week 2
How to apply a micro-environmental model – Porter’s Five Forces
Opportunity for any questions arising from the webinar or general questions around the module

The Micro-environment
PESTEL analysis should not be considered in isolation
Needs to be combined with other techniques, such as SWOT and micro-environmental analysis
The micro-environment refers to the immediate context of an organisation’s operations over which it can exert some influence. Includes elements such as:
Suppliers
Buyers/Resellers
Customers
Competition
Public

Michael Porter
According to Michael Porter, in one of his landmark books, titled Competitive Strategy,
“In any industry, whether it is domestic or international or produces a product or a service, the rules of competition are embodied in five competitive forces: the entry of new competitors, the threat of substitutes, the bargaining power of buyers, the bargaining power of suppliers, and the rivalry among the existing competitors.”

Porter’s Five Forces Analysis
Porter (1980) clear basis for strategic thinking:
Cost leadership, Differentiation, Focus
Understand the ‘forces’ at work in a given segment

HBR Porter’s Five Forces

Porter (1980) suggested that an organisation should adopt a clear and meaningful basis for strategic thinking and his three generic strategies are: cost leadership, differentiation and focus. In other words an organisation should understand its competitive stance and be clear what the organisation means to the customer. An organisation then needs to select the strategic approach which allows it to maximise its strengths recognising the competition. Porter then went on to suggest this could be done by taking into account five key factors (five forces).
When we evaluate Porter’s Five Forces model (Porter, 1980) we will see the importance of understanding the competition, but equally when we analyse and understand the competition we can build mechanisms to effectively compete against them, not just on price, but on a range of dimensions where a competitive advantage is held.
6

Porter’s Five Forces Example

Needs to have sources added in to be a better example.
7

Porter’s Five Forces
Analytical tool that considers the ‘power’ in a market
Identifies the attractiveness of a market/sector
Competitive rivalry
Bargaining power of buyers
Bargaining power of suppliers
Threat of new entrants
Threat of substitute products

Porter’s Five Forces Analysis

Activity: Draft your Porter’s Five Forces
I am going to identify each of the key forces.
Make your own notes as we go through so that you can apply this micro-environmental model.

Competitive Rivalry
Level of competition (number of competitors)
High intensity affects all players
Can be defensive or offensive
Depends on entry/exit barriers
Quality differences
The industry lifecycle
Can limit profits dependent upon intensity
The strongest of the five forces?

Threat of Substitute Products
Number and availability of substitute products or services
Perform same/similar function
Can depend on the switching costs
Will/how easy for buyers substitute
How close (differentiated) are the substitutes? Price?
Intensity of competition in the industry
Can reduce profitability

Bargaining Power of Buyers
Arguably the strongest of the five forces impacting industry competition
Needs and expectations of customers and consumers
More bargaining power for business to consumer (B2C)
Social media reviews and feedback
Access to/convenience of substitute products
Lead to increased industry competitiveness
Number of customers affects power
Ability to substitute

Threat of New Entrants
New competitors in an industry/category
Not just traditional industry competitors
Digital is changing the nature of competition
Leveraging social, mobile, analytics
Lowers barriers to entry
Access to distribution channels
Retaliation from existing organisations
Can affect profitability

Bargaining Power of Suppliers
Control that suppliers put on organisations
Affect profitability
Suppliers can impact through:
Raising prices
Reducing product quality
Affecting product availability
Number of suppliers
Uniqueness of supplier products, ability to substitute others

Compiling a Five Forces Analysis
Need to identify whether the factor is Low / Medium / High
Must be underpinned with quality sources to support your points

Next Week
We will consider the next section of the marketing plan – objectives
In the meantime, continue working on your insight section
It will take you time to complete
Include wider industry/sector information in the analysis

Marketing Planning and Practice
UMKDQD-15-2
Week 6 Tutorial

Presented by

MPP Teaching Team

w/c 15 March 2021

Plan for Today’s Tutorial
Applying the marketing mix
What is required in the assessment
Opportunity for any questions

The Assignment Brief

Product
Anything that is offered to a market for attention, acquisition, use or consumption, and includes physical objects, services, persons, places, organisations and ideas or mixes of these entities.’ Armstrong et al (2012:226)
‘… anything that satisfies a customer need.’ Jobber (2010: 229)

There are many dimensions of a product – any of these might be an area of focus for the marketing plan. Actual product is what most people think of when they think of a product. Physical good or delivered service that provides expected benefit(s) (features, packaging, etc).
Core product. Basic problem-solving benefits; utility of the product or service (i.e. what’s it for?).
Augmented – Value-added features and benefits to the target customer group.
4

Activity: Applying the Marketing Mix
In small breakout groups you will be applying the ‘Product’ element of the marketing mix
You have 15 minutes
When you return to the main room be prepared to feedback your thoughts and ideas

Activity: Tyrrell’s
Who are Tyrrells direct competitors in the premium crisps market?
Who are their indirect competitors?
How might their flavours/types of crisp have changed since launch and how might they change in the future?

Marketing Tools
Advertising – A form of non-personal communication, by an identified sponsor, which is transmitted through the use of paid for media (Baines, Fill and Page, 2013)
To create and sustain a personal and intermediary-free communication with customers, potential customers, and other significant stakeholders.
Personal Selling – The use of interpersonal communications to encourage people to purchase particular products and services, for personal gain and reward. Information is provided, positive feelings developed, and behaviour stimulated.

Marketing Tools
Public Relations – A non-personal form of communication used by organisations to build trust, goodwill, interest, and ultimately relationships with a range of stakeholders.
Sales Promotion – A communication tool that adds value to a product or service with the intention of encouraging people to buy now rather than at some point in the future.
Sponsorship – A marketing communications activity in which one party permits another an opportunity to exploit an association with a target audience in return for funds, services, or resources.

Activity: Applying the Marketing Mix
In small breakout groups you will be applying the ‘Promotion’ element of the marketing mix
You have 15 minutes
When you return to the main room be prepared to feedback your thoughts and ideas

Activity: Tyrrell’s
Identify at least five promotions used by the brand
Are they advertising, PR, sales promotion, sponsorship or personal selling?
Which ones do you think are the most effective and why?

The Assessment
Reminder – all 7Ps should be considered.
If you decide that one or more of the 7Ps won’t need to change, then explain why and move on to those that do
If you don’t do this, the marker will assume you have not considered all of the marketing mix and this will impact your mark for this section.
Similarly, if you choose to exclude one or more of the 7Ps when you should have included it as part of this section – this will also affect you mark.

The Assessment
The word count for the objectives, strategy and tactics section is 1000 words
This section must clearly link with the preceding insight section

Next Week
We will be deciding how you can measure your plan
This is another important section of your plan so we will be exploring this in the lecture, tutorial and webinar

Any Questions?

Marketing Planning and Practice
UMKDQD-15-2
Week 6 Webinar

Presented by

Michelle Jackson/Mike Healey

w/c 15 March 2021

Plan for Today’s Webinar
This webinar will consider traditional versus digital marketing and how to help make the decision
Opportunity for any questions arising from the webinar or general questions around the module

Traditional versus Digital
Online and offline techniques often support one another
Effective firms often use both
What is going to solve my problem/issue (challenge) or strengthen my ability to exploit an opportunity?

Combining both can be a powerful combination.
3

Traditional vs Digital
Some techniques work better in some situations
Who are your audience?
Understanding that audience
You may have identified a target market in the objectives/ strategy section of your plan (not essential)
Which is the best technique?
Which reaches your intended audience?

Reaching Your Audience
Business to Business (and Business to Consumer!)
Because the decision-maker doesn’t use a particular technique (for example social media) don’t make the mistake saying it’s a not a good technique.
What about the influencers (the people that advise)?
They may use that technique
There may be paths that you didn’t initially assume would be the right ones because you were looking in a different place

Be careful about assuming you know your customer.
5

Audience Influences
There are a range of influences as buyers/consumers look for validation for choices
Doing the right kind of marketing will drive growth – the right techniques to build that engagement
Firms can get out of balance with the market environment if they don’t stay open to changes

Identify some influences on business and consumer choice
Write in the chat box

Online vs Offline Techniques

Consumers Online
What do we do online?

Percentage of internet users aged 16-64 who consume each kind of content via the internet each month
9

Understanding Web Traffic
How do we view the web?

The Customer Digital Journey
The Social Media Party

Paid Owned Earned
This is useful knowledge for year 3 module ‘Integrated Marketing Communications’

Final Thoughts
Remember – what are you trying to achieve (refer back to your objectives)?
What was your strategy? Are your plans in-keeping with that decision?
Brand marketing may = engagement, not selling
A useful website https://www.smartinsights.com/
Some additional information on the marketing mix (from the CIM) can be found in the Reading list section of the course

Next Week
We will consider the next section of the marketing plan – measuring the plan
By now you should have completed your insight, objectives and strategy section.

UMKDQD-15-2

Marketing Planning and Practices

Student ID: 19041421

‘Marketing plan for Beats by Dr Dre’

Word Count: 3747 words Comment by Michelle Jackson: Exceeds the word count for this assessment

Table of Contents

Introduction and overview of company

Industry and Organisational Insight

Important factors and key issues facing the organisation

Appendix 1: The Ps of Marketing

Opportunities/ challenges for the company

Marketing objectives

Appendix 2

Proposed Strategy

7 ps proposed to achieve the objectives and strategy

Product

Price

Place

Promotion

People

Process

Physical Evidence

Appendix 3:

Control of the plan

Implementation and monitoring

Measurement

16
Summary and Conclusion 16

Reflection that critically assesses the difference between marketing in theory and practice

18
References 19

Appendices

21
Appendix 1: The Ps of Marketing Pg.7 21

Appendix 2: 5 Steps of Marketing Process

Pg.9 21

Appendix 3: The 6 Steps Marketing Plan

Pg. 13 21

Introduction and overview of company

Beats by Dr. Dre refers to an audio company or brand that was founded in 2006 by Dr. Dre together with Jimmy Lovine. The company has been amongst the top audio brands and is mainly tasked with production of items such as headphones and speakers that are commonly used in the world of music. It is a renowned and respected company and its products are commonly used and bought by many people across the world (Green, 2019). In order for the company to improve even further or to better its sales it needs to expand and make its marketing to be even better every day. It then calls for the need for the use of the various marketing plan. Comment by Michelle Jackson: I not L Comment by Michelle Jackson: Not sure what you mean here

The firm is one of the most popular audio companies across the world. Additionally, Dr. Dre is one of the successful businessmen to come out of the hip hop and was greatly involved in the great era of hip hop. The company is vividly remembered for its paring up with monster cable in 2007 to make the first pair of phones. Beats continues to be one of the most influential audio companies in the world, with several other companies imitating Beats’ design and sound signature. And, due to Beats1 Radio, the Beats company has spread beyond goods, but really who understands or is aware of what else Apple has planned for Beats. We may have just seen the start of Beats now that they have Apple’s almost unlimited supply of cash and ads (Singh, 2019). Comment by Michelle Jackson: Source?

The company’s popularity has expanded exponentially since the release of the “Monster Beats by Dr. Dre Studio headphones” in 2008. Its tremendous success can be attributed to the excellent fusion of excellent disclosure preparation and a successful product. Beats by Dre gambled on co-marketing deals with major names in sports and music to grow their brand awareness to where it is now.

The firm offers a variety of goods and services. The on/over ear headphones feature technical advancements such as noise isolation and wireless connection, and were designed to provide much superior audio quality. In addition to its technological features, the product has a trendy design, which is essential for consumer acceptance. On their official website, the headphones cost between approximately usd130 and US$400. The product is also available via Apple and retail stores, as well as many other e-commerce sites. It’s a high-end item with high-end fabrics and luxurious packaging. As previously mentioned, Beats by Dre primarily tends to promote its products by celebrities endorsements. Comment by Michelle Jackson: This is quite a detailed background – this hasn’t helped the issue with your word count

The marketing plan would be important because it helps in explaining vital aspects such as Industry and Organisational Insight i.e. most important factors and key issues facing the organisation and the category/industry in which it operates, challenge or opportunity, based upon the preceding insight analysis which the marketing plan will address and marketing objectives based on the challenge/opportunity. Additionally, the marketing plan seeks to Identify and justify a proposed strategy and the tactics (7 Ps) proposed to achieve the objectives and strategy as well as the plan to include implementation, monitoring and measurement (Osborn, 2018). Comment by Michelle Jackson: This is descriptive – not required. Stay focused on the task.

Industry and Organisational Insight
Important factors and key issues facing the organisation

As stated above, Beats by Dr. Dre refers to an audio company or brand that was founded in 2006 by Dr. Dre together with Jimmy Lovine. The company has been amongst the top audio brands and is mainly tasked with production of items such as headphones and speakers that are commonly used in the world of music. It is a renowned and respected company and its products are commonly used and bought by many people across the world. It is however important to note that the company just like any other company, faces a number of issues and factors that affect it. Comment by Michelle Jackson: You are repeating information covered in just the previous page. The reader will not need to have this recapped so quickly.

As per NDP group, Beats Electronics’ market share regarding premium headphones over $100 has decreased from 63 percent in 2012 to 60 percent in 2013, and is still declining, despite the fact that they are still at the top of the industry.

Premium over-ear headphones are expected to have a target market of 23.6 million people. Additionally, they are the audiophiles of the twenty-first century. The company has a niche market that is willing to spend money on a quality product while still appreciating the brand name.

It is important to note that Internal and external environment analyses, objectives, challenges, opportunities and strategy identification are conducted in order to comprehend the situation in which Beats by Dre finds itself and how the business can expand its market share. The company operates in a market where Customers prefer to spend money on headphones with decent sound quality. Even though Beats by Dre produces high-end goods, they are not good enough in the eyes of audiophiles. Some consumers, on the other hand, would prefer a product with a well-known brand name (Williamson and Cloonan, 2007). Comment by Michelle Jackson: You are focusing too much on the organization here. You should be identifying factors in the external environment affecting the headphone market.

In the market in which it operates, the firm also faces stiff competition and Some of Beats by Dre’s rivals have been in the industry for quite a long time, for instance as Sony, Bose, and Sennheiser, while others, such as Bowers company & Wilkins firm, Skullcandy, and Monster, which are newcomers. Only Sennheiser and Bowers & Wilkins, on the other hand, are considering how to penetrate the proposed target market for Beats by Dre, which it attempts to penetrate by creation of a high-quality sound product. Comment by Michelle Jackson: Source? You must include the source for this.

For a long time, marketing has been a central factor in the success and/or failure of different companies in a variety of industries. The scope of these companies is vast, ranging from new cell phone commercials on television to movie stars endorsing high-end clothes. Nonetheless, there is still a lot of space for creativity and new markets. Beats by Dre found a brand new market for its premium headphones in one of the untapped areas. People’s perceptions of how they listen to music have shifted thanks to Beats by Dre. Dr. Dre, a legendary artist and singer, is endorsing audio items in the same way that soccer players are endorsing sports shoes. Despite the diversity of audio companies on the market, they were the leaders in doing this, as remarkable as it can seem.

Beats by Dre has grown into a multibillion-dollar corporation with well-known audio products sold all over the world. However, there have been some reports about the company’s product’s consistency and reliability, which is another key issue that the company faces in the market today. Comment by Michelle Jackson: There is very limited underpinning to the information you are including.

The Beats by Dre organization’s popularity is largely attributed to Dr. Dre’s well-known celebrity. In addition, the business has some significant assets as well as a fantastic product. The headphone is available almost anywhere, thanks to its trendy nature and fashionable status. The products have a fantastic sound and a one-of-a-kind premium unboxing experience. These luxury headphones, on the other hand, are a little pricey. They have a high perceived value, and rumors about production costs have tarnished their prestigious image. Not just that, but the device’s performance graphs showed poor sound quality as compared to similar-priced devices (Montgomery, 2019).

Beats by Dre will now explore a variety of opportunities with personal computers and mobile devices, thanks to Apple’s acquisition of the company. The firm ought to Invest in the creation of modern, higher-quality goods. They have the ability to create innovative designs and/or personalize items. Despite its enormous popularity, Beats by Dre is still vulnerable. Old rivals are upgrading and renewing their products, while new entrants have already entered the premium headphones market. Not to forget forgeries and knockoffs.

When talking about the external layer of the business/ enterprise climate, a variety of factors may have an impact on the company. Given the political study, Beats offers an international commodity with the majority of its markets being outside of the U. S., necessitating the company’s maintenance of good international political ties. These business relationships allow the company to grow. Another example of a political aspect is a tax increase. The import tax rate in Brazil is high, at 34% it makes the commodity more expensive, decreasing the number of customers and impacting the company’s demand patterns. Comment by Michelle Jackson: ? Comment by Michelle Jackson: How do you know this – you must include your sources

Economic factors, such as a financial crisis, may have an effect on product use i.e. the products of the company. For example, the financial crisis of 2009 drastically reduced technical efficiency. Since Beats by Dre is a luxury item, people can opt for a less costly alternative in times of scarcity.

Beats is primarily a social brand, synonymous with some of the world’s most famous people. As a result, it is important for the organization to uphold a social obligation for its clients, for instance the Product Red brand, which is a campaign to combat tuberculosis, HIV/AIDS, and malaria. It is evident that Dr. Dre’s social commitment was also shown when his film Straight Outta Compton was criticized for its depiction of violence against women and he had to apologize for the same (Strologo, 2020). Comment by Michelle Jackson: There is insufficient consideration of the macro and micro environment

Appendix 1: The Ps of Marketing Comment by Michelle Jackson: This should be placed at the end of the report – this is a generic picture. You should only be including applied models. Comment by Michelle Jackson: This refers to the marketing mix – which comes later in the plan

Opportunities/ challenges for the company

In the current world, the cultural change that society has witnessed in relation to the use of headphones is absolutely fundamental. People could play and listen to music from the portable cassette decks with uncomfortable headphones, very poor sound quality, and a wire attached back in the day. Headsets have been entrenched in society in recent years. People could use them everywhere, with music being streamed from mobile devices. As a result of this digital evolution and cultural change, wireless types of headphones with improved comfort and sound quality were created. Furthermore, Beats’ foresight has resulted in a 90 percent increase in sales for the luxury headsets segment (Hernandez, 1996).

Another challenge that the firm faces is new entrants into the luxury headset market have intensified brand rivalry and eroded the superiority of well-known brands like Sony, Bose, and Sennheiser (Gerzon, 1977).

Elsewhere, when making a comparison to similar products with the same price, the Beats by Dre product is a high-tech product that is well-known for its trendy status. But, when compared to similar products with the same price, it has a perceivably higher price and poor sound quality. It’s just about the profit margin. Despite the fact that the company invests a fair amount of money in research, development, and testing, the majority of the budget is spent on packaging and advertising (Everrett, 2014). Comment by Michelle Jackson: This is very descriptive – the decision on opp/challenge should be brief

Marketing objectives

The consumer is looking for high-quality sound items such as the earphones and headphones In addition to what it has now. It needs to have high quality products to retain the fact that it is a well-known brand. It is to take about a year to have the objective feasible as required by the firm. The objective is to be measured by quality surveys among the customers and customer ratings of the quality of the products online. Quality of products means ability of the products to offer quality sounds such as base and a combination of different musical notes. They are technologically savvy and demand the most up-to-date equipment. The majority of customers are concentrated in urban areas as a result of these factors. They enjoy using social media to share their individuality. It is evident that Money is not a primary concern when it comes to the financial situation, accounting for just 10% of purchase influence. The majority of them have developed a successful career. It’s possible to prove that they’re good in their careers and that they own a car and a home. A young entrepreneur or a young manager is a good example of this niche community (Wójcik et al., 2017). It is therefore evident that one of the objectives is to improve on the quality of its products. Comment by Michelle Jackson: This section is not about measurement – that’s for later

The business has prospects for growth in a variety of industries, as well as development opportunities. One of these plans is Beats Music. It is an app that aims to outperform Spotify in the next 3 years by delivering music to all iPhone and iPad users. It’s to be measured by parameters such as app ratings, higher scores on survey regarding the use of such apps among others. On the BeatsAudio app, Beats will expand its partnerships with other car brands. The company can also create items that are uniquely tailored to the user, such as a simple color and style change or a complex custom-molded in-ear headphone.

There is also the objective of edging out the competitors of the firm to enable the company to have the lions share in the market. It’s by customer base, quantity of sales, profitability among others. It is an objective that is to be achieved within the next 5 year strategic plan. Is to be achieved by the above parameters. Comment by Michelle Jackson: Your plan should be for one year Comment by Michelle Jackson: This is really unclear – I’m not sure what your objectives as they are not clearly stated.

Appendix 2

Proposed Strategy

To meet the above objectives, the following are proposed strategy for the company. Firstly, since rivals are introducing new features for their headphones, such as the ThinkEar, a personal audio device powered by your brainwaves, the business must also remain creative and come up with ways to distinguish its products in order to remain appealing to consumers and to edge out competitors. Cost competitiveness will also be a factor, as businesses are increasingly adopting similar pricing strategies for goods with similar features. Cost effectiveness would be addressed y reducing the cost of then earphones, headphones and remote talk cables by between 20-25% within the two years to make the products competitive cost wise. Even if some goods with similar specifications are more expensive, customers’ loyalty to larger brands may often prevent alternative rivals from entering the market (Nwachukwu, Chládková and Fadeyi, 2018). Comment by Michelle Jackson: You could have used marketing concepts to underpin this – Porter’s generic strategy for example

Customers are willing to pay more for products with higher sound quality and additionally that have better specifications, so Beats by Dre must have creativity in their product offerings. Comment by Michelle Jackson: This would be Product Development

The organization is well-known for its technical prowess. Together with Apple Inc., they plan to develop a new product that requires extensive testing, lowering manufacturing costs and satisfying even the most ardent audiophile. It explains the reason why the company is investing in the Beats music app to take it to the world literally. Despite the fact that the product will be more expensive than the BeatsPro, customer reviews will increase, narrowing the gap between price and product quality and capturing customers who appreciate brand name and high-quality sound. Additionally, Customers who are millennial audiophiles are loyal to the brand’s dedication to creativity (Eyers and Potter, 2017). Many consumers who value quality sound will make a choice of Beats products over rivals if only that Beats Electronics raised research and testing costs on the production product.

The “millennial audiophile target market” will undoubtedly grow if the business can be able to close the gap that exists between perceived value and sound quality. With the above objectives and strategies, it is expected that the company would have die hard clients who have enthusiasm for high fidelity sound production, within the next 2-3 years, that would be enhanced by the above discussed app plans. Comment by Michelle Jackson: You haven’t used a strategic model to help you and this was required by the brief. Strategy should give clear direction and this discusses this a little but it is overly descriptive.

7 ps proposed to achieve the objectives and strategy
Product

Dr. Dre Beats is a firm that specializes in producing high-end headphones. Its goods provide consumers with a complete music experience, including the opportunity to produce songs as they will be heard in professional recording studios.

Teens, the youth who have the allowances to spend on the new devices, are their target market. People in this generation, known as Generation Y, are all about what’s fresh and fashionable, and they place a high importance on brand names (Morgan et al., 2019). Comment by Michelle Jackson: This section should identify the particular product and this doesn’t do that clearly.

Price

The company’s goods are priced in different price ranges for instance between $199 and $699.Its high-end pricing is dictated by the high-quality products used in the final product, as well as the refined packaging. The company s used a pricing strategy same to APPLE’S called “price skimming,” in which the firm set the product’s price high when they first enter the market before rivals arrive (Petit, 2016). Comment by Michelle Jackson: Source? I’m still not sure which product is being focused on this a very broad range Comment by Michelle Jackson: Good that you include wider marketing theory here

Place

Beats by Dre Headphones can be purchased from online e-commerce websites such as flipkart, snapdeal, and amazon in the United States and other countries such as India. They also have a partnership with Apple, making them the exclusive distributor of Beats headphones in India. Dr. Dre’s products are now available for purchase from the official website of Beat. Comment by Michelle Jackson: Source?

Promotion

Use of Advertisements through commercials, by music videos, and the vast internet network of Twitter, Youtube, and Facebook have all proven to be successful promotional tools for Beats by Dr. Dre.

The brand had already established itself as a success through a combination of word-of-mouth marketing, not-so-subtly seeding its products to well-known athletes and artists to gain immediate exposure, and a groundswell of street-level popularity for its large, round, and now ubiquitous headphones (Kotler, 2016). Comment by Michelle Jackson: Bur what are you proposing?

People

The founders of the company are Dr. Dre is a well-known contemporary musician. Jimmy Lovine is a well-known music producer.Luke Wood is a songwriter, producer, and musician. Additionally, there is Monster Cable Sound Technology is an audio business known for making high-quality yet expensive HDMI cables. Current Apple design executive Robert Brunner and the people who purchase from the company i.e. the clients to whom the strategy is aimed at. Comment by Michelle Jackson: You haven’t understood this element of the mix

Process

Regarding marketing, the aspects that can be found in dr dre’s website or on the official website of the company include like: Manuals for items, Guide to Purchasing Safely (to avoid buying of fraud products), Authorized Merchants (to find stores that legally sell legit products). What you need to know about the company and the people who work there, all items that are currently available and Policy Statements: Policies on Privacy and Return. Comment by Michelle Jackson: Sort of – what about the ecommerce process?

Physical Evidence

The physical evidence of the strategy implementation would include like: improvement of the product quality, the reduction in the cost of products and innovation into the various ways that can be used to improve the performance of the firm in the market. It means that they will be physically evident to show the way the strategy has been used to improve the company operations and performance (Cecere, Corrocher, and Battaglia, 2015). Comment by Michelle Jackson: grammar Comment by Michelle Jackson: Marking stopped here – 3000 words Comment by Michelle Jackson: This hasn’t been understood

Appendix 3:

Control of the plan
Implementation and monitoring

The task to implement and monitor the strategy discussed above would be tasked to the management and directors of the company and to all the employees. The marketing department for instance is tasked with undertaking all the marketing requirements of the strategy and the finance department would be responsible for allocation of money needed to facilitate the strategy to be practical. To be specific, the team would be tasked with finances allocation towards the above outlines aspects. It would also come up with a strategic plan, guiding polices and a plan in details that would be used in the above strategies implementation and constant evaluation to determine the progress made by the firm reading the ultimate aim of meeting its objectives. Regarding monitoring, the management would be tasked with quarterly strategy evaluation to determine its implementation and output to be able to determine if to continue with it or to halt it. It is also important that the strategy gets the required support of the owner and any shareholders of the company. It therefore requires the effort of all the stakeholders to ensure that the strategies are implemented and monitored (Kotler, 2016).

Measurement

The measurement of the progress made by the firm in terms of the strategies would be done by various aspects such as sales amounts on weekly and monthly basis, researching into the level of brand awareness, social media feedback about the organization among many other techniques. Additionally, to be specific, the measurements would be done by the use of metrics such as the total number of headphones and earphones sales in the next two years as compared to the last two years to determine if an improvement is achieved. Elsewhere, a survey of customer awareness ought to be done to determine the market awareness progress made and the penetration into the market. The marketing managers for instance would be responsible for the plan and the measurement of the progress in the strategies used. It requires the input of all the employees to also ensure that the measurements are obtained properly and on time (Kotler, 2016). Comment by Michelle Jackson: Although not marked you have some suitable content in the control section and this would certainly have helped improve your mark if included.

Summary and Conclusion

Beats by Dr. Dre refers to an audio company that is quite popular in the market today worldwide. Despite its popularity, it faces various challenges such as competition, the perception of its low quality products and the high cost of its products among others. It therefore explains the need for the above discussed strategies such as innovation, product quality improvement efforts among others to ensure that the firm retains and grows its presence and influence in the market. The tactics (7 Ps) are also proposed to help in achievement of the objectives and strategy (Hsu, 2011).

Beats by Dr. Dre as a company’s aim is to beat the rest and be the best in the market and in its particular field. . The above marketing plan in detail explains the same and helps the reader to understand the whole marketing plan concept of the company.

Reflection that critically assesses the difference between marketing in theory and practice

The differences between theoretical and practical aspects of marketing is the fact that theory explains what ideally can and is possible to be done given some set of conditions, while practice stipulates what in actual sense is possible to do. It helps to draw a line of distinction between possibility and real ability especially in marketing.

Regarding the situation above, it theory it is possible to state that the firm could be able to use the various marketing procedures and processes including stating for instance the need to sue funds that may not be available. On the other hand, practical outlines what is actually possible to be done regarding the subject matter above. For instance it is possible to undertake the above strategies because in actual sense the above challenges indeed are faced by the company. Improvement of quality, reduction of costs and competing favourably would help a lot. It would help to keep competitors at bay, to improve the quality perception in the market of its products among other contributions that would help the strategy to work

Elsewhere it is the responsibility of all the employees especially the marketing department, the marketing manager and the various stakeholders to ensure that the above strategy is implemented and monitored properly to enable the firm to achieve its goals and objectives. Comment by Michelle Jackson: This has not contributed to your mark. There are no sources included and this was expected. You show some understanding of marketing planning issues.

References Comment by Michelle Jackson: Although not a particularly big reference list there are some good quality sources here

Cecere, G., Corrocher, N. and Battaglia, R.D., 2015. Innovation and competition in the smartphone industry: Is there a dominant design?. Telecommunications Policy, 39(3-4), pp.162-175.

Everrett, T.M., 2014. Ears wide shut: Headphones and moral design (Doctoral dissertation, Carleton University).

Eyers, D.R. and Potter, A.T., 2017. Industrial Additive Manufacturing: A manufacturing systems perspective. Computers in Industry, 92, pp.208-218.

Gerzon, M.A., 1977. Criteria for evaluating surround-sound systems. Journal of the Audio Engineering Society, 25(6), pp.400-408.

Green, D.D., 2019. Hip-Hop Culture: A case study of Beats by Dre for entrepreneurship. Manag Econ Res J, 5(2019), p.9564.

Hernandez, D.P., 1996. Sound systems, world beat and diasporan identity in Cartagena, Colombia. Diaspora: A Journal of Transnational Studies, 5(3), pp.497-508.

Hsu, Y., 2011. Design innovation and marketing strategy in successful product competition. Journal of Business & Industrial Marketing.

Kotler, P., 2016. A framework for marketing management. Pearson Education Limited.

Montgomery, W.F., 2019. Analysis and Utilization of Hip-Hop Techniques in Classical Music.

Morgan, N.A., Whitler, K.A., Feng, H. and Chari, S., 2019. Research in marketing strategy. Journal of the Academy of Marketing Science, 47(1), pp.4-29.

Nwachukwu, C., Chládková, H. and Fadeyi, O., 2018. STRATEGY FORMULATION PROCESS AND INNOVATION PERFORMANCE NEXUS. International Journal for Quality Research, 12(1).

Osborn, B., 2018. An Open Educational Resource for the Analysis of Music Video.

Petit, N., 2016. Technology Giants, the Moligopoly Hypothesis and Holistic Competition: A Primer. Available at SSRN 2856502.

Singh, A.P., 2019. Dynamics of Persuasion in Advertising: An Analysis of Apple Commercials (Doctoral dissertation).

Strologo, F.R.D., 2020. Drivers for M&As and Strategic Alliances: an Industry Based Analysis (Master’s thesis, Handelshøyskolen BI).

Williamson, J. and Cloonan, M., 2007. Rethinking the music industry. Popular music, 26(2), pp.305-322.

Wójcik, P., Wasowska, A., Oblój, K. and Ciszewska-Mlinaric, M., 2017. With your headphones on: go global or stay local?. Emerald Emerging Markets Case Studies.

Appendices
Appendix 1: The Ps of Marketing
Appendix 2: 5 Steps of Marketing Process
Appendix 3: The 6 Steps Marketing Plan

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