Marketing Planning Process Model

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A marketing planning process is a systematic approach that provides the guidelines to the organization how to market and sell the product over a specified period of time in the market. It involves promotional strategies for selling a number of products in the future. This process comprises the marketing techniques that help the organization to achieve its objectives within a particular period of time. For the success of every business, a marketing planning process is an essential tool. It involves the selection of the target market and then developing a plan that determines how to sell the product among the target market (Junqi, Lijia, Xia & Junmei, 2010).

Marketing Planning Process model helps the business to select the segmentation and target market. This process requires the proper documentation of the plans and strategies. Most of the business organizations update their marketing plan and spend most of the time in evaluating the current performances of the business. In the present era of digital marketing, every business should know about the proper marketing planning process to achieve its objectives in a different marketplace.

Marketing planning process

  1. Understand the business situation that the firm is facing

The primary propose of marketing is to allow organizations to accomplish their business goals.

If the understanding of business goals is not cleared to the organizations, then it can limit the

ability to accomplish them, and the percentage of business growth can adversely decrease (Sashittal

& Wilemon, n.d.).

Following are the primary factors, which affect the company to effectively stand in the

competitive market place:

Strengths

·       About the services provided by the organizations, client have high expectations.

·       The organizations have long-term dedicated staff.

·       The organizations have a wide network of experts.  

Weaknesses

·       The absence of clear value proposition

·       Less marketplace visibility

·       Hard to articulate offerings.

Opportunities

·       Competitor consolidation

·       New legislation

Threats

·       Have clearer messaging

·       Less capable competitors

·       Inconsistent client delivery

2. Research and understand the organization’s target clients

It is difficult to meet the practising professionals who don’t believe that they understand the

clients, their priorities and their needs. It is found that they are always faced failure to identify

the key elements of their client’s decision making and thinking. The real priorities of clients and

how clients choose new providers are rarely understood by the professionals. Instead, they

always look for someone else to solve their specific business or organizational problem.

3. Position organization’s brand in the marketplace

This process starts with analyzing the differentiators, which makes an organization different

from others:

True: The organization must fulfil the requirements of users by as per the promise made by them

in the context of delivering quality services (Song, Lv & Dong, 2012).

Provable: Even if it is true, the organization must have the ability to prove it to a sceptical

prospect.

Relevant: During the farm selection process, if it is not essential to a prospect then it will not

help the organization to get new clients.

4. Define and refine organizational service offerings

As the clients need change, the organization may want to develop and complete new services in

order to fulfil those needs (Roh, Shahidehpour & Fu, 2007). Further, many issues may be

uncovered by the research, which the client may be not aware of such as suggesting a range of

possible service offerings and an impending regulatory change. Besides, the organization might

automate or change the part of the organizational process in order to deliver more value at a

lower cost with higher margins. Moreover, these changes of service process turn out to be, the organization should be driven by their business analysis and the formulated research into

competitors and clients.

5. Identify the marketing techniques that will be using

This step starts with understanding the organizational target audiences and identifying the

way to consume information. Once the firm gains insight into the when, where, and how their

prospects are looking for information about services, then the organization can exploit and

identify their preferred channels. Further, it is all about making the organization more

tangible and visible to the target audience. Thus, this process is also called as Visible Expertise.

Accomplishing high-level visibility needs a balance of marketing effort.

  1. Identify the skills, tools and infrastructure The most common tools used by every organization are shown as –
  • Marketing Collateral – A business must revise the marketing collateral to achieve a competitive advantage and positioning strategies.
  • Website – A new website design enables the business to build more brand awareness the sells more products in the business.
  1. Documenting budget and operational schedule of the organization Every business organization requires the two key documents named marketing budget and marketing calendar. For implementing any plan, Marketing calendar can be used. This calendar covers the upcoming quarter and sometimes cover the entire year. A business should need to adjust their calendar regularly. Apart from it, the marketing budget is used to estimate the cost of the activities and the advertising expenses. Along with this, the business needs a written plan for measuring the performance of the business. It should maintain the activities by making the schedule (Gao, n.d.).

References

Gao, J. A market survey of industrial requirements for product data management and

manufacturing planning systems. Proceedings Of The 1999 IEEE International Symposium On

Assembly And Task Planning (ISATP'99) (Cat. No.99TH8470). doi: 10.1109/isatp.1999.782943

Junqi, Y., Lijia, C., Xia, G., & Junmei, L. (2010). Evaluation of Market Feedback about the Price

Strategy of Enterprises. 2010 Third International Symposium On Information Processing. doi:

10.1109/isip.2010.42

Roh, J., Shahidehpour, M., & Fu, Y. (2007). Market-Based Coordination of Transmission and

Generation Capacity Planning. IEEE Transactions On Power Systems, 22(4), 1406-1419. doi:

10.1109/tpwrs.2007.907894

Sashittal, H., & Wilemon, D. Marketing strategy implementation in technology-based

companies. Innovation In Technology Management. The Key To Global Leadership. PICMET

'97. doi: 10.1109/picmet.1997.653697

Song, X., Lv, Z., & Dong, S. (2012). Collaborative planning system of production and marketing

for integrated steel plant. 2012 International Conference On Systems And Informatics

(ICSAI2012). doi: 10.1109/icsai.2012.6223177 

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