Marketing planning in inglese

Demand:

We demand needs: demand can be generic or specific and it can be also perceived or latent

Demand can be actual: the customer wants to buy this product or potential: all other

Kind of client:

Loyal customer: always buy my service

 Unstable: mostly buy my product but sometimes they buy products from my competitor

 Unstable of competitors: they buy products of competitor but sometimes they but from my

 store

Non client: people that never buy my product. Not client of brand (buy from that category

 but not my brand) and not client of category (they don’t but at all).

In order to develop a good marketing plan we have to decide where to focus my market. Which

customers I want to focus on? I must change my activity according to my market.

I can focus on all of them but I have to decide where I want to concentrate my market

Loyal customers are the most important segment of my target because they guarantee my

 revenue. I have to take care of them (promotion, loyal activity, fidelity card)

Unstable clients, I have to prevent and defend them to transform them into loyal customer

 using loyalty programs

Unstable client of competitors: I must attract, catch and seduce them, for example with

 strategies in promotion and price.

Not client, I have to analyze them in order to understand in which category they are and

 why they are not my clients.

If I want to consolidate the economical revenue, I must focus my market on the loyal client

 and unstable client.

If I want to increase the revenue in a short time I must focus my actions on the unstable of

 competitors, because they already know my brand, they already bought from me but

actually they prefer competitors.

Purchase typology: How the customer approaches my product?

Frequent, Periodic, Occasional, sporadic purchase

 Impulse (moved by emotional factors), routine, as limited problem (choose the solution

 according to two or three variables), as complex problem buying (choose the solution

according to many variables)

Utility – definition and measure

Utility is the value of satisfaction the customer gains thanks to the purchase and the use of a

product. Utility is the value the customer pays to have for. We must understand where out

company create value for the customer or where my company can create value for the customer.

We can calculate the utility as the multiplication of meaningful degree and sustainable degree.

Utility is what’s important for the customers and how much we have to do to give a solution to

customer’s need.

How can we use the utility value?

To compare the meaningfulness and sustainability degree

 To compare my product with the competitor’s one

 To understand for which variables my product is better or worse that the competitor’s one



We can calculate also the utility%, that’s the contribution of each variable to the total Utility.

Utility%: utility single variable x 100/ total utility

Balance of investment. In the first quadrant I’ve not to invest, I have to invest in the last one (r&d)

Good Spending

balance revenue

risparmiare

Necessary Good balance

Investments

Investire

Sustainability Important of good balance quarter…

non toccarli

High Un’azienda vuole sempre essere

eccellente in tutto, invece deve

esserci un quadrante in cui lavora

low bene anche se non è eccellente

high low meaningfulness

Competitors

On product: competitors who produces the same product as mine.

 On need: companies that offers different product from me but they give solution to the

 same need

We have to compare our product and competitor’s one on the four marketing mix level. This

comparison is called benchmarking (product, price, communication, distribution benchmark). We

make a chart with all the variables/attributes and I define my company and the competitors in order

to understand what is similar and what is different. If we want to compare the difference in price it’s

not so simple because we can’t compare the price, but the ratio between price and something else.

We can’t compare the value “quality” because it’s different from company to company.

Place benchmarking: When my competitors are located now Price benchmarking

Promotion benchmarking: we can compere the

different perception the customer has on our product. We use mental maps, we decide which

variable we want to put in it. In some case perception in customer’s mind is more important than

the product.

Distribution benchmarking: find the area where my competitors work.

LESSON 3

Business model canvas

Help us to understand if our idea is complete and help us to present our idea to our stakeholders

Follow the order:

Customer segments: different group pf people or organidation we crate value for. Strongly

 related with value proposition. Our customers are all the people with the need we give

solution

Value preposition: which are the need we give solution to

 Cannels: How can we arrive to our customer? How can we deliver our service? Channel,

 we refer both to communication and distribution and sales activities.

Customer relationship: personal system or self service opportunities? 2 different

 relationships we can offer to our customer. But also professional company or friendly

company

Revenue stream: where is the money? Different stream builds my revenue stream. It

 results from value propositions successfully offered to customers.

Key resources: what I must have to offer the product

 Key activities: what I have to do, activities and performances.

 Key partnership: some activities are outsourced and I must have partners who help me

 Cost structure: the business model elements result in the cost structure. (Bisogna capire

 quali sono I costi continui e quelli invece presenti solo all’inizio. Per capire qual’è il

guadagno dopo la partenza del prodotto)

LESSON 4

The marketing plan is the set of marketing activities necessary to bring the company from the “as

is” to the strategic “to be”. 4 levels of the marketing planning:

Activities on the product lever: product plan

 Activities of the price lever: price plan

 Activities on the promotion lever: promotion plan

 Activities on the place lever: place plan



Product plan

We have to distinguish something to consider (analysis phase) and something to define (strategy

and marketing planning phases).

We have to consider the life cicle of the product, with 2 variables: time and sales.

The product is launch in the market, the sale grows in the introduction and the growth, then it

arrives in the maturity and then it declines.

It can phases out when a company choose to stop the marketing of the product.

Or it can have a new launch/relaunch when the company decide to launching the product in 2

different kinds: on the communication level or on the total marketing mix. In the first case the

company think to to a relaunch because the product is running out the mind of consumers. In the

second case, the company think that the problem is that the product is not so god so they have to

change a little the product, or the price or the distribution

Sometimes products can have multiple relaunches, every time the company sees the product

decline, decides to relaunch in. Es. Golf

When we have a product, we have always to understand in with phase the product is at the

moment, because different phases mean different actions to do.

Introduction, growth: focusing on advertise and influencer

 Maturity, decline: focusing on price lever

 We don’t have only to understand how

much objects we sell in a year, but also the

price. Because if the price Is always the

same, this means I’m in the maturity

phase. If I must change always the price,

I’m in the decline phase and I’m trying to

save my company.

Boston matrix: Very useful to introduce a

third variable: the profit margin

With 2 dimensions: Market share, market

growth we establish if a company is a star,

question mark, cash cow or dog.

The dimension of the bubble represents

the profit margin.

The profit margin in very important, until a few years ago companies focus on the revenue. Now

they understand that they have to focus not only on the revenue but also on the profit margin.

In order to do a good analysis of there variables we can do the 9 quarters model, a graph with 2

variables: sales and profit margin

The panel is divided into 9 quarters, because we divide each axe in 3 segments: low, medium and

high.

I want to understand if my product has low, medium or high sales and profit margin

I made this analysis on the data of my product range performances.

A product has a high revenue if the revenue is higher 33% more then the average

If the average is 6333, I add 33% and

the result is the limit of high revenue. Se

il mio prodotto supera quello totale, è

altofatturante. Idem per il

bassofatturante. Stessa cosa si fa per il

profit margin percentage. Prodotti basso

o alto marginanti.

Prodotti star

 Cavalla da corsa

 Cavalla da lavoro

 Prodotti buoni

 Prodotti medi

 Progotti grassi

 Prodotti di nicchia

 Medi- bassi prodotti



Prodotti da sgabuzzino



Project new strategies in order to move product from a quarter to another one.

To increase the profit margin: reduce the cost or increase the price (profit margin)

I can make this analysis once a year to understand the changement of my products.

Planning instrument helps to analyze the result of my activities

Marketing has the aim to increase the perceived value of the product

Research and development department have the aim to produce with the lower cost

Together we can increase the profit margin of a company

Marketing gives the guideline to r&d develop

Profit margin:

We calculate the ROI: return of investments. I can be satisfy or not about the profit margin after

having put the different resources in the different areas (shaded of investments). But if I spent

20.000 or 25.000 or 30.000 what will happen? What will be the difference on my revenue and on

my profit margin?

I must hipotize the different retorun of investment for different investmer for my company.

The second option is to work on the sharing of investment: on the different activities planned,

which are those with the higher roi? Once having identified them, I can reduce the share of

investment for the lower roi activities and giving them to the higher roi activities.

We try to imagine the return of different possible investment

Revenue - cost= profit margin

Profit margin percentage = return of investment

The profit margin is the return of investment. It’s what the company gain, the revenue is what the

bank wants from me.

The role of product in the company range

A product can have 4 different p