Teams

Teams
Tesla
Danielle
Ilya
Krissy
Max
Charlotte
Uber
Maeve
Kaiwen
Sarah
Karla
Red Bull
Heather
Paige
Brian
Tim
OREOS
Diana,
Christine H,
Max T
Mike B
7-11 (on Nov 18)
Megan Baugh
Daniel Campbell
Amy Gold
Kristen Rae
Jose Troncoso
Lululemon
Patricia Johnson,
Lauren Avis Rocha
Jess Robson
Tiffany Yu
Chipotle
Betty
Racquel
Jacob
Jill
Gordon
LinkedIn
Brent
Glenn
Greg
Ali
Michelle
Chick-Fil-A
Andrew
Jeff
Greg
Kieran
Geoff
Blackberry
Farham
Sabu
Seda
Doug
Cameron?
Bose
Nina
Gaurav
Tim
Ram
Nikos
Panel - Nov 11
Cathy Olofson - Chief Marketing Officer,
Innosight
Innosight is a global strategy and innovation
consulting firm co-founded by Clay Christensen
and considered the leading authority on
disruptive innovation.
As Chief Marketing Officer, Cathy leads
Innosight’s content and thought leadership
development, digital marketing strategy, public
relations, and branding and marketing
communications. Before joining Innosight in
2010, Cathy was Communications Director for
nearly a decade at Harvard Business Review.
Previous to HBR, she was a public relations and
marketing consultant as well as freelance writer
and regular contributor to Fast Company
magazine.
Clare Robinson - Chief Marketing Officer, Cartera
Commerce
Cartera Commerce is the leading e-Commerce offer
platform powering the loyalty shopping programs
for the largest airlines and financial institutions
through websites, online, email, mobile, and social
channels.
As chief marketing officer, Clare leads Cartera's
marketing services team, which delivers integrated
marketing capabilities and programs on behalf of
Cartera's loyalty program clients. She also leads
corporate and product marketing, analytics and
customer care. Prior to joining Cartera, Clare was
senior vice president of client services, product
management and strategy at Communispace, a
leading provider of online consumer insight
communities. Clare spent most of her career as
executive vice president and relationship manager
at Digitas, a leading digital marketing and media 2
company.
Panel – Nov 11
John Bigay – Chief Marketing Officer,
Backupify.com
Backupify is the leading provider of backup and
recovery solutions for Software-as-a-Service
(SaaS) applications.
John has more than 17 years of experience
helping technology & digital media companies
build their brands and grow their business.
Prior to Backupify John served as a marketing
and strategy consultant for organizations from
large consumer brands to tech startups. John
has also worked as CMO for Barefoot Books,
where he led the company’s expansion into
digital content and social commerce; SVP
Marketing at BzzAgent; and VP Marketing &
Programming at Gannett’s Captivate Network.
Jennifer Brown – Chief Engagement Officer,
Partners in Health
Co-founded by Dr. Paul Farmer, PIH strives to
achieve two overarching goals: to bring the
benefits of modern medical science to those
most in need of them and to serve as an
antidote to despair.
As Chief Engagement Officer, Jennifer leads the
Communications Team at Partners In Health to:
build awareness of PIH's mission, vision, values,
and impact; increase the PIH constituency base;
and differentiate PIH from other global health
NGOs. Jennifer brings 30 years of marketing and
communications experience from both the nonprofit and for-profit worlds - Prior to PIH,
Jennifer held several marketing leadership
positions at Fidelity, including SVP Corporate
Brand Marketing, EVP Fidelity eBusiness and EVP
Corporate Sponsorships.
3
Marketing Plan Outline
Marketing Management
Fall 2013
Executive Summary
Executive Summary
•
•
The executive summary is an overview of the entire
plan, normally completed after the remainder of the plan has been written.
Is it a concise summary of where the business in heading. It is used to highlight
the more important aspects of the plan to those who may not read all the detail
contained in the various sections.
Key Assumptions
•
This should contain any assumptions you have made
in compiling the plan. It highlights the fact that if a key assumption is incorrect,
it may affect the effectiveness of the strategies and tactics. It may also mean
the plan has to be reviewed if assumptions are proven to be incorrect.
5
Background
This information should directly reflect your organization’s business plan.
The marketing plan and the strategies outlined in it should support the business plan.
Background
This section should contain:
overview (what does the business do, what products or services does it
• Business
offer, revenue, any relevant background information)
• Business vision and mission (what is the business division/unit vision and
mission)
• Business objectives\goals (what are the business division/unit’s objectives and
goals)
strategies (what are the key business strategies the business will follow)
• Business
• Previous marketing history (what major initiatives have we conducted in the past
two years? Were they successful?)
6
Situation Assessment
The section should cover how large the market is, its current status (strong, weak,
saturated, growing, declining) and recent trends.
Situation\Environmental Analysis
•
•
•
External Environment (industry, economic, political, competitive etc.)
Internal Analysis (products, processes, price, distribution)
Business SWOT
A SWOT can be used to summarize the key strengths, weaknesses, threats and
opportunities of the business overall (not of the marketing strategies and
tactics).
Key Dependencies\Interdependencies\Issues
Briefly note any key dependencies or interdependencies that may affect the
business or marketing activities.
7
Marketing Objectives
Marketing Objectives
The objectives list your specific goals over the next year. They should be
precise and preferably measurable. For example:
1 – To achieve X% growth in market share by end of Q4 2013
2 – To increase revenue by Z% and net profit by Y% by end of 2013
3 – To increase unaided brand awareness by 5% by end of 2013
8
Positioning/Targeting
Positioning
•
•
•
Why will people buy your products?
Are you offering something different or the same as competitors?
What differentiates you from others with the same or very similar products or
services?
This needs to brief and to the point (similar to “Classic Positioning Framework”).
It will, and should, guide the messaging reflected throughout your marketing activities
Target Markets
Based on the market trends and profiles of your business and competitors, who is
your customer?
• What segment(s) represents the best chance for success?
• Where are the opportunities?
9
Objective/Strategy/Tactics
Marketing Strategies
What are the marketing strategies to support the business
objectives and strategies outlined in your organization’s business
plan and to achieve your marketing objectives?
For example:
retail presence
• Grow
• Increase online sales
brand awareness to all target markets/one key target
• Drive
market.
Marketing Levers
What are the marketing tactics to support each marketing strategy
and achieve the marketing objectives?
•
•
•
•
•
Product
Place
Price
Promotions
Media (Owned, Earned, Paid)
Objective
To increase unaided brand awareness
by 5% by end of 2013
Strategy
Drive brand awareness among top two
segments
Tactics
1. Press advertising campaign
2. Direct mail
3. Targeted LinkedIn direct promotion 4.
Microsite/landing page to support
advertising messaging
Marketing and Communications Strategy Matrix
Create a matrix which notes each strategy, identifies individual
objectives for that strategy and lists tactics to support the strategy.
10
Implement and Measure
• Calendar of Actions and Tactics, noting key
roles/responsibilities
• Budget
• Key measures
11
Snapshot
Objective
Objective
Objective
Objective
12