1. PRODUCTS Existing New Existing MARKETS New
CHART 1
PRODUCTS
Existing
New
MARKET
PENETRATION
OBJECTIVES
PRODUCT
DEVELOPMENT
OBJECTIVES
Existing
Timescale
Timescale
MARKETS
MARKET
DEVELOPMENT
OBJECTIVES
DIVERSIFICATION
OBJECTIVES
New
Timescale
Timescale

2. CHART 2 PEOPLE PROCESS PARTNERSHIP PHYSICAL EVIDENCE Objectives
Strategy
&
Risk
Assessment
Benefits
Actions
Budget
Timescales
for
Achievement
T1 T2 T3 T4
People
Respon-
sibilties
Controls
&
Monitoring
PEOPLE
PROCESS
PARTNERSHIP
PHYSICAL
EVIDENCE
THIS TEMPLATE OR SOMETHING SIMILAR CAN ALSO BE ADOPTED FOR THE CLASSICAL 4 P’S

3. THE PRODUCT / MARKET MATRIX
CHART 3
THE PRODUCT / MARKET MATRIX
MARKET SEGMENT
TOTALS 1 2 3 4 5 N
PRODUCT 1
SALES
VOLUME /
VALUE /
MARGIN 2 3 4 5 N
TOTALS

4. CHART 4
PRODUCT
PRICE
PROMOTION
PLACE
PEOPLE
PROCESS
PARTNERSHIP
PHYSICAL
EVIDENCE

5. SALES & MARKETING STRATEGY MATRIX
CHART 5
SALES & MARKETING STRATEGY MATRIX
MARKETS
TOTALS %
Current
Customers in
Existing
Channels
New
Business
From
Existing
Channels
New
Customers In
Channels
CORE
MARKET
PENETRATION
MARKET
DEVELOPMENT
MARKET
DEVELOPMENT
MARKET
PENETRATION
MARKET
DEVELOPMENT
MARKET
DEVELOPMENT
SUPPLEMENTARY
PRODUCTS
&
SERVICES
PRODUCT
DEVELOPMENT
PRODUCT
DEVELOPMENT
DIVERSIFICATION
NEW
TOTALS %
100%

6. CHART 6 (1) What Is The Current Planning Gap [Actual Performance V
Forecasted Performance]
(2) What Is The
Reason For
The Variance
(7) Monitor Performance
Against KPI’s
(Key Performance Indicators)
(3) Modify On Strategic Marketing Objectives, Marketing Mix
(Contingency Planning)
(6) Forecast The Outcomes & Secure Approvals & Action Against Risk Involved
(Contingency Action)
(4) Propose & Evaluate
Modified Marketing
Strategies (if needed)
(Contingency Strategies)
(5) Propose New Action Plans at Marketing Mix
& Sales Levels

7. C 1 -- CN : Industry Players
CHART 7
C 1
C 2
C 3
C 4
C N
NOTES P E S T E L
C CN : Industry Players

8. MODEL OF INDUSTRY COMPETITIVENESS
CHART 8
PORTER’S 5 FORCES
MODEL OF INDUSTRY COMPETITIVENESS
NEW ENTRANTS
Threats
Bargaining
Power
INDUSTRY
COMPETITORS
INTENSITY OF
RIVALRY
Bargaining
Power
SUPPLIERS
BUYERS
Threats
SUBSTITUTES

9. THE ONION MODEL FOR AN INTERNATIONAL CLOTHING RETAIL BRAND CHART 9
PURCHASING SYSTEMS
SITES
SUPPLIER LINKS
COUNTRY MARKET SHARE(S)
INVENT-
ORY
MANA-
GEMENT
STRONG CUSTOMER
VALUE FOR MONEY
PRODUCT
RANGE
STAFF
TRAINING
GLOBAL BRAND
SERVICE CULTURE
IN-STORE MERCHANDISING
INNOVATION
MKiS
EMPLOYEE CARE, COMPENSATION & BENEFITS

10. AN ONION OF PERCEIVED COMPETITIVE DISADVANTAGE TOP MANAGEMENT MINDSET,
CHART 10
CHANNEL
CONFLICT
POOR
RELATIONSHIP
MANAGEMENT
TOP MANAGEMENT MINDSET,
NOT CUSTOMER-CENTRIC NO
MARKETING
FUNCTION
POOR MANAGERIAL
LEADERSHIP
DISCIPLINE
ORGANISATIONAL
POLICY
NO VISION &
MISSION &
CORPORATE
DIRECTION
PRODUCT-CENTRED
CORPORATE
CULTURE
RESISTANCE TO
CHANGE
HIGH
STAFF
TURNOVER
IN KEY DEPARTMENTS
NOT OPEN
TO CHANGE
POOR
INTERNAL
COMMUNICATIONS
POOR MARKET
DIFFERENTIATIONS

11. THE VALUE CHAIN – GENERIC APPROACH
CHART 11
THE VALUE CHAIN – GENERIC APPROACH
Infrastructure of the Firm
Margin
Human Resource Management 4
SUPPORT
ACTIVITIES
Technology Development
Procurement
Service
Operations
In-Bound
Logistics
Out-Bound
Logistics
Marketing
&
Sales 5
PRIMARY
ACTIVITIES
Margin

12. DIFFERENTIATION ADVANTAGE THROUGH THE VALUE CHAIN
CHART 12
DIFFERENTIATION ADVANTAGE THROUGH THE VALUE CHAIN
Infrastructure
ACTIVITIES
SUPPORT
Research, Development, Design
Human Capital Development
MARGIN
Dealer
Support
&
Customer
Service
Production
Warehousing &
Distribution
ACTIVITIES
PRIMARY
Purchasing,
Inventory,
Holding,
Material-Handling
Marketing
Sales &

13. VALUE-BASED BONDING THROUGH INTERDEPENDENCIES
CHART 13
Your Company
Customer
Segments
& Key
Accounts T H E B O N D

14. THE MASSINGHAM SYSTEM FOR STRATEGIC MARKETING PLANNING
CHART 14
THE MASSINGHAM SYSTEM FOR STRATEGIC MARKETING PLANNING
Where are
we now ?
What is
our business ?
What will
it be ?
What should it
be & by when ?
What are our corporate
capabilities and
constraints ?
What are our current
financial position & our
future projections ?
Determine the Corporate Mission
The corporate plan remit of
strategic direction for this
development of the
Strategic Marketing Plan
Set Corporate Qualitative & Quantitative Objectives
Environmental Review
The Market Review
Achieve clear
statements of fact
Conduct Corporate Macro & Micro
Environmental Analysis
Conduct External & Internal Marketing Audit
What are our markets
& the segments we serve &
plan to serve in the future ?
What is our position within
each market segment in
terms of our business
strengths and market
attractiveness ?
Interpret findings to complete a
SWOT Analysis for each Market & Market Segment
Who are our competitors ?
How are we positioned in
relation to them ?
Build a portfolio mix
for each market segment
Rationalise the SWOT Analysis to obtain a
clear focus upon key areas for attention within
clearly defined time scales
Establish planning horizons &
then harmonise these with the
financial planning & control
system of the enterprise
Competitive Positioning
State the major assumptions upon which the
Strategic Marketing Plan is to be based using
both Qualitative and Quantitative statements
What is to be done ?
Set measurable, attainable, coherent Qualitative
and Quantitative Marketing Objectives for products
& markets & relate these to the time horizons of the plan 14
Establish a Marketing
Information System

15. BRAND STRATEGY & POSITIONING
Establish the need for and forms of further
Marketing Information required to assist the
determination and review of
Intended Marketing Strategy
How can we establish
regular relevant information
flows to assist the planning ,
review & control process ?
THE MARKETING MIX
Policies, Objectives & Strategy
INTERNAL
MARKETING
COMMUNICATIONS
& CULTURE
EXTERNAL
MARKETING
Product Price Promotion Place
BRAND
STRATEGY
&
POSITIONING
INTERACTIVE MARKETING
People Process Partnership Physical Evidence Pace
By what criteria should our
Marketing Mix Strategy
alternatives be evaluated ?
Complete a feasibility assessment of the Marketing Mix elements to confirm the strategy alternatives selected
How will the results of our
determined marketing mix
strategies contribute towards
the financial health of the
enterprise and achieve future
financial projections ?
How do we ensure
integration of our
Marketing Mix Strategies ?
Determine operational plans for the Strategic Marketing Mix Plan with Forecasts Targets and Budgets for each Market Segment
What tactical actions are
needed to implement and
operate the determined
marketing mix strategies ?
Who is accountable, where
when & how for achieving
results ?
Develop the Sales Plan for each segment
Policies, Objectives, Forecasts, Targets, Budgets 15
Selling and Sales Force Management –
Review & Control of Methods

16. 16 Should the organisation structure and staff be
developed in any way to
achieve the plan and if so,
when ?
How does the Sales Plan
relate to the Strategic
Marketing Plan ?
Assess the Structural, Organisational and
Human Resource development needs to achieve the
implementation of the Strategic &
Operational Marketing Plan
How will the plan be
managed if the
assumptions upon which it
is based are not fulfilled ?
Develop contingency scenarios with plans for
Implementation should circumstances change
What are the
key financial
implications arising ?
Who will be involved and
how in the monitoring
review and control of the plan ?
Establish systems for regular review evaluation and
control of the strategic and operational plans
Should circumstances change
what action can be taken to
reduce the level of risk to the
organisation ?
What are the financial
implications of adopting
the plan ?
Determine the marketing budget for the plan linked to
the specified timescales for future financial projections 16