Module 4-SLP Distribution & Marketing Plan
Session Long Project
In this module SLP4, first develop action plans based on the marketing strategies developed in SLP3 and then evaluate marketing budget for the plans. This is the final step of this cumulative research project. Be sure to incorporate all the work for this Session Long Project (SLPs 1-4) into a complete marketing plan following the marketing plan outline provided above.
Marketing Implementation: Action Plans and Marketing Mix
The action plans and marketing mix are related. That is, the action plans contain a complete description of a marketing program, including its goals and objectives (as previously outlined in the section on Goals and Objectives), marketing mix activities, program evaluation mechanisms and measurements, budget and timing considerations, and quantitative assessments. (A complete description of these final dimensions follows. Follow the format below for action plan outlines.)
Before you begin working on the action plans, consider the total budget amount for your charge. Make a realistic budget estimate for your marketing plan based on the financial situation of the company and its past spending on marketing.
State for each action plan:
- The goal(s) and objective(s) for the action plan.
- The target market at which this action plan is aimed.
- The marketing mix activities needed to implement the action plan.
- Product strategy and programs require consideration of things such as brand name, product features/benefits, differentiation from competition, relationship to delivering value, logo, package design/labeling, complementary products/services, elements of customer service strategy, and programs. Also, this is where the service concept, tangibles, customer-contact employees, and so on, need to be addressed. Depending on the charge of your marketing plan, some of the above may not apply.
Price strategy and programs require consideration of things such as pricing objectives and relationship to delivering value. Keep in mind that pricing is not restricted to monetary concerns. Customers are likely to compare the perceived benefits of the new brand to the perceived benefits of the existing brand and other competitive brands. In other words, customers are likely to perform a cost-benefit analysis, which means that customers must perceive the new brand to have benefits that are equal to or exceed the perceived costs. When considering pricing issues, also include costs customers are likely to incur in terms of time, effort, and energy. Consider psychological costs (e.g., embarrassment, fear,