Tactical marketing plan - Revision history

Designing Buildings at 08:28, 3 November 2020

2020-11-03T08:28:26Z

← Older revision		Revision as of 08:28, 3 November 2020
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	This article was created by --[[User:Philip_Collard\|Philip Collard]] 14:30, 11 December 2013 (UTC)		This article was created by --[[User:Philip_Collard\|Philip Collard]] 14:30, 11 December 2013 (UTC)

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Constructing a three year strategic marketing plan		* Constructing a three year strategic marketing plan
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	* Winning work.		* Winning work.

−	=== External references ===	+	= External references =

	* McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,		* McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,

−	[[Category:Cost_/_business_planning]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Cost_/_business_planning]]

Editor at 15:41, 25 January 2018

2018-01-25T15:41:52Z

← Older revision		Revision as of 15:41, 25 January 2018
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−
	= Introduction =		= Introduction =

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	Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.		Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.

−	See Constructing a three year strategic marketing plan for more information. ~~<br/>~~	+	See Constructing a three year strategic marketing plan for more information.

	= Contents of the tactical marketing plan =		= Contents of the tactical marketing plan =
Line 58:		Line 57:
	Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.		Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.

−	----	+	-----
−		+	This article was created by --[[User:Philip_Collard\|Philip Collard]] 14:30, 11 December 2013 (UTC)
−	This article was created by --[[User:~~Philip Collard~~\|Philip Collard]] 14:30, 11 December 2013 (UTC)	+

	= Find out more =		= Find out more =

	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−	*Constructing a three year strategic marketing plan	+
−	*Embedding successful key client management.	+	* Constructing a three year strategic marketing plan
−	*Marketing audit.	+	* Embedding successful key client management.
−	*Marketing planning.	+	* Marketing audit.
−	*Market segmentation.	+	* Marketing planning.
−	*Winning work.	+	* Market segmentation.
		+	* SWOT analysis.
		+	* Winning work.

	=== External references ===		=== External references ===
−	*McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,	+
		+	* McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,

	[[Category:Cost_/_business_planning]]		[[Category:Cost_/_business_planning]]

Designing Buildings: Reverted edits by Valeria (talk) to last revision by Designing Buildings

2016-05-10T07:54:29Z

Reverted edits by Valeria (talk) to last revision by Designing Buildings

← Older revision		Revision as of 07:54, 10 May 2016
Line 1:		Line 1:
		+
	= Introduction =		= Introduction =

Line 5:		Line 6:
	Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.		Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.

−	See Constructing a three year strategic marketing plan for more information.	+	See Constructing a three year strategic marketing plan for more information. <br/>

	= Contents of the tactical marketing plan =		= Contents of the tactical marketing plan =
Line 47:		Line 48:
	== Other information ==		== Other information ==

−	~~Firstly~~, ~~produce a strategic marketing plan for everyone in the office (a live document which can be added to and always referred back to, to ensure everyone is aim for the same goals) -~~	+	Any supplementary details such as; sales targets by individual, realignment of sales territories or sales call plans.

	= Conclusion =		= Conclusion =
Line 57:		Line 58:
	Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.		Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.

−	-----	+	----
−	This article was created by --[[User:~~Philip_Collard~~\|Philip Collard]] 14:30, 11 December 2013 (UTC)	+
		+	This article was created by --[[User:Philip Collard\|Philip Collard]] 14:30, 11 December 2013 (UTC)

	= Find out more =		= Find out more =

	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−		+	*Constructing a three year strategic marketing plan
−	* Constructing a three year strategic marketing plan	+	*Embedding successful key client management.
−	* Embedding successful key client management.	+	*Marketing audit.
−	* Marketing audit.	+	*Marketing planning.
−	* Marketing planning.	+	*Market segmentation.
−	* Market segmentation.	+	*Winning work.
−	* Winning work.	+

	=== External references ===		=== External references ===
−		+	*McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,
−	* McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,	+

	[[Category:Cost_/_business_planning]]		[[Category:Cost_/_business_planning]]

Valeria at 00:09, 10 May 2016

2016-05-10T00:09:15Z

← Older revision		Revision as of 00:09, 10 May 2016
Line 48:		Line 48:

	Firstly, produce a strategic marketing plan for everyone in the office (a live document which can be added to and always referred back to, to ensure everyone is aim for the same goals) -		Firstly, produce a strategic marketing plan for everyone in the office (a live document which can be added to and always referred back to, to ensure everyone is aim for the same goals) -
−
−	~~Step 1 – Statement of intent or mission statement~~
−
−	~~Step 2 Performance summary~~
−
−	~~Step 3 Financial projections~~
−
−	~~Step 4 Market overview~~
−
−	~~Step 5 SWOT analyses~~
−
−	~~Step 6 Portfolio summary~~
−
−	~~Step 7 Assumptions (Ceteris paribus)~~
−
−	~~Step 8 Setting objectives and strategies~~
−
−	~~Step 9 Financial projections~~
−
−	1) Attempting to generate work from repeat clients and work from new clients within the housing sector (which is becoming increasingly competitive) – attend networking events and openings and use social media to keep in touch with clients so they think of you for their next venture.
−
−	~~2) Exploring the European housing market.~~
−
−	~~Look and invest time into researching the local vernacular and difference in legislation. If it may prove cost effective, it may be benefical to advertise in local/regional magazines etc.~~
−
−	~~3) The possibility of merger with another (smaller) practice which works mainly in the healthcare sector.~~
−
−	~~Wealth of knowledge is bigger. You can now legitimately advertise that you specialise in healthcare too (RIBA / ARB etc).~~

	= Conclusion =		= Conclusion =

Valeria at 00:07, 10 May 2016

2016-05-10T00:07:56Z

← Older revision		Revision as of 00:07, 10 May 2016
Line 1:		Line 1:
−
	= Introduction =		= Introduction =

Line 6:		Line 5:
	Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.		Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.

−	See Constructing a three year strategic marketing plan for more information. ~~<br/>~~	+	See Constructing a three year strategic marketing plan for more information.

	= Contents of the tactical marketing plan =		= Contents of the tactical marketing plan =
Line 48:		Line 47:
	== Other information ==		== Other information ==

−	~~Any supplementary details such as; sales targets by individual~~, ~~realignment~~ of ~~sales territories~~ or ~~sales call plans~~.	+	Firstly, produce a strategic marketing plan for everyone in the office (a live document which can be added to and always referred back to, to ensure everyone is aim for the same goals) -
		+
		+	Step 1 – Statement of intent or mission statement
		+
		+	Step 2 Performance summary
		+
		+	Step 3 Financial projections
		+
		+	Step 4 Market overview
		+
		+	Step 5 SWOT analyses
		+
		+	Step 6 Portfolio summary
		+
		+	Step 7 Assumptions (Ceteris paribus)
		+
		+	Step 8 Setting objectives and strategies
		+
		+	Step 9 Financial projections
		+
		+	1) Attempting to generate work from repeat clients and work from new clients within the housing sector (which is becoming increasingly competitive) – attend networking events and openings and use social media to keep in touch with clients so they think of you for their next venture.
		+
		+	2) Exploring the European housing market.
		+
		+	Look and invest time into researching the local vernacular and difference in legislation. If it may prove cost effective, it may be benefical to advertise in local/regional magazines etc.
		+
		+	3) The possibility of merger with another (smaller) practice which works mainly in the healthcare sector.
		+
		+	Wealth of knowledge is bigger. You can now legitimately advertise that you specialise in healthcare too (RIBA / ARB etc).

	= Conclusion =		= Conclusion =
Line 58:		Line 85:
	Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.		Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.

−	----	+	-----
−		+	This article was created by --[[User:Philip_Collard\|Philip Collard]] 14:30, 11 December 2013 (UTC)
−	This article was created by --[[User:~~Philip Collard~~\|Philip Collard]] 14:30, 11 December 2013 (UTC)	+

	= Find out more =		= Find out more =

	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−	*Constructing a three year strategic marketing plan	+
−	*Embedding successful key client management.	+	* Constructing a three year strategic marketing plan
−	*Marketing audit.	+	* Embedding successful key client management.
−	*Marketing planning.	+	* Marketing audit.
−	*Market segmentation.	+	* Marketing planning.
−	*Winning work.	+	* Market segmentation.
		+	* Winning work.

	=== External references ===		=== External references ===
−	*McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,	+
		+	* McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,

	[[Category:Cost_/_business_planning]]		[[Category:Cost_/_business_planning]]

Designing Buildings: moved One-year tactical or operational marketing plan to Tactical marketing plan

2013-12-11T15:02:30Z

moved One-year tactical or operational marketing plan to Tactical marketing plan

← Older revision

Revision as of 15:02, 11 December 2013

Philip Collard at 14:30, 11 December 2013

2013-12-11T14:30:53Z

← Older revision		Revision as of 14:30, 11 December 2013
Line 3:		Line 3:

	The three-year strategic marketing plan addresses strategic issues. The shorter, one-year tactical marketing plan (or operational marketing plan) tackles more immediate and tactical tasks. Preparation of the three year strategic marketing plan must precede the one year plan, with the latter being a function of the former and not vice versa. Extrapolating the one-year plan into the three-year plan (as many businesses do) will serve no useful purpose.		The three-year strategic marketing plan addresses strategic issues. The shorter, one-year tactical marketing plan (or operational marketing plan) tackles more immediate and tactical tasks. Preparation of the three year strategic marketing plan must precede the one year plan, with the latter being a function of the former and not vice versa. Extrapolating the one-year plan into the three-year plan (as many businesses do) will serve no useful purpose.
−
−	~~See Constructing a three year strategic marketing plan for more information.~~

	Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.		Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.

−	= ~~Tactical~~ marketing plan =	+	See Constructing a three year strategic marketing plan for more information. <br/>
		+
		+	= Contents of the tactical marketing plan =

	== Overall objectives ==		== Overall objectives ==

−	These should include financial objectives e.g. sales volume / value targets, gross margins etc. They may also state targeted increase in market share or the goal of becoming market leader in terms of share / sales etc. Some form of brief commentary should accompany the objectives.	+	These should include financial objectives e.g. sales volume / value targets, gross margins etc. They may also state a targeted increase in market share or the goal of becoming market leader in terms of share / sales etc. Some form of brief commentary should accompany the objectives.

	== Overall strategies ==		== Overall strategies ==
Line 18:		Line 18:
	How the objectives will be achieved by targeting which customer segments and with which products / new products, communications etc (the marketing mix).		How the objectives will be achieved by targeting which customer segments and with which products / new products, communications etc (the marketing mix).

−	== Detailed sub-objectives by segment, customer ==	+	== Detailed sub-objectives by segment / customer ==

	With large industrial or business-to-business markets this may go down as far as setting sales targets by customer or new accounts that will sought.		With large industrial or business-to-business markets this may go down as far as setting sales targets by customer or new accounts that will sought.
Line 32:		Line 32:
	== Contingency plan ==		== Contingency plan ==

−	As was discussed in the article about constructing a strategic marketing plan, a list of assumptions made and the implications for the business if those assumptions not met, is crucial.	+	As was discussed in the article about constructing a strategic marketing plan, a list of assumptions made and the implications for the business if those assumptions are not met, is crucial.

	Having identified key assumptions, the financial implications can easily be modelled on a spreadsheet to demonstrate two or three different scenarios. For instance what if the firm’s most valued account were to be lost? What could be put in its place and how long would that take?		Having identified key assumptions, the financial implications can easily be modelled on a spreadsheet to demonstrate two or three different scenarios. For instance what if the firm’s most valued account were to be lost? What could be put in its place and how long would that take?
Line 48:		Line 48:
	== Other information ==		== Other information ==

−	Any supplementary details such as sales targets by individual, realignment of sales territories or sales call plans.	+	Any supplementary details such as; sales targets by individual, realignment of sales territories or sales call plans.

	= Conclusion =		= Conclusion =

−	True marketing planning requires an integrated approach that offers many benefits including ease of managing progress, as it is now possible to assess actual progress against what is desired ~~and peer pressure should ensure assigned tasks are completed~~. It also ensures that critical marketing objectives, that the future success of the firm may depend on, actually happen because of continuous review, so the usual excuse of “too much project work” is simply not acceptable. Such marketing initiatives will have variable demands on a manager’s time and so they must get properly organised. No current job can be more important than ensuring the firm stays in business in the long term.	+	True marketing planning requires an integrated approach that offers many benefits including ease of managing progress, as it is now possible to assess actual progress against what is desired. It also ensures that critical marketing objectives, that the future success of the firm may depend on, actually happen because of continuous review, so the usual excuse of “too much project work” is simply not acceptable. Such marketing initiatives will have variable demands on a manager’s time and so they must get properly organised. No current job can be more important than ensuring the firm stays in business in the long term.

	Effective construction marketing mean firms are able to stand out from the crowd and have the ability to present themselves as offering something unique that not only differentiates them from their competitors but is valued by potential clients. Firms need to innovate service products that fulfil and satisfy individual client’s needs but they must also be able to identify the client earlier on to try and avoid the pressure and cost of competitive tendering.		Effective construction marketing mean firms are able to stand out from the crowd and have the ability to present themselves as offering something unique that not only differentiates them from their competitors but is valued by potential clients. Firms need to innovate service products that fulfil and satisfy individual client’s needs but they must also be able to identify the client earlier on to try and avoid the pressure and cost of competitive tendering.

−	Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a ~~very~~ valuable technique that wins more profitable work.	+	Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a valuable technique that wins more profitable work.
		+
		+	----
		+
		+	This article was created by --[[User:Philip Collard\|Philip Collard]] 14:30, 11 December 2013 (UTC)

	= Find out more =		= Find out more =

Designing Buildings: Created page with " = Introduction = The three-year strategic marketing plan addresses strategic issues. The shorter, one-year tactical marketing plan (or operational marketing plan) tackles more ..."

2013-12-11T14:18:22Z

Created page with " = Introduction = The three-year strategic marketing plan addresses strategic issues. The shorter, one-year tactical marketing plan (or operational marketing plan) tackles more ..."

New page

= Introduction =

The three-year strategic marketing plan addresses strategic issues. The shorter, one-year tactical marketing plan (or operational marketing plan) tackles more immediate and tactical tasks. Preparation of the three year strategic marketing plan must precede the one year plan, with the latter being a function of the former and not vice versa. Extrapolating the one-year plan into the three-year plan (as many businesses do) will serve no useful purpose.

See Constructing a three year strategic marketing plan for more information.

Having waded through the lengthy process of constructing a three-year strategic marketing plan, the one-year tactical marketing plan is relatively simple, as the quantitative analyses, portfolio matrices and competitor analysis have already been completed.

= Tactical marketing plan =

== Overall objectives ==

These should include financial objectives e.g. sales volume / value targets, gross margins etc. They may also state targeted increase in market share or the goal of becoming market leader in terms of share / sales etc. Some form of brief commentary should accompany the objectives.

== Overall strategies ==

How the objectives will be achieved by targeting which customer segments and with which products / new products, communications etc (the marketing mix).

== Detailed sub-objectives by segment, customer ==

With large industrial or business-to-business markets this may go down as far as setting sales targets by customer or new accounts that will sought.

== Sub-strategies and action tactics ==

How the sub-objectives will be met, including details, timing and responsibility for achievement. This should include indications of new advertising, sales promotion, PR or direct mail campaigns, sales incentives for the trade or sales force as well as any other tools that may be employed in order to deliver the sub-objectives set.

== Summary of marketing activities and costs ==

This should cover the whole marketing budget for the year and include everything from advertising to entertainment and travel costs.

== Contingency plan ==

As was discussed in the article about constructing a strategic marketing plan, a list of assumptions made and the implications for the business if those assumptions not met, is crucial.

Having identified key assumptions, the financial implications can easily be modelled on a spreadsheet to demonstrate two or three different scenarios. For instance what if the firm’s most valued account were to be lost? What could be put in its place and how long would that take?

While comprehensive contingencies cannot practicably be planned for, identifying key assumptions and how the marketing department would deal with the resulting scenarios of a failed assumption, is a requisite fall-back position.

== Operating results and financial ratios ==

This should summarise the main financial ratios as preferred by the firm. In addition to sales, gross margin, marketing costs, and the forecast return on sales, investment or even capital can be recorded. To some extent the content of this section will be dependent on each organisation’s own style of financial analysis.

== Key activity planner / schedule ==

A list of planned marketing activities that will take place, by month, throughout the year.

== Other information ==

Any supplementary details such as sales targets by individual, realignment of sales territories or sales call plans.

= Conclusion =

True marketing planning requires an integrated approach that offers many benefits including ease of managing progress, as it is now possible to assess actual progress against what is desired and peer pressure should ensure assigned tasks are completed. It also ensures that critical marketing objectives, that the future success of the firm may depend on, actually happen because of continuous review, so the usual excuse of “too much project work” is simply not acceptable. Such marketing initiatives will have variable demands on a manager’s time and so they must get properly organised. No current job can be more important than ensuring the firm stays in business in the long term.

Effective construction marketing mean firms are able to stand out from the crowd and have the ability to present themselves as offering something unique that not only differentiates them from their competitors but is valued by potential clients. Firms need to innovate service products that fulfil and satisfy individual client’s needs but they must also be able to identify the client earlier on to try and avoid the pressure and cost of competitive tendering.

Marketing in the construction industry should not be perceived as a non-measurable intangible activity, but a very valuable technique that wins more profitable work.

= Find out more =

=== Related articles on Designing Buildings Wiki ===
*Constructing a three year strategic marketing plan
*Embedding successful key client management.
*Marketing audit.
*Marketing planning.
*Market segmentation.
*Winning work.

=== External references ===
*McDonald, Malcolm H.B., (1990) “Marketing Plans,” Heinemann Professional Publishing,

[[Category:Cost_/_business_planning]]