{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

CHAPTER 3 - Port Marketing Manual CHAPTER 3 STRATEGIC...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Port Marketing Manual CHAPTER 3 STRATEGIC MARKETING PLANNING CHAPTER 3 STRATEGIC MARKETING PLANNING 3.1 THE MARKETING PLAN 3.1.1 THE OUTLINE OF THE MARKETING PLAN 3.1.2 THE CONTENTS OF MARKETING PLAN 3.1.3 MARKETING PLAN STRUCTURE 3.1.4 THE MARKETING PLANNING PROCESS 3.1.5 USE OF PORT MARKETING PLAN 3.2 PORT MARKETING AUDIT 3.3 SWOT ANALYSIS 3.3.1 THE OUTLINE OF SWOT ANALYSIS 3.3.2 INTERNAL EVALUATION - SRENGTHS AND WEAKNESSES 3.3.3 EXTERNAL EVALUATION - OPPORTUNITIES AND THREATS 3.3.4 ISSUES ANALYSIS 3.1 THE MARKETING PLAN 3.1.1 THE OUTLINE OF THE MARKETING PLAN Because of the number and uncertainty of factors influencing market success, a firm must have a systematic way of analyzing these factors, determining the impact of trends on its business, and designing a marketing program to meet present and future market conditions. All of the methods of forecasting, with the possible exception of scenarios, tend to look at forecasting in isolation, as a science to be unsu1lied by real life. But the purpose of forecasting, and subsequently budgeting, is to provide a basis for planning the future. The marketing plan spell out the actions to be taken, who is responsible, deadlines to be met, and the sale forecast and budget . It also describes the marketing decisions, and the evaluation and management of the marketing. Plans must be specific to the organization and to its current situation. This 1ast chapter will, therefore, conclude with an examination of the development of the port marketing plan. 3.1.2 THE CONTENTS OF MARKETING PLAN There are many possible formats for a marketing plan; a l981 Conference Board Report cites 38 examples of planning formats from consumer, industrial, and service companies. While differences 1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Port Marketing Manual based on company type and competitive situations are appropriate, there is a common thread running through marketing planning documents. At their most general level, all plans require that the firm ask itself three questions: (1) Where are we now? (2) Where do we want to go? (3) How do we get there? Essentially, the planning process forces the planner to imagine the desired future for the product (or service), recognizing the realities of the marketplace, and then to propose an action plan to reach the desired future. In structuring this effort, the following five-step format is useful: 1. Situation analysis. 2. Problem and opportunity statement. 3. Statement of objectives. 4. Action plan recommendation. 5. Statement of expected results, key risks. Step 1 , the situation analysis, is the "Where are we now?" question. It is factual or descriptive, rather than normative--that is, it says how things are, not how they ought to be. It identifies key company strengths to be exploited, deficiencies to be remedied. Step 2 , the problem and opportunity statement, is largely a summary of step 1 analysis, except that management judgment is used to prioritize issues. There is real virtue in brevity at this point; a listing of 50 opportunities is foolish and wasteful if the firm has the money and staff to pursue only two or three.
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}