Videoconf mktg plan dash one page
- 3. The Strategic Mktg Diamond
- 6. Customers Needs and other Segmenting Dimensions Company Mission, Objectives, & Resources Competitors Current & Prospective Marketing Strategy Planning 4C Analysis Context: External Market Environment Technology, Politixcal & Legal, Social & Cultural, Economic
- 7. Marketing Strategy Planning Customers Needs and other Segmenting Dimensions Company Mission, Objectives, & Resources Competitors Current & Prospective S. W. O. T. Context: External Market Environment Technology, Politixcal & Legal, Social & Cultural, Economic 4C Analysis SWOT (STRATEGIC) Analysis
- 11. Marketing Strategy Planning Customers Needs and other Segmenting Dimensions Company Mission, Objectives, & Resources Competitors Current & Prospective Context: External Market Environment Technology, Political & Legal, Social & Cultural, Economic Targeting & Segmentation Positioning & Differentiation S. W. O. T. 4C Analysis SWOT Analysis STPD
- 12. Marketing Strategy Planning Process Customers Needs and other Segmenting Dimensions Company Mission, Objectives, & Resources Competitors Current & Prospective Context: External Market Environment Technology, Political & Legal, Social & Cultural, Economic Targeting & Segmentation Positioning & Differentiation Narrowing down to focused strategy with quantitative and qualitative screening criteria S. W. O. T. MKTG MIX Analysis People, Post Sale service Personal experience, Process
- 13. SALES ARE THE RESULT OF MARKETING INVESTMENTS
- 19. MARKETING BUDGET Webpage Freelance 30,000 € Trade fair Madrid 10,787 € Paris 8,500 € Gifts 500 € Sponsorships 60,000€ Sales promotions Contest 1,800 € Prizes 1,800 € Newspaper advertising 5,000 € Marketing digital Minisites 350 € Design of brochures Printing 50000 brochures 1,000 € Agency 500 € TOTAL 120,237 €
- 20. FINANCIALS WARHOL'S TRAIN 2014 2015 2016 GROSS SALES 13,425,750 16,110,900 19,333,080 DISCOUNTS 2,081,625 2,497,950 2,997,540 NET SALES 11,344,125 13,612,950 16,335,540 COST OF SERVICES 5,207,943 6,249,531 7,499,437 GROSS SALES MARGIN 6,136,182 7,363,418 8,836,102 MK BUDGET 120,237 144,284 173,141 NET SALES MARGIN 6,015,945 7,219,134 8,662,960 SALES FIX COST 270,000 324,000 388,800 MK FIX COST 86,400 103,680 124,416 COMMERCIAL EBTDA 5,659,545 6,791,454 8,149,744
- 21. Lean Marketing
- 25. Lean Marketing phases MethodologyPhase Targets Herramientas y metodologías para la definición de retos | Comprender el sector, la empresa y captación de información Exploración Open Innovation | Scouting Tecnológico 1 Ideación2 Design Thinking | Brainwriting | SCAMPER Procesos de divergencia, convergencia e ideación relacionados con la innovación Propuesta de Valor3 Mapa de empatía | Business Model Canvas | Customer Development Diseño efectivo y eficiente de modelos de negocio innovadores Piloto y validación 4 Lean Startup | NPS | CLTV Experiencias de validación de hipótesis de negocio con clientes y gestionar expectativas Lanzamiento5 Scrum, Trello, Slack, Google Drive, ….Agile management
- 26. Product design methodology Analizar el sector para determinar la visión y objetivos de alto nivel Comprender Ganar conocimiento sobre los potenciales clientes, sus necesidades y preferencias Observar Definir qué necesidades de nuestros potenciales clientes queremos resolver y en qué condiciones Definir Generar opciones para satisfacer las necesidades definidas y definir la solución óptima Idear Desarrollar un prototipo que permita testear la solución definida con clientes reales Prototipar Recoger feedback de la interacción de clientes reales con el prototipo e integrarlo en el diseño Testear Value proposition canvas Business model canvas Talleres de ideación Exploraciòn de la idea Diseño modelo de negocio Realización de entrevistas Realización de focus groups Empathy maps/customer journeys Técnicas de observación Creación propuesta de valor Customer segment canvas Journey map Asociación de tendencias Need, pains & gains Diseño general Landing page Mock-up MVP Prototipos Metricas Mapeo de stakeholders Talleres de identificación Diseño de entrevistas Modelo de análisis Herramientas D.THINKING Contabilidad de la innovación A/B testing Técnicas de pivotar Sector Scouting/Research SCOUTING Creación del ecosistema Metodologías de observación Metodologías ágiles Detección de tendencias Modelos de scouting Diseño de propuesta de valor a la red
- 28. Observar 28 Generar muchas ideas, identificar oportunidades y refinar la solución Observar y entender a las personas, conocer sus esperanzas y deseos Prototipar y llevar de manera rápida e incremental la idea al mercado IDEAR TESTEAR COMPRENDER Design thinking process DEFINIR PROTOTIPAR IMPLEMENTAR
- 34. The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model
- 39. MKTG PLAN EXECUTIVE SUMMARY - Description of the product or service - Strategic formulation (Mission, Vision, Values): 5 lines Value Proposition Canva, Customer Journey, Biz Model Canva, MVP - Market Research/Study/Environment description: 5 lines Validation process/customer development process TAM/SAM/SOM - Basic Strategy analysis, using SWOT matrix (Premium: any known tool like McKinsey matrix, Strategy Diamond, etc.): one page - Premium: 4C analysis (Company, Competition, Context and Customers/Collaborators) - STP (Segmentation, Targeting and Positioning) and Differentiation: 5 lines Customer Journey - Marketing mix definition (Product, Price, Distribution/Placement, Promotion): 5 Lines Premium: Definition of People, Personal Experience, Promise, Post Sale Service, Processes - Description of the promotion plan describing the budget concepts and its rough investment: half a page - Expected results (Revenues, Gross Margin, Marketing budget, Results after Marketing), that is considering only those concepts managed by the Marketing department: half a page - Risks scenario, Contingencies plan and main recommendations for the plan success: 5 lines. The final paper content should thus be included in maximum 3/4 one-side pages (+ ANNEXES) Requirements in red are FACULTATIVE
- 46. ONE PAGE PLAN
- 48. Total Industry Profit + - $ 0 Market Introduction Market Growth Market Maturity Sales Decline Time Total Industry Sales Leverage = M(aneuver) x R(eturn) Product Life-Cycle: Strategic Leverage Placement Promotion Product Placement Price Price Price Promotion Placement Price
- 49. Product Placement Total Industry Profit + - $ 0 Market Introduction Market Growth Market Maturity Sales Decline Time Total Industry Sales Rivalry Product life-cycle: Rivalry ModerateWin - Win Lose - LoseWin - Lose
- 50. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS