Marketing Plan- Project Management
RedDevilz
AssessementI-MarketingPlanPM.docx
T-1.8.1_v3
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Purpose of the Assessment |
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The purpose of this assessment is to assess the student in the following learning outcomes: |
Competent (C) |
Not Yet Competent (NYC) |
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1.1 Evaluate marketing opportunity options that address organisational objectives and evaluate their risks and returns in the selection process |
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1.2 Develop marketing strategies that address strengths and opportunities within the organisation’s projected capabilities and resources |
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1.3 Develop strategies which increase resources or organisational expertise where gaps exist between current capability and marketing objectives |
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1.4 Develop feasible marketing strategies and communicate reasons that justifies their selection |
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1.5 Ensure strategies align with organisation’s strategic direction |
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1.6 Develop a marketing performance review strategy, incorporating appropriate marketing metrics to review the organisational performance against marketing objectives |
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2.1 Detail tactics to implement each marketing strategy in terms of scheduling, costing, accountabilities and persons responsible |
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2.2 Identify coordination and monitoring mechanisms for scheduled activities |
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2.3 Ensure tactics are achievable within organisation’s projected capabilities and budget |
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2.4 Ensure tactics meet legal & ethical requirements |
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2.5 Ensure tactics provide for ongoing review of performance against objectives and budgets and allow marketing targets to be adjusted if necessary |
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3.1 Ensure marketing plan meets organisational, as well as marketing, objectives and incorporates marketing approaches and a strategic marketing mix |
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3.2 Ensure marketing plan contains a rationale for objectives and information that supports the choice of strategies and tactics |
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3.3 Present marketing plan for approval in the required format and timeframe |
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3.4 Adjust marketing plan in response to feedback from key stakeholders and disseminate for implementation within the required timeframe |
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Assessment/evidence gathering conditions |
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Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment. |
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Resources required for this Assessment |
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1. Computer with access to internet 1. Weekly eLearning notes relevant to the tasks/questions |
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Instructions for Students |
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Please read the following instructions carefully · This assessment has to be completed |X| In class |X| At home · The assessment is to be completed according to the instructions given by your assessor. · Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term. · Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency. · If you are not sure about any aspects of this assessment, please ask for clarification from assessor. · Please refer to the College re-assessment for more information (Student Handbook). |
ASSESSMENT BRIEF AND INSTRUCTIONS
Project/Program Organisation (as a simulated environment): Coca-Cola Amatil (https://www.ccamatil.com/en) is a beverage organisation which has the Australia region’s favourite brands. The organisation is one of the largest bottlers and distributors of non-alcoholic and alcoholic ready-to-drink beverages in the Asia Pacific, and one of the world’s largest bottlers of The Coca-Cola Company range. With around 14,000 employees working in Australia, Indonesia, New Zealand, Fiji, Papua New Guinea and Samoa, the company work as one team to deliver the best every day for beverage consumers, customers, business partners, the communities and to the shareholders who all benefit from their success. The organisation has a rich history that details their origin and purpose of doing business in the region.
The organisation work together across a diverse group of businesses, across six countries, and thanks to the world-class manufacturing and sales capabilities, together with its unrivalled relationships, reach and execution, it attempts to delight millions of consumers everywhere and every day with its leading range of ready-to-drink non-alcoholic and alcoholic beverages, coffee and ready-to-eat food snacks.
As both brand partner and brand owner, the organisation operates across a dynamic mix of markets – all of them different, each of them unique. The company do this safely and responsibly, bringing to life its exceptional range of globally renowned brands and local favourites for all occasions.
The organisation and brand is international in terms of presence but local at heart. Firmly invested in local economies and the communities where it operates, the company’s focus is on building portfolios defined by relevance and choice.
The company several entities but work as one, igniting ideas and innovation across their businesses. Through this it has driven unparalleled levels of shared value for its partners and customers. With access to around 270 million consumers through more than 700,000 active customers, the company’s focus is on today and tomorrow, as it leads, executes and partners to grow and deliver sustainable shareholder returns.
The company’s product range includes carbonated soft drinks, spring water, sports and energy drinks, fruit juices, iced tea, flavoured milk, coffee, tea, beer, cider, spirits and SPC Ardmona and Goulburn Valley packaged ready-to-eat fruit and vegetable snacks and products.
The company is proud of its Australian heritage and the track record of creating and realising possibilities. It never stood still, constantly evolving and adapting to changing markets, consumer
tastes and technology for over a century. And, as the pace of change continues to accelerate, the management see each day as another opportunity to advance the next chapter in the Amatil story.
In all that it does, the firm believes it have passion for its individual businesses and pride in being part of the greater Amatil story. Together this fuels the pursuit of a shared vision: to create millions of moments of happiness and possibilities every day. To learn and gather facts on the vision and values of the organisation please visit https://www.ccamatil.com/en/our-company/our-vision-and-values
History
Coca-Cola Amatil has a proud history as a local manufacturer, with a focus on food and beverage products, across the six countries in which we currently operate, pushing boundaries, blazing trails and creating possibilities, for more than 100 years.
Beginning life in 1904, as British Tobacco Company Limited, the company began diversifying early with the purchase of a printing company in 1909. By 1960, with our strong printing capabilities, it expanded into packaging before a move into the Australian food and beverage industry in 1963. It was during the second World War that thousands of Australians had been introduced to a great new drink by American troops. Of course, that drink was Coca-Cola and by 1965, the brand was a household name. It was then that the face and path of the company changed forever, with the purchase of Coca-Cola Bottlers Pty Ltd in Perth.
In 1977, after more than fifty years trading as British Tobacco, the company became Allied Manufacturing and Trade Industries Limited—or AMATIL Limited, for short. The change of name ushered in a new era for the business. Sensing opportunities beyond the Australian shores, during the late 1970s and early 1980s, we acquired snack foods and Coca-Cola bottling franchises in Europe. Between 1986 and 1989 it acquired further Coca-Cola franchises across Australia as well as the Pacific franchises in Fiji and Wellington along with the Ecks and Deep Spring mineral water brands.
In recognising the focus was on beverages and snack foods the company cast aside other interests, including tobacco. Subsequently, the Coca-Cola Company became a major shareholder and the company became Coca-Cola Amatil. The company’s entry into South East Asia followed soon after with the formation, in 1991, of two strategic joint ventures in Indonesia, and the acquisition of the two major Coca-Cola bottling operations in Papua New Guinea. Over the next decade the firm would further consolidate this position in Indonesia, expanding our operations in Australia, Fiji and New Zealand. As the 90’s came to a close the company split the organisation into two entities, demerging the European interests and creating a new listed European bottler, Coca-Cola Beverages Plc.
In the decade that followed the company also undertook a series of acquisitions in the Australian and New Zealand food and beverage markets, securing many of the wonderful brands it has today.
Including Neverfail Springwater, Peats Ridge Springs, Baker Halls, SPC Ardmona and Grinders Coffee. The company also acquired the Northern Territory Coca-Cola franchise in 2004, positioning us as the sole licensee of Coca-Cola products in Australia.
Fearless in it’s pursuit of new opportunities, in 2006 and 2007, the company added alcohol to its portfolio with premium beers, spirits and Alcohol Ready-to-Drink beverages, commencing its relationship with the company that would later become Beam Suntory. In 2010 the company focussed attention on businesses closer to home, investing in building state of the art facilities at Northmead and Eastern Creek, cementing its place as a leader in beverage packaging and manufacturing. It acquired Paradise Beverages (Fiji) Limited in 2012, closely followed by the establishment of its Australian Beer Company in 2013 – a partnership with the Casella family.
Today the company is one of the Asia-Pacific's largest bottlers and distributors of alcoholic and non-alcoholic ready-to-drink beverages, and one of the world's largest bottlers of The Coca-Cola Company range. The heritage is long and rich, filled with moments of success and of challenge, and as the pace of change continues to accelerate, the organisation see each day as another opportunity to write the next chapter in the Amatil story. This is how it became the Coca-Cola Amatil today and how it will shape the Coca-Cola Amatil of tomorrow, a company that truly believes in possibilities! To watch, learn and gather facts on the history of the organisation please visit https://www.youtube.com/watch?v=QFKsFgS6SMc&feature=youtu.be.
Marketing and Financial Performance
The company’s marketing efforts are not different to other soft-drink manufacturers but as the leader of the soft drink industry the organisation does take pride in developing new and innovative marketing strategies. The organisation’s marketing and financial performance data can be accessed from the current annual report that has been published in their website at https://www.ccamatil.com/-/media/Cca/Corporate/Files/Annual-Reports/2017/CCA181-Annual-Report-2016-low-resolution.ashx. The annual report also provides useful insights to details of their products and services, shareholder and investors’ information, leadership team, and corporate governance.
Organisational Strategy
The Group Strategy is our blueprint for success. It positions the company to capture growth and deliver long-term value. The company is aware that the markets will continue to change. Due to that reason the firm has opted for navigating the changing environment with the three pillars of Group Strategy as its foundation.
This approach is anchored in a strategy defined by three pillars:
LEAD: Strengthening category leadership position
- Leading brands in each major NARTD category in each market
- Up-weighted levels of innovative marketing continually strengthen brand equity
- Evolving portfolio that adapts to changing consumer preference
EXECUTE: Step change in productivity and in-market execution
- World-class customer servicing capability
- Route-to-market that provides customer diversification and real competitive advantage
- Effective leverage of our large-scale, low-cost manufacturing, sales and distribution capability
PARTNER: Better alignment with The Coca-Cola Company and our partners
- Shared vision of success and aligned objectives
- Joint plans for growing system profitability
-Balanced share of risk and rewards
To watch, learn and gather facts on their strategies please refer to the YOUTUBE video at https://www.youtube.com/watch?v=MNlCG4L3lZU
PART-A MARKETING PLAN—70%
Context & Situation:
You are newly appointed marketing manager (Sydney Metro) of Coca-Cola Amatil. Your senior manager has requested you that there had been some additional competitors in the market very recently and your organisation is struggling to cope up with the marketing efforts of those competitors. You have been hired to analyse the current market conditions, analyse the competitors and their marketing efforts, analyse the competitors’ strategies and eventually develop a marketing plan that also includes some strategic marketing directions for the next two years. For the purpose of this assessment you should consider yourself as the Sydney metro regional marketing manager.
As part of your research you may have to access organisational information such as mission, vision, policies & procedures, organisation history, products and services, annual report, customer charter, strategic direction, employment relations, business performance, and scope of business from the organisation’s official website and other relevant areas linked in the organisation details. You will also have to analyse other (relevant) competitors’ using information from Internet research.
PART B- PRESENTATION OF MARKETING PLAN -30%
In this PART, you are required to prepare a presentation on your marketing plan and discuss the critical issues such as organisational details, marketing analysis and strategies. You are also to create a feedback form for your senior manager (Assessor) to provide critiques on the marketing plan. This should be attached to your final submission of the marketing plan. You can have a brainstorming session within your class to generate ideas.
· Your presentation will be a PowerPoint presentation of 15-20 slides. You may not use more than 20 slides.
· Include a list of reference or sources that you may have used to prepare the presentation.
· Marking weights for the presentation is within the marking criteria table.
· You are also required to attach the presentation slides at the very end of the report as APPENDIX section.
Instructions on Submission Requirements:
· You are required to use the template attached in APPENDIX and follow the table of table contents to develop a strategic marketing plan for the project organisation. You are to follow the exact layout of the template and complete all the sections of the template for this Strategic Marketing Plan.
· The template attached in APPENDIX includes a table of contents, the instructions on each task requirements, and the marking weights.
· All sources are referenced comprehensively using the recommended referencing system.
· Overall presentation is professional including spell and grammar checked and use of headings, font size, layout etc
· A marking criteria table (to be completed by the assessor) is also attached for your reference to get idea on the weights for each requirements of the plan.
MARKING CRITERIA FOR THE PLAN (for trainer use only)
The assessor is required to use the marking rubric below to assess the learner performance in each task as mentioned.
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TASK DETAILS |
MARKS ALLOCATED |
MARKS RECEIVED |
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Executive Summary |
3 |
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Introduction |
2 |
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Objectives |
4 |
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Planning Marketing Analysis |
15 |
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Developing Marketing Strategies |
12 |
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Developing performance review |
12 |
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Planning marketing tactics |
12 |
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Creating a feedback form |
4 |
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Reference |
3 |
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Appendix |
3 |
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TOTAL |
70 |
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PROJECT REPORT TEMPLATE
Table of Contents
1. EXECUTIVE SUMMARY
2. INTRODUCTION
3. OBJECTIVES
4. MARKETING ANALYSIS
4.1 Planning marketing analysis
4.2 Evaluation of marketing opportunities
4.3 SWOT Analysis
5. DEVELOPING MARKETING STRATEGIES
5.1 Developing Strategies
5.2 Allocating Budget
6. DEVELOPING PERFORMACE REVIEW
7. PLANNING MARKETING TACTICS
7.1 Tactics Table
7.2 Coordination methods
7.3 Gantt Chart
8. CREATING A FEEDBACK FORM
9. REFERENCE
10. APPENDIX
Task 1
Executive Summary (3 mark)
The Executive Summary is a critical element of any report as it may be the only section of your plan that a busy senior manager from your company may have time to read before you present it, in a work context.
The following points MUST be included in the Executive Summary:
Summary of entire plan including key objectives and strategy highlights
· Projected revenue, profit and market share figures
· Investment required for the Project and projected return on investment (ROI).
The Executive Summary should be one page length maximum.
Task 2
Introduction (2 marks)
This section should provide company background and current vision and mission statements. Check with other stakeholders if the vision and mission statements are still current and supported.
Task 3
Objectives (4 marks)
Task 4
Planning Marketing Analysis (15 marks)
4.1 Planning Marketing Analysis
As a guide, you should at least discuss:
· Definition of the market in which you will be competing
· Market size and outlook for the product/service in the target market (i.e. current size of market [units and values] and likely future trends)
· Market characteristics, including:
· distribution channels for the product or service category (and any barriers to entry)
· prices and pricing practices affecting the category (including government controls) - effect of tariffs, subsidies etc
· Target market behaviour, including:
· market segmentation (i.e. how the market is typically segmented)
· potential target market segment(s) for the product/service
· consumer/customer characteristics (eg demographics, geographic, preferences) - consumer/customer purchasing behaviour.
4.2 Evaluate Coca-Cola’s marketing opportunity options that address organisational objectives. Identify at least 3 marketing opportunity options and explain the risks and returns of each option.
You will need to undertake a Strengths and Weaknesses analysis of the company (in comparison to competitors or its ability to compete), and a separate analysis of Opportunities and Threats in the marketplace. This analysis should be a culmination of the analysis you have undertaken in the Situation, Market, Competitor and Organisation Assets and Skills Sections, and should be drawn from these sections.
You should not introduce significant new information or facts in a SWOT analysis that have not been evaluated earlier in the report. New information introduced into the SWOT without explanation will be contradictory or confusing when viewed against your earlier analysis.
Task 5
Developing Marketing Strategies (12 marks)
5.1 Developing Marketing Strategies
The Marketing Strategy is the 'engine room' of the plan - the 'what, how, when, where and how much' section.
Generic strategy for international business and for marketing should be explained. You should also show how your generic strategy for this SBU fits into corporate strategy.
Target Market(s) should be clearly identified and described, Market Entry strategy explained and justified and Positioning Strategy clearly expressed and explained.
The Marketing Mix Strategy should include sufficient detail to enable robust economic evaluations to be made. As a guide, the following information should be clearly presented and strongly supported and justified:
· Identification and description of the full range of products or services being launched, product benefits, description of packaging, comparisons with competitors
· Pricing strategy (price is the only revenue-generating element of the marketing mix)
· Specific channel choices, channel management strategies, costs associated with establishing and maintaining channels
· Communication strategy, media selection and strategy, other promotion activities, and costs (a detailed promotional budget must be included, which is included below).
· Personnel, Process and Physical Facilities should be considered, even if the product is primarily a physical good
5.2 Allocating Budget
You are given a total budget of $500,000 to implement the marketing strategies. Fill in the table below. You are to allocate the budget in a cost-effective manner to procure maximum output.
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Budget |
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TOTAL |
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Task 6
Develop Performance Review (12marks)
Develop a marketing performance review strategy for Coca-Cola to measure the outcomes of the marketing activities against original objectives or expected outcomes. Complete the table below, incorporating appropriate marketing metrics (KPIs) to review the organisational performance against marketing objectives. Formulate and explain 2 KPI’s for each marketing opportunity options.
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KPI |
Target/ Expected Outcomes |
Marketing Objectives it fulfils |
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Task 7
Planning marketing tactics (12marks)
7.1 Fill out the table below to provide details on the tactics used to implement the marketing strategies you have developed in the previous tasks. Also provide a reasoning for the tactics in terms of the proposed capabilities and budget of the plan. Ensure that the tactics meet the appropriate legal and ethical requirements of the region. Also, mention the person responsible for carrying out the tactics you have proposed.
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Marketing Strategy |
Tactics employed |
Justification (capacity and budget) |
Legal/Ethical requirements |
Personnel responsibilities and accountabilities |
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7.2 For the activities mentioned above, identify methods you would use to coordinate and monitor the activities
7.3 A Gantt chart is a timeline used as marketing plan tool to organise and display how a project will run. It provides the overall timeline line of the project along with the tasks and expected completion date. Fill out the chart below to show the scheduling of the marketing strategies.
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TIMELINE |
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Marketing Tactics |
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Task 8
Creating stakeholder feedback form (4marks)
Scenario: You have finished and presented the marketing plan in front of your organisation and relevant stakeholders. Before the implementation phase begins, you need to check-up with the stakeholders for a general feedback for the plan.
8.1 Create a feedback form to send to the various stakeholders to evaluate the marketing plan. The form should also include:
· Organisation name and logo
· Brief recap on the contents of the presentation
· Area for general feedback and critiques for the overall plan
· Space for critiques and
· Recommendations for amendments
Task 9
Reference (3marks)
A comprehensive list of references must be included. Failure to include this will result in the report not being marked.
Task 10
Appendix (3marks)
Marketing Plan v1.1 Last updated on 11/06/2019 Page 7
