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LEAD 4300 – Examining the S.O.S.T.A.C Model

Dr. Ray Sylvester

Teaching schedule

 Week / Date  Content  tasks
Week 1 – 3/11/21 Introduction to ‘Strategic Planning’
Week 2 – 3/18/21 Spring Break
Week 3 – 3/25/21 Strategy: What is it?
Week 4 – 4/1/21 Introduction to the SOSTAC planning model
Week 5 – 4/8/21 Examining the SOSTAC planning model
Week 6 – 4/15/21 Resource requirements: 3/4M’s  Task 1
Week 7 – 4/22/21 Cases and application of SOSTAC + 3/4M’s  Task 2
Week 8 – 4/29/21 Open Study  Task 3

Task 1

Submit a 2/3-page paper explaining the extent to which vision, mission and values play a role in your private, physical and professional life. The paper should identify and incorporate examples of successful, unsuccessful and/or potential use and effectiveness of the strategic tools.

Submission: 4/19/26

Task 2

Read, reflect and submit a 2/3-page review related to the following article:

Bakir, A., and Todorovic, M. (2010) A Hermeneutic Reading into “What Strategy is”: Ambiguous Means-End Relationship. The Qualitative Report Vol.15 No.5 pp.1037-1057

Submission: 4/26/21

Task 3

Submit a 4/6-page paper critically appraising the strategic planning model SOSTAC + 3M's. You can use examples to explain whether you believe it to be an effective planning framework.

Submission: 5/3/21

Situation Analysis – Where are we?

Company analysis (Co’s Vision, Mission, Values, resources, sales, mkt. share, profitability)

Competitor analysis (Who? [direct/indirect] What? [differences] )

Consumer analysis (Who? What motivates them? [S.T.P] )

- Consumer segments (Profiles)

- Business segments (Size, structure, location, key personnel)

- Decision making units (Influencers, advisors, deciders, users, buyers, payers)

Market analysis (Geo-demographics, perceptual mapping)

Product analysis (Does anatomy match consumer profile?)

External environment analysis (Tools: PEST, SLEPT, PESTLE, PRESTCOM)

Situation Analysis – Where are we?

Core competencies (S.W)

                                       

Competition (T)                       Customer / consumer (O)

O – Objectives (Where do we want to be?)

Objectives can be assessed at various business levels, namely, corporate, financial, marketing, marcoms and advertising.

Examples:

Corporate : To increase company profits

from x% to y% in z years

Marketing : To increase market share of product A from x% to y% in z months

Marcoms : To increase awareness of product A from x% to y% within z months

The objectives should be hierarchically developed (from the corporate level on), maintaining an integrative approach throughout.

O – Objectives (Where do we want to be?)

SMART                                          SMARRTT 

(Smith and Zook, 2016)            (Pickton & Broderick, 2005)

S – Specific                                S  – Specific

M - Measurable                          M – Measurable

A – Actionable                            A – Achievable

R – Realistic                               R – Realistic

T – Time specific                        R – Relevant

                                                      T – Targeted

                                                      T – Timed

S – Strategy (How do we get there?)

What is the overall direction of the business, whether it fulfils/complements overall marketing and corporate positioning strategy?

Inside out or outside in approach?

Inside-out orientation: Strategy approach founded upon a production (resource dependent) perspective.

Market orientation: Strategy that considers the needs of stakeholders first. It is a determination of an outside-in strategy. 

Strategy

Strategy should adopt a customer (experience) perspective; therefore the nature of the stakeholder is paramount. 

Strategy should always adopt a marketing (needs and wants) concept 

Produce it

Market it

The Marketing Concept

Learn what they want (MR)

Customers

&

Consumers

Company

Sell what they want by satisfying their needs

Strategy Smith and Zook (2016) Acronym of strategy

S – Segmentation (Know the market, how is it broken up?)

T – Target markets (what market & who is your specific customer)

O – Objectives (strategy must fulfil customer-centric and corporate objectives)

P – Positioning (where are you & why)

& 

S – Sequence (what is the sequence or series of stages)

I – Integration (is there full integration within your proposed strategy)

T – Tools (what tools are you going to use)

E – Engagement (How do you effectively engage)

Strategy Smith and Zook (2020) Acronym of strategy

T – Target markets (what market & who is your specific customer)

O – Objectives (strategy must fulfil customer-centric and corporate objectives)

P – Positioning (where are you & why)

Processes – (new processes like CRM or AI)

Partnerships – (strategic alliances, co-marketing or marketing marriages can make marketing more cost effective)

& 

S – Sequence (what is the sequence or series of stages)

E – Experience (does the strategy support the right customer experience? 

E – Engagement (How do you effectively engage)

D – Data (can data be used to add value, or target new customers? Could overlap with processes) Opportunity!

T – Tactics (The details of the strategy)

Tactics are the details and tools of the strategy.

They list what happens, when and for how much.

It can often be expressed as a gantt chart or a similar visual depiction

Jan Feb Mar
xxx
xxx
xxx
xxx
xxx

Strategy and tactical planning

Planning not the same as strategy:

Strategy is the direction, approach and implementation of an organisation’s desired marcom objectives.

Tactical planning is the formalisation of the strategy, into a manageable sequence of activities that are linked, coherent and capable of being implemented in the light of the resources available.

A – Action (Implementation – putting the plans to work)

The action stage reveals the details of ‘tactics’

Detailed project plans are required in order to implement the tactics.

This is the operational end of strategic planning, requiring; attention to detail, good project planning skills, time management, prioritizing, people management skills, an ability to handle pressure and get things done.

Week 1 Week 2 Week 3
X
X
X
X
X

C – Control (Measurement, monitoring, reviewing and modifying)

A plan should identify how it will be monitored and controlled.

One needs to know at an early stage how a plan is working out.

Control systems need to be in place to help monitor all activities

This is where clear objectives can help, since they can be broken down into more detailed objectives covering shorter periods of time.

Quantified objectives State each quantified objective and its time period Means of measuring Sales analysis; no. of responses; surveys Frequency of measurement Daily; weekly; monthly; quarterly; Annually? Accountability Who does it? Cost How much does it cost to measure? Action? Who needs to be alerted if significant variances are found?

SOSTAC

Other planning perspectives: Cooper (1997) ) In Pickton and Broderick (2005) proposes a six stage planning cycle;

Familiarise (Background research)

Hypothesise (Review and define strategic options)

Synthesise and inspire (Agree the strategic course for product)

Optimise (Research creative ideas, deal with weak links)

Evaluate (Pre-testing)

Review (Assessment of results, in terms of sales, awareness & image)

Another planning perspective: Marcoms planning framework (MCPF)

Context analysis

Communication goals

Communication strategy

Communication mix

Implementation, control & evaluation

Scheduling

Resources

Agencies

Market

research

Tools

Media

Content

Corporate goals

Marketing goals

Communication goals

Adapted from: Fill and Turnbull (2016)

Bibliography:

2020

2016