busienss analysis
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1786443708.xlsxMKT Plan Group 4 Task List
| Task | Details | Assigned To |
| Team Leader | Coordinate the activities of the group and consolidate group members input. Distripute information to Group members. Adminsitrative and Clerical duties. | |
| EXECUTIVE SUMMARY | Outlines the strategy and tactics employed in the plan | |
| Done last after the plan has been completed | ||
| Usually about 1 page or less | ||
| Summary of the overall plan | ||
| MISSION STATEMENT | Reflects the vision of the company and provides direction for future. | |
| Normally found on the website | ||
| If your company does not have one – make it up | ||
| Should be short, memorable and meaningful | ||
| SITUATION ANALYSIS | Presents the relevant background data on the market, industry, trends and external and internal environments | |
| MARKET SUMMARY – INDUSTRY ANALYSIS | Be sure to address your ‘industry’ i.e. if your product is a car, you look at the auto industry | |
| ENVIRONMENTAL ANALYSIS | ||
| SWOT (refer to template) | Review page 49 in your text | |
| S = Internal company Strengths | ||
| W = Internal company Weaknesses | ||
| O = External company Opportunities | ||
| T = External company Threats | ||
| COMPETITION | Review competitors both direct and indirect | |
| MARKETING STRATEGY Growth strategy (refer to competitive strategy option & Product market combinations) | This is where your team will decide what growth strategies you want to employ in the plan | |
| From your growth strategies will come your objectives and tactics (4 P’s) | ||
| On page 42 and 43 in your book, several are given | Natoli | |
| There is the Intensive Growth which will be the focus of your plan | ||
| OBJECTIVES | Establish Marketing Goals and Objectives | |
| Goals are qualitative | ||
| Objectives are quantitative | Natoli | |
| Objectives are what you will be MEASURED on at the end of the plan period. | ||
| These are Marketing objectives NOT corporate | ||
| Sample – Increase market share from 50% to 75% | ||
| Develop 2 new products this year | ||
| Do NOT simply use “increase profit by 20%” that is the corporate goal – your job is to plan HOW you will actually DO that. | ||
| TARGET MARKETS | Refer to the 4 ways to segment a market in Chapter 8 in your book. | |
| POSITIONING | Review Chapter 10 on how to craft your brand positioning. | |
| Do a positioning statement. | ||
| MARKETING MIX | ||
| PRODUCT | In this section you will be doing your product STRATEGY – not a description of the product | |
| See Chapter 13 | ||
| What are your 5 product levels? How is your product classified? How is it differentiated? | ||
| PRICE | In this section you will develop your product STRATEGY – not list the price of your product. | |
| See Chapter 16 | ||
| What are your pricing objectives? | ||
| PROMOTION with budget | What will you choose to communicate your product? | |
| Which media? | ||
| Do a budget for your promotion. Give yourself enough to work with. | ||
| See Chapters 19-22 | ||
| DISTRIBUTION | What is your strategy? | |
| How is your product distributed? | ||
| See Chapter 17 | ||
| FINANCIALS | All I am looking for in this section is a sales forecast and maybe a breakeven or other numbers you see as necessary. | Natoli |
| MARKETING CONTROLS | Process of measuring marketing results and adjusting the marketing plan as needed. | |
| IMPLEMENTATION | Implementation strategy that describes specific tasks and the resources needed, who is responsible, and metrics to track success. | |
| CONTINGENCY PLANS | Plans that can be implemented should something happen that negates the viability of the marketing plan. |
Case Study Group 4 Task List
| Group Member Assigned | Case Question # | Case Section |
| Lauren | 1 | Introduction of the problem. State the problem, the reason for writing this case study, clearly and succinctly. In a detective story, the crime happens right at the beginning and the detective has to put together the information to solve it for the rest of the story. In a case, you can start by raising a question. You can, for example, quote someone you interviewed. |
| Fahad | 2 | Background on the company. A company's past can greatly affect the present and future state of the organization. Make sure your case study analysis investigates the company's founding, critical incidents, structure, and growth. |
| Renne | 3 | Identify the strengths and weaknesses of the company. For example, make a list of the value creation functions of the company. For example, the company may be weak in product development, but strong in marketing. |
| Yvon | 4 | Identify the actors. Describe the key players, from the CEO to the plant floor manager, in the study. Provide information on their education, how they got to their current position, their business philosophy and their views and roles in the problem the study is spotlighting. In this section, a strong case study will also describe unique qualities about the person. For example, if the company leader wears Brooks Brothers button down shirts, but works in the Silicon Valley where executives wear polo shirts, put this in the case study. It is a piece of information that speaks loudly about one of the main players in the study. |
| Caroline | 5 | Evaluate the problem or the potential solutions. Make sure this section requires the reader to think critically and analytically about the different paths to take. Make sure to have enough information for a good analysis. Some of the areas you can spotlight can be: corporate level strategy; business level strategy; business strategy implementation and organizational structure. |
| Lauren & Viola | Come to a conclusion. Your case will need a conclusion. Rather than putting in your answer in the case, leave the reader with some more questions. | |
| 1. Do you agree with HubSpot that eh ‘rules of marketing’ have changed? If so, how? Is inbound marketing the answer? Why or why not? | ||
| 2. Is HubSpot finding and serving the right set of customers? Given its position as a start-up company, should it widen its focus to serve any customer that comes its way? Or narrow its target by focusing on either Owner Ollies or Marketer Marys? Or by focusing on either B2B or B2C customers? | ||
| 3. HubSpot has begun to differentiate its products as it has learned more about its customers. Should it do more? Should its pricing strategy change too? Does the software-as-a-service (SaaS) pricing model work for both MMs and OOs? Should HubSpot try to immediately capture more value for either of these customers? | ||
| 4. Are Halligan and Shah Being too stubborn by not doing any outbound marketing? Of should they continue to practice what they preach by focusing on inbound alone? | ||
| 5. Halligan and Shah want HubSpot to be to marketing, what salesforce.com is to sales. What would your plan of action be to make this happen? Why would you take these actions? What keeps you up at night about your plan? | ||
