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Although there is agreement on what is strategic marketing plan, not the same as to the number of parts or steps that it possesses. This may differ depending on the nature of the organization concerned. Since most of the issues surveyed are engaged in industrial enterprises, the suggested procedures are more suited to the nature of these organizations.
Lambin, in turn, to structure a strategic marketing plan suggests a number of questions that takes as guidelines for this purpose are these:
- What is the relevant market and what is the strategic mission of the company in this market?
- In the relevant market which is the diversity of products – markets and what are the positions that can be adopted?
- What are the intrinsic appeal of the products markets and what opportunities and threats in your environment?
- By Product – market what are the strengths of the company, its weaknesses and wielded the kind of advantage?
- What hedging strategy and development take and what level of ambition for selecting strategic products – markets that are part of the company’s portfolio?
- How to translate the selected strategic objectives of each level of operational marketing variables: product, price, distribution and promotion?
It is appreciated that the author, who works independently of the strategic dimension of marketing, do not forget the operational dimension, because all kind of strategy that can be implemented in an organization can not be outside you have to take years per year or the annual contribution to the achievement of strategic results to be obtained in the medium term.
The author notes that the answers to these questions are based on a strategic marketing audit and also, “would negotiate a final stage which is to establish a synthesis of selected targets set, the means to achieve them together, the programs specific action to be taken and finally the provisional outturn account activity and for the whole company. “
The reasons that argue these six questions are given:
First, taking into account the order in which the author gives them, that the choice of the relevant market and the strategic mission is a statement of fact within which the company describes your industry and relevant market expresses its basic vocation and its guiding principles on economic and noneconomic also defines its value system. This is doubly important because, relative to the business environment that contributes to the creation of a climate of confidence by explaining the economic and social role of business in society, and in the domestic staff gives the company an understanding of the objectives and a unitary point of view helps create a culture of enterprise.
Second, considering the reference approach the company can claim to practice the strategies.
Third, coverage decisions of the relevant market are closely linked to changing global demand within each product – market and a general form with the attractions that characterize it. Attractive means for the main trends in the form of opportunities or threats, which are facing economic agents operating in such products – markets, and this regardless of the strengths and weaknesses of the company carrying out the analysis. Such opportunities or threats, caused by factors beyond the control of the company, may come from very different backgrounds, mainly in the market, buyers, distribution, competition, changes in the technological, legal, social or ecological .
Fourth, the analysis of the strengths and weaknesses network aims to enable the company to identify the type of competitive advantage which bases its development strategy. Aims to identify their strengths and distinctive qualities, considered important by buyers, and therefore can be valued in the strategy of positioning and communication. The forces will serve as a foundation retained the basic strategy and determine the type of competitive advantage. Positioning strategies and communication is based on identified forces. It is also important to identify the weaknesses of a product or service, as they determine the vulnerability of the company. The weakness can come from many different factors, some of them may be related to the size of the company.
Fifth, define your target is one thing, knowing how to get it is another. Same goal can be reached in multiple ways, but their success depends on the characteristics of market and competitive situation. It is therefore important to specify the general guidelines to follow, based on information gathered by audits or marketing diagnoses made.
Sixth, the description of the strategy to follow is a general approach to be translated into specific actions to take for each of the components of the marketing effort and means to enable such actions. Such means include human resources, an action plan and budget.
Regarding the last stage, Lambin reasons are based on the fact that the realization of a goal presupposes the availability of human resources, competent and operate in an adapted structure. The plan may provide in this regard to recruitment of staff with skills not available in the Company or any training program and improvement of existing tables. You can also propose an adaptation of the structure of the company. The action program includes a detailed description of actions taken to implement strategy. This is accompanied by a timetable and a description of the responsibilities and duties of each in its realization. This action program will result in a marketing budget, upon approval of the general direction constitute a commitment of expenditure.
- Executive Summary: A summary of the proposed plan for rapid review by management.
- Analysis of the current situation of marketing: market presents relevant data, product, competition, distribution and micro environment
- Analysis of threats and opportunities, identifies the main threats and opportunities, strengths and weaknesses, and major key issues facing the plan.
- Objectives: To define the objectives that the plan is to achieve in relation to sales volume, market share and profits.
- Marketing Strategies: Marketing presents guidelines to be used to achieve the objectives of the plan.
- Action Program: provides answers to questions like: What will be done? Who will? When will? What will it cost?
- Statement of benefits and expected losses, expected financial results predicted by the plan.
- Control: indicates how the plan will be monitored.