ADM 2320 Lecture Notes - Lecture 1: Strategic Business Unit, Swot Analysis, Market Segmentation

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16 Mar 2016

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A markeing plan is a writen document composed of an analysis of the current markeing situaion, opportuniies and threats for the irms, markeing objecives and strategy speciied in terms of the four ps. Five step process of developing a markeing plan. Step 1: business mission and objecives: deined by top managers, deine the mission and objecives of the business. Step 2: situaion analysis: evaluate the situaion by assessing how various players, both inside and outside the organizaion afect the irm"s potenial for success. Step 3: idenify opportuniies: markeing managers idenify and evaluate diferent opportuniies by engaging in a process known as segmentaion, targeing, and posiioning. Step 4: implement markeing mix: the four ps. Step 5: evaluate performance by using markeing metrics: evaluaing the performance of the markeing strategy by using markeing metrics and taking any necessary correcive acions. Step 1: deine the business mission and objecives.

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*** THE FOLLOWING FORMAT MUST BE STRICTLY ADHERED TO OR NO REWARDS POINTS ***

Executive Summary (5%)

Company Direction (5%) -

Present Situation
Vision and Mission
Strategic Goals and Objectives

Company Overview (5%)

Legal Business Description
Management Team
Board of Directors (if you have a board of directors)
Strategic Alliances

Product or Service Strategy (20%)

Current Products (or Services)
Days and Hours of Operation
Research and Development
Production and Delivery

Market Analysis (20%)

Market Definition
Customer Profile
Competition
Risks

Marketing Plan (10%)

Sales Strategy
Pricing Strategy
Distribution Channels
Advertising and Promotion
Publicity

Financial Plan written narrative and financial statements (30%)

Assumptions
Summary of Financial Statements
Capital Requirements
Exit/Payback Strategy

Conclusion (5%)

Supporting Documents (part of Financial Plan)

Income Statement (2 years)
Cash Flow Statement (2 years)
Balance Sheet (2 years)

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The release of the Ford Fusion was the culmination of six years of planning, implementation, and monitoring. Top managers established the mission for the new vehicle as âthe most talked about car of 2012.â The three goals for driving this strategy were to (1) become the companyâs highest volume car in order to gain market share, (2) offer customers unparalleled levels of choice, and (3) have green offerings. When Alan Mulally became CEO, he instituted the One Ford Strategy. The One Ford Strategy unites the operations of the company through four clear objectives. The One Ford Plan facilitated the collaboration between marketing and product development for the Ford Fusion project. This ensured the final product was cohesive both in design and market positioning. This collaboration was especially important to the execution of tactical plans for this project. It is not enough to simply create plansâmeasuring the effects of a plan is imperative to successful execution. Ford uses a system called Launch Readiness, which began about two years before the launch with phase 1 or LR1. The operational part of planning is encompassed by LR2, the next phase in Launch Readiness. This phase precedes the Final Status Review. Each of these phases serves as an overall control process for the entire project, and all phases are considered to be milestones that determine the projectâs progress. The results of the Ford Fusion launch exceeded the companyâs aggressive expectations, and these significant results can be attributed the level of planning the company engaged in.

Based on this information above, how did the companywide One Ford Plan contribute to the project-specific Launch Readiness plan? Explain in detail.

Company XYZ operates a chain of bakeries in Canberra thatspecialises in supplying a range of cakes
to restaurants and coffee shops. Major products include lamingtons,scones, and custard tarts. Until
last year, sales levels fairly stable. However, sales have beendecreasing for the last 18 months. John
Brown, the marketing manager of Company XYZ, is worried, and hasvisited major customers to find
out the reasons for their decreasing sales orders. The comments ofthe owner of one of the most
popular Canberra Coffee shops sum up the general response: âJohn,your style of cakes is oldfashioned.
They are not what people want any more. Our customers preferlighter, tastier food. They
want variety and are willing to pay more for high qualityinnovative creationsâ.
At a recent meeting, Brown stated that the company should expandits product offerings, or there
may be no future for the company. Specifically, he believes thatthere are untapped markets for
gourmet pies. The managing director is uncertain; he states: âIreally donât think that we can afford
to invest time and money into fads. We sell cakes, we are not agourmet caterer!â Brown points out
that it is these new items that customers are asking for, so itmakes sense from a strategic point of
view to develop these products. However, the managing director istill uncertain: âI have no idea
whether we are going to make a profit this year, and cash is alwaystight. We donât need strategies, I
prefer to just sell good productsâ.
Slick understands why the managing director is resisting his pleato be more innovative with
products-the bakery has been producing the same line of cakes for30 years. Brown also knows that
there has never been any formal planning undertaken within thecompany, or consideration of
objective or strategies.
Required:
1. John Brown has asked for your help. As the new managementaccountant, prepare a report
for the managing director outlining the advantages of implementingprocess to determine
organisational objectives, strategies and planning systems.
2. What types of information do you think may be of interest toBrown and the managing
director? Consider both financial and non-financial

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ADM 2320 Lecture Notes - Lecture 1: Strategic Business Unit, Swot Analysis, Market Segmentation

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