Ftm Business Template - Health Check Marketing
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Ftm Business Template - Health Check Marketing as PDF for free.
More details
- Words: 2,561
- Pages: 9
HealthCheck Marketing Business Template
What is a Health-Check?
When should you use it?
The Marketing HealthCheck template provides a structured method for assessing the current status of the Marketing area of your business based on industry best practices.
The use of Health-Checks should form part of an annual review of the critical areas of your business. However, ensure that your improvement actions are planned and monitored on a more regular (quarterly) basis. Note that for some teams, the Health-Check will also form part of an external audit or compliance process driven by customers or industry regulators.
Why is it relevant? As industries become more competitive survival is about doing more with less whilst still delivering against customer expectations at a level that exceeds the competition. To achieve this you need to: 1) understand what ‘best practice’ looks like, and 2) understand your current performance –ideally against the competition.
Who needs to be involved? The Health-Check should be completed by all those that are responsible for performance in this particular area of the business, but you must seek the views of all those involved – even if you do not agree with them. Stakeholders may mainly be internal to the business, but ensure that you get an external perspective involving the views of key customers and suppliers.
How should you implement it? Plan the Health-Check carefully and ensure that you get the right people involved early in the process. Gather information through face-to-face interviews where possible, although electronic checklists can enable you to involve a larger group. Gather evidence of performance as you go. Then consolidate the various views and look for areas of inconsistency across different stakeholders, and assess areas of concern. Finally, develop a clear action plan with ownership and timings for getting to green or for improving the score on an individual item.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
HealthCheck Marketing This is a case example based on a fictitious company called TVT – all the data is displayed for demonstration purposes only. For a detailed explanation of what each cell is used for please refer to the Virtual Consultant on the following pages.
ID
Category
Evaluation criteria
1
Marketing 101 – Basic Principles
A
Market focus
B
Score
Status
The organisation is focused on identifying and meeting the needs of clearly defined markets of accessible customers
2
Green
Unique Selling Proposition
The company and its products / services are clearly differentiated in the market place with a clear and succinct Unique Selling Proposition (USP)
3
Green
C
Alignment
Marketing is aligned with all functions to ensure that markets and customers actually experience the differentiated proposition promised by the brand(s)
2
Amber
2
Strategic Marketing
Score
Status
A
Life Cycle Mgt
Market cycles and associated behaviours are understood, and products are managed proactively through each stage
4
Green
B
Portfolio Mgt
Brands and products are actively managed as portfolios, recognising and harnessing the 360 degree SWOT position of the individual elements and the whole
4
Green
C
Segmentation
High growth and high emphasis segments are identified using tools including a Product-Market matrix
5
Green
3
Marketing Mix
Score
Status
A
The four Ps
The four Ps reflecting Price, Product, Promotion and Placement are defined for all key products & service offerings
4
Amber
B
Competitive positioning
The market is constantly monitored in terms of positioning and competitor activity and the marketing mix is adjusted accordingly
3
Amber
C
Sales Alignment
Mix elements in particular promotions and sales channels are aligned to optimise the impact of marketing on key business imperatives
4
Green
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
4
Extended Marketing Mix
Score
Status
A
More P’s and a few R’s
All opportunities and tools to differentiate marketing and to develop Relevance, Relationships, Responsiveness and Receptivity are explored and understood
4
Green
B
Integration
All mix elements are exercised and integrated as appropriate to maximise the effectiveness and return of activities
4
Green
C
Customer Experience and Advocacy
The whole end-to-end customer experience is identified, mapped, monitored and managed to the extent that customers will willingly recommend you and your offering to others
5
Green
5
Digital Marketing
Score
Status
A
Scanning
Developments and trends in New Media, information access and digital technologies are constantly monitored and evaluated in terms of their potential to engage with target markets
1
Red
A
Blending
Messages are tuned to the medium based on an understanding of customer behaviours and preferences
2
Amber
C
Consistency
Brand consistency is maintained across all channels and activities are integrated and audited to maximum return and legislatory compliance
2
Amber
6
Marketing Management: 1. Understand
Score
Status
A
Business Context
All marketing activities have clear goals and objectives, and are aligned to one or more business imperative
3
Amber
B
External Environment
Specific target customer musts and wants are understood and drive local marketing planning
2
Amber
C
Barriers
Resources and constraints, internal and external, that are critical to success are identified and managed accordingly
3
Amber
7
Marketing Management: 2. Develop
Score
Status
A
Marketing Plan
Market plans are created to support product-market initiatives in line with the Marketing Strategy and mix
1
Red
B
Creative Solutions
A process exists for challenging the status quo and generating ‘breakthrough’ ideas
1
Red
C
Stakeholder engagement
Key stakeholders are engaged and committed to marketing strategies and plans
2
Red
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
8
Marketing Management: 3. Execute
Score
Status
A
Tasks & timing
Project and programme management discipline and tools exists to ensure the effective and efficient delivery of marketing activity
4
Green
B
Commitment to excellence
All team members demonstrate a commitment to excellence and /or brand values in delivering marketing activity
5
Green
C
Risk Management
Project and programme issues and risks, including the external environment are actively and routinely managed by marketing teams
5
Green
9
Marketing Management: 4. Review
Score
Status
A
Early indicators
All activities are tracked from inception to ensure on-target delivery
4
Green
B
Re-evaluation
Project and programme outcomes are evaluated effectiveness of strategy in achieving goals and objectives
4
Green
C
Insights & Learnings
All insights and learning’s from projects and programmes are captured and feedback into future strategies and plans
5
Green
10
Evaluation, Metrics & Returns
Score
Status
A
Marketing KPIs
All activities are managed against SMART objectives which in turn relate back to marketing Key Performance Indicators
4
Green
B
Performance reviews
A framework exists to review and evaluate the performance and impact of marketing overall
5
Green
C
RoMI
Return on Marketing Investment (RoMI) is tracked in terms of financial indicators as well as performance against key objectives
3
Amber
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Audit Summary For each element of the checklist add up the scores of the 3 related questions and divide by 3 – this will give you an average score for that specific element. See example below. Element
Score
0
1
2
3
4
5
Improvement Actions
Marketing 101 – Basic Principles
2.3
Need to align marketing with all functions to ensure consistent delivery of key messages
Strategic Marketing
4.3
Marketing Mix
3.7
Extended Marketing Mix
4.3
Digital Marketing
1.7
Need to introduce a structured approach to scanning new digital technologies
Marketing Management: 1. Understand
2.7
Need to implement a process for communicating insights internally
Marketing Management: 2. Develop
1.3
Need to revise marketing plans and get buyin from key stakeholders
Marketing Management: 3. Execute
4.7
Marketing Management: 4. Review
4.3
Evaluation, Metrics & Returns
3.9
Need to review the 4 P’s for key product in line with the new brand strategy
Need to agree a consistent way of measuring Return-on-Marketing-Investment (RoMI)
In the TVT example above, the managers conducting the Marketing Audit have identified that the weakest link is that of the Marketing Management 2. Develop (average score 1.3). The plan would therefore be to focus attention on and improve this area within the business first until it was no longer the weakest link. Once the senior management team has increased confidence that the Platform (in this example) has improved, the next stage would be to focus on the Digital Marketing (1.7) and Marketing 101 (2.3) areas.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Virtual ConsultantTM The Virtual ConsultantTM provides a step-by-step guide to completing this business template. It is worded as a series of questions designed to make you stop and think about this topic in a challenging and creative way – as if a business coach or consultant was sitting next to you.
Health-Check Use the following checklist to assess the current state of your team: Consider each criterion in turn and use the following scoring system to identify current performance: 0 – Not done or defined within the business: unaware of its importance to innovation management 1 – Aware of area but little or no work done in the business 2 – Recognised as an area of importance. Some work done in this area 3 – Area clearly defined and work done in the area in terms of innovation management 4 – Consistent use of best practice tools and techniques in this area across the business 5 – Area is recognised as being ‘best in class’ and could be a reference area for best practice Then reflect on the lowest scores and identify those areas that are critical to success and flag then as status ‘Red’ requiring immediate attention. Then identify those areas that you are concerned about, and flag those as status ‘Amber’ implying areas of risk that need to be monitored closely. In your innovation framework the whole Innovation Process is only as good as each individual element. If one ‘link in the chain’ is weak then the Innovation Process within the company will not operate to optimum efficiency and there is an increased risk of failure. The action plan therefore should be to focus attention and resources on the elements of greatest weakness first, and then to move the whole framework to a level of excellence. This approach optimises the use of resources and sets up a process of continuous improvement.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
HealthCheck Marketing Use the following blank template to address an issue or opportunity within your business or team
Form 1: Detailed Audit ID
Category
Evaluation criteria
1
Marketing 101 – Basic Principles
A
Market focus
The organisation is focused on identifying and meeting the needs of clearly defined markets of accessible customers
B
Unique Selling Proposition
The company and its products / services are clearly differentiated in the market place with a clear and succinct Unique Selling Proposition (USP)
C
Alignment
Marketing is aligned with all functions to ensure that markets and customers actually experience the differentiated proposition promised by the brand(s)
2
Strategic Marketing
A
Life Cycle Mgt
Market cycles and associated behaviours are understood, and products are managed proactively through each stage
B
Portfolio Mgt
Brands and products are actively managed as portfolios, recognising and harnessing the 360 degree SWOT position of the individual elements and the whole
C
Segmentation
High growth and high emphasis segments are identified using tools including a Product-Market matrix
3
Marketing Mix
A
The four Ps
The four Ps reflecting Price, Product, Promotion and Placement are defined for all key products & service offerings
B
Competitive positioning
The market is constantly monitored in terms of positioning and competitor activity and the marketing mix is adjusted accordingly
C
Sales Alignment
Mix elements in particular promotions and sales channels are aligned to optimise the impact of marketing on key business imperatives
4
Extended Marketing Mix
A
More P’s and a few R’s
All opportunities and tools to differentiate marketing and to develop Relevance, Relationships, Responsiveness and Receptivity are explored and understood
B
Integration
All mix elements are exercised and integrated as appropriate to maximise the effectiveness and return of activities
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Score
Status
Score
Status
Score
Status
Score
Status
C
Customer Experience and Advocacy
The whole end-to-end customer experience is identified, mapped, monitored and managed to the extent that customers will willingly recommend you and your offering to others
5
Digital Marketing
A
Scanning
Developments and trends in New Media, information access and digital technologies are constantly monitored and evaluated in terms of their potential to engage with target markets
A
Blending
Messages are tuned to the medium based on an understanding of customer behaviours and preferences
C
Consistency
Brand consistency is maintained across all channels and activities are integrated and audited to maximum return and legislatory compliance
6
Marketing Management: 1. Understand
A
Business Context
All marketing activities have clear goals and objectives, and are aligned to one or more business imperative
B
External Environment
Specific target customer musts and wants are understood and drive local marketing planning
C
Barriers
Resources and constraints, internal and external, that are critical to success are identified and managed accordingly
7
Marketing Management: 2. Develop
A
Marketing Plan
Market plans are created to support product-market initiatives in line with the Marketing Strategy and mix
B
Creative Solutions
A process exists for challenging the status quo and generating ‘breakthrough’ ideas
C
Stakeholder engagement
Key stakeholders are engaged and committed to marketing strategies and plans
8
Marketing Management: 3. Execute
A
Tasks & timing
Project and programme management discipline and tools exists to ensure the effective and efficient delivery of marketing activity
B
Commitment to excellence
All team members demonstrate a commitment to excellence and /or brand values in delivering marketing activity
C
Risk Management
Project and programme issues and risks, including the external environment are actively and routinely managed by marketing teams
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Score
Status
Score
Status
Score
Status
Score
Status
9
Marketing Management: 4. Review
A
Early indicators
All activities are tracked from inception to ensure on-target delivery
B
Re-evaluation
Project and programme outcomes are evaluated effectiveness of strategy in achieving goals and objectives
C
Insights & Learnings
All insights and learning’s from projects and programmes are captured and feedback into future strategies and plans
10
Evaluation, Metrics & Returns
A
Marketing KPIs
All activities are managed against SMART objectives which in turn relate back to marketing Key Performance Indicators
B
Performance reviews
A framework exists to review and evaluate the performance and impact of marketing overall
C
RoMI
Return on Marketing Investment (RoMI) is tracked in terms of financial indicators as well as performance against key objectives
Form 2: Audit Summary Element
Score
0
1
2
3
4
5
Notes
Marketing 101 – Basic Principles Strategic Marketing Marketing Mix Extended Marketing Mix Digital Marketing Marketing Management: 1. Understand Marketing Management: 2. Develop Marketing Management: 3. Execute Marketing Management: 4. Review Evaluation, Metrics & Returns
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Score
Status
Score
Status
What is a Health-Check?
When should you use it?
The Marketing HealthCheck template provides a structured method for assessing the current status of the Marketing area of your business based on industry best practices.
The use of Health-Checks should form part of an annual review of the critical areas of your business. However, ensure that your improvement actions are planned and monitored on a more regular (quarterly) basis. Note that for some teams, the Health-Check will also form part of an external audit or compliance process driven by customers or industry regulators.
Why is it relevant? As industries become more competitive survival is about doing more with less whilst still delivering against customer expectations at a level that exceeds the competition. To achieve this you need to: 1) understand what ‘best practice’ looks like, and 2) understand your current performance –ideally against the competition.
Who needs to be involved? The Health-Check should be completed by all those that are responsible for performance in this particular area of the business, but you must seek the views of all those involved – even if you do not agree with them. Stakeholders may mainly be internal to the business, but ensure that you get an external perspective involving the views of key customers and suppliers.
How should you implement it? Plan the Health-Check carefully and ensure that you get the right people involved early in the process. Gather information through face-to-face interviews where possible, although electronic checklists can enable you to involve a larger group. Gather evidence of performance as you go. Then consolidate the various views and look for areas of inconsistency across different stakeholders, and assess areas of concern. Finally, develop a clear action plan with ownership and timings for getting to green or for improving the score on an individual item.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
HealthCheck Marketing This is a case example based on a fictitious company called TVT – all the data is displayed for demonstration purposes only. For a detailed explanation of what each cell is used for please refer to the Virtual Consultant on the following pages.
ID
Category
Evaluation criteria
1
Marketing 101 – Basic Principles
A
Market focus
B
Score
Status
The organisation is focused on identifying and meeting the needs of clearly defined markets of accessible customers
2
Green
Unique Selling Proposition
The company and its products / services are clearly differentiated in the market place with a clear and succinct Unique Selling Proposition (USP)
3
Green
C
Alignment
Marketing is aligned with all functions to ensure that markets and customers actually experience the differentiated proposition promised by the brand(s)
2
Amber
2
Strategic Marketing
Score
Status
A
Life Cycle Mgt
Market cycles and associated behaviours are understood, and products are managed proactively through each stage
4
Green
B
Portfolio Mgt
Brands and products are actively managed as portfolios, recognising and harnessing the 360 degree SWOT position of the individual elements and the whole
4
Green
C
Segmentation
High growth and high emphasis segments are identified using tools including a Product-Market matrix
5
Green
3
Marketing Mix
Score
Status
A
The four Ps
The four Ps reflecting Price, Product, Promotion and Placement are defined for all key products & service offerings
4
Amber
B
Competitive positioning
The market is constantly monitored in terms of positioning and competitor activity and the marketing mix is adjusted accordingly
3
Amber
C
Sales Alignment
Mix elements in particular promotions and sales channels are aligned to optimise the impact of marketing on key business imperatives
4
Green
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
4
Extended Marketing Mix
Score
Status
A
More P’s and a few R’s
All opportunities and tools to differentiate marketing and to develop Relevance, Relationships, Responsiveness and Receptivity are explored and understood
4
Green
B
Integration
All mix elements are exercised and integrated as appropriate to maximise the effectiveness and return of activities
4
Green
C
Customer Experience and Advocacy
The whole end-to-end customer experience is identified, mapped, monitored and managed to the extent that customers will willingly recommend you and your offering to others
5
Green
5
Digital Marketing
Score
Status
A
Scanning
Developments and trends in New Media, information access and digital technologies are constantly monitored and evaluated in terms of their potential to engage with target markets
1
Red
A
Blending
Messages are tuned to the medium based on an understanding of customer behaviours and preferences
2
Amber
C
Consistency
Brand consistency is maintained across all channels and activities are integrated and audited to maximum return and legislatory compliance
2
Amber
6
Marketing Management: 1. Understand
Score
Status
A
Business Context
All marketing activities have clear goals and objectives, and are aligned to one or more business imperative
3
Amber
B
External Environment
Specific target customer musts and wants are understood and drive local marketing planning
2
Amber
C
Barriers
Resources and constraints, internal and external, that are critical to success are identified and managed accordingly
3
Amber
7
Marketing Management: 2. Develop
Score
Status
A
Marketing Plan
Market plans are created to support product-market initiatives in line with the Marketing Strategy and mix
1
Red
B
Creative Solutions
A process exists for challenging the status quo and generating ‘breakthrough’ ideas
1
Red
C
Stakeholder engagement
Key stakeholders are engaged and committed to marketing strategies and plans
2
Red
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
8
Marketing Management: 3. Execute
Score
Status
A
Tasks & timing
Project and programme management discipline and tools exists to ensure the effective and efficient delivery of marketing activity
4
Green
B
Commitment to excellence
All team members demonstrate a commitment to excellence and /or brand values in delivering marketing activity
5
Green
C
Risk Management
Project and programme issues and risks, including the external environment are actively and routinely managed by marketing teams
5
Green
9
Marketing Management: 4. Review
Score
Status
A
Early indicators
All activities are tracked from inception to ensure on-target delivery
4
Green
B
Re-evaluation
Project and programme outcomes are evaluated effectiveness of strategy in achieving goals and objectives
4
Green
C
Insights & Learnings
All insights and learning’s from projects and programmes are captured and feedback into future strategies and plans
5
Green
10
Evaluation, Metrics & Returns
Score
Status
A
Marketing KPIs
All activities are managed against SMART objectives which in turn relate back to marketing Key Performance Indicators
4
Green
B
Performance reviews
A framework exists to review and evaluate the performance and impact of marketing overall
5
Green
C
RoMI
Return on Marketing Investment (RoMI) is tracked in terms of financial indicators as well as performance against key objectives
3
Amber
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Audit Summary For each element of the checklist add up the scores of the 3 related questions and divide by 3 – this will give you an average score for that specific element. See example below. Element
Score
0
1
2
3
4
5
Improvement Actions
Marketing 101 – Basic Principles
2.3
Need to align marketing with all functions to ensure consistent delivery of key messages
Strategic Marketing
4.3
Marketing Mix
3.7
Extended Marketing Mix
4.3
Digital Marketing
1.7
Need to introduce a structured approach to scanning new digital technologies
Marketing Management: 1. Understand
2.7
Need to implement a process for communicating insights internally
Marketing Management: 2. Develop
1.3
Need to revise marketing plans and get buyin from key stakeholders
Marketing Management: 3. Execute
4.7
Marketing Management: 4. Review
4.3
Evaluation, Metrics & Returns
3.9
Need to review the 4 P’s for key product in line with the new brand strategy
Need to agree a consistent way of measuring Return-on-Marketing-Investment (RoMI)
In the TVT example above, the managers conducting the Marketing Audit have identified that the weakest link is that of the Marketing Management 2. Develop (average score 1.3). The plan would therefore be to focus attention on and improve this area within the business first until it was no longer the weakest link. Once the senior management team has increased confidence that the Platform (in this example) has improved, the next stage would be to focus on the Digital Marketing (1.7) and Marketing 101 (2.3) areas.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Virtual ConsultantTM The Virtual ConsultantTM provides a step-by-step guide to completing this business template. It is worded as a series of questions designed to make you stop and think about this topic in a challenging and creative way – as if a business coach or consultant was sitting next to you.
Health-Check Use the following checklist to assess the current state of your team: Consider each criterion in turn and use the following scoring system to identify current performance: 0 – Not done or defined within the business: unaware of its importance to innovation management 1 – Aware of area but little or no work done in the business 2 – Recognised as an area of importance. Some work done in this area 3 – Area clearly defined and work done in the area in terms of innovation management 4 – Consistent use of best practice tools and techniques in this area across the business 5 – Area is recognised as being ‘best in class’ and could be a reference area for best practice Then reflect on the lowest scores and identify those areas that are critical to success and flag then as status ‘Red’ requiring immediate attention. Then identify those areas that you are concerned about, and flag those as status ‘Amber’ implying areas of risk that need to be monitored closely. In your innovation framework the whole Innovation Process is only as good as each individual element. If one ‘link in the chain’ is weak then the Innovation Process within the company will not operate to optimum efficiency and there is an increased risk of failure. The action plan therefore should be to focus attention and resources on the elements of greatest weakness first, and then to move the whole framework to a level of excellence. This approach optimises the use of resources and sets up a process of continuous improvement.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
HealthCheck Marketing Use the following blank template to address an issue or opportunity within your business or team
Form 1: Detailed Audit ID
Category
Evaluation criteria
1
Marketing 101 – Basic Principles
A
Market focus
The organisation is focused on identifying and meeting the needs of clearly defined markets of accessible customers
B
Unique Selling Proposition
The company and its products / services are clearly differentiated in the market place with a clear and succinct Unique Selling Proposition (USP)
C
Alignment
Marketing is aligned with all functions to ensure that markets and customers actually experience the differentiated proposition promised by the brand(s)
2
Strategic Marketing
A
Life Cycle Mgt
Market cycles and associated behaviours are understood, and products are managed proactively through each stage
B
Portfolio Mgt
Brands and products are actively managed as portfolios, recognising and harnessing the 360 degree SWOT position of the individual elements and the whole
C
Segmentation
High growth and high emphasis segments are identified using tools including a Product-Market matrix
3
Marketing Mix
A
The four Ps
The four Ps reflecting Price, Product, Promotion and Placement are defined for all key products & service offerings
B
Competitive positioning
The market is constantly monitored in terms of positioning and competitor activity and the marketing mix is adjusted accordingly
C
Sales Alignment
Mix elements in particular promotions and sales channels are aligned to optimise the impact of marketing on key business imperatives
4
Extended Marketing Mix
A
More P’s and a few R’s
All opportunities and tools to differentiate marketing and to develop Relevance, Relationships, Responsiveness and Receptivity are explored and understood
B
Integration
All mix elements are exercised and integrated as appropriate to maximise the effectiveness and return of activities
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Score
Status
Score
Status
Score
Status
Score
Status
C
Customer Experience and Advocacy
The whole end-to-end customer experience is identified, mapped, monitored and managed to the extent that customers will willingly recommend you and your offering to others
5
Digital Marketing
A
Scanning
Developments and trends in New Media, information access and digital technologies are constantly monitored and evaluated in terms of their potential to engage with target markets
A
Blending
Messages are tuned to the medium based on an understanding of customer behaviours and preferences
C
Consistency
Brand consistency is maintained across all channels and activities are integrated and audited to maximum return and legislatory compliance
6
Marketing Management: 1. Understand
A
Business Context
All marketing activities have clear goals and objectives, and are aligned to one or more business imperative
B
External Environment
Specific target customer musts and wants are understood and drive local marketing planning
C
Barriers
Resources and constraints, internal and external, that are critical to success are identified and managed accordingly
7
Marketing Management: 2. Develop
A
Marketing Plan
Market plans are created to support product-market initiatives in line with the Marketing Strategy and mix
B
Creative Solutions
A process exists for challenging the status quo and generating ‘breakthrough’ ideas
C
Stakeholder engagement
Key stakeholders are engaged and committed to marketing strategies and plans
8
Marketing Management: 3. Execute
A
Tasks & timing
Project and programme management discipline and tools exists to ensure the effective and efficient delivery of marketing activity
B
Commitment to excellence
All team members demonstrate a commitment to excellence and /or brand values in delivering marketing activity
C
Risk Management
Project and programme issues and risks, including the external environment are actively and routinely managed by marketing teams
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Score
Status
Score
Status
Score
Status
Score
Status
9
Marketing Management: 4. Review
A
Early indicators
All activities are tracked from inception to ensure on-target delivery
B
Re-evaluation
Project and programme outcomes are evaluated effectiveness of strategy in achieving goals and objectives
C
Insights & Learnings
All insights and learning’s from projects and programmes are captured and feedback into future strategies and plans
10
Evaluation, Metrics & Returns
A
Marketing KPIs
All activities are managed against SMART objectives which in turn relate back to marketing Key Performance Indicators
B
Performance reviews
A framework exists to review and evaluate the performance and impact of marketing overall
C
RoMI
Return on Marketing Investment (RoMI) is tracked in terms of financial indicators as well as performance against key objectives
Form 2: Audit Summary Element
Score
0
1
2
3
4
5
Notes
Marketing 101 – Basic Principles Strategic Marketing Marketing Mix Extended Marketing Mix Digital Marketing Marketing Management: 1. Understand Marketing Management: 2. Develop Marketing Management: 3. Execute Marketing Management: 4. Review Evaluation, Metrics & Returns
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Score
Status
Score
Status
Related Documents
Ftm Business Template - Health Check Finance
May 2020 2
Ftm Business Template - Health Check Sales
May 2020 4More Documents from "SofTools Limited"
Ftm Business Template - Health Check Finance
May 2020 2
Ftm Business Template - Innovation Tracker
May 2020 6
Ftm Business Template - Margin Analysis
May 2020 4