Sample Marketing Plan Template Page 7
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11Appendix C Sample Marketing Plan
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To accomplish its marketing objectives, Star Software should develop bench-
marks to measure progress. Regular reviews of these objectives will provide feed-
back and possible corrective actions on a timely basis. The major marketing objec-
tive is to gain a better understanding of the needs and satisfaction of current
customers. Since Star Software is benefiting from a 90 percent reorder rate, it must
be satisfying its current customers. Star could use the knowledge of its successes
with current clients to market to new customers. To capitalize on its success with
current clients, benchmarks should be established to learn how Star can improve the
products it now offers through knowledge of its clients’ needs and specific opportu-
nities for new product offerings. These benchmarks should be determined through
marketing research and Star’s marketing information system.
Another objective should be to analyze the billing cycle Star now uses to deter-
mine if there are ways to bill accounts receivable in a more evenly distributed man-
ner throughout the year. Alternatively, repeat customers might be willing to place
orders at off-peak cycles in return for discounts or added customer services.
Star Software also should create new products that can utilize its current equip-
ment, technology, and knowledge base. It should conduct simple research and
analyses of similar products or product lines with an eye toward developing special-
ty advertising products that are software based but not necessarily calendar related.
V. MARKETING STRATEGIES
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The marketing plan clearly
A. Target Market(s)
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specifies and describes the
Target market 1: Large manufacturers or stand-alone manufacturing divisions
target market(s) toward which
of large corporations with extensive broker, dealer, or distributor networks
the organization will aim its
marketing efforts. The differ-
Example: An agricultural chemical producer, such as Dow Chemical, dis-
ence between this section and
tributes its products to numerous rural “feed and seed” dealers.
the earlier section covering tar-
Customizing calendars with Chicago Board of Trade futures or USDA
get markets is that the earlier
agricultural report dates would be beneficial to these potential clients.
section deals with present target
markets, whereas this section
Target market 2: Nonmanufacturing, nonindustrial segments of the business-to-
looks at future target markets.
business market with extensive customer networks, such as banks, medical services,
or financial planners
Example: Various sporting goods manufacturers distribute to specialty
shop dealers. Calendars could be customized to the particular sport, such
as golf (with PGA, Virginia Slims, or other tour dates), running (with var-
ious national marathon dates), or bowling (with national tour dates).
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