Marketing: Planning and Strategizing

Sections of This Topic Include

Rules of Marketing: Old Vs. New
Makin’ the Marketing Strategy Happen!
Additional Perspectives on Market Planning

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Related Library Topics

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Rules of Marketing: Old Vs. New

(The following article also addresses public relations -- the opinions in the article apply to both marketing and public relations. Note that many people would assert that public relations is a form of outbound marketing.)

© Copyright Lisa Chapman

What is Marketing? What is PR?

You’ve likely heard it before – in the digital world, “The lines have blurred between Marketing and PR.”

What does that mean? How have the lines blurred? In order to answer these questions, let’s take a look at the OLD versus the NEW rules of Marketing, as proposed by David Meerman Scott in his bestselling book, The New Rules of Marketing and PR.

The OLD Rules of Marketing

The message was delivered ONE-WAY, and CREATIVITY was the secret sauce that commanded the audience’s attention. Among the fundamental concepts of the OLD marketing paradigm:

  • Advertising was the core tool
  • The advertising message was generally crafted to appeal to the masses
  • Advertising INTERRUPTED the audience with a one-way message
  • Advertising engaged campaigns for a defined time period
  • Creators focused on creativity – and award-winning campaigns
  • Advertising and PR were different specialties, run by different people

The OLD Rules of PR

The ultimate goal: Spin a press release to capture reporters’ attention, then get a clip of the story, to show that the message was viewed by the audience.

  • Media comprised the toolbox, in order to get the message out
  • A press release was the core tool
  • Only significant news commanded the attention of the media
  • It was all in “the spin” (or HYPE!)
  • Quotes from third parties were an important element of a press release
  • Press releases were meaningless unless a reporter decided that it was worthy of a story

The NEW Rules of Marketing and PR

Since the internet is now one huge publisher, ANYONE can learn how to create compelling messages and publish them. Getting found online is the science and art. A few of the new rules include:

  • People don’t want “spin” – they want authenticity
  • People don’t want to be interrupted anymore (it’s now called SPAM)
  • People don’t want to be ‘told’ (push marketing), they want to be heard
  • People want VALUE (content), which develops relationship and trust
  • Marketing and PR can reach niche audiences online in a wider variety of ways
  • Content is KING, and stays online, with no end to the campaign

The New TOOLS of Marketing and PR

It’s no longer TV, radio, newspapers, magazines, direct mail, etc. Meaningful, valuable CONTENT is the vehicle that captures audiences’ attention. It is now found on:

  • Websites
  • Blogs
  • Microblogs (Tweets)
  • Social Media platforms (Facebook.com, Myspace.com, etc)
  • Article Directories
  • Videos
  • Podcasts
  • Etc, etc etc!

Makin’ the Marketing Strategy Happen!

© Copyright Tove Rasmussen

Implementing a marketing strategy is a multi-faceted activity. A good marketing strategy is driven by a clear, simple positioning statement. This makes it clear to your employees and market, where the company is superior to the competition. The marketing strategy encompasses the product or service offering, pricing, promotion and distribution – or delivery of the product or service to your customers.

So, the marketing strategy is all-encompassing. It drives product features, time from order to delivery, logistics, research and development, customer services — in short, it drives what is key for all facets of the business.

Consequently, implementing a marketing strategy involves so much more than marketing. It involves the whole company.

How you implement the marketing strategy depends who you are in the organization. Are you the president or the marketing director? If the organization has developed a marketing strategy, both need to be aligned with the strategy, on-board and enthusiastic.

The implementation of the marketing strategy can begin with the development of the marketing strategy. The organization can be involved or informed of the status of the development of the strategy. The input of operations, regulatory and sales can be part of the information that is used to develop the strategy.

Or the strategy can be developed by the management team, and rolled out to the company once it is completed. The extent to which each approach works, depends a lot on the issues involved with the strategy development, the culture of the company, and the buy-in to the plan by the company as a whole.

If, for example, operations was asked for an opinion, it is very important to close the loop, and let operations know what happened to the input. How it was used in developing the plan and, if possible, how the input affected the final strategy that was developed.

If the plan is being rolled out with no input, then it is critical for the department heads to consider the expected response from their teams, and to ensure the potential issues will be addressed. If unexpected issues are raised, it is critical to research these issues and respond to them. However, the key is to effectively demonstrate how the plan is in the interest of each department, in particular, the growth of the company. Information that provides confidence in this result is essential to provide, and an inclusive, enthusiastic, confident tenor of the meeting is important.

However, it is much more than one roll out meeting, or several roll out meetings. Implementation includes the informal discussions in the hall, during chance encounters, in regular meetings. People will absorb the information, and come up with excellent questions that need to be taken into account.

There is, of course, the formal implementation of the strategy as well. It will translate into objectives for performance evaluations, possibly organization shifts and changes.

As the company moves through the changes, focus on gaining some small wins first. This increases confidence in the new strategy and increases momentum. Keep it forefront in the company, stay positive and flexible.

Additional Perspectives on Market Planning

Definition of Strategic Market Planning
Why Does Your Business Need A Good Marketing Plan?
Planning Your Market Strategy
How to Write a Marketing Plan
Market Planning Worksheet
Strategic Marketing Plan
Sample Marketing Plan
Target and Market to Your Audience
Makin’ the Marketing Strategy Happen!
Understand your Buyers’ Behavior: The Key to Effective Promotion

Products and Market Planning
Revisiting and Revamping Your E-Marketing Plan
First Steps to Marketing a Small Business
Top 7 Marketing Trends for 2011
Learning How to Make Market Segmentation Work Again
What Gandhi taught us about business planning
Steve Harrison: Publicity Power
Sample Marketing Plan
Strategic Marketing

Cost Effective Marketing Strategies for your Business - Part One
Cost Effective Marketing Strategies for your Business - Part Two
Cost Effective Marketing Strategies for your Business - Part Three
Cost Effective Marketing Strategies for your Business - Part Four
Cost Effective Marketing Strategies for your Business - Part 5
Cost Effective Marketing Strategies for your Business - Part 6

Marketing Ideas

206 marketing ideas
Planning Ideas
Small Business Marketing: Guide to successful Small Business Marketing
Savvy Tips: Top 10 Online Marketing Strategies


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For the Category of Marketing:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books

Basics, Planning and General Information

Market Research and Trends

Competitive Intelligence

Nonprofit



Basics, Planning and General Information

The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just click on the image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that bubble to get more information, too.



Market Research and Trends

The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just click on the image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that bubble to get more information, too.



Competitive Intelligence

The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just click on the image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that bubble to get more information, too.

Note to nonprofits: Nonprofits "compete" with other nonprofits, too. They compete for funding, attention from their communities and for staff. Also, funders often want to see if their grantees have closely considered whether other nonprofits are already offering the same services in the same areas. So nonprofits should use competitive intelligence, too.



Nonprofit

Nonprofit Program Design, Marketing and Evaluation - Book Cover Field Guide to Nonprofit Program Design, Marketing and Evaluation
by Carter McNamara, published by Authenticity Consulting, LLC. There are few books, if any, that explain how to carefully plan, organize, develop and market a nonprofit program. Also, too many books completely separate the highly integrated activities of planning, marketing and evaluating programs. This book integrates all three into a comprehensive, straightforward approach that anyone can follow in order to provide high-quality programs with strong appeal to funders. Includes many online forms that can be downloaded. Many materials in this Library topic are adapted from this book.

The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just click on the image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that bubble to get more information, too.



Also See

Public Relations -- Recommended Books

Sales -- Recommended Books




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