第1章
The Marketing Blueprint: Turning Strategy into Success
When William Luther's "The Marketing Plan" was first published, marketing executives from Fortune 500 companies to small businesses immediately recognized its value. Unlike theoretical marketing texts, Luther's approach is refreshingly practical-a roadmap for creating marketing plans that actually drive results. The book has become required reading in MBA programs nationwide and has been translated into multiple languages. What makes this work particularly powerful is Luther's insistence on thorough market analysis before developing strategies. As former Procter & Gamble CEO A.G. Lafley once noted, "The difference between good marketing and great marketing is the depth of customer understanding." Luther's methodology embodies this philosophy, showing why even brilliant marketing ideas fail without proper foundation.
第2章
Building the Foundation: Marketing's Role in Business Success
Marketing doesn't exist in isolation-it's one component of a comprehensive business strategy. Before launching marketing initiatives, you must confirm you have something customers want, the capability to develop it, functionality that meets promises, no legal obstacles, and profitability potential. Many marketing failures-from New Coke to Apple's Newton-occurred because companies failed to align their offerings with market needs or capabilities.
The foundation of any effective marketing plan is the Fact Book-a comprehensive analysis of four critical market components: market economics, competition, your business, and customers. Market economics determines profit potential through factors like size, growth margins, and barriers to entry. Competition and business analysis identify strengths needed for competitiveness and anticipate competitive reactions. Customer analysis determines how you want your business strengths perceived, forming your positioning statement.
This analysis isn't merely academic-it directly impacts strategic planning, which determines "what are the right things to do." Strategic planning involves selecting markets based on profit potential and required business strengths, envisioning your operation 3-10 years ahead. The business plan then details specific actions for the next 2-3 years to achieve strategic objectives.
The operational plan translates business objectives into functional plans for each company area. Without this foundation, you can't determine which markets to target, which brands to feature, or appropriate marketing expenditures. Your positioning statement-like Wal-Mart's "Brand names at ridiculously low prices"-defines your brand personality and must align with your entire business operation.
The marketing plan itself has six key components: product/service plan, marketing communications, sales plan, customer service plan, research plan, and Internet plan. Companies excel only when all six components work together cohesively-like Nordstrom, whose sales and service personnel are exceptional brand promoters.
Effective planning requires constantly looking beyond your internal operations to market realities. Watch for changing customer demographics, market growth, competitor moves, pricing, technology trends, and disruptive innovations-cheaper, simpler products that initially underperform established offerings but create new markets, as happened repeatedly in the computer disk drive industry.
第3章
Digital Transformation: Strategic Internet Integration
The Internet has fundamentally transformed marketing, offering unprecedented distribution potential for significantly lower costs than traditional marketing channels. However, many businesses make the critical mistake of establishing an online presence merely because competitors are there, without conducting proper strategic analysis. The key challenges in digital transformation revolve around achieving visibility through search engine optimization (SEO) and implementing cost-effective promotional strategies that drive meaningful engagement.
Internet decisions profoundly impact strategic, business, and operational plans across all organizational levels. The Internet's primary advantage lies in its ability to offer global distribution with minimal initial investment-a basic professional website can cost just hundreds of dollars to create and maintain. However, significant obstacles exist, particularly in achieving meaningful visibility in an increasingly crowded digital landscape. Search engines constantly evolve their algorithms and ranking criteria, while promotional strategies like banner advertisements, though widespread, typically achieve only 2% average click-through rates and can quickly become expensive without proper targeting.
Beyond visibility, establishing profitable web operations requires sophisticated marketing strategies and careful consideration of business models. Amazon serves as a compelling case study, generating billions in sales through competitive pricing and vast inventory selection, yet historically struggling with profitability despite its universal appeal and market dominance. In contrast, Dell Computer has achieved remarkable success by leveraging the Internet to offer customized computers at competitive prices, eliminating traditional warehousing costs and middleman markups through their direct-to-consumer model. Small businesses can also find significant success online-Coastal Tool transformed from a local Connecticut hardware store to generating $1.5 million in online earnings by focusing on their specific tool niche and providing expert product knowledge.
When developing your Internet strategy, carefully evaluate several distinct approaches. Transaction-based sites work most effectively for relatively inexpensive products with straightforward sales processes and robust fulfillment infrastructures. Promotional sites may be more appropriate when selling products requiring complex multi-step presentations, high-ticket merchandise, or when lacking established infrastructure or brand recognition. Content-focused sites monetize expertise rather than physical merchandise, building valuable audiences through knowledge sharing before monetizing through advertising space sold to relevant vendors. Customer service websites extend support capabilities while simultaneously reducing operational costs through automation and self-service options.
General Electric's website exemplifies the ideal comprehensive approach to digital transformation, functioning simultaneously as a transaction site for equipment parts and insurance products; a promotional platform for major industrial equipment; a content provider covering diverse topics from dynamic lighting solutions to business relocation strategies; and a sophisticated customer service center. At minimum, organizations should handle customer service operations online and prioritize digital supplier purchasing systems-General Electric pioneered corporate Internet purchasing in 1997, rapidly accumulating $350 million in industrial product purchases within months of launch, achieving 10-15% cost savings through enhanced competitive bidding processes and streamlined procurement operations. This multi-faceted approach demonstrates how strategic Internet integration can transform traditional business models while creating new efficiencies and revenue streams.
第4章
Market Selection: Following the Money
Strategic planning requires a sophisticated approach to identifying and pursuing markets with the greatest profit potential. Rather than viewing markets through the narrow lens of individual products, successful companies analyze them as clusters of customers with shared needs and behaviors. This broader perspective reveals that a single product might serve multiple distinct markets - for example, a smartphone serves both business professionals and casual consumers, each with different requirements and profit potential.
Markets consistently fall into five distinct profiles that determine their attractiveness and required business capabilities:
1. Structurally Unprofitable Markets: Industries like airlines, restaurants, and commodity chemicals where intense competition, high fixed costs, and low barriers to entry create persistent profitability challenges. Even well-managed companies in these sectors struggle to maintain consistent returns above their cost of capital.
2. Potentially Profitable Markets: Sectors currently underperforming due to participants lacking crucial business strengths. Examples include retail banking in emerging markets or electric vehicles in developing countries, where the right capabilities could unlock significant value.
3. Declining Former Leaders: Once-profitable markets that have deteriorated due to technological disruption, changing customer preferences, or new substitutes. Examples include traditional taxi services disrupted by ride-sharing or physical retail stores facing e-commerce competition.
4. Share-Driven Profitable Markets: Industries where profitability correlates strongly with market share, such as consumer packaged goods or industrial equipment. Success requires achieving leading positions through scale economies and distribution advantages.
5. Emerging Growth Markets: New or rapidly evolving sectors with significant future potential, like artificial intelligence, renewable energy, or digital healthcare. These markets often require substantial upfront investment before profitability emerges.
McKinsey & Company's "3 and 4 rule" provides a crucial framework for market participation decisions. This principle states that in mature markets, typically only the top three companies achieve sustainable profitability, with the third-place player needing at least 25% of the leader's market share to remain viable. This insight drove GE's legendary CEO Jack Welch to implement his "number one or number two" strategy, divesting businesses where GE couldn't achieve market leadership.
Resource allocation decisions should follow clear profit potential signals rather than emotional attachments to struggling businesses. The optimal approach involves:
• Increasing operational and marketing investments in markets showing rising profit potential
• Maintaining moderate investment in stable markets where you hold strong positions
• Reducing expenditure in declining markets to harvest remaining value
• Carefully timing entry into emerging markets based on capabilities and resources
When pursuing market share growth, companies must carefully consider cash flow implications. Share gains typically require investments exceeding current market-generated cash flows. Successful strategies identify specific sources for this additional funding, often from mature markets being harvested. For example, Microsoft used Windows and Office profits to fund its cloud computing expansion, while Amazon leveraged retail profits to build AWS.
This disciplined approach to market selection and resource allocation prevents the common trap of spreading resources too thinly across too many opportunities. Instead, it focuses investments where profit potential is highest and company capabilities provide genuine competitive advantage.
第5章
Customer-Centric Marketing: Understanding Needs and Decision Makers
Understanding who your customers are and what they want is crucial for effective marketing. Companies often misallocate their marketing budgets by targeting the wrong audience or using ineffective messaging. For example, Florida colleges wasted recruitment budgets on high school seniors when parents and guidance counselors were the key decision-makers, and Levi Strauss closed half their North American plants because they failed to recognize that cachet, not functionality, sells jeans.
A comprehensive market analysis involves five key steps. The first three define your target audience: segmenting the market, establishing who participates in the purchasing process, and determining the relative importance of individuals involved. The final two steps define your positioning statement: identifying what features customers seek and what features you deliver.
Segmenting the market means dividing it into sections corresponding to different people involved in the purchasing process, each with unique needs and wants. This prevents delivering the wrong message to the wrong person. For consumer marketing, segment by demographics or psychographics; for B2B markets, use SIC codes, job descriptions, company size, or company type.
After selecting your target segment, identify all individuals involved in the buying decision or purchasing process to determine who should receive your promotional material. Many marketing efforts fail because companies make presentations to the wrong people or fail to address all key decision-makers in the process. Use a five-section matrix to identify everyone involved: suppliers to the business, channels of distribution, individuals who sign the purchase order, end users, and individuals who influence the sale.
After identifying everyone in the purchasing process, establish their relative importance to prioritize your marketing efforts. Budget first for the most influential player, then the second most important, and so on until you've depleted your marketing budget. For LeanChem, the VP of Manufacturing ranks highest because he needs assurance of adequate inventory, while The Nerds prioritize IT managers who approve repairs and sign off on payments.
When analyzing features sought, create a matrix showing what different stakeholders prioritize. Each person in the purchasing process typically ranks features differently-the VP of Manufacturing at LeanChem prioritizes adequate inventory, while the Quality Control Manager focuses on meeting company standards. Understanding these differences is crucial for creating targeted messaging that addresses each stakeholder's primary concerns.
第6章
Developing Your Brand Personality: Standing Out in the Market
Effective positioning of your brand-ideally unique, memorable, desirable, and believable-is critical for an effective marketing campaign. Positioning refers to how you're perceived by customers based on your strategies. You need two statements: a positioning statement (how you want to be perceived) and a statement of position (how you're currently perceived). If they match, you don't need a new personality.
Your positioning should surprise the industry and customers with a "Wow!" reaction, requiring right-brain creativity rather than left-brain pragmatism. Don't use the left side of your brain (pragmatic, everyday thinking)-use the right side where creativity resides. Your positioning could offer something faster, less expensive, more aesthetic, more convenient, or more entertaining that enriches customers' lives. Examples include Neiman Marcus for products you yearn for, Bloomingdale's for classy merchandising, and Nike for "Just do it."
Even small businesses like Geek Squad (computer support with agents dressed like 1950s detectives) and Flower Aviation (offering steaks to pilots who refuel) have created unique personalities without spending much money-just using right-brain thinking. Small companies can excel by moving faster and exploiting custom requirements that large companies can't match. HomeChef cooking schools/kitchen stores compete against discount retailers by offering hot cider, cooking demonstrations, and personal interaction with the owner.
When determining your positioning strategy, focus on what you can do that others can't or won't do. Successful companies like Apple and McDonald's became successful by doing something different from the competition. Companies with split personalities confuse customers. Focus on the one thing you do best and promote it consistently. If you're faster than competitors, make that your headline-don't dilute it with secondary benefits. Keep your positioning short and punchy, like Nike's "Just do it" without additional claims.
Your promotional materials must consistently reflect your positioning statement. Kohler exemplifies this with their "The Bold Look of Kohler" ads that visually reinforce their bold personality-like showing beautiful shower stalls in desert settings. Their ads effectively communicate their positioning without requiring customers to read body copy. Everything you do should reinforce your positioning-like Flower Aviation's consistent focus on free steaks, fun atmosphere, and fast service.
Your market position dictates your strategy. Market leaders should act big-run larger ads than competitors, maintain prominent trade show exhibits, and never mention competitors (why give them free publicity?). Leaders should position themselves with the greatest depth of product lines and largest distribution networks to prevent competitors from finding entry points. Number two companies can be profitable but must position themselves as delivering superior benefits to the leader, often through direct comparison (like Avis's successful "We try harder" campaign). Small companies should look for market holes left by larger competitors-as Enterprise did by targeting car repair rentals, eventually becoming larger than Hertz by promising "We'll pick you up."
第7章
Implementing Your Marketing Plan: Tools and Techniques
Your strategic plan establishes the parameters while your product/service plan determines the specifics of your marketing plan, including pricing strategy, market variables for revenue projections, and marketing budget. These elements must align with your overall positioning strategy.
Your pricing must reflect your positioning since positioning determines perceived value, which should equal your market price. Small retailers can't beat giants like Wal-Mart on price, so they must offer something of value that justifies higher prices. Market research can determine this perceived value. Products perceived as "more value than price" gain market share, while those perceived as "less value than price" lose share.
What-if models help determine marketing objectives, strategies, budgets, and projected revenue. Insert market variables like awareness levels, sales coverage, closure rates, and repeat sales to calculate potential outcomes. This approach distributes responsibility beyond just the sales team. The model starts with market size, multiplies by awareness level, conversion rate, and distribution level to calculate first-time buyers (trial). Add repeat sales transactions, multiply by units per transaction and price to get the sales forecast.
Rather than basing marketing budgets on arbitrary percentages of sales or random amounts, set specific objectives for each variable in your what-if revenue model, determine strategies to reach these objectives, and calculate execution costs. This approach is more logical than following industry percentages or arbitrary figures.
In a world where the average American faces 2,500-3,000 commercial messages daily, standing out requires an effective communications strategy. This strategy must target the right audience, identify key decision makers, articulate benefits and supporting features, establish positioning, and deliver a compelling basic selling line. The basic selling line interprets your positioning statement to your target audience, containing the benefit sought by particular decision makers and ideally your brand name.
For maximum reach per dollar, use small ads. However, for persuasion, larger ads work better-a two-page spread has twice the persuasive power of a full-page ad, which has double the impact of a half-page ad. Avoid reverse body copy (white text on black), which can cut readership by 50%. Always create one dominant focal point in your ad to give the eye somewhere to land.
The most effective budgeting method uses reach and frequency calculations rather than arbitrary insertions or percentage of sales. Reach is the unduplicated number of your target audience exposed to your message at least once. Frequency is the average number of times each person sees your ad. The ideal frequency falls between 5-10 exposures.
第8章
Creating Customer Loyalty Through Service Excellence
Customer service represents a major competitive advantage opportunity since overall service performance is so poor across industries. While most companies handle routine client servicing adequately, they fail at addressing questions, solving problems, and using service as a promotional tool. Common failures include hiring based solely on pleasant attitude rather than problem-solving ability, making customers navigate complex phone systems, implementing company-centric policies, treating all customers identically regardless of value, and isolating customer service from marketing functions.
Exceptional customer service requires employees who take action rather than merely offering sympathy. Like the Midwest Express employee who loaned his suit to a passenger with lost luggage or the Nordstrom clerk who refunded money for tires the store doesn't even sell, you need people with outstanding interpersonal skills who listen and communicate effectively. Hire those willing to solve problems creatively, train them by clearly communicating the solutions you expect, and involve your best service people in hiring decisions-they recognize others with similar qualities.
Customer service has regressed from the days when phone inquiries were handled efficiently. Today's cost-cutting measures have led to frustrating phone trees, long wait times, and staff trained on only narrow aspects of the business. A guaranteed way to increase sales: provide a toll-free number answered by the third ring by knowledgeable staff familiar with every aspect of your business. The resulting word-of-mouth will be remarkably positive.
Review all company policies to determine whether they primarily benefit customers or the company. While reasonable payment terms can favor the business, policies regarding order sizes, warranties, customer support, operating hours, refunds, and accounting practices should be customer-friendly. Look for opportunities to differentiate yourself-if competitors offer one-year warranties, consider offering two or three years; if they provide 90 days of support, offer lifetime support; if they close at standard hours, consider extended availability.
Apply the 80/20 rule to customer service-focus special attention on the approximately 20 percent of customers who generate 80 percent of your profit. While maintaining good service for all, offer your target audience additional special services like inventory tracking systems, special ordering procedures, faster shipping, dedicated technical support, or crisis response guarantees. When you convince key customers you'll drop everything to meet their urgent needs, you create unbreakable loyalty.
第9章
Measuring Success: Controls and Market Research
Your Fact Book serves as both repository for market facts needed to develop your marketing plan and record of performance feedback during the plan year. The effectiveness of your current plan and any revisions depends entirely on the soundness of this Fact Book, which in turn depends on your controls and market research.
Controls are how you monitor your measurable objectives. Without measurable objectives for each marketing plan component, you can't determine effectiveness. Remember: if a benefit can be observed, it can be counted and measured. If you're spending marketing dollars without measurable benefits, what justifies the expense?
Some objectives are relatively easy to measure-sales revenue, closure rates, distribution levels, qualified leads, coupon redemption, and point-of-sale displays. A common mistake is recognizing discrepancies but waiting until year-end to address them. When you're off target, immediately either change the strategy or adjust the objective. Otherwise, you waste valuable time.
Before spending on research, exhaust these five free sources: internal company data, trade associations, trade magazines, government resources, and internet searches. Valuable market data often exists within your company but isn't shared across departments. Results from your website, toll-free number, inquiry cards, and coupons provide insights. Enlist your sales team, technical support, and customer service staff as intelligence agents-they have direct customer contact and can provide valuable feedback.
Benchmark studies measure where you stand in your market by interviewing a representative sample (typically 200-1,000 individuals) and projecting results to the entire market. The three main methods are personal interviews, telephone interviews, and mailed questionnaires. Internet-based research saves time and money through four main methods: email, online questionnaires, downloadable questionnaires, and chat rooms.
Communications research determines whether your advertising, sales promotion, and public relations activities are meeting objectives. Marketing professionals often judge communications by their own preferences rather than the target audience's perspective. This disconnect is particularly problematic for consumer advertisers. While the target for mass consumer products is the average person, most marketing decision-makers represent the top 10% in education and intelligence.
Your marketing planning cycle begins with your Fact Book containing information on the four market components: market economics, competition, your business, and customers. Based on this data, you develop your strategic/business plan to select markets with profit potential where you can align all necessary elements. Your positioning statement should be unique, memorable, desirable and believable, with all operational strategies reinforcing it.
Your strategic plan establishes parameters for operational plans, including the marketing plan, which translates positioning statements into recognizable and preferred brands. The marketing loop completes with controls and research-anything offering benefit can be observed, counted and measured. Set measurable objectives for every plan component and feed results back into your Fact Book.
