Marketing Plan Redux

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Information about Marketing Plan Redux

Published on July 13, 2009

Author: abcboston



Whether it's the wide availability of new technologies or the ever fluctuating economy, change is inevitable. It can feel overwhelming to any marketer trying to make the best, most effective choices for their organization. Every organization has limited resources, and choosing how to spend them is among the most important tasks facing arts marketers today.

In this workshop, Deborah Obalil, Principal at Obalil & Associates, will provide participants with the tools to practice 360 degree marketing, synchronizing all your efforts for greatest effect regardless if your budget is $5,000 or $500,000.

Marketing Plan Redux Adjusting for Change Deborah Obalil Obalil & Associates

What is marketing?  It ISN’T “selling” or “telling”  It’s the process by which you come to understand the relationship between your product and the customer.  Vehicle for demonstrating value to the consumer.

Audience Vs. Customer  An Audience is a passive body of spectators; one-sided; short-term.  Customer is a person who buys on a regular basis; active; ongoing relationship; need fulfillment is key to successful sale.

Finds/captures paying customers to support the artistic mission  4 elements:

What are the key Strategic elements of marketing?  Vision  Values

What are the key tactical elements of marketing? Product People Price Promotion Position Place Politics

Your job . . .  Figure out who you are and what you have to offer  Figure out who they (your customers) are and what they need

How does the planning process work? 1. Business Review 7. Tactics 2. SWOT Analysis 8. Channels 3. Environmental Analysis 9. Communications goals/ 4. Quantifiable Marketing strategies Objectives 10. Budget 5. Target Markets 11. Action Plan 6. Strategies 12. Evaluation Plan

How does the planning process work?  Where are we?  What will it cost?  Where do we want to  How will we measure go? progress and when?  How will we get there?  Did we achieve our goals?  What will we say, to whom and how?

Where are we?  Mission/Artistic Vision  Current customers  Potential customers  Environmental Analysis  Competitive Analysis  S.W.O.T. Analysis

Where do we want to go?  What three key objectives should we focus on that are SMART? Socially significant (aka – mission driven) Measureable Attainable Resource appropriate Timely

How will we get there?  What strategies and tactics will we employ that address opportunities uncovered in Section I?  Practice 360° Marketing  How do those learnings apply to:  Product  Promotion  Place  People  Price

360° Marketing  Completing the circle with all customer  Not a single transaction  Builds relationships  Appearing “everywhere” to potential customers  Requires knowledge of target, consistent messaging, timing of strategies/tactics  Allows for efforts to build on one another

What will we say, to whom and how?  Who does the promotions plan target?  What message will motivate them to buy?  Where do they get their messages about leisure time activities/luxury items to purchase?  How do they communicate/learn/connect with others?

Who will do what, when & with what resources?  What can and should we pay for, and what can and should I find pro bono?  Does this growth strategy require finding outside help?

What will it cost?

What will it cost?  6:1 Rule  Spend six times more to acquire new customers than to keep old customers

How will we measure progress and when?  Are the systems in place to track new customers/contacts as we acquire them, and the source of their interest in the organization?  Do we have a process for encouraging their continued interest in the organization?

Did we achieve our goals? What did we learn in the process?  Does our analysis include all six of the Arts Marketing Ps or are we just focused on promotion?  What did we learn about our suppositions regarding new customers that we made in the first section of the planning model?  What did we learn about timing, or internal processes, that could help us in planning or execution of future marketing plans?

Redux Rules  First and foremost know your objective  Why are you doing all this in the first place?  Customer segmentation still matters  Know your targets better than yourself  Evaluation is more important than ever  Not just tracking – analysis too  Listen, listen, listen to your customers  It's not just a transaction – it's a relationship

Your Objective  What is the purpose of marketing within your organization?  Sales  Reputation  Customer experience  All strategic and tactical choices must match the objective

For example  If sales is the objective. . .  Then all communications should ultimately point to a purchase opportunity  If reputation is the objective. . .  Then you need to facilitate the process of spreading the word

The Customer  Who are they, demographic description?  What are their wants, needs, desires, attitudes, interests, barriers, concerns, pressures?  How could you benefit them? Solve a problem?  What, if any, position or image do you conjure in their minds?

Why segment the market? “You may please all of the people some of the time, you may even please some of the people all of the time, but you can’t please all of the people all of the time.” Abraham Lincoln

Why segment the market? “Segmentation is saying something to somebody instead of saying nothing to everybody.” Jay Conrad Levinson Guerilla Advertising

Target Segmentation  Conscious selection of the groups of people, or customers, you will try to please in order to focus marketing efforts.  Identifiable, distinguishing characteristics and behaviors shared by the group.

Defining Your Customer Segment  Identifying  Enriching  Demographics  Interests  Geography  Related behavior  Usage  Personal values  Attitudes, beliefs,  Psychological opinions characteristics  Stated future intentions  Lifestage

How to get the information  General research (US. Census, economic development agencies, small business administration, tourism dept., etc.)  Industry studies (NEA, regional arts service organizations, national arts service organizations)

How to get the information  Your own research  Observations  Informal contact with customers  Surveys (on-line and off-line)  Focus groups

Strong objectives have specific targets  One size fits all doesn’t work  The more detailed your target profile, the better  Remember demographics AND psychographics AND behavior  Analyze size of target, current and potential penetration, resources required to attract them

3 Keys to a Powerful Message  Intimate understanding of the target  Product positioned to address consumer needs and desires  Solid communications strategy

Communications Strategy  Objective - What do you want the communication to do? Raise awareness? Make people buy?  Target - Who am I trying to reach with the message?  Message - The promise; one concise statement

Communications Strategy  Support - The facts and features that support the promise; the reason to believe the message is true  Tone - Feeling inspired by the message; the product’s personality

Find the Communications Strategy in this ad.

Communications Strategy – Freak: John Leguizamo Objective To convince the target to come to see John Leguizamo in Freak. Target Hip young adults, or those who still believe they are (Boomers), who are looking for entertainment on the edge Message John Leguizamo is a hip, one-of-a -kind, off-the-wall comedian who will freak you out . . . and your date as well Support The critics from the biggest New York newspapers (and CBS-TV) were really enthusiastic about him; quotes from Boomer icons Tone Appeal to hip, young, ‘with it’ crowd by reflecting their attitudes and speaking their language. . . and standing out on the page

Exercise – Develop a communications strategy  The Cutting Edge presenting organization is planning a 3-day run of E&K's all-nude, butoh- inspired, 90 minute with no intermission performance piece entitled Waves. Past experience has shown that contemporary visual arts audiences often know more about butoh than performance audiences, though E&K have strong brand recognition in the dance world. The piece will be performed in a non-traditional space that is accessible by T.

Task #2  Apply that communications strategy to an online or social media channel (aka – not traditional print media or radio).  How might your efforts be different given the same communications strategy using different media delivery platforms?

Evaluation more important than ever  Evaluation is tracking plus analysis – not just tracking  Establish “evaluation moments” in your plan from the start  Recognize how all parts of the communications mix relate to the purchase decision process  Establish multiple points of evaluation  Don't wait for the end. . .of your plan, season, campaign

Low budget tracking options  Unique offer codes  Super short surveys  Coupons  Web site analytics  Google analytics  Social Media analytics  – resource on how to use  Twitter search  Social mention  Scout labs (not so low budget)

Did we achieve our goals? What did we learn in the process?  Does our analysis include all six of the Arts Marketing Ps or are we just focused on promotion?  What did we learn about our suppositions regarding new customers that we made in the first section of the planning model?  What did we learn about timing, or internal processes, that could help us in planning or execution of future marketing plans?

Keys to good analysis  Consider all aspects of marketing – not just promotion  Remember to judge all efforts based on achievement of objectives  Measure on-line initiatives through off-line, real world effects

Evaluation Exercise  Develop a tracking and evaluation plan to match your previously developed communications strategy.  What will you measure?  When will you measure it?  Against what objective will you analyze results?

It's about the relationship  ROI improves over the lifetime of a customer relationship  Give it time  Customer experience counts for a lot  Be flexible. . .and willing to lose some control  Listen, listen, listen!

Budgeting  In times of change use zero-based budgeting  Allows for accurate assessment of true customer acquisition costs  Enables target or program specific profit and loss or ROI analysis  Empowers you to drop habitual spending that isn't working anymore  Prepares you to make your case for all areas of spending

Any questions? Deborah Obalil Principal, Obalil & Associates 401.261.3185

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