Marketing Communication Plan Templates

Marketing Communications Plan is the marketing plan which incorporates two or more integrated marketing communications mediums aiming to reiterate the same goals and objectives. Marketing Communications Plans are considered by many professionals as an excellent way to effectively communicate with target audience.
Marketing Communications Plans are generally based on two different frameworks: Marketing Communications Planning Framework and SOSTAC (Fill, 1999).

Marketing Communications Plans consist of the following vital elements:

• Context analysis
• Promotional objectives
• Marketing communications strategy
• Promotional mix (methods and tools)
• Budget schedule
• Evaluation and control"

When writing marketing communications plan it is important to:
1. Set corporate, marketing and marketing communications objectives, which would support and integrate with each other.
2. Develop segmentation, targeting and positioning strategies
3. Develop creative message with which Marketing Communications Plan with communicate with target audience
4. Select and justify one or combination of marketing strategies (push, pull or profile)
5. Develop well-rounded and creative set of promotional mediums and allocate appropriate budget for each medium.
6. Create contingency planning strategy (in case something goes wrong)
7. Set strict set of evaluation and control mediums which would include milestones and continuous evaluation

Please find below links to excellent Marketing Communications Plans available online:
C/M/315. INTEGRATED MARKETING COMMUNICATIONS PLAN FOR ROYAL CARIBBEAN CRUISES LTD
S/M/162. Marketing communication plan: Philips SatinIce UK, and current marketing communications strategy analysis
S/M/158. Marketing Communication Plan for British Airways
S/M/158. Marketing Communication Plan for British Airways
E/M/14. Marketing Communications Plan for Pizza Hut
C/M/180. Internet music search engine Promotion Campaign
C/M/171. Analysis of the 50+ customer group for M&S and brief outline of a promotional campaign
P/M/311. Marketing communication Plan for Direct Lines the breakdown service
S/M/77. Project Management for Marketing Communications Campaign
P/M/289. Marketing Communications Plan for ROYAL DUTCH/ SHELL
S/M/69. Marketing Communications Plan for British Airways (BA)
P/M/269. Marketing Communications Plan for Shell
P/M/262. Marketing Communications Plan for North West Valley Sailing Club
C/M/117. Marketing Communications Plan for Hugo Boss
P/M/252. Marketing Communications Plan for the Introduction of New Product: Smoothie
P/M/139. Marketing Communications Plan for Haagen-Dazs
P/M/130. Marketing Communications Plan for the new degree programme
P/M/133. Marketing Communications Plan for Marks and Spencer
P/M/134. Analysis and development of Marketing Communications Plan for Adidas (US).

SOSTAC Model Of Marketing – step by step

What Is The SOSTAC Model Of Marketing?

SOSTAC Model was invented by Paul Smith, who is a best selling marketing author, international speaker and consultant. He is the originator of SOSTAC ® Planning System used by organisations around the world. Visit: http://www.prsmith.org/

SOSTAC focuses on the six most important elements of any business SOSTAC is an acronym for these six elements: That may look intimidating at first glance. But, each element asks a simple question and provides an easy starting point.

• Situation analysis, asks what the current state of the business is.
• Objectives, helps list an overview of goals for the business.
• Strategy helps provide a “big picture” plan to achieve the goals
• Tactics breaks down the “big picture” strategy into smaller details
• Action helps assign responsibility and deadlines for certain tasks
• Control offers an easy way to track the progress of the plan

Each of these six elements contributes an essential piece of the overall marketing plan. We can also look at it in another manner:

SOSTAC is an Acronym for the 6 basic elements of the Marketing Plan:

• Situation Where are we now?
• Objectives Where do we want to get to?
• Strategy How are we going to get there? – The Big Picture
• Tactics How are we going to get there? – The Detail
• Actions Who is going to do what and when?
• Control How can we control, measure and develop the process?

Each element relates to a key step in the process. Simply work through the Pro-Forma on the following pages step by step and fill in the gaps to suit your business and your goals.
One thing you need to be aware of: (more…)

The 5 Cs of Team-building

“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.” –Andrew Carnegie

Running a company, even if it is a small business, needs a team of committed and capable employees who can get the job done. But a team is not something that happens by itself. The process of team-building teamworkteambuilding-c-9.html) takes time and effort. The end result is to create a work environment in which every person feels like his or her contribution is a vital and valued part of the organization’s success.

We have put together a list of 5 Cs of effective team-building to help you on your way:

1. Clear expectations: One of the key characteristics of a successful team is clear role delineation of every team member – every person has to know the role he or she is expected to play in the company as well as the roles of the other team members. As the business owner, you have to ensure that every employee in your organization clearly understands how and where he/she fits in the organizational structure. Use organizational charts and staff meetings to facilitate this understanding.

2. Channels of communication: Create and maintain open channels of communication CommunicationIntro.htm) with your employees. This must not only be between you and your employees, but also among the staff. Create a working atmosphere such that your employees know that you are always available to listen to their concerns. Also encourage them to discuss genuine issues amongst themselves. Without free and unfettered communication, team-building is only a distant dream.

3. Conflict resolution: Getting a group of people to work together is not a bed of roses. There will invariably be times when the going gets rough and differences come out in the open. Develop conflict-resolution skills among your employees and create a mechanism for grievance redressal, if they can’t resolve their problems on their own. If necessary, arrange for professionals to conduct workshops on this subject.

4. Consequences: Make members feel responsible and accountable for team achievements. Enable them to understand that each individual contribution is a vital piece in the whole picture. At the same time, encourage individual creativity to blossom by instituting a system of rewards and recognition.

5. Celebrating achievements as a team: Give your team-building efforts a fillip by celebrating successes as a group. Since every employee plays an important part in the success or failure of your business, it only makes sense to celebrate your achievements as a team. Depending on the size of the achievement, your celebration can be as simple as a pizza party or as spectacular as a company trip to Hawaii.

Use these tips to ensure that the people who make up your small business work together as a team

Indisputable-Laws- towards the same goal. By empowering and instilling a sense of belonging in your employees, you will have created a successful team
that works hard to achieve the best results for you.

Project managers need to manage Their Boss

Most people have one. Yet attending to their demands and idiosyncrasies can be nerve-wracking. Wise people engage good boss management strategies. After all, bosses are not exalted and invincible gods. They are human beings with special roles and authority as well as the requisite levels of human weaknesses, problems and pressures.

Assess Leadership Style

Recognize leadership skills inherent in your own boss. This assists you to better understand your boss. You also benefit by becoming a better manager.

Leader #1: The Press Leader

These leaders pretend to be drill sergeants. Low self-esteem and a strong fear of failure drives them. They are impressed by outward displays of project management and busyness.rather than by results. The leader treats people as expeditors who obey orders. They tolerate no mistakes. Trivial details snare their energies and attention. They oversupervise and manage by punishment.

How to handle The Press Leader: Quickly discover on-the-job limits. Determine whether your boss is simply tough or ruthless. The tough leader precisely delegates authority balanced with appropriate responsibility. The ruthless one disregards human factors. If you choose to resist the press leader, do it privately, not within view of colleagues. This way your leader will not lose face. Support your position with plenty of evidence. Otherwise you lose.

Leader #2: The Laissez-Faire Leader

This leader abandons staff. These leaders provide little or no support in tough times. They stipulate little of what is expected of employees. They provide virtually no project management guidance on how to accomplish tasks. While the Press Leader may hover over an employee’s shoulder, this leader does nothing to train or guide. The Press Leader overmanages. The Laissez-Faire Leader overlooks.

Managing The Laissez-Faire Leader: The individual who is self-motivated and needs little praise will work well under this type of leader. This leader craves facts such as costs, statistics and research findings. Provide these facts and figures for your boss, while at the same time trying to stress some human elements. Encourage your boss to clarify exactly what is to be accomplished.

Leader #3: The Participatory Leader

The Participatory Leader is adept at communication procedures. Under this type of boss, employees are given precise feedback and recognition when deserved. The Participatory Leader strives to involve employees in the assessment process. He or she is inspirational and innovative. The Participatory Leader customizes the type and amount of feedback required for each employee.

Managing The Participatory Leader: The most effective way of dealing with the Participatory Leader is to feed back the same techniques that he or she uses with subordinates. Keep them informed of what does and does not work. Since this type of leader is interested in results, your opinions will be heeded.

Leader #4: The Develop Leader

This leader goes a step beyond the Participatory Leader. The Develop Leader fosters staff self-esteem, autonomy and competence. Techniques for success are isolated and taught to subordinates as the need arises. The Develop Leader empowers staff and nurtures a feeling of reverence, not in the boss, but in employees themselves.

There is often a high staff turnover rate for employees of develop leaders. But it is a good one because it is upward. Because this type of leader creates such a high level of competence amongst the ranks through professional development and project management, there is always someone to take over when someone moves up.

Keep Your Boss Happy

• Learn what your boss expects and values.
• Strive for high quality results.
• Solve as many problems as possible without the help of your boss.
• Keep your boss informed.
• Be your strongest critic.
• Get regular feedback from your boss.
• Differ with your boss only in private.
• Save money and earn revenue.
• Be a good leader yourself.
• Promote only valuable ideas.
• After all. Your boss is not interested in the storms you encountered, but whether you brought in the ship.

Breaking a task into smaller pieces – WBS (Work Break Down)

Breaking Work into Task-Sized Chunks

When managing projects, it is important to build a WBS — a work breakdown structure. This article, the first in a three-part series, will explain why a WBS is important and show you how to build one. It is excerpted from chapter four of the book Microsoft Project 2007: The Missing Manual, written by Bonnie Biafore (O’Reilly, 2007; ISBN: 0596528361). Copyright © 2007 O’Reilly Media, Inc. All rights reserved. Used with permission from the publisher. Available from booksellers or direct from O’Reilly Media.

When you organize a simple activity like seeing a movie with friends, you probably don’t bother writing out the steps. You just call your friends, pick a movie, get tickets, and buy popcorn without a formal plan. However, for more complex projects—like preparing your income tax return or launching a new product line—identifying the work involved is key to planning how and when to get it done. For example, missing the April 15 deadline can cost you hundreds of dollars in penalties. That new product may make a profit only if you keep costs below $100,000 and get it on the shelves before Thanksgiving. At such times, cost, delivery dates, and other objectives are important.

That’s where a WBS (work breakdown structure) comes in. Carving up the project’s work into a hierarchy of progressively smaller chunks until you get to bite-sized pieces is the first step to figuring out how and when everything will get done. If you’re new to managing projects, don’t panic—you’ve built a WBS before. The movie example in the previous paragraph is actually a simple WBS. The structure of a WBS is much like the system of blood vessels in your body, with the aorta representing the entire project and the smaller blood vessels as progressively smaller chunks of the overall work at each level (summary tasks). The hoards of tiny capillaries that deliver blood to every part of your body correspond to the individual tasks (called work packages) at the bottom of the WBS, which are the smallest chunks of work that you assign to people to complete the project.

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