SOSTAC Marketing Planning Model PPT Slide Template

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A marketing presentation with diagrams and information to visualize the SOSTAC method. Includes PEST analysis, the RACI model, and marketing mix. Download now: https://www.presentationload.com/sostac-powerpoint-template.html Content: - an explanation of the SOSTAC model - examples of all 6 elements of SOSTAC - SWOT Analysis - PEST Analysis - Porters Five Forces - marketing mix - RACI Model - balanced scorecard - reporting diagrams - checklists Your Benefits: - professional quality ""Designed in Germany"" - present using visual language - up-to-date expert content - first-class customer suport - save time and resource - 100% editable and quickly adaptable
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  • 1. PREMIUM POWERPOINT SLIDES Marketing Planning Model
  • 2. SOSTAC MARKETING PLANNING MODEL POWERPOINT TEMPLATE
  • 3. The SOSTAC planning system is one of the most powerful planning models ever developed. Simple yet extremely effective, it contains all the vital elements for the perfect marketing plan. Stuart J Davidson, (Marketing Strategist)
  • 4. IMPORTANCE SOSTAC Model 6 BASIC ELEMENTS S SITUATION ANALYSIS Where are we currently? O OBJECTIVES Where do we want to go? S STRATEGY How will we get there? T TACTICS What actions are needed? A ACTION Who will perform said actions? C CONTROL How can we control, evaluate and develop the process further? SOSTAC was developed by Paul Smith, an international speaker, consultant and marketing author. His model is used by companies worldwide.
  • 5. BASICS SOSTAC - Marketing Planning Model SITUATION ANALYSIS Analysis of current situation: Where are we today? OBJECTIVES Definition of clear goals: Where do we want to go? STRATEGY Strategy development: How do we want to get there? TACTICS Elaborating on the strategy and accurately planning implementation ACTION Implementing the strategy CONTROL Controlling the strategy
  • 6. BASICS The SOSTAC model integrates a wide range of business models.
  • 7. The SOSTAC model integrates a wide range of business models. SITUATIONANALYSIS Analysis of current situation: Where are we today? OBJECTIVES Definition of clear goals: Where do we want to go? STRATEGY Strategy development: How do we want to get there? TACTICS Elaborating on the strategy and accurately planning implementation ACTION Implementing the strategy CONTROL Controlling the strategy BASICS Download at www.PresentationLoad.com
  • 8. STRUCTURE SOSTAC Model TACTICS Detailed planning and clear definition of implementation ACTIONS Implementing the strategy CONTROL Controlling implementation SITUATION ANALYSIS "Where are we currently?" OBJECTIVES "Where do we want to go?" STRATEGY "How do we get there?"SOSTAC
  • 9. SOSTAC STRUCTURE SOSTAC Model Where are we currently? Brand perception Customer input SWOT analysis Where do we want to go? Efficiency– quantified gains Sales – acquire customers and retain targets Service – strengthen customer satisfaction How do we want to get there? Strengthen credibility. Utilize tools. How exactly can we get there? Organize a marketing mix. Organize schedule. Set up a content strategy. Who is responsible for what and when? Outside agencies Resources and skills within the company Responsibilities and structures How can we oversee performance? Conduct customer satisfaction surveys. Establish frequency of reporting. Monitor process of reporting and actions.
  • 10. S – SITUATION ANALYSIS Analysis Analysis findings help initiate targeted actions which, in addition to day-to-day business, have external effects and provide direction for the future. It’s possible to obtain information for strategies and market processing with analytical models, such as: SWOT PEST Porter’s 5 Forces
  • 11. S – SITUATION ANALYSIS Porter’s Five Forces SUPPLIERS This is a placeholder text. This text can be replaced with your own text. POTENTIALNEWCOMPETITORS This is a placeholder text. This text can be replaced with your own text. CUSTOMER This is a placeholder text. This text can be replaced with your own text. SUBSTITUTEPRODUCTS This is a placeholder text. This text can be replaced with your own text. threat from new competitors bargaining power of customers threat from substitute Bargaining power of suppliers Competitive RIVALRY
  • 12. O – OBJECTIVES Defined Targets It is important to clearly document the targeted area. OBJECTIVE QUALITY LEADERSHIP
  • 13. 5 P’SMARKETING MIX O – OBJECTIVES 5 P’s Marketing Mix
  • 14. S – STRATEGY Basic Strategy A detailed action plan is set up to achieve the objective. It should determine whether to expand the product range or continue to optimize existing products. Everything must be documented in writing.
  • 15. Strategic planning is normally long-term. The company must clarify what they are striving for: GROWTH KEEPING CURRENT STATUS REDUCING COMPANY PERFORMANCE S – STRATEGY Strategic Development
  • 16. It’s important to describe the strategy or implementation plan in depth. Therefore, the marketing mix (tools used for achieving the objective) is used. T – TACTICS Detailed Planning
  • 17. T – TACTICS The marketing mix is a set of controllable tools that can be used individually or combined. MARKETING-MIX– 6 P’S PRODUCT PRICE PROMOTION PLACE PERSONNEL PROCESSES quality image brand warranties variants discounts credit bonuses communication Sales PR sales channels (online) shops employees account managers recruiters customer-oriented IT design Download at www.PresentationLoad.com
  • 18. A – ACTIONS RACI Model Who is responsible? Who is accountable? Who is consulted? Who is informed?
  • 19. A – ACTIONS RACI Model – Sample ProjectManager Customer ProductManager Division START END Create Project Plan r c 1/1 1/15 Calculate Costs r c 1/15 3/31 Organize Purchases i a c 1/31 2/15 Set Timetable a r i 2/1 3/15 Process Results i r a 3/15 4/30 LEGEND R = Responsible C = Consulted A = Accountable I = Informed
  • 20. C – CONTROL Reporting To process relevant information and key figures for the company 0 5 10 15 Q1 Q2 Q3 Q4 Product C Product B Product A 8,23,2 1,4 1,2 Q1 Q2 Q3 Q4 0 2 4 6 Q1 Q2 Q3 Q4 Product A Product B Reporting shows if developed plans actually work Countermeasures against faulty developments can be initiated it an early stage
  • 21. C – CONTROL Balanced Scorecard “Which processes do we need to improve to satisfy customers and stakeholders?” INTERNAL PROCESSES “How can we still meet our customer’s requirements in the future and what are the critical success factors? LEARNING & DEVELOPMENT “What do we need to do for our customers to achieve our financial objectives?" CUSTOMER PERSPECTIVE “What do we consider financial success and how can it be measured?” FINANCIAL PERSPECTIVE Mission / Vision Strategy
  • 22. Click here to visit www.PresentationLoad.com DOWNLOAD POWERPOINT SLIDES
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