2. Learning Outcomes:
0 Define Marketing Planning
0 Explain the role of marketing planning in tourism
marketing
0 Explain the differences between tactical and strategic
planning
0 Explain what the mission statement of an
organisation is
0 Explain the steps involved in strategic marketing
planning
0 Identify the components of the SPENT analysis
0 Explain the BCG, GEC and Ansoff matrix
0 Describe Porter’s generic strategies
0 Explain the contents of a marketing plan

3. New Words:
0 Vision – What we can be.. might do..
0 Goal – achieve something- money, service, products
0 Objective – moving a motive to action – help to get to end
results. WHAT to achieve. SMART
0 Strategies – HOW to get something done
0 Mission statement – there is an end result. (usually just
one mission) Where the company is going towards
0 Strategic planning – long term meet objectives
0 Tactical Planning – short term meet strategies

4. Marketing planning
0 We have 3 things that explain the concept of
marketing planning:
0 Vision, goal and objectives
0 Strategies (chosen routes to achieve our goals)
0 Plans (taking action on how we will move along this
“route” to achieve goals or targets.
What does your textbook say about Marketing Planning??

5. What is Marketing Planning
then?
0 Middleton & Clarke (2001:190) “analysing strengths
and weaknesses in current AND prospective markets;
identifying aims and opportunities; defining
strategies
0 George, R…. “a tourism company that attempts to
analyse its existing resources + environment so they
can use it for future decision-making..”

6. why do Marketers do
marketing planning?
For the Marketer:
0 Get the right targets!!! (thus, the right markets and
segments)
0 Cost effective marketing
0 Look at individual offerings

7. Why do companies need
marketing planning?
0 Companies identify objectives – What do they need to
do, in the market, to achieve goals…
0 Marketing can have an influence on the corporate
mission statement (it might change if it does not say
what the market wants to hear)
0 Let the company focus on internal
strengths/weaknesses - What can internal strengths
do to better marketing…
0 Forces organization to plan for the future (they now
more or less know what trends/decisions are taken)
0 Help the company carry out marketing on a day-to-day
basis – depending on the need in the market
0 Make the company aware of competitors

8. Strategic vs Tactical
strategies:
0 They form different parts of the marketing planning
process
0 They are more or less the same….but…tacticals will
show how strategics will work..

9. Tactical marketing planning
0 Over a shorter timescale (2 – 3 years)
0 How they will achieve their strategy
0 What is going to happen
0 Who will make it happen
0 By WHEN will it happen
0 Tactical marketing plans include the 7 P’s; budgets
and timetables

10. Strategic planning:
0 How will they meet their objectives – how to
eventually reach goals/aims
0 How things will happen in the next couple of years
(usually 3 – 5 years)
0 Analyse the external marketing environment
0 Opportunities or challenges that may arise in the
medium and long term

11. The mission statement
0 It is the benefit or DEAL that the company offers to the client
0 It provides a purpose to company staff – why are they here… to
do what…
0 What the business want to achieve
0 It is BROAD
0 FOCUS on markets
0 Provide INSPIRATION
0 Remember….The mission statement can change after marketing
planning…when the company realise that their current mission
falls on death ears in the market
What can be the MISSION of a tourism organisation?
Mission Statements: Page 86

12. Marketing Myopia
This is when managers fail to recognise the scope of the
business
0 What can happen if you think your business has LOTS
of potential when it is not THAT BIG.. And you start
doing marketing??
0 What can happen if you think you have a medium
business, but actually you have a HUGE business
potential, and you start doing marketing?

13. Marketing Planning process
0 1.Analyse your business.
0 2. Analyse your current market situation, where are
your business in the market?
0 3. What do the company want to achieve by doing
marketing planning?
0 4. How will the company get there (how can we
implement our findings)
0 5. Check effectiveness

14. Marketing Planning Process
0 Step 1: What is this business about?
The mission statement – setting the goal
Step 2: Where are the business now?
Analysis – analyse market, organization and influences
How do we analyse strong and weaker points and
threats or opportunities in the organization?

15. Analysis: Analyse Market
0 BCG growth-share matrix: Based on the idea that there
are a variety of offerings
0GEC analysis
0Porter
0Ansoff
0SPENT – the Macro environment

16. BCG GROWTH MATRIX
(Boston consultancy group)
M =
A M
High Market Share A Low Market Share
R
+ R +
K High Market Growth K High is were there is
This Market Growth
E This is were there is market market
E
T Share x 10 T Share x 0.1
G X(market share) S 5(0.1)=
R High Market Share H 0.5
Low Market Share
O + A +
W Low Market Growth R Low Market Growth
T E
H
MARKET SHARE

17. ICE: BSC GROWTH MATRIX
4 GROUPS:
0 Stars: Market leader offering. Most likely a new
product/offering. High growth rate and high market share
0 Cash Cows: Leaders in mature market so they have great
market share; growth rates are slow but support other
groups
0 Dogs: Weak market share and low growth – so rather sell
or let go of these offerings
0 Problem Children: High growth markets but low
market share. Need lot of investments – spend more
money or let go…

18. Limitations of BCG matrix:
0 Overall market-share is not known
0 Organization still need to find data of each particular
business unit
0 It does not take in account the ever changing market
0 Less meaningful in other industries
0 Does not take in account the inter-relationship of
some offerings (pool + gym…)

19. ICE: SPENT analysis:
0 S – socio cultural
0 P - political
0 E - economic
0 N - natural
0 T – technology

20. GEC analysis:
(General Electric Company)
0 Takes in account more factors that the BSC
0 Market attractiveness: Market growth; shares;
competition; profit;
0 Competitive strengths ( brand, technology;
distribution)
0 Products/offerings are measured according to Market
Growth, Shares, Competitiveness and Profit and
divided into the GEC GRID.
0 A = attractive; I= “in-attractive”

21. CEG GRID
A
A= B C
T
T attractive
R
A
C
T
I D E F
V
E
M
A
G H I
R
K
E COMPETITIVE STRENGHT
T

22. CEG GRID
0A, D, B = STRONG STRATEGIC
AND ATTRACTIVE BUSINESS
0G, E, C = MEDIUM ATTRACTIVE
BUSINESS
0H, I, F = LOW IN OVERALL
ATTRACTIVENESS AND WEAKS
COMPETITIVE ADVANTAGE

23. ICE activity:
0 Market looks very attractive, Competition is Medium
0 Market is not very attractive, Competition is Medium
0 Market is not attractive, Competition is Medium

24. Porter’s generic strategies
0 Porter found that once the marketer has evaluated its
marketing situation, it can choose from one of 3 alternatives:
0 Cost leadership; differentiation; Focus

25. Cost leadership:
Reduce costs
0 Undercut competition
Customers go for budget, low cost product
0 Benefits:
Increase sales + market share
Profitable in a price-sensitive market
Earn high profits from high sales

26. Differentiation:
“superior” perception
Create a consumer perception that product/offering is
superior to competition
Achieved in the following way:
A product that stands out from the rest (cruise liners)
High standard of service – Sabi Sabi Sands 5* lodge
Strong Brand name – good advertising; customer loyalty
programs

27. Focus Strategy:
More on segment less on whole
market
Focus more on a segment in the market than the whole
market, then choose differentiation or cost-leadership
strategy
Less resources and more knowledge of market
Benefit:
Specialization + knowledge of segments that are served

28. Ansoff Matrix
0 Where generic strategies can be deployed – related to
risk that marketers are prepared to take
0 4 broad options: market penetration; market
development; offering development; diversification
Existing New
Existing Market penetration Offerings
development
Market
Market Development Diversification
New
Tourism Offering

29. Market Penetration:
0 Sell more of a product in an existing market
0 Lowest risk option
0 Try and sell more products and hope to “catch”
another market

30. Market Development
0 Look for new markets
0 Sell products in new geographical region

31. Offering Development
0 New offering in existing market
0 Hotel sells accommodation – now also sells leisure
facilities

32. Diversification:
0 New offering + new market
0 Most risky
0 This is ideal to “rejuvenate” a deal that is not growing
anymore

33. Marketing Plan:
0 Executive summary
0 Introduction
0 Situation analysis
0 SWOT analysis
0 Marketing Objectives
0 Marketing Strategies
0 Implementation
0 Appendices

34. Executive Summary:
0 Gives a summary of what the person will find inside
the marketing plat
0 Only key points or most important points are listed

35. Introduction
0 Describe the company
0 Market
0 Product/ service
0 Offering or brand and
0 Problems.

36. Situation Analysis:
0 Internal analysis
0 Customer analysis (who is the customer)
0 Overview (analysis) of company and industry. This
will include intermediaries and suppliers

37. SWOT analysis
0 Looking at the environments (SPENT) and you micro
environment
0 This provides the starting point for strategies

38. Marketing Objectives:
0 What results you want, when you implement the plan
0 What turnover or market share you will have
0 There can be long term and short term objectives

39. Marketing Strategies
0 Product offering plan – what is the product/offering
0 Pricing plan – strategies to get things sold
0 Communication plan – how to inform people about the
product
0 Distribution – how to get the product to the person
0 Physical evidence plan – design of the organisation
0 Internal marketing plan – communicate with employers
0 Relationship marketing plan – How to retain and keep
customers

40. Implementation
0 Decision, finance and control
0 What is going to happen
0 Who will do it
0 When to do it
0 How much will it cost
Set the budget using a specific strategy, like:
Affordable method: based on previous year’s budget
% of sales: Based on sales made
Competitive parity: based on competition’s budget
Objective task and method: Marketing tasks are determined
and charged accordingly

41. Appendices:
0 This include all extra information like data sheets
0 Time tables
0 References