Your Strategic Marketing Plan is an integral part of your overall business plan, and we can help you pull all of the elements together. Based upon years of working with technology companies who were at various stages of strategic planning, Aistrup Consulting developed our own flexible process to help customers define and develop compelling, actionable marketing plans. We don’t need to re-invent the wheel every time we take on a project—if all you need is a “tune up” on your old plan, we’ll start from there. We write your plans to meet the specific needs of your audience, whether it’s investors, lenders, Board members or your own management. Take the first step toward making that commitment, and call us today to help you develop an actionable Marketing Plan. Conducted a product line optimization to identify low margin products and refocus business development on high profit segments. Developed and wrote funding documentation for clients seeking financing and government grants, resulting in over $20 million of SBIR funding and successful private and public financing rounds.
Trained Marketing and Sales of a Fortune 50 technology firm in Best Practices including strategy and value proposition development, market analyses, competitive intelligence, product life cycle modeling, pricing strategies and product launches. Clarified the value proposition for a disposable medical device, established a new brand identity and ultimately positioned the product as the new industry standard within two years. Conceived and led strategy development for more than 20 early stage technology companies, resulting in first commercial sales, industry awards such as “Startup of the Year” and funding from SBIR, private and public sources.
Strengthened product pricing strategies for management of a renewable energy technology firm, validated with in-depth analysis of competitor financials, distribution, production capabilities, new products and SWOT analyses. Established an aggressive IP licensing program for a biotech company resulting in the company’s first multi-million dollar license agreement with a Fortune 100 medical device company. Licensing and royalty revenues increased from zero to over $50M in 5 years, propelling the company to #20 on Fortune Small Business Fastest Growing 200 List. Managed and negotiated Intellectual Property licenses and agreements with global technology developers in the Printed Electronics industry resulting in two publicly announced agreements. Qualified prospective licensing targets for medical diagnostic technologies, initiated discussions and negotiated terms leading to 3 executed agreements. Watertight Marketing is marketing that supports every step of a buying decision, so that your business achieves long-term sales results.
I was asked to present to the Board of a company where I was new in the role of director of marketing.
Public Relations (PR): to include all your spending on media relations, press releases, etc. This exercise gives you a powerful tool for both designing marketing programmes and allocating your spend. If you have a range of offerings, it may be useful to do this exercise against each of your main products and services. I will follow up tomorrow with examples of typical budget shapes to look for according to the type of buying decision, and the market maturity of your offering.
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Register your copy of Watertight Marketing for FREE to unlock the Member's Area and the powerful companion toolkit. In the past several posts I have stressed the importance of strategic market planning and how it can serve up major benefits to any organization, regardless of the particular industry or business type. In order to achieve all five of these directives it is very helpful to have a strategic planning guide you can use to achieve them. You might think that every business is different from any other business, and therefore a “planning process” would pigeon hole you into a system. Allowing these steps to guide you in your strategic market planning will bring to light the best strategies your organize can employ.
Yet for many B2B marketers, the pricing strategy in their marketing plan is challenging to write; many aren’t even involved in creating their pricing strategy.
There are many factors to consider when developing your pricing strategy, both short- and long-term. Note: You can access guided pricing strategy templates and step-by-step instructions for writing the pricing strategy section of your marketing plan in our marketing planning and management app.
When you offer a truly unique product or service with little direct competition, it can be challenging to establish your price.
When your price, value proposition and positioning are aligned, you’re in the best situation to maximize revenue and profits.
Company C regularly evaluates their competitors’ prices to make sure they’re delivering on their promise. However, if there isn’t a strong market for prestige, this strategy may be the best one for the company long-term. If Company B charges a premium price for an average product, they’ll have a very difficult time generating interest in their it.


Yet Company B may be able to implement a small price increase to raise revenue and profits; it depends how much more its customers are willing to spend. By analyzing price sensitivity and testing different prices, they can evaluate the strength and potential of this new strategy.
If Company C’s prices rise in relation to those of their competitors, sales will plummet – their market is shopping on price, not factors like product leadership or customer intimacy. If Company C cannot maintain its operational efficiency and cost leadership, it will need to develop new products or markets for its existing product.
Their pricing is typically 15% above the competition – they’re the most expensive product in their class. Their demand curve is relatively inelastic, meaning that their market isn’t that sensitive to price.
Much of that results from the carefully selected positioning and branding over the past five years. When they’re behind their sales targets, individual reps are given the green light to discount if needed to meet their sales quotas. Management doesn’t want to get in a price war, but is willing to ensure that they hit their short-term numbers.
Management knows that they could spend more in R&D to differentiate their offering and have greater pricing power, but they haven’t yet committed the budget to do so. The quality of their offering suffers, and they end up providing mediocre service for both markets. By lowering the price of their “prestige” brand to access a new market, Company C has increased its revenue, while reducing its profit margin and damaging its brand. Create a free account in our marketing planning and management web app for step-by-step guidance.
It’s best to define your positioning, create your brand strategy, and identify your distribution channels before you develop your pricing strategy in the marketing plan. For example, if your method for delivering value is product leadership, you shouldn’t discount heavily or compete on price; you should also minimize pricing conflicts with any channel partners. Your price sends a strong message to your market – it needs to be consistent with the value you’re delivering. If your value proposition is operational efficiency, then your price needs to be extremely competitive. If your value proposition is product leadership or customer intimacy, a low price sends the wrong message. Estimate how sensitive your customers are to fluctuations – it will help you determine the right price and volume combination.
Once you’ve finalized your pricing strategy in the marketing plan, it’s time to design your marketing campaigns. The Marketing MO planning app is your behind-the-scenes Chief Marketing Officer, a comprehensive resource that will improve your overall business, whether it’s a consulting practice, start up, or mid-size company.
In the longter term, consumer responsea€”such as purchase rates and beliefs held about the branda€”can be assessed in more detail.
Many foods also spread as some groups of consumers a€?imitatea€? others they see consuming them, and some are encouraged to try new foods based on word-of-mouth communication. Our program isn’t “canned”—instead, we customize how we work with you based on your unique needs and budget. A strategic snapshot of your marketing spending can give you an indication as to whether you’re achieving this. I knew that the implication was for them to assess where budget could be diverted to employ more salespeople because leads weren’t coming in.
You’re not aiming for an even split, and there’s no right or wrong shape to a marketing budget.
The aim of this is to know where you are putting your money against the buying decision so that you can ask yourself if the split is right to support your objectives.
You can use this chart, or charts, to help you plan your mix of marketing techniques, ensuring that you have every task supported.
The Strategic Planning Wheel below provides you with the steps you can follow to effectively plan and execute your marketing program. Although there are particulars to each business the specific planning process can be used for every business assuming the system is solution-neutral.
Learn how to set up, manage and improve your distribution channels with this detailed how-to guide from the experts at Marketing MO. Their consultants come from top schools, and they work with Fortune 100 clients to implement complex, large-scale projects. Their clients are buying the best expertise they can find, and they’re less sensitive to price because they care most about getting top talent. There’s a lot of competition and their product is only slightly better than the alternatives.
They regularly review the market, run promotions, and adjust prices to maintain their competitive position.


Their value proposition is operational excellence and they consistently deliver the same product at a better price.
They hire more consultants, but since they’re charging less per hour, they can’t afford the same top-tier talent. By doing so, you’ll ensure that your pricing reflects your value and reinforces your brand. If you’re perceived as a commodity, you must either change the market’s perception via a new positioning strategy, or compete on price and focus on innovating to keep costs low so you can still make a profit. You’ll be far more effective when considering discount promotions – you’ll know exactly how low you can go and still be profitable.
If your value proposition is operational efficiency, evaluate your competitors on a regular basis to ensure that you’re continually competitive.
When tackling any new marketing task, have confidence that we have your back – with the structure and detail you need to get things done right.
The promotional activities needed for a given product will depend on factors such as its current stage in the product life cycle.
Some strategies may seem brilliant may, under stricter analysis, may be recognized as unrealistic. The next test is then whether this consumer responsea€”such as improved attitudesa€”actually results in increased market share or higher profits.
Some food products have great potential for sales growth through expansion of the customer base. You get to this by looking at the mix of marketing activities you’re using and working out roughly what level of influence they have against each of the six marketing tasks that support the buying decision.
I knew this was because the marketing budget was being spent (without my consent) on client entertainment; restraining lead generation activity.
This avoids the costly mistake of marketing everything to everyone – that rarely serves an organization well in the short- or long-run.
If they’re extremely sensitive, you may be better off at a much lower price with substantially greater volume. Few consumers today are aware of the prickly pear, however, but farmers who grow this cactus plant would like to market it as a way to decrease a€?bad,a€? low-density cholesterol without reducing a€?good,a€? high density cholesterol levels.
For prickly pear growers, simply getting more people to know that their product exists will be a challenge. These objectives need to be reasonably specific and manageable; thus, merely saying that the goal is to maximize profit is not enough. Improving quality, for example, might be achieved either by increased research and development, the use of higher quality materials, or by investing in new manufacturing technology. Even a successful strategy must be frequently re-evaluated to address changing market conditions such as change in competitor strategies, costs of materials, or changes in consumer tastes. Neither is in itself a problem, it just acts as a flag to review what you’re doing in that area to make sure you have your mix right. This serves to highlight any likely peaks or troughs in new business as the impact of the spend comes down stream later on. Once more people know, a significant challenge is going to get more people to actually try the product.
The most appropriate choice will depend on factors such as cost and effectiveness, but may also depend on risk. This strategy appears to have been used in marketing the Hot PocketsA® convenience products.
This may be difficult to accomplish because of the high cost of the product and the vast number of choices of other products that consumers can consume. There may be a new technology that, if it can be perfected, would represent a large breakthrough but also carries a risk that it will not work. A firm might like to reduce costs, improve quality, increase distribution channels, increase awareness, and improve consumer percpetion of the product at the same time. A larger firm may be able to shoulder such a s risk but for a smaller firm, the risk may be prohibitive. If a product category catches on, emphasis may then need to switch to brand differentiation and the firm may need to work on getting consumers to hold favorable beliefs about their brand. However, some of these objectives, such as reducing cost and improving quality at the same time, may not be compatible. Note that as a strategy is considered and potential complicatons arise, it may be necessary to reassess appropriate objectives.
In later stages of the product life cycle, where most consumersa€™ opinions have largely been set, temporary sales increases, usually through price promotions, may be the only realistic objective. The firm may also not have the resources to pursue all the other objectives at the same time.



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