Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Market Research Plan Templates (MS Word) - This Market Research Template Pack includes 12 templates (10 Word + 2 Excel). Features This template pack includes: Market Plan Template (16 pages) Use this template to capture Why You Need Research, Who You Want to Target, How to Plan, Collect Data, Analyze Data, Report Findings, and Make Decisions.
Market Research Templates: Table of Contents The Market Research Plan (MS Word, 16 pages) contains the following chapters.
Who are your current customers and potential customers What do I really know about them Where do they live Do they prefer to shop online or offline What do they want to buy What is their average income What’s the disposable income What type of products do they have (Skoda), like to have (slightly bigger Car), and aspire to having (BMW) How much are they willing to pay for my products Can they find my products where they go shopping If not, why What do they think of my business Do they think we’re reliable, trustworthy, good value How does my business compare with my competitors Moving Targets Marketing Research deals with moving targets.
In this piece, we’ll explain how product documentation can help you meet launch goals and empower your customer-facing teams and end users.
According to Julie Hall and Joan Schneider, both Partners at Schneider Public Relations, a lack of communication and planning can be linked to the top reasons products fail. Luckily, a carefully created product launch plan can help address all of these issues by aligning departments with both strategy and execution.
Serial entrepreneur and Forbes author, Matt Clark reiterates that every successful product launch starts with a launch plan and calendar.
This detailed document can also be interpreted as a Go-To-Market strategy, which is the overall battle plan for your product. It’s important that your Go-To-Market strategy thinks about all marketing channels with a focus on customer segmentation.
Therefore, your product launch document should explain your launch goals, identify the most valuable segments, and lay out a plan of execution. Sales Goals  — These are probably the easiest to define since you already have sales expectations. Prospect Goals — Defining the number of prospects is especially helpful if you have a long sales cycle.
Customer Upsell Goals — Companies with existing products can use this to gauge relevance of new products to existing customers.
Product Defect Goals: Communicate clearly with development and QA so customer satisfaction (and therefore revenue) isn’t damaged.
To best achieve your launch goals, focus your launch messaging on the MVS (minimum viable segment) who have the same problems you seek to solve. As you can see above, the right MVS will give your new product the best chance at being adopted by the right people. For example, Google doesn’t just release updates — it’s changing the way the world finds information.
Payment device startup, Coin, is the poster child for targeting an MVS with the right messaging. For more information on how early-stage products should focus on the MVS, check out our Guide to Minimum Viable Products. Make sure your product launch plan includes a section naming the DRI — directly responsible individual. According to Chris Guillebeau, New York Times bestselling author of “The $100 Startup,” a checklist helps make sure nothing slips through the cracks. Janine Popick, Founder of VerticalResponse, ensures her company’s launch checklist covers all department responsibilities down to the day.
If you want to play it safe, you could do a soft launch near the end of the week and not announce until Monday (allowing yourself the weekend to resolve issues). Once you finish your product checklist, you’ll have clearer visibility to keeping your Go-To-Market strategy on track. Product launch communications should be a two-way street — you need to inform your customers just as much as your internal teams.
It helps if the content you create for product launches serves the dual purpose of informing customers and sales teams. Below, we’ll show how a launch FAQs, demo videos, and case studies help fulfill this dual purpose.
Compared to the traditional method of heavy manuals, a launch FAQ portal can be a much more scalable and user-friendly solution. To assist with promotions, you can also create a subsection specifically for bloggers and media to answer questions such as “What’s the big picture?” “How are we different?” and “What’s the business model?” The Hulu portal example above is an excellent method to structure different questions for different audiences. Neil Patel, cofounder of KISSMetrics, emphasizes that  the most important part of a demo video is the script rather than video quality. Articles on the Small Business Financing Sources, the Small Business Loan Basics, small business loans Checklist and SBA Loans are incredible sources of knowledge for the small business owner.
Credit Report and Credit Score Analysis, how to Read a Personal Credit Report and all about Business Credit cover the intricacies of credit and are required reading for everybody. The Business Loan Application covers every item you will need in your loan package and tells you how to get approved for business loans.
Notes and Disclaimers: All information presented on this website is for informational purposes only. TweetScoop.itDuring a market research process lot of information is gatehered and organize this information might be a hard task.

In a Market Research process you need to gather information about markets or customers and it is a very important component of any business strategy plan. During a Market research process you can gather information, then analyze this information and determine the trends. Top market research companies include Nielsen, IMS Health Inc., Kantar group, Westat, Arbitron, Ipsos and other.
Market Plan Brief Template (6 pages) Use this document to brief Consultants on your Market Research requirements.
Specific reasons included poor timing, lack of planning for post-launch, and confusing product messaging. For a lean launch plan with helpful pointers, check out Demand Metric’s product launch plan.
To stay realistic, Clark recommends that your product plan can work backwards from the launch date to detail every step along the way. Identify all buyer personas and understand who will play (Actors) what part in what stage (Scene) of the sales cycle.
Example: We expect 12000 site visits and 15 news sites to pick up our press release within 90 days of launch.
Make sure you work closely with marketing to define prospects so the sales team gets better quality leads.
The “minimum” refers to a niche small enough for you to completely dominate while the “viable” denotes that they want a product you can deliver.
Usually, members of the MVS are tightly knit and communicate via community forums or online groups.
Don’t just release features, make sure you communicate how you’re improving the customer’s life. Its device’s November 2013 debut on crowdfunding site Kickstarter earned $50,000 in 47 minutes.
Apply the same elegant thinking towards your overall Go-To-Market strategy and you’ll trim more fat while selling more products to people who will spread the word. Demand Metric has a user-friendly launch checklist that also automatically populates a Gantt chart to keep everyone on track. As you approach launch, he advises signing up for all marketing and sales email notifications and buying the product multiple times to ensure smoothness. If you want to make a big splash, consider going live with everything on a Monday or Tuesday. Pragmatic Marketing found that customers are increasingly self-sufficient as 95 percent of buyers purchased from companies who provided ample content, yet customers could only find relevant content 42 percent of the time.
Launch content can be a great selling tool since reps learn about what appeals to customers and can repurpose the material for lead nurturing. You can create the content from top issues found during beta testing and update the content based on customer feedback loops. Demo videos are inherently multi-purpose since they easily inform the press, potential customers, and sales reps alike. Just like the FAQ portal, you can base your script on beta feedback to answer recurring frustrations and objections. However, if you are preparing a presentation on market research you may be interested to use some nice awesome PowerPoint diagrams and figures to impress your audience and get the most from this research.
You can use the following market research diagram or illustration to describe the market research plan as a Do Plan act Check diagram. However, there is a subset overlapped between these two concepts including competition analysis, pricing analysis, product attributes, demand estimation, etc.
If you need more ideas how to use this template, you can combine this diagram for Market Research with other Market Research Surveys to make a PowerPoint presentation. 10 Free Templates including Brand Loyalty Survey, Competitor Analysis, Demographic Comparison, Demographic Profile, Industry Analysis Checklist, Market Planning Checklist, Cost Analysis, Market Research Spreadsheet, Market Survey, and a Project Plan. Finally you launch, and as you watch it disappearing through the clouds, it finally hits you that it’s completely out of your hands. Whether you’re part of a large launch team or a solo entrepreneur, a documented launch process can save you time, sanity, and even your product. For more detail, Growth Technical Marketing has a launch plan that walks you through every step. You need the clearest picture of success since your goals frame the purpose of your product. The team developed crisp messaging to go after a segment ignored by big payment processors — millennials tired of carrying multiple credit cards — and targeted them online where they spend the most time. The circular and layered diagram for PowerPoint contains a nice diagram style with different colors for the levels and labels including Potential Product, Augmented Product, Expected Product, Basic Product and Core Benefits.
Strategic PlanningViews: 5666 If you are intrigued by the potential of strategy innovation for your company, be aware that you will not get it from your current strategic planning process. Heuristic (discovery-driven)CreativeStrategy innovation requires a creative process, not an analytical one. Please seek the advice of professionals, as appropriate, regarding the evaluation of any specific information, opinion, advice or other content.

It requires people to listen to customers in new ways, design new types of products, and envision strategies for markets that do not currently exist.
It is a process that is as disciplined and structured as strategic planning but uses creativity, rather than analysis, as the primary tool. The more you know about your customers, the more you can tailor your product to their needs, spending habits and in relation to emerging trend. The raw materials for strategy innovation are insights, which are new perceptions and new understandings of value.
Insights can come from listening to or observing customers— their words, actions, emotions, and wishes.
Insights can come from listening to industry experts or thought leaders as they explain their understanding of the present and future dynamics of a marketplace. Insights can also come from listening to people who are not entrenched in your industry, company, or culture, as they are in the best position of offering a fresh perspective.The quality of the insights necessary for strategy innovation cannot come from statistics. People with a strong analytical orientation can participate in the strategy innovation process (everyone has the potential for creativity), but they must check their quantitative tools and mind-sets at the door. They can have them back when it comes time to evaluate and quantify the business opportunities developed by the strategy innovation process.
Likewise, you may need to run different surveys or workshop until you begin to see specific trends emerging, for example, the price may be too high for customers in different regions or the user interface may confuse customers and cause them to leave the site. However, the process for strategy innovation is a creative one, not an analytical one.Market-CentricStrategy innovation requires a market-centric process, not one that is company-centric. You will recall from high school science class that Copernicus identified the sun as the center of the universe (heliocentric model).
Just like people used to believe that the sun and stars revolved around the earth, many of today’s corporate executives believe that their companies are the center of their business universe, and that all other stakeholders (shareholders, suppliers, customers, and employees) revolve around them. Strategy innovation proposes, instead, that customers and the dynamics of the marketplace are the center of the business universe (market-centric), and that wise companies will consider setting their orbits around them.
If customers need call centers to receive the service they need, companies should consider changing their business models to create them. If Third World markets need household products at lower prices, companies should explore innovative ways of providing them.To be clear on this point, we are not suggesting that companies meet all customer needs or sacrifice sound financial management to fulfill those needs. Successful strategy innovation requires that a new business opportunity add significant value for both the customer and the company to be worthwhile. Revising plans and updating numbers have a predictability that allows you to schedule strategic planning sessions months in advance. Strategy innovation is a grassroots, discovery (‘‘heuristic’’) process that is dependent on the quality of the insights gained along the way. Sometimes it happens quickly, sometimes it takes many iterations before a breakthrough is achieved. Customer interviews might not reveal new expressions of value in the first month of trying. An examination of future market dynamics may suggest several very different future scenarios that will take a while to sort out and evaluate.
The iterative nature of the process means that the imposition of deadlines may affect the quality of the output. That is, a team may be forced to stop exploring because of a deadline, rather than because they have already discovered all the great insights they need. Flexible timing is more accommodating to the heuristic nature of the strategy innovation process.Another difference between traditional strategic planning process and a strategy innovation process is the orientation toward time. There is a natural tendency in the strategic planning process to start the planning with ‘‘today’’ and then make projections, based on historical trends and today’s statistics, out to ‘‘tomorrow.’’ It is starting with the known and working toward the unknown. It must be able to transcend today’s conditions and imagine what is possible in the future.
After identifying potential new business opportunities in the future, the planning works backwards to identify the key strategic milestones to get there. In this way, the more tangible appeal of new growth opportunities acts as a ‘‘future-pull,’’ which will help the company in its decisions on resource allocation.Where traditional strategic planning focuses on building value in current markets, strategy innovation focuses on creating new value in new markets.
In the 1960s, Xerox had a near monopoly on the sales and servicing of large copy machines to large businesses. Their business model consisted of a direct sales force that sold leased, highend equipment, and an extensive service network (profit center) to keep the equipment operating.
These means of value-enhancement can help grow revenues while leveraging the company’s current strategy and business model.However, there are also other ways of delivering value to customers. Using their skills in microelectronics and optics, they developed a copier with a replaceable cartridge, which they sold as the first personal copier. Aimed at small businesses and individuals, these copiers were inexpensive, required little or no maintenance, and could be purchased through existing retail channels.
At the same time, it will likely require a company to consider the development of a new business model in order to implement the new strategy.

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