Marketing Plan Report: Data Analysis and Strategic Planning

This report presents a comprehensive marketing plan, outlining the key steps involved in developing and implementing effective marketing strategies. The plan begins with data collection, emphasizing the use of both primary and secondary sources, including digital platforms, questionnaires, and social media. The report then focuses on analyzing market dynamics, including customer trends, competitor analysis, and logistical considerations. A key element of the plan involves learning from past experiences, analyzing both successes and failures of previous marketing efforts. Furthermore, the report details the creation of a marketing plan based on the gathered information, including resource allocation and opportunity identification. Finally, the report emphasizes the importance of active monitoring and adaptation, with continuous evaluation and modification of the plan based on real-time data and changing market conditions. The report also includes references to relevant academic sources.

DEVELOP A MARKETING
PLAN

Table of content
 Marketing strategies for the organization revolves
around four different step:
 Gathering information and collecting data
 Taking notes and learning from those who have
performed in the sector in the past.
 Analysis of marketable dynamics.
 Plan creation.
 Initiation and active monitoring.

Marketing strategies for the organization
revolves around four different step:
 Gathering information and collecting data as
much as possible.
 Taking notes and learning from those who have
performed in the sector in the past.
 Analysis of marketable dynamics.
 Plan creation.
 Initiation and active monitoring.

Gathering information and
collecting data
 An accumulation of primary and secondary data
using digital space.
 Using questionnaires and interviews to collect
customer opinions.
 Analysis of other organization producing substitute
products and their digital marketing data.
 Analysis of customer reviews over social media.

Taking notes and learning from those who
have performed in the sector in the past.
 Strength and weakness of their operational
efficiency and its analysis.
 The mistakes that organisation has made in past and
learning on the basis of it.
 taking expertise from existing organisation that have
experience to enhance the creativity in decision
making process.
 Analysing the success of their operations in order to
establish outline for organisation courses of action.

Analysis of marketable dynamics.
 Analysis of statistical trends in customer
requirements.
 Collection of data revolving around customer trends
in order to forecast the flow of market forces.
 Analysis of market in order to identify the best
logistics.
 Market analysis in order to develop price
determination in accordance to cost structure of
substitute.

Plan creation.
 Using the aforementioned information in order to
establish the outline for marketing plan.
 Drawing results on the basis of data collected using
different methodologies.

Continue
 Analysis of the resources that organization have and
developing the plan accordingly.
 Including the evaluation and identification of
opportunities in order to support the basis of plan.

Initiation and active monitoring.
 The initiation of plan in accordance to the establishment
laid in aforementioned phase.
 Initiation is the first stage for the associated organisation
where the real resources are setting play.
 Post initiation the organization plans on using their
active monitoring practices to check the compatibility of
their developed plan in accordance to the dynamic
business environment
 Change management and modification in the plan is
done on the basis of the active monitoring and data
collected on real time

References
 Grubor, A. and Jakša, O., 2018. Internet marketing
as a business necessity. Interdisciplinary Description
of Complex Systems: INDECS, 16(2), pp.265-274
 Kim, K.W., 2018. Smart offering system using
marketing strategy and digital promotional
brochure. International Information Institute
(Tokyo). Information, 21(2), pp.679-686.