CHART 1 PRODUCTS Existing MARKET PENETRATION OBJECTIVES Timescale

CHART 1 PRODUCTS Existing MARKET PENETRATION OBJECTIVES Timescale MARKETS New MARKET DEVELOPMENT OBJECTIVES Timescale New PRODUCT DEVELOPMENT OBJECTIVES Timescale DIVERSIFICATION OBJECTIVES Timescale

CHART 2 Strategy Timescales People Controls & for Objectives Benefits Actions Respon. Budget & Risk Achievement sibilties Monitoring T 1 T 2 T 3 T 4 Assessment PEOPLE PROCESS PARTNERSHIP PHYSICAL EVIDENCE THIS TEMPLATE OR SOMETHING SIMILAR CAN ALSO BE ADOPTED FOR THE CLASSICAL 4 P’S

CHART 3 • THE PRODUCT / MARKET MATRIX MARKET SEGMENT 1 PRODUCT 1 SALES VOLUME / VALUE / MARGIN 2 3 4 5 N TOTALS

CHART 4 PRODUCT PEOPLE PROCESS PARTNERSHIP PHYSICAL EVIDENCE PRICE PROMOTION PLACE

CHART 5 SALES & MARKETING STRATEGY MATRIX MARKETS Current Customers in Existing Channels PRODUCTS & SERVICES New Business From Existing Channels TOTALS % New Customers In New Channels CORE MARKET PENETRATION MARKET DEVELOPMENT SUPPLEMENTARY MARKET PENETRATION MARKET DEVELOPMENT NEW PRODUCT DEVELOPMENT PRODUCT DIVERSIFICATION DEVELOPMENT TOTALS % 100%

CHART 6 (1) What Is The Current Planning Gap [Actual Performance V Forecasted Performance] (7) Monitor Performance Against KPI’s (Key Performance Indicators) (6) Forecast The Outcomes & Secure Approvals & Action Against Risk Involved (Contingency Action) (2) What Is The Reason For The Variance (3) Modify On Strategic Marketing Objectives, Marketing Mix (Contingency Planning) (4) Propose & Evaluate Modified Marketing Strategies (if needed) (Contingency Strategies) (5) Propose New Action Plans at Marketing Mix & Sales Levels

CHART 7 C 1 C 2 C 3 C 4 CN NOTES P E S T E L C 1 -- CN : Industry Players

CHART 8 PORTER’S 5 FORCES MODEL OF INDUSTRY COMPETITIVENESS NEW ENTRANTS Threats Bargaining SUPPLIERS Power INDUSTRY COMPETITORS INTENSITY OF RIVALRY Threats SUBSTITUTES Bargaining Power BUYERS

THE ONION MODEL FOR AN INTERNATIONAL CLOTHING RETAIL BRAND PURCHASING SYSTEMS CHART 9 SITES SUPPLIER LINKS COUNTRY MARKET SHARE(S) INVENTORY MANAGEMENT STRONG CUSTOMER VALUE FOR MONEY PRODUCT RANGE GLOBAL BRAND SERVICE STAFF TRAINING CULTURE IN-STORE MERCHANDISING INNOVATION MKi. S EMPLOYEE CARE, COMPENSATION & BENEFITS

AN ONION OF PERCEIVED COMPETITIVE DISADVANTAGE CHART 10 POOR RELATIONSHIP MANAGEMENT CHANNEL CONFLICT TOP MANAGEMENT MINDSET, NOT CUSTOMER-CENTRIC NO MARKETING FUNCTION POOR MANAGERIAL LEADERSHIP NO VISION & MISSION & CORPORATE DIRECTION HIGH STAFF TURNOVER IN KEY DEPARTMENTS PRODUCT-CENTRED CORPORATE CULTURE DISCIPLINE ORGANISATIONAL POLICY RESISTANCE TO CHANGE POOR INTERNAL COMMUNICATIONS NOT OPEN TO CHANGE POOR MARKET DIFFERENTIATIONS

CHART 11 THE VALUE CHAIN – GENERIC APPROACH Infrastructure of the Firm 4 SUPPORT ACTIVITIES Margin Human Resource Management Technology Development Procurement 5 PRIMARY ACTIVITIES In-Bound Logistics Operations Out-Bound Logistics Marketing & Sales Service Margin

CHART 12 DIFFERENTIATION ADVANTAGE THROUGH THE VALUE CHAIN SUPPORT ACTIVITIES Infrastructure Research, Development, Design Material-Handling IN G AR Dealer Support & Customer Service M Holding, Sales & Marketing Inventory, Production PRIMARY ACTIVITIES Purchasing, Warehousing & Distribution Human Capital Development

VALUE-BASED BONDING THROUGH INTERDEPENDENCIES CHART 13 Customer Segments & Key Accounts Your Company T H E B O N D

CHART 14 THE MASSINGHAM SYSTEM FOR STRATEGIC MARKETING PLANNING Where are we now ? What is our business ? What will it be ? What should it be & by when ? What are our corporate capabilities and constraints ? Determine the Corporate Mission Set Corporate Qualitative & Quantitative Objectives What are our current financial position & our future projections ? The corporate plan remit of strategic direction for this development of the Strategic Marketing Plan Environmental Review Achieve clear statements of fact What is our position within each market segment in terms of our business strengths and market attractiveness ? Build a portfolio mix for each market segment Competitive Positioning The Market Review Conduct Corporate Macro & Micro Environmental Analysis Conduct External & Internal Marketing Audit Interpret findings to complete a SWOT Analysis for each Market & Market Segment Rationalise the SWOT Analysis to obtain a clear focus upon key areas for attention within clearly defined time scales State the major assumptions upon which the Strategic Marketing Plan is to be based using both Qualitative and Quantitative statements Set measurable, attainable, coherent Qualitative and Quantitative Marketing Objectives for products & markets & relate these to the time horizons of the plan What are our markets & the segments we serve & plan to serve in the future ? Who are our competitors ? How are we positioned in relation to them ? Establish planning horizons & then harmonise these with the financial planning & control system of the enterprise What is to be done ? Establish a Marketing Information System

Establish the need for and forms of further Marketing Information required to assist the determination and review of Intended Marketing Strategy How can we establish regular relevant information flows to assist the planning , review & control process ? THE MARKETING MIX Policies, Objectives & Strategy INTERNAL MARKETING COMMUNICATIONS & CULTURE BRAND STRATEGY & POSITIONING EXTERNAL MARKETING Product Price Promotion Place INTERACTIVE MARKETING By what criteria should our Marketing Mix Strategy alternatives be evaluated ? How do we ensure integration of our Marketing Mix Strategies ? Who is accountable, where when & how for achieving results ? People Process Partnership Physical Evidence Pace Complete a feasibility assessment of the Marketing Mix elements to confirm the strategy alternatives selected Determine operational plans for the Strategic Marketing Mix Plan with Forecasts Targets and Budgets for each Market Segment Develop the Sales Plan for each segment Policies, Objectives, Forecasts, Targets, Budgets Selling and Sales Force Management – Review & Control of Methods How will the results of our determined marketing mix strategies contribute towards the financial health of the enterprise and achieve future financial projections ? What tactical actions are needed to implement and operate the determined marketing mix strategies ?

Should the organisation structure and staff be developed in any way to achieve the plan and if so, when ? How will the plan be managed if the assumptions upon which it is based are not fulfilled ? How does the Sales Plan relate to the Strategic Marketing Plan ? Assess the Structural, Organisational and Human Resource development needs to achieve the implementation of the Strategic & Operational Marketing Plan Develop contingency scenarios with plans for Implementation should circumstances change What are the key financial implications arising ? Should circumstances change what action can be taken to reduce the level of risk to the organisation ? Establish systems for regular review evaluation and control of the strategic and operational plans Determine the marketing budget for the plan linked to the specified timescales for future financial projections Who will be involved and how in the monitoring review and control of the plan ? What are the financial implications of adopting the plan ?