Marketing-Needs

Wondering how best to focus your limited marketing assets, then consider a hierarchy of needs analysis. This example may not reflect your business model but building a similar hierarchy may provide your team with insights and focal points.

Market share, sales volumes, distribution, pricing, merchandising, promotions or consumer panel measurement, offer insights into behavior and customer segmentation. Focus and prioritization could be the key to making the right decisions for your marketing team and products.

8. Performance Indicators How do our Targets and Objectives translate into the essential measurable aspects of performance and activity?
7. Targets and Objectives How are our strategies comprised? How are these responsibilities and activities allocated cross our functions and departments and teams? Who does what, where, when, how, for what cost and with what required effect and result?
6. Strategies How will we achieve our goal(s)? What needs to happen in order to achieve the things we plan? What are the effects on us and from where? How will we measure and monitor and communicate our performance?
5. Goals What is our principal goal? When do we plan to achieve it? How will we measure that we have achieved it? At what point will we have succeeded in what we set out to do? Goals can change of course, and new ones necessarily are developed as old ones are achieved – but at any time we need to know what our organization’s main goal is, when we aim to achieve it, and how its achievement will be measured.
4. Mission How do we describe what we aim to do and be and achieve? What is special about what we are and do compared to any other organization or business unit? Do our people understand and agree with this? Do our customers agree that it’s what they want?
3. Vision Where are we going? What difference will we make? How do we want to be remembered? In what ways will we change things for the better? Is this vision relevant and good and desired by the customers and staff and stakeholders? Is it realistic and achievable? Have we involved staff and customers in defining our vision? Is it written down and published and understood?
2. Values Ethics, integrity, care and compassion, quality, standards of behavior – whatever the values are – are they stated and understood and agreed by the staff? Do the values resonate with the customers and owners or stakeholders? Are they right and good, and things that we feel proud to be associated with?
1. Philosophy How does the organization relate to the world? This is deeper than values. What is the organization’s purpose? If it is exclusively to make money for the shareholders, or to make a few million for the management buyout team when the business is floated, perhaps have a little re-think. Does the organization have a stated philosophy that might inspire people at a deeper level? Dare we aspire to build organization of truly great worth and value to the world? The stronger our philosophy, the easier it is to build and run a great organization.

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