The Marketing Plan: Essential for Small Business Performance?
Lotz, JO, Doctor. PU for CHE. Jansen van Rensburg, LR, Professor. PU for CHE. School of Entrepreneurship, Tourism and Marketing Management, Potchefstroom University for Christian Higher Education, Private Bag X6001, POTCHEFSTROOM, 2520, SOUTH AFRICA Tel: +27 18-2991422 Fax: +27 18 2935264 E-Mail: onbjol@puknet.puk.ac.za Web address: www.puk.ac.za Abstract Worldwide, SMMEs are recognised as essential for job creation and economic growth. By
performing marketing planning small business owners can contribute to the success of SMMEs. The main purpose of the marketing planning process is identifying and establishing a competitive advantage with the final step of formulating the marketing plan. The aims of this paper are to: provide an overview of the literature regarding the existence of a marketing plan and its elements, with specific reference to the uniqueness thereof in SMMEs; present the empirical findings regarding the existence of a marketing plan and its elements in selected SMMEs; relate the existence of a marketing plan with business performance in selected SMMEs; relate the completeness of the marketing plan with business performance in selected SMMEs and provide small business owners with a possible framework for formulating marketing plans. The empirical investigation was performed by completing structured questionnaires during personal interviews with owner-managers of manufacturing businesses in the Northwest Province, South Africa. The main conclusions reached were the following. Two-thirds of the respondent group owned a business plan from which a marketing plan was deduced. The respondents seemed to have knowledge regarding the elements of the marketing plan and the majority of the respondents included these elements in their marketing plans. Furthermore, it was found that the existence of a marketing plan did not necessarily result in increasing business income since the previous year, but possibly in increasing profitability since the previous year. The existence of a business plan did not relate to business performance, but the existence of a marketing plan could possibly be related to business performance. A marketing plan can be considered complete if the plan consists of certain elements. The majority of respondents seemed to have incomplete marketing plans. A complete marketing plan could possibly be related to increased turnover and increased gross asset value. Finally, it was found that a complete marketing plan did not necessarily result in growth in terms of both business income and business profitability since the previous year.
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INTRODUCTION The main goal and focus of the marketing planning process is identifying and creating a competitive advantage for the business (Lancaster & Waddelow, 1998:876). The marketing plan as the physical result of the marketing planning process forms the “blue print” of marketing actions (Perreault & McCarthy, 1999:610). The various, overlapping definitions of the concept marketing plan identified in literature (Perreault & McCarthy, 1999:53; Du Plessis, Jooste & Strydom, 2001:370; Lehman and Winer, 1997:2; McDonald, 1995:429; Lamb, Hair & McDaniel, 2002:30) can be summarised as follows: The marketing plan is a written and systematic formulation of the marketing activities of the business. Since the plan should give an indication of the competitive advantage of the business, the plan should contain detail regarding the following: goals and objectives (derived from the business mission), strategies, time constraints, marketing mix, target market, resource requirements, budget, expected objectives/results, control measurements and contingency plans. The existence of marketing plans seem critical in small businesses (Lehman & Winer, 1997:1). Successful businesses can differentiate themselves and show increased growth and profits by having well thought-out, consumer-focused marketing plans. These plans can enable businesses to immediately respond to market needs and adapt accordingly (Brooksbank, 1996). When writing the marketing plan, both the marketing environment and the internal functioning of the business must be investigated (Lamb et al. 2002:31). Complete written plans can prevent misunderstandings and stimulate clearer, more organised thinking, even if the process is more informal (McDonald, 1995:21). The advantages of a formal plan can, among others, be the more effective allocation of resources, better organising, a more realistic budget and the stimulation of innovation and new ideas. Despite the mentioned advantages of a marketing plan to the business, many SMMEs do not own a formal marketing plan (Lancaster & Waddelow, 1998:854). Owner-managers seem to experience problems in designing, writing and implementing the marketing plan. The most common
shortcomings associated with marketing plans are a lack of realism, an incomplete competitive analysis and a short-term focus (Kotler, 1997:103). Megginson, Byrd, Scott & Megginson,
(1994:99) are of the opinion that thoroughly prepared marketing plans can offer SMMEs the 2
following advantages: attract the attention of parties who may consider investing in the business, offer direction to the owner and management of the business regarding the functioning of the business, provide direction and motivate employees and provide an environment attracting consumers and potential employees. The marketing planning system in SMMEs In the extremely competitive environment in which SMMEs function, the thorough preparation of a marketing plan can offer winning results (Blewett, 1999:20). According to the aforementioned author the marketing plan should be characterised by eighty per cent preparation and twenty per cent implementation. In small businesses the owner-managers are responsible for formulating and
approving the marketing plan (Du Plessis et al. 2001:372). Therefore, the marketing skills and the utilisation of the marketing network are vital when formulating the marketing plan (Carson, Cromie & McGowan, 1995:222-223). However, a thorough marketing plan can only be formulated once a business plan has been formulated (Keene-Osborn, 1990). Aaker (1998:294) is of the opinion that a structured planning process can help ensure that sufficient time and attention are devoted to planning. Hogarth-Scott, Watson and Wilson (1996) describe that SMMEs are often characterised by a lack of confidence or are hesitant to establish a formal planning system. The aforementioned can also be ascribed to the fact that the owner-managers’ time are in such a way absorbed by day-to-day activities that the planning activity is not priority. Owner-managers tend to reason that the
formulation of a marketing plan is too time-consuming and that the plan can be outdated once it is has been completed (Lancaster & Waddelow, 1998:855). Goetsch (1993) is of the opinion that small business managers arguing that they are not able to put a marketing plan into writing, may not even own a marketing plan. Due to the work culture in SMMEs of “getting things done” ownermanagers tend to allocate too little or no time to “thinking” (Lancaster & Waddelow, 1998:855). Lehman and Winer (1997:6) suggest that the plan format should merely serve as a guideline, but a strict time schedule should be followed.
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Brooksbank (1996) suggests a simplified marketing planning model for SMMEs, consisting of five stages. This model is not comprehensive, but provides as structure according to which the ownermanagers of SMMEs can perform marketing planning. • • • Firstly, the owner-manager should establish as consumer-focused business culture. Secondly, a detail analysis of the competitive position of the business should be performed. Thirdly, marketing goals and objectives should be formulated, as well as a positioning strategy enabling the business to establish a competitive advantage. • Then a suitable marketing mix should be developed, as well as designing a supportive marketing organisation for implementing strategies. • Finally, a marketing information system should be developed according to which performance can be evaluated as the marketing plan is realised. Lancaster and Waddelow (1998:877) are of the opinion that the basic principles underlying marketing planning should be adapted according to the specific needs of the business. Structuring the marketing plan The soundness of a marketing plan relies on the information it contains, as well as the effort, creativity and thinking that have characterised the formulation of the plan (Lamb et al. 2002:31). Some managers tend to be narrow-minded by only including information regarding the marketing mix in the marketing plan. Such an approach is only appopriate if the plan is used as an update of a strategy that has been in place for a considerable time (Perreault & McCarthy, 1999:611). Aaker
(1998:298-299) warns against the short-sightedness of using spreadsheet programs to extrapolate the strategy of the previous year. Aaker (1998:298-299) suggests that an effective planning process
should be externally oriented in order to focus on the opportunities and threats in the environment. Lehman and Winer (1997:6), as well as Strydom, Cant and Jooste (2000:476) state that although the frequency of marketing planning is debatable, an annual marketing plan seems to be the best option. The contents and format of marketing plans of businesses can vary in terms of scope and detail (Cravens, 1994:107) depending upon the requirements of the businesses (Strydom et al. 2000:483). Flexibility seems to be the key to a workable marketing plan (Feinglass, 1993). 4
The format of a typical marketing plan According to Goetsch (1993) most of the written marketing plans seem to be incomplete, since these plans do not include all the necessary elements. Various authors describe the different components of a typical marketing plan. The basic components indicated by McColl-Kennedy, Yau and Kile (1990:22), Du Plessis et al. (2001:371-372), Perreault and McCarthy, (1999:612-613), Lehman and Winer (1997:10), Randall (2001:296), Kotler (1997:95), Cravens (1994:109) and Walker, Boyd and Larréché (1999:325) can be summarised as follows: executive summary; situation analysis (SWOTanalysis); mission statement; marketing goal and objectives; market strategies; marketing strategies; integrated marketing mix; action plans for every strategy; projected profit-and-loss statement; time frame; budget (cost); control measures and contingency plans. The purpose of this paper is to indicate the role of the existence and completeness of marketing plans as indicators of business performance in SMMEs. RESEARCH METHODOLOGY The research comprised of the following stages: • In the discussion above the main aspects were given of a literature study regarding the existence of a marketing plan and its elements, with specific reference to the uniqueness thereof in SMMEs. • Thereafter, the existence of a marketing plan and its elements were empirically investigated in selected SMMEs. • The connection between the existence of a marketing plan with business performance in the selected SMMEs was determined. • The connection between the completeness of the marketing plan with business performance in the selected SMMEs was determined. • A possible framework for formulating marketing plans in SMMEs were identified.
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SAMPLE Structured questionnaires were completed during personal interviews with owner-managers of manufacturing businesses in selected cities and towns in the Northwest Province of South Africa. The cities and towns are Potchefstroom, Klerksdorp, Orkney, Stilfontein and Hartbeesfontein
(hereafter called the PKOSH region). The information was obtained by asking close-ended questions. The questionnaires were completed in the period February, 25, 2002 to March, 8, 2002. In 1999 an industrial register was obtained from the Bureau of Market Research at the University of South Africa. This industrial register consists of a list of 377 manufacturing businesses in the Northwest Province. The list consists of 50 large businesses, 105 medium-sized businesses and 222 small businesses. The large businesses form approximately 13% of the population and are also involved in this study for comparison reasons. The classification of businesses are according to the National Small Business Act (102/1996). The southern region of the Northwest Province include towns and cities, such as Fochville, Potchefstroom, Klerksdorp, Stilfontein, Orkney, Hartbeesfontein, Ottosdal, Wolmaransstad, Bloemhof and Christiana. 110 of the manufacturing businesses of the industrial register are situated in the aforementioned towns and cities. Of these 110 manufacturing businesses, 78 are situated in the PKOSH region. Due to the fact that far distances had to be travelled to reach relatively few businesses, the decision was made not to involve the entire southern region of the Northwest Province in this study. Subsequently, only the businesses situated in the most Therefore, all
concentrated region, namely the PKOSH region were included in this study.
manufacturing businesses situated in the PKOSH region according to the BMR survey were included in this study. The entire population were used in this study and no sample was taken. Since random sampling was not performed, the conclusions of this study is are only valid for the group respondents in the PKOSH region. Therefore, inferential statistics were not used. Eighteen (18) of the 78 identified businesses in the PKOSH region were not willing to participate in the study. The field workers were able to complete 61 questionnaires, which amounts to a response rate of 78,21%. In some cases the entire questionnaire was not completed by the respondents.
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Statistical analysis The statistical analyses for this study were performed by using a computer programme titled The SAS System for Windows Release 6.12 (1996). In order to indicate the practical significance of statements, the effect sizes of Cohen (1977:25,26) were used. This value, called the d value, can be interpreted by using different guidelines. In cases where the differences between the average values are used, the following guidelines are used: • if d = 0.2: This value refers to a small effect. In this case, the research undertaken can be repeated in order to determine whether the effect actually exists. Otherwise, the result can be regarded as non-significant. In discussing the results in table form, a small d value will be indicated by using a *. • if d = 0.5: Such a value can refer to a medium effect, which can suggest significance. When the results are discussed in table form the medium d value will be indicated by using **. • if 0.8: This value indicates a large effect and means the results are of practical significance. When discussing the results in table form, a large d value is indicated by using ***. When relations are drawn between nominal variables, the effect sizes (in this case called the Phi coefficient) are interpreted according to Cohen (1977:227) as follows: • • • If d = 0.1, the effect is small. If d = 0.3, the effect is medium. If d 0.5, the effect is large and of practical significance.
The above values are merely guidelines for the interpretation of effect sizes and are not rigid cutoff points. RESULTS The existence of a written plan (a) Business plan Since the marketing plan should be derived from the business plan, those respondents who perform marketing planning were asked to indicate whether they have a business plan. Almost 65%
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(64.29%) of the manufacturing businesses in the PKOSH region performing marketing planning, own a formal, written business plan. This implies that the rest of the respondent group (35.71%) performing marketing planning do not own a business plan. (b) Marketing plan
Again, 64,29% of the respondents performing marketing planning indicated that they own a annual, written marketing plan, whereas 35.71% of the respondents indicated that they do not own a marketing plan. In another question the respondents were asked to identify the elements of the marketing plan. The percentage respondents who indicated that the marketing plan contains a certain element are as follows: executive summary (81.48%), situation analysis (77.78%), mission statement (88.89%), mission statement (88.89%), marketing goals and objectives (96.30%), market strategies (81.48%), marketing strategies (77.78%), integrated marketing mix (40.74%), action plans for every strategy (70.37%), projected profit and loss statement (96.30%), time frame (66.67%), budget (92.59%), control procedures (74.07%) and contingency plans (77.78%). Since the respondents were allowed to indicate more than one alternative, the total of the different percentages do not amount to 100%. From the aforementioned can be deduced that the manufacturing businesses in the PKOSH region performing marketing planning and owning a marketing plan, pay attention to all the elements of the marketing plan when formulating the plan. However, the degree to which attention is devoted to every element varies. The element on which the least respondents (40.74%) answered affirmatively, was the integrated marketing mix. Regarding the other elements more than 66% answered
affirmatively. The elements which were indicated by more than 90% of the respondents, were the marketing goals and objectives (96.30%), the projected profit and loss statement (96.30%) and the budget (92.59%). Although not one respondent performing marketing planning and owning a
marketing plan indicated all the elements as present in the marketing plan, the respondents have knowledge regarding the different elements of the marketing plan and include the majority of these elements in their marketing plans.
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The relation between the marketing plan and growth in business income since the previous year. When relating the findings regarding the businesses performing marketing planning and owning a marketing plan with the findings regarding the tendency in terms of business income since the previous year, an effect size of 0.23 was obtained (see table 1). TABLE 1:THE DIFFERENCE IN GROWTH IN BUSINESS INCOME SINCE THE PREVIOUS YEAR AND THE EXISTENCE OF A MARKETING PLAN Standard deviation 1.59 1.92 Standard deviation 0.80 Average d value 0.23* 0.41** d value
N Growth in business income if a marketing plan exists Growth in business income if a marketing plan does not exist 23 12
3.78 3.33
The d value (0.23) in table 1 is not practically significant, therefore, the existence of an annual, written marketing plan amongst the respondents did not result in an increase in business income since the previous year. The relation between the existence of a marketing plan and business profitability since the previous year Relating the findings regarding businesses performing marketing planning and owning a marketing plan with the findings regarding the tendency in terms business profitability since the previous year, resulted in an effect size of 0.41 (see table 2). TABLE 2:DIFFERENCE IN GROWTH IN BUSINESS PROFITABILITY SINCE THE PREVIOUS YEAR AND THE EXISTENCE OF A MARKETING PLAN Average 2.22
N Growth in business profitability since the previous year if a 27 marketing plan exists 9
Growth in business profitability since the previous year if a 12 marketing plan does not exist
3.33
1.92
An effect size of 0.41 was calculated (see table 6). Since the guide value for a medium effect refers to 0.5 and the difference between 0.41 and 0.5 is relatively small, a d value of 0.5 was accepted in this case. Subsequently, the existence of an annual, written marketing plan can possibly result in an increasing tendency in terms of business profitability since the previous year. The relation between business performance and the existence of a business plan and a marketing plan The marketing plan should be derived from the business plan. Therefore, the relation of both these plans with business performance should be examined. In both cases, contingency tables were drawn, whereby analyses by cross tabulation were performed. The effect size was calculated to determine whether a practically significant relation exists between the variables. The effect size is an absolute value. The effect size or d value in the case of analysis by cross tabulation is known as the Phi coefficient. An analysis by cross tabulation was performed whereby the response regarding marketing planning and business performance and the existence of a business plan were related. An effect size of 0.07 was calculated, which is a small value. This result is not practically significant, which can indicate that the existence of a business plan in manufacturing businesses in the PKOSH region cannot be related to business performance. An analysis by cross tabulation was performed to relate the business performance of the respondents indicating that marketing planning relates to business performance and the existence of a marketing plan. An effect size of 0.3 was calculated, which refers to a medium effect. From the analysis was deduced that 61.9% of the respondents are of the opinion that the existence of a marketing plan (as the result of the marketing planning process) relates to business performance. A possible deduction is that the existence of a marketing plan can possibly be related to business performance. Different relations with the completeness of the marketing plan
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Subsequently, the relation between the completeness of the marketing plan and other aspects in the questionnaire was determined. Before doing this, it had to be determined which elements should be included in a marketing plan to be considered a complete marketing plan. In the literature, different elements are listed, but according to Du Plessis et al. (2001:371-372) the main elements of the marketing plan are: a situation analysis, marketing goals and objectives, market strategies, marketing strategies and action plans for every strategy. For the purpose of this study a marketing plan is considered complete if the plan consists of these five elements. The respondents were divided into two groups. The first group consists of respondents who indicated that the above five elements are present in the marketing plan. The second group respondents were those respondents who indicated that the marketing plan has four or less of the above elements. Of the 27 respondents performing marketing planning and owning a marketing plan a third (33.3%) indicated that their marketing plans comprise of the five elements. For discussion purposes this group owning complete marketing plans will be called group 1. The rest of the respondents (66.67%), hereafter called group 2, perform marketing planning and have a marketing plan, but did not indicate the above five elements of the marketing plan as present in the marketing plan. In the following paragraphs the completeness of the marketing plan is related to aspects, such as business turnover, gross asset value, growth in business income since the previous year and growth in profitability since the previous year. In order to determine the significance of the difference between group 1 and group 2, d values were calculated. The relation between the completeness of the marketing plan and business turnover When the completeness of the marketing plan was related to business turnover, a d value of 0.5 was calculated, which refers to a medium effect (see table 3). TABLE 3:THE DIFFERENCE IN TERMS OF BUSINESS TURNOVER AND THE COMPLETENESS OF THE MARKETING PLAN Standard deviation Average d value
N
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Turnover of group 1 Turnover of group 2
9 18
2.33 1.94
0.87 0.73
0.5**
The question regarding turnover was an ordinal variable, with an ascending scale. The average of group 1 is higher than in group 2, which means that the turnover of group 1 was higher than the turnover of group 2. From this can be deduced that the group respondents in the PKOSH region who own a complete marketing plan can possibly realise a higher business turnover than the group who does not own a complete marketing plan. The relation between the completeness of the marketing plan and the gross asset value of the business When the completeness of the marketing plan was related to the gross asset value of the business, an effect size of 0.64 was obtained (see table 4). TABLE 4: THE DIFFERENCE REGARDING GROSS ASSET VALUE AND THE COMPLETENESS OF THE MARKETING PLAN Standard deviation 0.87 0.63 Average d value 0.64**
N Gross asset value of group 1 Gross asset value of group 2 9 16
2 1.44
According to table 4 a medium effect was obtained. The question regarding gross asset value was an ordinal variable with an ascending scale. Therefore, the higher average in group 1 indicated that group 1 had a higher gross asset value than group 2. From this can be deduced that the businesses in the PKOSH region owning complete marketing plans possibly have a higher gross asset value than those businesses not owning complete marketing plans. The relation between growth in business income since the previous year and the completeness of the marketing plan
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When the findings regarding the growth in business income since the previous year were related to the findings regarding the completeness of the marketing plan, a d value of 0.31 was calculated (see table 5). TABLE 5: THE DIFFERENCE IN GROWTH IN BUSINESS INCOME SINCE THE PREVIOUS YEAR AND THE COMPLETENESS OF THE MARKETING PLAN Standard deviation 1.94 1.36 Standard deviation 1.00 0.69 Average d value 0.31* d value 0.3*
N Growth in business income in group 1 Growth in business income in group 2 9 14
3.44 4
This small effect size (0.31) is an indication that the result is not practically significant. From this can be deduced that the manufacturing businesses in the PKOSH region which do not own complete marketing plans will not necessarily experience growth in terms of income. A possible reason for this will be provided later on. The relation between business profitability since the previous year and the completeness of the marketing plan When business profitability was related to the completeness of the marketing plan, a similar result was obtained as in the previous paragraph. Again, a small d value of 0.3 was obtained, which is not practically significant (see table 6). TABLE 6: THE DIFFERENCE IN BUSINESS PROFITABILITY SINCE THE PREVIOUS YEAR AND THE COMPLETENESS OF THE MARKETING PLAN Average 2.00 2.33
N The growth in profitability since the previous year in group 1 The growth in profitability since the previous year in group 2 9 18
The completeness of marketing plans are therefore not a determining factor for increasing business profitability in manufacturing businesses in the PKOSH region since the previous year. 13
LIMITATIONS Certain factors could have influenced the results of this study. • The possible influence of economic circumstances on the empirical results. The flourishing economic conditions in South Africa during the tax year (February 2001 to February 2002) could have resulted in the good results achieved by the businesses, irrespective of the fact that marketing planning had been performed. • The possible influence of the primary manufacturing outputs on the empirical results. By
using the Standard Industrial Classification most respondents classified their businesses as businesses delivering outputs in the category basic metals, fabricated metal products, machinery and equipment of office, accounting and computing machinery. Since the businesses forming part of the study population are situated in a mining area, the aforementioned outputs are mainly needed by the mines in that area. Subsequently, the majority of businesses are in a captive market. Therefore, when the mines benefit from the positive economic conditions, the manufacturing businesses in the PKOSH region benefit accordingly. The relevance of marketing planning under such circumstances can therefore be questioned. • The effect of the relatively short period of time during which performance was measured. In the questionnaire the questions regarding business performance referred to the situation during the previous year, which is the tax year starting the end of February 2001 until the end of February 2002. In order to determine the effect of marketing planning on business performance more accurately, such a study should, for example, be performed over a period of ten years. CONCLUSIONS The formulation of the marketing plan by the respondents was researched by using statements and questions. From the responses could be determined that two-thirds of the respondent group own a business plan from which a marketing plan can be deduced. The respondents seemed to have
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knowledge regarding the marketing plan and the majority of the respondents have included these elements in their marketing plans. Relating the findings regarding the formulation of the marketing plan with other findings resulted in the following. The existence of a marketing plan did not necessarily result in increasing business income since the previous year, but possibly in increasing profitability since the previous year. The existence of a business plan did not relate to business performance, but owning a marketing plan could possibly be related to business performance. A marketing plan can be considered complete if the plan consists of the elements of situation analysis, marketing goals and objectives, market strategies, marketing strategies and action plans for every strategy. The majority of respondents performing marketing planning and owning a marketing plan seemed to have incomplete marketing plans. A complete marketing plan could possibly be related to increased turnover and increased gross asset value. A complete marketing plan did not necessarily result in growth in terms of both business income and business profitability since the previous year. RECOMMENDATIONS • • The formulation of a marketing plan is essential for the survival of all businesses. Marketing plans can provide direction in SMMEs. The plan should form part of the day-today activities in the business (therefore, an action document) and not only be an impressive document in the office of the owner-manager. The dissemination of the marketing planning document amongst employees in the manufacturing businesses in the PKOSH region can enhance employee commitment and internal support, as well as offer the opportunity to the owner-manager to introduce new ideas to them. • The owner-manager should decide on the marketing plan according to a predetermined outlay, on which members of the marketing network can comment and evaluate the viability of suggestions. • In order to be successful the manufacturing business should own both a business plan and a marketing plan.
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•
Complete, written marketing plans must be formulated in order to prevent misunderstandings and stimulate clearer, more organised thinking.
•
A thoroughly developed, complete marketing plan can offer SMMEs benefits, such evoking the interest of parties who can invest capital in the business, providing direction to the ownermanager regarding the functioning of the business, providing direction and motivation to employees and creating an environment which can attract consumers and potential employees.
•
Owner-managers should gain as much marketing experience as possible and strive to establish a marketing network, since their marketing skills and the utilisation of the marketing network are decisive when formulating a marketing plan.
•
Although the simplified marketing planning model for SMMEs presented in the paper is not exhaustive, this model can provide a structure according to which the owner-managers of SMMEs in the PKOSH region can perform marketing planning.
•
The contents and format of the marketing plan used by the business can vary in terms of the scope and detail according to business requirements.
•
The owner-managers should guard against being narrow-mined by only including information regarding the marketing mix in the marketing plan. use spreadsheets to extrapolate the strategy of the previous year. It will be short-sighted to
•
Based on the aforementioned minimum elements of the marketing plan, the following elements are suggested to SMMEs in the PKOSH region when a marketing plan is formulated: executive summary, situation analysis (SWOT analysis), mission statement, marketing goal and objectives, market strategies, marketing strategies, integrated marketing mix, action plans for every strategy, projected profit-and-loss statement, time frame, budget (cost), control measures and contingency plans.
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