We offer a ready-made checklist with which you can draw up a ready-made marketing plan from scratch. The article details the structure and lists the main sections of the marketing plan. We will tell you in what order it is most convenient to draw up a marketing plan, which elements of a marketing plan are mandatory, and which components can sometimes be missed. We are confident that our checklist is suitable for protecting the promotion strategy of any product, because it is an exhaustive list important information, on the basis of which key strategic decisions are made.

A marketing plan has a fairly clear and logically structured structure, and its development is not a one-day process. You will need a lot of time to collect detailed information about consumers, to study the characteristics and conditions of the market, to determine competitive advantages goods and much more. Get ready to process and summarize many different facts and consider more than one alternative for business development. Don't be afraid to spend time analyzing different strategy options.

On average, creating a quality marketing plan can take time (depending on the size of the business and the number of product groups in the company's portfolio) from 1-3 months. And if you engage in marketing planning simultaneously with solving current issues, then allow at least 2-4 months for this process. 50% of this time will be spent collecting information, 40% on analysis and consideration of alternatives, and only 10% on drawing up the marketing plan itself.

The structure of a standard marketing plan includes 8 elements and is as follows:

What is "Executive Summary"

"Executive Summary" - resume or summary key directions marketing plan. This section of the marketing plan attempts to outline the main conclusions, recommendations and goals of the company for the next few years. This section You fill out the very last one, but when presenting your marketing plan, you start with this section.

The practice of laying out the key takeaways at the beginning of any presentation helps align management with the presentation format required, allowing them to evaluate the underlying strategy and prepare questions without detailed examination of the facts. This section of the marketing plan often includes the content, duration of the presentation, presentation format, and preferred form of feedback.

Situation analysis and conclusions

Chapter situational analysis designed to quickly gain a complete understanding of the market, its size, trends and features. Such an analysis helps explain the choice of certain actions in the marketing strategy of a product. The main components of a situational analysis are:

• Analysis internal environment and company resources, including assessment of the level of achievement of current goals and objectives
• Analysis of consumer behavior in the market, assessment of the reasons for purchasing and rejecting the company’s product
• Analysis external factors company, competitor behavior and key market trends

A more detailed example of a situational or business analysis of a company can be found in our article:

SWOT analysis and competitive advantages

Any situational analysis ends with a compilation, describing the company’s strengths and weaknesses, key opportunities and threats to sales and profit growth. Based on the results of the SWOT analysis, the following is formed:

• the main product of the company
• indicating the development vector of product positioning for 3-5 years
• tactical action plan for the use and development of capabilities
• tactical action plan to minimize identified threats
• main

Defining marketing goals and objectives

The first step of any marketing strategy: setting performance targets for the coming year. The marketing plan should contain 2 types of goals: business goals and marketing goals. Business goals relate to issues such as the position of the product in the market (share or place among competitors), sales levels, profits and profitability. Marketing goals consider issues such as attracting new customers, retaining current customers, increasing the frequency and duration of product use.

Protecting your marketing strategy

Marketing strategy presentation is a core section of an organization's marketing plan. At this stage of the presentation of the marketing plan, it is important to talk about the following elements of the marketing strategy:

Without this section, the marketing plan will not be complete and not a single manager will approve the developed programs for product development and its promotion to the market. The section begins with a presentation of the business model or P&L, which shows the projected sales growth from the programs, the required budget for the programs, net income and return on sales. The subsequent stages of this section are comments and explanations on the P&L model:

• Budget structure divided into main cost items
• Review of the main sources of sales growth and correlating them with budget items
• Assumptions used to build the model in the areas of cost growth, inflation and price levels

One of the main tasks of marketing — establishing the maximum possible systematicity and proportionality in the company’s activities based on its strategic goals. The main managerial task of the management of a company (enterprise) when using planning is to reduce the degree uncertainty and risk V economic activity And ensure concentration of resources on selected priority areas. Effective implementation of all marketing functions at the proper level is unrealistic without thoughtful and comprehensive planning.

Planning- this is a type of activity related to setting goals and actions in the future. A plan for the optimal allocation of resources to achieve the goal.

Noting the importance of planning for the economic activities of a company, the famous English scientist - management specialist - K. L. Hudson writes in his book "Organization and Management of an Enterprise": planning means developing a scheme for the future activities of the company to obtain given results at established costs and within a certain time frame. period of time, and further, that planning is a deliberate attempt to influence, to control the scope , the speed and consequences of change.

• it must have the necessary flexibility and adaptability, i.e., respond in a timely manner to changes in the external environment of the enterprise;
• planning should be done, first of all, by those who will then implement the developed plans;
• the level of competence in planning must correspond to the level of competence in relation to the management of enterprise resources.

The connection between the marketing system and planning is active, two-way. Goals marketing activities have a decisive impact on the nature, time horizon and planning system. At the same time, the implementation of marketing activities in a certain sequence is carried out in conjunction with a comprehensive marketing program (plan). A manifestation of planning in the implementation of marketing activities is the development and implementation of a marketing program, which actually represents a master plan and determines the content of all other plans of the enterprise.

Marketing planning is aimed at solving the following main problems:

• determination of goals (for example, differentiation of goods taking into account selected market segments, development of new products or markets, solving the problem of competitiveness, etc.), as well as the basic principles and criteria for evaluating the planning process itself;
• formation of the structure and reserves of private plans, the nature of their mutual connection (for example, linking plans for the sale of goods in individual market segments, sales and production activities foreign branches and branches, etc.);
• determining the nature of the initial data necessary for planning (state and prospects of the market, current and expected future needs of end users of the enterprise’s products, forecast data on changes in the product structure of foreign markets, etc.);
• definition general organization planning process and framework (levels of competence and responsibility of managers, rights and responsibilities of organizational and structural divisions of the enterprise, etc.).

The most important components corporate planning work carried out on the basis of the principles and methods of marketing is planning (drawing up a plan) of marketing.

Common sense dictates that a company entering foreign market, it is necessary to initially offer goods that it already produces and sells on the domestic market, and not try to sell something new. Naturally, this product, traditional for the company, must meet the requirements of potential external buyers in terms of its consumer properties; be competitive in terms of these indicators and price; satisfy needs that competing products either do not satisfy at all (this is the most desirable option) or do not satisfy well enough. All these provisions will be discussed further in sufficient detail. For now, we will assume that we have a competitive product (or even a group of products).

Before we begin describing the next stage, we must make one remark. From a methodology point of view, we should start not with drawing up a plan, but with the stages preceding this procedure - with an analysis of the market, competitors, etc. However, in this case we would be faced with the situation - “you can’t see the forest for the trees” . All these stages make sense only in the context of the main goal: marketing planning and control. That is why we decided to take the following path: first describe the entire procedure, introducing new terms and only briefly explaining them in order to present a complete picture, and then explain in detail the content and meaning of each stage and each concept used.

So, the next stage is “pre-planning” - selection of markets, where it is advisable to work (exit or continue activities) with this product.

Based on available goods and forecasts of market conditions (it is probably unnecessary to mention that only real markets that have at least a minimal perspective are assessed), set the task each department of the company: sales volumes in physical units and in monetary terms (sales quotas). Among the goods usually distinguished new goods that have not yet conquered the market, and therefore require increased attention, then traditional goods that are in steady demand, and, finally, weak goods, the demand for which is falling or is uncertain in its trends. It does not matter whether we are talking about expensive or cheap products (services): it is important that they differ in the degree of novelty and demand trends.

An important planning stage is price fixing. The maximum and minimum acceptable prices are determined by considering the best marketing strategy for each product; in terms of marketing activities, list prices (announced to the public) are determined, as well as discounts and allowances that should be taken during negotiations when contractual agreements are formed. prices. To determine the price, the excess of demand over supply is of paramount importance, then own costs (not only production costs, but also transport, insurance, customs and other expenses), and then prices offered by competitors; It is possible to start a “price war” only after a thorough analysis of what consequences it will lead to and whether it will cause dangerous losses.

Volume of deductions for marketing in relation to total sales volume is a question that each company decides independently, based on the experience of competitors and considerations of what role the activities of the marketing service play in achieving the company’s goals. There are no ready-made recipes for all occasions, but the general rule is that the less “serious” and more “mass” the product is, the larger the allocations for marketing (market research and sales promotion) should be. The correct distribution of allocated funds between these departments of the marketing service requires analysis of both the experience of competitors and one’s own practices. In essence, it proceeds by trial and error (therefore, it is harmful both to attach tragic significance to errors and to persist in them).

Planning procedure should represent dialogue between the highest levels of management, dealing with strategic problems, and the lower ones, solving tactical problems. Top management cannot foresee all particular situations in the markets, from which it is also separated in space, but such foresight is not required from managers of this rank. They are only obliged to remember and take into account in their work the private ideas and plans of lower leaders and operational workers, since these ideas and plans usually reflect well the strengths and weak sides local trading conditions and market activities in general (advertising, product promotion, etc.). Continuity of dialogue, encouraging lower management to make proactive proposals, effective reward for such proposals is an effective way to optimize relations between at different levels manuals. By the way (although this does not directly relate to planning procedures), many companies organize multi-day “excursions” for central management employees abroad, where people get acquainted with the work of employees of foreign branches of the company, in an informal setting they become aware of the specifics of work in a given market, better begin to understand the difficulties and needs of people working in the branch. For managers marketing services and marketing departments, it is considered obligatory to visit a foreign branch of the company at least once a year in order to familiarize themselves with the state of affairs with their own eyes, and not from papers. The same purpose (frank conversations and exchange of opinions in an informal setting with senior management) is also served by periodically convened conferences of employees of foreign departments.

The planning procedure is not a linear, but a circular, cyclical process. It is by no means limited to drawing up a marketing plan. The plan adopted at the top must be able to change in accordance with data coming from below and be adjusted in accordance with the realities of the external marketing environment.

A company's marketing plan is a plan that outlines its overall marketing strategy for the coming year. It must indicate for whom you are positioning your products, how you will sell them to the target category of buyers, what techniques you will use to attract new customers and increase sales. The purpose of writing a marketing plan is to outline in detail how to market your products and services to your target market.

Steps

Part 1

Think about the goals of your company. The purpose of a situational analysis is to understand the current marketing situation facing your company. Based on this understanding, you can think through and implement the necessary changes in business. Start by looking at your company's mission and goals (if your company doesn't already have these, these should be defined first) and see if your current marketing plan is helping you achieve those goals.

• For example, your company performs snow removal and other related winter work. You have set yourself a goal of increasing revenue by 10% by concluding new contracts. Do you have a marketing plan that describes how you can attract additional business? If there is a plan, is it effective?

1. Examine your current marketing strengths and weaknesses. How is your company currently attractive to customers? What makes competing companies attractive to customers? It is very likely that your strengths are what attract buyers to you. Knowing your strengths gives you an important marketing advantage.

   Gather information about external opportunities and threats to your company. They will be external characteristics of the company, depending on competition, fluctuations in market factors, as well as clients and customers. The goal is to identify the various factors that can impact the business. This will allow you to adjust your marketing plan accordingly later.

   Assign responsible persons. When preparing a marketing plan, you will need to assign people responsible for specific aspects of promoting your company in the market. Consider which employees will be best able to perform specific functions. marketing policy, and define their responsibilities. You will also need to think about a system for assessing the success of these tasks. job responsibilities.

   Announce marketing goals. What do you want to achieve with your marketing plan? Do you see your end goal being to expand your customer base, inform existing customers about new services and quality improvements, expand into other regions or demographics, or something completely different? It is your goals that will form the basis for preparing the plan.

   Develop marketing strategies to achieve your goals. Once you clearly define your marketing goals and vision, you'll need to come up with specific actions to achieve them. There are many different types of marketing strategies, but the most common ones are listed below.

   Approve the budget. You may have big ideas for promoting your business and expanding your customer base, but with a limited budget, you may have to rethink some of your strategy. The budget should be realistic and reflect both the current state of the business and its potential future growth.

Part 4

Start with an explanatory note. This section of the marketing plan should include basic information about your product or service, as well as briefly describe the overall content of the entire document in one or two paragraphs of text. The primary preparation of an explanatory note will allow you to subsequently expand and describe in more detail individual points in the main text of the document.

• Know that a prepared marketing plan is extremely useful to give to both direct employees of your company and its consultants for review.

1. Describe your target market. The second section of the marketing plan will address the research you have conducted and describe the company's target market. The text should not be written in complex language, instructions in simple key provisions will be sufficient. You can start by describing the demographics of your market (including age, gender, location, and industry, if applicable) and then move on to highlighting your customers' key preferences for your product or service.

2. List your goals. This section should not take more than one page of text. It must indicate the company's marketing goals for the coming year. Remember that the goals you set must satisfy five qualities: be specific, measurable, achievable, realistic and timely.

   • Be objective when reviewing your marketing plan annually. If something isn't working or someone in charge isn't acting in the best interests of the company, you can openly discuss the problems and failure to perform job responsibilities with staff. If things go really badly, you may have to prepare an entirely different marketing plan. This is where it can be helpful to hire an outside consultant to evaluate the strengths and weaknesses of your old marketing plan and restructure it in the right direction.

• Be sure to include needs and ideas for every department in your company (and even employee, if appropriate) in your marketing plan. It is also very important that the marketing plan is related and well integrated with the company's business plan and mission, public image and core values.
• Include in your marketing plan any tables, graphs, etc. that you needed to create while gathering important information. It will also be helpful to include tables that explain key points in your plan.

Warnings

• It is necessary to review the marketing plan at least once a year to check the success of the strategies used and to rework those components of the plan that were unsuccessful.
• Many are critical important factors marketing plan are dynamic. As they change over time, the marketing plan needs to be revised.

In a highly competitive environment, marketing is the main function of an enterprise, and, therefore, the marketing plan dominates other plans and is developed first - and there is a reasonable explanation for this. Firstly, decisions in the field of marketing are a priority, since they determine what exactly the enterprise will produce, at what price and where to sell, how to advertise; and, secondly, the content of the marketing plan has a direct impact on the performance of other plans, for example, pricing issues defined in the marketing plan affect financial indicators,development and release decision new products will have an impact on production plan and so on. .

Successful plan marketing is the result of a clearly structured process. But before describing the components of this process, let’s give a definition marketing planning or marketing plan.

Marketing planning is understood as a logical sequence individual species activities and procedures for setting marketing goals, choosing marketing strategies and developing measures to achieve them over a certain period based on assumptions about the future probable conditions for the implementation of the plan, i.e. this is a development activity various types marketing plan. This activity is an element of more general concept-- a marketing planning system, which includes, in addition to the development of a marketing plan, its implementation and control.

A marketing plan is a document drawn up in a specific way, containing a description of the target market for goods or services, a detailed analysis of needs and requirements target audience and ways to satisfy them more completely than competitors.

Structured marketing planning is a comprehensive, interconnected process of sequentially making certain decisions and actions. With this approach to planning, which provides for a clear sequence of measures taken, professing a clear logic and hierarchy, it becomes possible to clearly define the problem and obtain all necessary information and making the right decisions.

Marketing planning is carried out differently in different organizations. This concerns the content of the plan, the duration of the planning horizon, the sequence of development, and the organization of planning. Thus, the range of content of the marketing plan for various companies is different: sometimes it is only slightly broader than the sales department’s activity plan. At the other extreme is a marketing plan based on the broadest consideration of business strategy, which results in the development of an integral plan covering all markets and products. Individual organizations, especially small businesses, may not have a marketing plan as a coherent document that includes several types of marketing plans. The only planning document for such organizations may be a business plan, drawn up either for the organization as a whole or for individual areas of its development. This plan provides information about market segments and their capacity, market share; characteristics of consumers and competitors are given, barriers to entry into the market are described; marketing strategies are formulated; forecast estimates of sales volumes are given for several years with an annual breakdown.

In general, we can talk about the development of strategic, usually long-term, plans and tactical (current), usually annual and more detailed marketing plans.

The strategic marketing plan is aimed at solving a detailed study of the strategic objectives of marketing activities in relation to the company as a whole and to individual strategic business units. It is not being developed for divisions of strategic business units. At the same time, individual positions strategic plan(marketing costs, sales volume, income, profit, market share, etc.) are communicated to the divisions of strategic business units and are the basis for development current plans marketing.

A strategic marketing plan, typically developed over a period of 3-5 or more years, describes the major factors and forces that are expected to affect the organization over several years, and also contains long-term goals and major marketing strategies, indicating the resources needed for their implementation. Thus, a strategic marketing plan characterizes the current marketing situation, describes strategies for achieving goals and those activities, the implementation of which leads to their achievement.

planning promotion product market

SOSTAC is a widely used tool for marketing and business planning. It is among the most popular marketing models that have stood the test of time.

In this article, you will learn how to develop a marketing plan to promote a company using the SOSTAC model.

Created back in the 1990s by author and speaker PR Smith, the SOSTAC® framework has earned a good reputation among authorities. It is used as a basis by business representatives of various sizes, including start-up entrepreneurs or international organizations around the world.

The SOSTAC marketing plan addresses six key areas, namely:

Stage 1. Analysis of the current situation

The first stage of marketing planning is to analyze the current situation. This is an overview of your project - who you are, what you do and how your online sales happen. External and internal factors affecting your business are also considered.

This section is intended to paint a general picture of your project. To do this, consider the following questions:

• Who are your clients today (make a portrait of your target audience and their avatars).
• : What are the strengths, weaknesses, opportunities or threats to the entire organization?
• Conduct a competitor analysis. Who are your competitors? How do they create competition (eg price, product, customer service, reputation)? What are your key differentiators?
• Make a list of all the customer acquisition channels you use and how successful each one is for your organization. What works well and what doesn't?

Below we will take a closer look at an example of target audience analysis.

The target audience

This section should analyze who your target audience is. This is important to clearly represent your existing customers and understand who you are actually targeting. If you work in competitive environment, think about what your unique proposition () is, if you have one?

Customer personalization helps you see your existing customers and understand their motivations for purchasing. Creation will also help you overcome barriers to new clients. To create a series of avatars, collate and analyze your existing CRM system data and order history, and then build a profile picture of your existing customers based on that.

For online trading, information you may want to consider from your CRM system data may include:

• Male/female gender - what is the percentage?
• Age profile - what is the average age and is there scope for developing age group categories?
• Location/Address Data - The percentage of customers living in and outside your region.
• Purchase history. Create a clearer picture of purchase history, average order, brand preference trends, and products ordered by size, for example.
• Payment method for the purchase (for example, credit or debit card upon receipt).
• The route taken for the purchase. There were purchases through search engine, email newsletter, affiliate site, contextual advertising?
• Frequency. How often are purchases made?

Based on these data, we move on to the second stage. We need to turn this data into more personal information that can be relevant to your organization.

Creating Customer Avatars

For example, we have collected data about the target audience and now consider two avatars for a fictitious online t-shirt store:

Avatar A - Sergey:

Sergey is a professional, he is 28 years old, he rents an apartment in Moscow, he is a bachelor with a high level of income. He is very passionate about football. He loves to show his support for the football club by purchasing a new fan's shirt from the online store every year.

It’s more convenient for Sergey to place orders online and communicate using social networks, in which he follows the latest news in the world of football and football product launches. Since the World Cup provides an opportunity to introduce a collection of international fans' shirts, this allows Company X to contact Sergey and offer him an international fan's shirt in addition to his favorite club shirt.

Scenario for interaction of avatar A with an online store:

Sergei read last news about the World Cup on your favorite football blog. He noticed that the blog was offering an exclusive promotion - you can order any World Cup T-shirt from company X and save 10% by following the link to www.vash-magazin.ru/worldcup. Sergey follows the link and ends up on the website of company X, which provides him with a selection of T-shirts available to order with an exclusive 10% discount. He selects a T-shirt in his size and completes the purchase using his credit card.

Avatar B - Katya:

Katya is a professional, she is 33 years old, she is in a relationship. Katya loves to keep up with the latest fashion trends, and it is convenient for her to place orders in her favorite online store. Her boyfriend is a big football fan, he loves to keep up with football fashion and buy new fan T-shirts with the image of his favorite team. Katya may face the hype surrounding the World Cup. This will encourage her to shop at Company X for her boyfriend. She will purchase merchandise featuring the team they will be supporting during the tournament.

Scenario of interaction between avatar B and an online store:

Katya received email from one of her preferred online stores. This letter includes marketing promotion Company X - an advertisement offering to order a World Cup T-shirt by indicating a promotional code. She decides that this would be a great gift for her boyfriend and goes to the website www.vash-magazin.ru. She's not sure which team T-shirt she should order, so she calls customer service. She explains her situation to the sales consultant and places her order for the fan's T-shirt over the phone.

In this way, you represent your clients in detail and can prepare appropriate advertising campaigns. To begin with, you can create 2-3 customer avatars for each group of similar products.

Stage 2. Setting goals

The second stage of your marketing plan system should focus on your goal. Once you have defined your goal, it is important to make it as precise and unambiguous as possible. To do this, the goal must meet the following points:

• Specificity. What specific indicator are you planning to work on within the given goal?
• Measurability. How do you plan to measure effectiveness? Will it be monitored through quantitative or qualitative analysis, for example?
• Reachability. Can you, in principle, achieve such a goal in the foreseeable future?
• Relevant and realistic. In this case, when developing a marketing plan, we mean the possibility of achieving this goal precisely with marketing tools, and not with development, for example.
• Time limit. Have you set a specific time period for the task to be completed?

For example, if we return to our fictitious online t-shirt store, we can create the following goals:

• Goal 1. Engagement: Increase the number of existing customers served through the online store by 50% by July 2017.
• Goal 2. Attraction: increase brand awareness in the period from April 2017 to July 2017, measure the parameter through Google analytics.
• Goal 3: Engagement: Increase email frequency from one email per quarter to one email per week from May 2017 to July 2017.

Stage 3. Strategies for achieving goals

Strategy talks about how you are going to achieve your goals. This is a general idea of ​​achieving goals.

Using an online T-shirt store as an example, we will determine what questions need to be answered in the strategy block of your marketing plan.

Goal 1 is to increase brand awareness between April 2017 and July 2017, measured through Google analytics.

It is necessary to increase the brand presence in certain online channels that target the audience of football fans.

• What is the most cost-effective route to market?
• Are there our key customers in these channels?
• Where can we get more customer attention?

Study your competitors, understand what online marketing tools they do and don't use, and take advantage of first movers.

Goal 2 is to increase the number of existing customers served through an online account by 50% by July 2017.

Analyze your existing customer base and how they interact with your online store.

Goal 3 is to increase the frequency of emails from one email per quarter to one email per week from May 2017 to July 2017.

• How does the company currently interact with subscribers?
• Who are your competitors and how do they send out mailings?

The answers to questions like these will help you determine a strategy for achieving your goals.

Stage 4. Tactics for achieving goals

Tactics contain the specific tools you plan to use to achieve the goals of your marketing plan. When you create your strategy, you will describe each tactic in more detail, as well as specify specific key indicators effectiveness for each tactic.

In the example of a T-shirt store, let's assume that we have chosen three tactics to implement these strategies: SEO, Contextual Advertising and E-mail Marketing.

Tactic 1 - SEO

When analyzing competitors, it was revealed that one of the key disadvantages of company X is its small marketing budget. However, website search engine optimization does provide the company with a field of competition.

To understand the positive impact SEO can have in increasing brand awareness among the target market, it is necessary to conduct an analysis keywords.

Tactic 2 - Pay per click - contextual advertising

Just like SEO, keyword research will give you an idea of ​​how much budget you'll need. contextual advertising. Most of your competitors don't use a lot of keywords in their advertising, so this is where you can benefit. It also helps increase brand awareness.

Tactic 3 – Email Marketing

It is necessary to develop a mailing strategy through email so that your existing customer base receives regular communications. The tactics that will be used will include options for what should be included in the content of the emails to ensure that you get enough clicks to the site and conversions to purchases.
This tactic will involve leveraging your existing customer base and encouraging them to recruit friends and colleagues to join your weekly newsletters.

Stage 5: Actions

The fifth stage of your marketing planning system focuses on how to put your plans into action. The action section covers what must be done in each of the tactics listed in the previous section of the SOSTAC plan to realize its goals.

To achieve the goals above, we have identified three tactics. Now we list examples of actions necessary to implement each tactic.

This is not an exhaustive list, it contains only examples and short description things to consider:

Actions for Tactic 1: SEO

• Keyword analysis. What keywords are we targeting?
• Page optimization. We must optimize site pages for key queries to ensure better ranking in Yandex and Google.
• Content - regular blog posts on the topic of the site.
• Creating a link mass. Compose target group sites where you could post information about your project with a link to it.

Actions for tactic 2: Contextual advertising

• Keyword analysis. What queries can drive profitable traffic?
• Budget.
• Landing pages. What pages will people land on when they enter certain queries?

Actions for Tactic 3: Email Marketing

• Create email scripts for various actions on the site (subscription, purchase)
• Creating reports to analyze subscriber engagement in the newsletter
• Analysis of mailing profitability

Stage 6. Monitoring the results

The final stage of planning is to ensure that you can review and evaluate your performance in the future based on the goals set in stage two.

Consider which tactics to set that are tied to your goals and set up weekly or monthly reporting to ensure you're on track to achieve your goals.