Peter Knight

Highly Effective Marketing Plan (HEMP), The

A proven, practical, planning process for companies of all sizes

• Broschiertes Buch

Produktbeschreibung

This is the step-by-step, proven programme that will allow you to create a highly effective marketing plan that works â in just one hour!

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Pearson Education Limited
• Seitenzahl: 176
• Erscheinungstermin: 28. April 2004
• Englisch
• Abmessung: 235mm x 156mm x 14mm
• Gewicht: 280g
• ISBN-13: 9780273687863
• ISBN-10: 0273687867
• Artikelnr.: 22104726

Autorenporträt

Peter Knight has run small, medium and large companies and today is Founder & Chairman of Phoenix plc, a marketing communications agency which works with clients including Motorola, First Choice, Laing, Harry Ramsden's and many more. Phoenix employs 60 people at The Chapel of Ideas a converted church all of whom are engaged in effective communications via all media. Peter is a TEC International speaker and won the speaker of the year award in 2002. He regularly is engaged by clients to speak and facilitate at conferences, business retreats & strategy planning workshops, and he also contributes to several trade publications.

Inhaltsangabe

Step One - Desired Result
As Stephen Covey put it, "Begin with the end in mind." The principle of
this step is: the greater the clarity of the outcome the more likely it
will be accomplished.
Step Two What's it worth?
If you're going to do something then value it. And identifying a monetary
value helps create a universal currency, as others might view differently
the worth you attach to your project. For example, "this initiative will
create turnover of £5 million and produce £1 million profit in 12 months"
has a clarity which will appeal to any board or bank.
Step Three What are the consequences?
All new plans have consequences. There are potential upsides and downsides
what are they? And what will be the consequence of not implementing your
plan? This chapter explores how important it is to identify every possible
outcome before the plan commences: often people will be more motivated by
fear of loss than by the pleasure of gain, e.g. "consider what will happen
if we don't pioneer this new initiative and our major competitor does
instead."
Step Four Targets
Who are we after? Who will be buying your product or service. And don't
just go for standard classifications; really go to town gathering
information. Build a picture of these people. How old are they? How much do
they weigh on average? Would they prefer to fly British Airways or Virgin?
When did they last go to the cinema and what film did they see? The
principle of this chapter is that you can't know too much about your
targets.
Step Five What do they currently think and do?
Now you know who you're after, (step four), what do these people currently
think about your product and service? And as a consequence of what they
think, what do they do? Do they know you for providing one product and
think that's all you do, (and as a result buy your other product from a
competitor)? Have they never heard of your service or anything like it,
(and therefore they currently do nothing)? Thinking precedes doing: know
what your targets think.
Step Six What do you want them to think and do?
Following on from the last chapter, we can now look at what we want people
to think and having changed their mind will cause them to buy your product
or service. The principle underpinning steps five and six is simple: change
the thinking and you'll change the doing patterns of your targets, (whereas
so many companies try to get people to change their "doing" without
thinking first.)
Step Seven What's the story?
What are you actually selling? This chapter prompts the exercise of
succinctly writing down exactly what's on offer. This exercise is amazing
for many people who whilst believing they know what they do actually
discover that either they don't or they can't adequately describe it.
Step Eight The one big thing (10 second sell)
All too often peoples' description of their service or product are boring
and confusing filled with far too much irrelevant detail. This chapter
distills down to the ONE big thing on offer. This chapter is what Pearson
calls "The 10 second sell", and you know how effective that is.
Step Nine What's the benefit?
This step looks at the one big thing and asks the question: so what? What
do you do for the target customer? Does this benefit them significantly? Is
it compelling and how does it compare to the competition?
Step Ten Know yourself
Is your current personality appropriate for the product or service you're
offering? There's no point your being seen as British Airways if your
product is designed for Virgin customers. There's a built in disadvantage,
which is unnecessary, for a traditional old-fashioned company offering a
service which will primarily appeal to youth. This step asks the question:
do you need to review the personality of your company for this new product
or service to work? There are lots of examples of