By J. R. Bureau (auth.)
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Additional resources for Brand Management: Planning and Control
The nature of the activity requires a sequential and logical approach to his task if he is to be successful: 1. ANALYSIS. He will first wish to establish the existence either of problems to be solved or opportunities to be seized in the marketing development of his product. His ability to detect either will depend both on his power of analysis and on the accuracy of the information that is available to hirn. 2. SOL UTION. Assuming he has correctly 'read' the situation in the market-place, he will need to create a marketing plan which will solve or at least minimise the product's THEPRODUCTPLAN 31 problems and maxImIse the product's marketing opportunities.
2. Justzficatz·on of the Forecast In many organisations the provision of the forecast of unit sales - literally a few sheets of figures only - is the only marketing contribution to the operational marketing plan. In such companies it is probable that the forecast is furnished by the sales force, the sole representatives of the marketing function in these companies. In the more sophisticated marketing organisations much of the operational marketing plan is concerned with justzfyz·ng the forecast.
For every product sold by the company. Such a forecast satisfies a multiplicity of purposes: (a) It provides the manufacturz·ng facz"lz"ty wz"th a precise statement of what they wz"ll have to make. Available - as 26 OPERATIONAL PLANNING it always is - in the form of a schedule of monthly unit sales, l the forecast provides the factory with a basic blue-print of its work-Ioad for the twe1ve months to follow. (b) Accompanied by a forecast of the prices at which each of these products will be sold, the fore cast of unit sales provz·des the essential forecast of sales revenue which will be available to the company.
Brand Management: Planning and Control by J. R. Bureau (auth.)