BTEC HND IN BUSINESS

Unit-19 : Marketing Planning

Centre Name:

East end Computing & Business

Centre No:

10562

College

Credit :

15

Level :

Learners Name:
Assessors Name:

Mr Namees Ibrahim

Assessors Signature:
Date Issued:

Date:
08/09/2014

First Submission
Date:

Final Submission
Date

Draft Feedback Dates:

Learner Declaration
I declare that all the work submitted for this assignment is my own work or, in the case of
group work, the work myself and other members of the group in which I worked, and that
no part of it has been copied from any source.
I understand that if any part of the work submitted for this assignment is found to be
plagiarised, none of the work submitted will be allowed to count towards the assessment of
the assignment.
Signature______________________________ Date______________________

Internal verification:
IV Name:

Signature:

Date:

Assessor
Name:

Signature:

Date:

UUnit 19 Marketing Planning

Mr Namees

Assessment Feedback Sheet

Assessment
Criteria (AC)

1.1 review
changing
perspectives in
marketing planning

1.2 evaluate an
organisations
capability for
planning its future
marketing activity

Assessment Criteria
(AC)

Assessment
Criteria (AC)

Merit

Distinction

Achieved
Y/N

M1 To achieve M1
you must effectively
review the changing
perspective in Marketing
planning.
Ensure effective
judgements have been
made and an effective
approach to study and
research has been
Applied.

Y/N

M3 To achieve M3
you should be able to
present and demonstrate
your evidence for AC 1.1
and AC1.2 effectively.

Y/N

Y/N

Y/N

1.3 examine
techniques for
organisational
auditing and for
analysing external
factors that affect
marketing planning

Y/N

1.4 carry out

organisational
auditing and
analysis of
external factors
that affect
marketing planning
in a given situation

Y/N

2.1 assess the

main barriers to
marketing planning

UUnit 19 Marketing Planning

Comments

D1 :To achive D1
you should
provide realistic
suggestions to
overcome
barriers to
marketing
planning. Your

Mr Namees

Y/N

Y/N

work should
demonstrate
evidence of
critical reflection
and evaluation on
your suggestions.

Y/N

2.2 examine how

organisations may
overcome barriers
to marketing
planning

Y/N
3.1 write a
marketing plan for
a product or a
service
Y/N

3.2 explain why

marketing planning
is essential in the
strategic planning
process for an
organisation
3.3 examine
techniques for new
product
development

M2.To achieve M2 You

should apply effectively
relevant theories,
techniques and methods
for new product
development

Y/N
Y/N

3.4justify
recommendations
for pricing policy,
distribution and
communication
mix

Y/N

3.5 explain how

factors affecting
the effective
implementation of
the marketing plan
have been taken
into account

Y/N

4.1 explain how

ethical issues
influence
marketing planning

Y/N

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4.2 analyse
examples of how
organisations
respond to ethical
issues

D3 : To achieve
D3 you should
demonstrate
creative
approach to
assist
organisation
respond to new
ethical dilemas

Overall Grade

D2 : To achieve
D2 your work
should show
evidence of
substantial
research and
investigation in
most of the
works submitted

Y/N

Referral / Pass / Merit / Distinction

Assessors
Signature

Date

Candidate
Signature

Date

UUnit 19 Marketing Planning

Y/N

Y/N

4.3 analyse
examples of
consumer ethics
and the effect it
has on marketing
planning.
Overall

Y/N

Mr Namees

Assignment One
Scenario: Apples revolutionised smartphones.

In early 2007 Steve Jobs announced the very first iPhone. Designed to reinvent the phone,
Apples iPhone has revolutionised smartphones and shaped the industry into what it is today. The
first iPhone mixed a capacitive 3.5-inch multi-touch display with touch-optimised software in a
simple package that was unlike anything else on the market. Over the last seven years, Apple has
refined and tweaked its iPhone into what it is today: the iPhone 6.
Apple has used combinations of metal, plastic, and glass to shape and form its ideas of what a
modern smartphone should look like throughout the history of the iPhone. Major redesigns with
the iPhone 4 and iPhone 5 saw Apple push the boundaries of smartphone hardware, all while
competitors were catching up. Now that the smartphone industry is moving to larger screens,
Apple has been forced to respond with the iPhone 6 and iPhone 6 Plus.
Apple's smartphone market share continues to grow across the UK, Europe, US and China after
consumers increasingly turn their backs on rival Android devices.
The Californian company achieved its highest ever share of Britain's smartphone market in the
three months to October last year, after iPhones equated for 39.5 per cent of all sales. Now
iPhones account for 42.5 per cent of British sales - a growth of 12.2 per cent year-on-year.
Apple's growth comes at the expense of biggest rival Google's Android, whose UK share fell by 6.7
per cent over the same period, according to data from Kantar Worldpanel ComTech.
Carolina Milanesi, chief of research at Kantar, said a decline in Android market share would not
necessarily impact negatively on other smartphone manufacturers.
"The choice of brands and devices within the ecosystem empowers consumers to drive different
fortunes for the players in it, she said.

As of November 2014, iOS accounted for 23.8 per cent of smartphones in Britain, Germany,
France, Italy and Spain, an increase of 6.3 per cent compared to November 2013. Android's share,
meanwhile, fell by 3.2 per cent from 69.9 per cent in 2013 to 66.8 per cent in 2014.

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In the early decades, Apple's brand was very much that of a challenger, bringing easy to use
computers to consumers and small businesses in a way that as focused on the needs, individuality,
and style of ordinary people, rather than the conformity and technical mandates of big business.

Apple's brand position has evolved, but today's brand is still consistent with these early promises.

Apple's core competence remains delivering exceptional experience through superb user
interfaces. The company's product strategy is based around this, with the iPhone (with it's touch
screen "gestures" that are re-used on the iPad), Mac, iCloud, iTunes, and the Apps Store all playing
key roles. THE distinctive feature of each of Apple Pay and Apple Watch remains their ease of use
and elegantly simple use.
Starting with a major re-vitalisation of the Apple brand when the iPod was launched in 2001, Apple
has worked hard to migrate its brand and its product strategy in close harmony towards today's
position.

Steve Jobs, Apple's co-Founder, described Apple as a "mobile devices company" - the largest one
in the world. The company renamed itself Apple Inc. rather than Apple Computer. At the time, this
was a significant move, signifying Apple's move beyond being more than a computer company.

The company is now defining itself more broadly than being just a devices company. It has
blended its digital content services (eg iTunes, iBooks and App Store) to be a key part of the value
proposition to Apple device owners, and (with iCloud in the background) is making many services
and functionality which consumers use accessible on whatever (Apple) device they happen to be
using at the time, be it at their desk, lap, fingertips or wrist.

The Apple brand is not just intimate with its customers, it's loved, and there is a real sense of
community among users of its main product lines.

The brand equity and customer franchise which Apple embodies is extremely strong. The
preference for Apple products amongst the "Mac community", for instance, not only kept the
company alive for much of the 90's (when from a rational economic perspective it looked like a
dead duck) but it even enables the company to sustain pricing that is at a premium to its
competitors.
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It is arguable that without the price-premium which the Apple brand sustains in many product
areas, the company would have exited the personal computer business several years ago. In
recent years, this strength in brand preference has flowed directly to Apple's profits - the company
has dramatically improved its manufacturing costs, while still maintaining very strong brand
equity.

The huge promise of the Apple brand, of course presents Apple with an enormous challenge to
live up to. The innovative, beautifully-designed, highly ergonomic, and technology-leading
products which Apple delivers are not only designed to match the brand promise, but are
fundamental to keeping it.

Apple fully understands that all aspects of the customer experience are important and that all
brand touch-points must reinforce the Apple brand.

Apple has expanded and improved its distribution capabilities by opening hundreds of its own
retail stores in key cities around the world, usually in up-market, quality shopping venues.
As it has developed the iPhone business, Apple has hugely increased its retail reach through the
retail outlets of the telco companies. Apple has also increased the accessibility of iPads and iPods
through various resellers that do not normally sell computers, and has increased the reach of its
online stores.

The very successful Apple Retail stores give prospective customers direct experience of Apple's
brand values. Apple Retail visitors experience a stimulating, no-pressure environment where they
can discover more about the Apple family, try out the company's products, and get training and
practical help on Apple products at the shops' Guru Bars. Apple retail staff are helpful, informative,
and let their enthusiasm show without being brash or pushy.
The overall feeling is one of inclusiveness by a community that really understands what good
technology should look and feel like - and how it should fit into people's lives.
Source: http://www.theverge.com/2014/9/9/6125849/iphone-history-pictures
http://www.telegraph.co.uk/technology/apple/iphone/11329767/Britain-turns-its-back-onAndroid-in-favour-of-iOS.html
http://www.marketingminds.com.au/apple_branding_strategy.html

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Learning Outcome:
1. Be able to compile marketing audits ( Section1)
2. Understand the main barriers to marketing planning (section 2)
3. Be able to formulate a marketing plan for a product or service (section 3)
4. Understand ethical issues in marketing (section 4)

Answer the following questions

AC 1.1 and AC 1.2 Presentation using Powerpoint
Section 1 Demonstrate and explain how you would compile marketing audits:
Q1 Recent years have witnessed a fundamental shift in the structure and dynamic of the global
smartphone landscape. The strategic importance of mobile technologies has seen the smartphone
market become incrementally more complex and competitive.
Review changing perspectives in marketing planning, especially market-led strategic change.
(AC1.1)
M1
To achieve M1 you must effectively review the changing perspective in Marketing planning.
Ensure effective judgements have been made and an effective approach to study and research
has been Applied.
Q2. Apples iPhone has transformed smartphones and shaped the industry.
Evaluate Apples capability for planning its future marketing activity by conducting a SWOT
analysis (AC1.2)
M3: To achieve M3 you should be able to present and demonstrate your evidence for AC 1.1 and
AC1.2 effectively.
Q3. Smartphone industry is moving to larger screens, Apple has been forced to respond with the
iPhone 6 and iPhone 6 Plus.Examine techniques for organisational auditing and for analysing
external factors that affect marketing planning using PESTLE and PORTERs FIVE FORCE analysis in
detail. (AC1.3)

Q4. Carry out organisational auditing and analysis (PESTLE and PORTERs FIVE FORCES) of external
factors that affect marketing planning of Apple in todays scenario. (AC 1.4)

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Section 2 Describe the main barriers to marketing planning:

Q5 Assess the main barriers to marketing planning for Apple (AC2.1)
D1 :To achive D1 you should provide realistic suggestions to overcome barriers to marketing
planning. Your work should demonstrate evidence of critical reflection and evaluation on your
suggestions.

Q 6 Examine how Apple may overcome barriers to marketing planning(AC2.2)

Assignment Two: A Report

Section 3 Formulate a marketing plan for a product or service
You will assume the role of
manufacturing organisation.

marketing manager for ONE of the following smartphone

Apple or
Samsung or
Nokia or
HTC or
Motorola

Q1. Write a marketing plan for any one product (brand) from the above list (AC3.1) and justify
recommendations for pricing policy, distribution and communication mix (AC3.4)
Q2. Explain why marketing planning is essential in the strategic planning process for your chosen
organisation (AC3.2)
Q3. Examine techniques for new product development (AC3.3)
To achieve M2 You must apply effectively relevant theories, techniques and methods for new
product development
Q4. Explain how factors affecting the effective implementation of the marketing plan have been
taken into account (3.5)

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Assignment Three: Case Study

Marks and Spencer- PLAN A
Section 4: Explain ethical issues involved in marketing:
UK retailer Marks and Spencer has been marking the five-year anniversary of its Plan A
sustainability strategy this month. Ben Cooper reflects on M&S's achievements and the impact
Plan A has had on the wider market.
UK food and clothing retailer Marks and Spencer has been celebrating the culmination of the first
five years of its 'Plan A' sustainability strategy. The strategy was launched in 2007 when 100 fiveyear goals were set, another 80 being added two years ago with a target date of 2015.
That the retailer has made a big splash about reaching this milestone is not surprising, and in this
instance a little bit of PR razzamatazz is justified.
First, the achievements are worth shouting about. Out of the 100 original goals, some 94 have
been achieved, according to the company's 2012 How We Do Business report.
M&S confirmed that as of 1 January it became the first major UK retailer to be carbon-neutral,
that it now recycles 100% of its waste, with nothing going to landfill, and that 31% of its products
now have a Plan A attribute. All of the wild fish sold in M&S stores today comes from "the most
sustainable sources available", while 257 M&S products are now made using certified sustainable
palm oil (CSPO). Sales of Fairtrade food products have increased by 88% since 2006/7.
Of the total 180 commitments announced since 2007, 138 have been achieved, 30 are 'on plan',
six are 'behind plan', while six have not been achieved, M&S reported.
Also, the high profile M&S has given Plan A's fifth anniversary is in keeping with how it has
approached sustainability since the strategy was born. Pushing sustainability up the agenda also
involved making a big noise about it, to engage both employees and consumers alike.
Plan A (because there is no Plan B) was itself a catchy, slightly gimmicky title, designed to capture
the imagination. The company has remorselessly publicised Plan A over the past five years and
missed few opportunities to promote its sustainability credentials.
This has not only raised public consciousness about sustainability but M&S's words - and deeds have also had an effect on its competitors and the marketplace in general.
It is telling that when M&S chief executive Marc Bolland addressed an event the retailer hosted in
central London earlier this month to discuss Plan A with key stakeholders, he spoke first of the
effect the strategy had on him as chief executive of rival retailer Morrisons, describing it as "an
example" to drive the environmental agenda at his then company, which "quickly changed".

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Now, as head of M&S Bolland may be forgiven for over-egging the seminal impact that Plan A has
had, but there is no doubt that the food market looks very different from how it did in 2007.
For example, Fairtrade-certified sales in the UK have risen from GBP493m to GBP1.3bn last year.
The number of fisheries in the Marine Stewardship Council certification scheme has increased
from around 70 in 2007 to 250 in 2011, representing a catch of 9m tonnes a year. The number of
pigs in the RSPCA's Freedom Food scheme grew by 84% between 2006 and 2011 and now
represents 28% of UK pig production. In 2008, the total production area for certified sustainable
palm oil was 106,384 hectares; today it is 1.3m.
The pattern of growth in foods sourced to higher ethical standards can be seen across numerous
sectors and reflects real change in the consumer market.
M&S cannot of course claim credit for all this - campaigning and certification organisations and
pioneering companies must take a large share of the plaudits - but these significant strides have
only been possible by the engagement of mainstream operators, and among the country's largest
retailers M&S has unquestionably been a first mover.
Jonathon Porritt, environmental campaigner and co-chair with Bolland of M&S's Sustainable Retail
Advisory Board, also addressed the stakeholder event.
Porritt said it had been a "privilege" for Forum for the Future, the think-tank of which he is the
founder director, to have worked on Plan A, adding that through working with M&S "we have
learnt a lot that we can now take away and share with many other organisations involved in this
critical area of corporate sustainability".
Specifically, Porritt said Plan A demonstrated the importance of widespread employee
involvement, a developed notion of stakeholder engagement and robust governance. "Ownership
and leadership" of Plan A was spread across the company, Porritt said. "There are very few people
in M&S who don't have an M&S Plan A stake."
Corporate sustainability strategies, he added, depend on there being "procedures and
mechanisms which make it possible for us, standing outside the company, to hold the company to
account", and "the Plan A story from that governance perspective is an extremely impressive and
important one".
So much for the impact of Plan A over the past five years. Richard Gillies, director of Plan A,
corporate social responsibility and sustainable business at M&S, said it was appropriate to "take a
moment to celebrate what we have achieved over the past five years", but in general he was
clearly looking forward rather than back.
While 31% of products now have a Plan A attribute, representing almost a billion individual items
and a retail value of GBP3 billion, the target is to raise this to 50% by 2015 and 100% by 2020.

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The fact that 80 additional goals were introduced two years ago underlines M&S's desire to
sustain the momentum.
Gillies was also upfront about the 2012 goals that had not been reached. "We have made great
progress. We know we haven't achieved them all. It always was a stretching plan. If we'd achieved
them all I think we would probably question whether we'd set them hard enough."
M&S was, he said, "very, very sincere in our intent to pursue those that we've not quite reached".
Arguably the most significant 2012 goal that had not been achieved, to reduce water usage in
existing operations by 20% was "only just" missed, with the company recording an 18% reduction.
Gillies said he was "confident that we will get there in a slightly extended timetable".
Gillies concluded: "We see this as the start; this for us is very much a journey. Plan A is part of a
journey towards creating a fully sustainable business, so that when we turn round in a few years'
time we are confident that with our hands on our hearts we can say that we are the most
sustainable retailer in the world."
A few eyes may have rolled at this point. Many at the gathering in London have heard the
"journey" rhetoric a few times. But M&S arguably has a little more moral authority to engage in
such tub-thumping, as the last five years have undeniably shown that it walks the walk on
sustainability too, while also encouraging others along the way.
Source: http://www.just-food.com/analysis/sustainability-watch-marks-and-spencers-plana_id119621.aspx
Answer the following questions based on the above case-study
Q1. Explain how ethical issues influence marketing planning (AC4.1)
Q2. Analyse examples of how organisations respond to ethical issues (AC4.2)

D3 :To achieve D3 you must demonstrate creative approach to assist organisation respond to new
ethical dialamas
Q3. Analyse examples of consumer ethics and the effect it has on marketing planning. (AC4.3)
D2: To achieve D2 your work should show evidence of substantial research and investigation in
most of the work submitted

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Plagiarism/Collusion
Any act of plagiarism or collusion will be seriously dealt with according to the
regulations.
In this context the definition and scope of plagiarism are presented below:
Plagiarism is presenting somebody elses work as your own, It includes copying
information directly from the Web or books without referencing the material; submitting
joint coursework as an individual effort; copying another students coursework; stealing
coursework from another student and submitting it as your own work.
Collusion is working collaboratively with another learner to produce work that is
submitted as the individual learners work.
Suspected acts of plagiarism or collusion will be investigated and if found to have
occurred will be dealt with according to the college procedure
Guideline

Ensure that all work had been proof-read and checked prior to
submission.
Ensure that the layout of your documents is in a professional format.
Ensure that all references are quoted at the end of any
question/document submitted (preferred: Harvard referencing).
Ensure that you back-up your work regularly and apply version control to
your documents.
Ensure that there is an accompanying front cover sheet with your details,
the unit details and your lecturers name.
The college will retain your assessment copy so it is advisable for you to
keep a copy for your own record.

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