【正文】 we conduct marketing activities, such as distribution or promotion? Do current technologies exist that we are not using to their fullest potential in making our marketing activities more effective and efficient? Do any technological advances threaten to make our product(s) obsolete? Cultural trends How are society39。所謂策劃目標，就是策劃要實現(xiàn)的期望值。其次，明確重點。為此，首先要了解委托方的策劃動機。在現(xiàn)代市場經濟中，營銷的成功與否關系到企業(yè)的生死存亡。營銷策劃既可以是關系到企業(yè)全局的營銷戰(zhàn)略策劃，也可以是某一個營銷項目的項目策劃。例如，同樣是促銷策劃，策劃動機卻可以一個是為提高利潤，一個為了提高生產效率。當然，這需要策劃人具有較強的判斷力。在設定策劃目標時必須注意：第一，目標不要太高，要留有余地；第二，目標之間不應有矛盾，在存在矛盾時，要明確表述目標的優(yōu)先順序；第三，策劃目標需要量化，便于測量。 products? How well do our products and our petitors39。 weaknesses? Does this weakness make us different from (worse than) our petitors in the minds of our customers? Weakness 4: How does this weakness hinder us in meeting customer needs? How does this weakness pare to our petitors39。誰是圣象？國內強化木地板第一品牌，創(chuàng)始人彭鴻斌。項目組將辦公室搬到圣象的會議室。實木地板、實木復合地板、強化木地板三分天下將來的品牌地板市場第一品牌現(xiàn)在的圣象強化木地板第一品牌地板市場尚無第一品牌高品質、高品位、富于價值感自然、和諧、寬廣、富于表現(xiàn)力自由、獨立、尊重、執(zhí)著、人文天地人象，萬物合一大象無形品牌口號：讓生命與生命更近些形象：非洲原野中的大象品質一流價格昂貴圖、為圣象重新定位第三，具體作業(yè)。你們比圣象更了解圣象的產品。（3）圣象品牌家族：圣象2000：地板市場第一品牌；圣象愛家：銷量最大的中檔地板品牌；波瑞：銷量最大的強化木地板品牌；新品牌：進入新的市場領域。結果：沉沉的兩箱資料，厚厚的一摞筆記和三十盒錄音帶。葉的思路：大象無形，大音希聲；不強調產品的特性而強化品牌的主張與內涵；大品牌意識與氣勢。s values in a manner that enhances the implementation of the marketing plan? Describe the social and behavioral norms that exist within the organization, and in workgroups, that are either beneficial or detrimental to implementation: Employee cultural control Is the organizational culture appropriate for the marketing plan? If not, what type of culture would be more appropriate? Though cultural change is a slow process, what steps can be taken to change our organization39。 strengths? Does this strength make us different from (better than) our petitors in the minds of our customers? Strength 4: How does this strength assist us in meeting customer needs? How does this strength pare to our petitors39。 key strengths and weaknesses? What are our petitors39。最后，設定策劃目標。在委托方動機不明時，要幫助他們搞清楚他們想要什么。無論是哪種來源，營銷策劃人都必須先搞清楚策劃要解決的問題和目標。營銷策劃是企業(yè)的一種戰(zhàn)略性策劃。營銷策劃上承整個企業(yè)的發(fā)展戰(zhàn)略和競爭戰(zhàn)略，下接具體實施部門的實施細節(jié)。策劃的方案會由此截然不同。策劃人可以幫助企業(yè)根據自己的情況，選擇策劃主題（）。對于不易量化的目標，也要盡量想出較為客觀的評價標準。 products meet the needs of our customers? How are the needs of our customers expected to change in the future? What methods of payment do our customers use when making a purchase? Are our customers prone to developing close longterm relationships with us and our petitors, or do they buy in a transactional fashion (primarily on price)? Why do potential customers not purchase our products? What are the basic needs of noncustomers that are not being met by our products? What are the features, benefits, or advantages of peting products that cause noncustomers to choose them over our products? Are there issues related to distribution, promotion, and pricing that cause customers to not purchase our products? What is the potential for converting these noncustomers to our products? C. Internal (Organizational) Environment Review of marketing goals, objectives, and performance What are our current marketing goals and objectives? Are our marketing goals and objectives consistent with the mission, goals, and objectives of the firm? Why or why not? Are our marketing goals and objectives consistent with recent changes in the marketing or customer environments? Why or why not? How are our current marketing strategies performing in terms of sales volume, market share, profitability and munication (., awareness and preference) objectives? How does our current performance pare to other firms in the industry? Is the performance of the industry as a whole improving or declining? Why? If our performance is declining, what is the most likely cause? Are our marketing objectives inconsistent with changes in the marketing or customer environments? Is the strategy flawed? Was the strategy poorly implemented? If our performance is improving, what actions can we take to ensure that our performance continues to improve? Is the improvement in performance due to a better than anticipated environment or superior planning and implementation? Review of current and anticipated organizational resources What is the state of our current organizational resources (., financial, capital, human, experience, relationships with key suppliers or customers)? Are these resources likely to change for the better or worse in the near future? If the changes are for the better, how can we utilize these added resources to our advantage in meeting customer needs better than petitors? If the changes are for the worse, what can be done to pensate for these new constraints on our resources? Review of current and anticipated cultural and structural issues What are the positive and negative aspects of the current and anticipated culture of the firm? What issues related to internal politics and power struggles might affect our marketing activities? What is the overall position and importance of the marketing function as seen by other functional areas? Are key executive positions expected to change in the future? How will the overall customerorientation of the firm (or lack thereof) affect our marketing activities? Does the firm emphasize a long or shortterm planning horizon? How will this emphasis affect our marketing activities? Currently, are there positive or negative issues with respect to motivating our employees, especially those in customercontact positions (., sales, customer service)?III. SWOT Analysis A. Strengths Strength 1: How does this strength assist us in meeting customer needs? How does this strength pare to our petito