【正文】 Person responsible: Budget: Other resources needed: Target pletion date: Activity 4: Person responsible: Budget: Other resources needed: Target pletion date: Promotion activities Activity 1: Person responsible: Budget: Other resources needed: Target pletion date: Activity 2: Person responsible: Budget: Other resources needed: Target pletion date: Activity 3: Person responsible: Budget: Other resources needed: Target pletion date: Activity 4: Person responsible: Budget: Other resources needed: Target pletion date:VII. Evaluation and Control A. Financial Assessment Contribution Analysis a. Total fixed costs: b. Variable costs per unit: c. Per unit selling price: d. Current gross margin target: e. Future gross margin target: What is the required sales volume in units needed to meet the current gross margin target? (a + d) 184。 (c b) What is the required sales volume in units needed to meet the future gross margin target? (a + e) 184。 (c b) Response Analysis a. Estimated product response coefficient: b. Estimated price response coefficient: c. Estimated distribution response coefficient: d. Estimated promotion response coefficient: Combined response impact (a x b x c x d): Systematic Planning Model a. Current industry sales (in units): b. Projected sales growth (decline) percentage: c. Projected industry sales (a x b): d. Projected firm market share if current marketing strategy is continued: e. Modified market share (multiply d by the bined response impact from above): f. Predicted sales in units (c x e): g. Projected sales in dollars (multiply f by the per unit selling price): h. Projected costs: i. Projected gross margin (g h): B. Marketing Control What types and levels of formal control mechanisms are in place to ensure the implementation of the marketing plan? Input control mechanisms Employee recruitment and selection procedures: Employee training programs: Employee manpower allocations: Financial resources: Capital outlays: Research and development expenditures: Other: Process control mechanisms Employee evaluation and pensation systems: Employee authority and empowerment: Internal munication programs: Lines of authority/structure (organizational chart): Management mitment to the marketing plan: Management mitment to employees: Output control mechanisms (performance standards) Product performance standards: Potential corrective actions that can be taken if actual product performance does not match these standards: Price performance standards: Potential corrective actions that can be taken if actual pricing performance does not match these standards: Distribution performance standards: Potential corrective actions that can be taken if actual distribution performance does not match these standards: Promotion performance standards: Potential corrective actions that can be taken if actual promotion performance does not match these standards: Output control mechanisms (marketing audits) How will marketing activities be monitored? What are the specific profit and timebased measures that will be used to monitor marketing activities? Describe the marketing audit to be performed: Who will be responsible for conducting this audit? What types and levels of informal control mechanisms are in place to ensure the implementation of the marketing plan? Employee selfcontrol Are employees satisfied with their jobs at a level that is sufficient for implementing the marketing plan? If not, how can employee job satisfaction be increased? Are employees mitted to the organization at a level that is sufficient for implementing the marketing plan? If not, how can employee mitment be increased? Are employees mitted to the marketing plan at a level that is sufficient for its implementation? If not, how can employee mitment to the plan be increased? Employee social control Do employees share the organization39。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。s culture to bee more conducive to implementing the marketing strategy? 圣象地板的品牌策劃誰(shuí)是葉茂中？在策劃業(yè)，葉茂中大名鼎鼎。年紀(jì)不大，三十歲出頭，兩次榮獲全國(guó)十大著名策劃人稱(chēng)號(hào)，策劃的項(xiàng)目有上百個(gè)，包括為圣象地板，飄柔，舒膚佳，春蘭空調(diào)，美的空調(diào)進(jìn)行的策劃。其中為圣象地板的品牌策劃已成為中國(guó)的經(jīng)典策劃。誰(shuí)是圣象？國(guó)內(nèi)強(qiáng)化木地板第一品牌，創(chuàng)始人彭鴻斌?？偛吭O(shè)在北京，全國(guó)各主要城市有分公司。希望的品牌形象：力量、美感，并有一點(diǎn)神秘。策劃由了解品牌形象開(kāi)始。葉的思路：大象無(wú)形，大音希聲；不強(qiáng)調(diào)產(chǎn)品的特性而強(qiáng)化品牌的主張與內(nèi)涵；大品牌意識(shí)與氣勢(shì)。確定合作，一拍即合。葉都干了些什么？第一，營(yíng)銷(xiāo)診斷與市場(chǎng)調(diào)研。80％靠腳，20%靠腦。項(xiàng)目組將辦公室搬到圣象的會(huì)議室。在北京的建材市場(chǎng)通過(guò)走訪(fǎng)經(jīng)銷(xiāo)商了解地板市場(chǎng)。訪(fǎng)問(wèn)企業(yè)中高層管理人員，了解他們對(duì)于市場(chǎng)的看法，對(duì)圣象的評(píng)價(jià)，和下一步工作的打算。各地市場(chǎng)與分公司的情況。結(jié)果：沉沉的兩箱資料，厚厚的一摞筆記和三十盒錄音帶。消化資料：辦公室里攤滿(mǎn)了圖片與文字。圣象的容貌越來(lái)越清晰，地板市場(chǎng)的脈絡(luò)越來(lái)越明朗第二，品牌策劃。重新定位圣象：中國(guó)強(qiáng)化木地板第一品牌到中國(guó)（見(jiàn)圖）。實(shí)木地板、實(shí)木復(fù)合地板、強(qiáng)化木地板三分天下將來(lái)的品牌地板市場(chǎng)第一品牌現(xiàn)在的圣象強(qiáng)化木地板第一品牌地板市場(chǎng)尚無(wú)第一品牌高品質(zhì)、高品位、富于價(jià)值感自然、和諧、寬廣、富于表現(xiàn)力自由、獨(dú)立、尊重、執(zhí)著、人文天地人象，萬(wàn)物合一大象無(wú)形品牌口號(hào)：讓生命與生命更近些形象：非洲原野中的大象品質(zhì)一流價(jià)格昂貴圖、為圣象重新定位第三，具體作業(yè)。（1）企業(yè)改名，圣象裝飾——圣象制造。（2）美的經(jīng)營(yíng)/哲學(xué)的經(jīng)營(yíng)：為每塊地板寫(xiě)一首優(yōu)美的、富于哲理的詩(shī)。做有文化的商業(yè)。（3）圣象品牌家族：圣象2000：地板市場(chǎng)第一品牌；圣象愛(ài)家：銷(xiāo)量最大的中檔地板品牌；波瑞：銷(xiāo)量最大的強(qiáng)化木地板品牌；新品牌：進(jìn)入新的市場(chǎng)領(lǐng)域。（4）品牌塑造——廣告。形象篇：非洲原野中的大象/自然、和諧、寬廣、富于表現(xiàn)力/自由、獨(dú)立、尊重、執(zhí)著、人文；功能篇：小狗篇（特防潮）；鋼球篇（耐沖擊）；踢蹋舞篇（高耐磨）。策劃實(shí)施之后，企業(yè)的評(píng)價(jià)：你們很客觀(guān)。你們比圣象更了解圣象的產(chǎn)品。原來(lái)商業(yè)也可以做