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
work should
Mr Namees

Y/N

Y/N

demonstrate
evidence of
critical reflection
and evaluation on
your suggestions.

2.2 examine how

organisations may
overcome barriers
to marketing
planning

Y/N

Y/N
3.1 write a
marketing plan for
a product or a
service
3.2 explain why
marketing planning
is essential in the
strategic planning
process for an
organisation
3.3 examine
techniques for new
product
development

Y/N

Y/N

M2.To achieve M2 You

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

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

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

Overall Grade

Y/N

Y/N

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

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 multitouch 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.

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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.
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.

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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.
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 upmarket, 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

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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-turnsits-back-on-Android-in-favour-of-iOS.html
http://www.marketingminds.com.au/apple_branding_strategy.html

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.

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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)

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 marketing manager for ONE of the following
smartphone manufacturing organisation.
Apple or
Samsung or
Nokia or

HTC or
Motorola

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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
process for your chosen organisation (AC3.2)

strategic planning

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)

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 five-year 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.

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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".
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.
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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.
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."

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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-marksand-spencers-plan-a_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

Plagiarism/Collusion
Guideline
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:
Ensure that all work had been proof-read and checked prior to
submission.somebody elses work as your own, It includes copying
Plagiarism is presenting
information directly from the Web or books without referencing the material; submitting
Ensure
the layout
of your
documents
in a professional
format.
joint coursework
as anthat
individual
effort;
copying
anotherisstudents
coursework;
stealing
coursework from another student and submitting it as your own work.
Ensure that all references are quoted at the end of any
question/document
submitted
(preferred:
referencing).
Collusion is working
collaboratively
with another
learnerHarvard
to produce
work that is
submitted as the individual learners work.
Ensure that you back-up your work regularly and apply version control to
Suspected acts
of plagiarism
your
documents.or collusion will be investigated and if found to have
occurred will be dealt with according to the college procedure
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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