The development of a firm's marketing plan is an activity that many firms just don't undertake. Of those firms that do, many firm leaders dread the activity. Not because the activity is that difficult compared with other things they do every day, but because it has consequences — often unintended consequences.
Many leaders are afraid that they will have set goals they can't reach without miraculous intervention. On the other hand, many are afraid of setting goals so low that their colleagues will wonder why they bothered, or whether they just don't have a lot of faith in the firm, its staff, its structure, or its reputation.
For those with the courage to face this empty-page analysis and fill in the blanks, the development of a marketing plan should be a four-stage process.
Strategy — This is a session (or a few sessions) of brainstorming to determine the firm's goals for the current planning period. It may involve only the firm's officers and other shareholders; it may also include office, market sector, technical discipline, and department leaders. Since markets change over time and everything old seems to become new again, planning sessions should also involve some staff who weren't in previous sessions, who won't know what was considered and rejected in the past, that now may very well be the proper time for such a direction.
Tactics — Without a step-by-step implementation plan, a set of strategies is just a wish list, nothing more. The tactical plan also shows the person responsible for the activity and the deadline by which each step must be completed so each person responsible for the next activity can succeed in his or her assignment.
Review — Once the draft Marketing Plan is complete, it needs to be put through a thorough review, including some people who were not part of the strategic and tactical sessions. Every goal should be reviewed, considering its real need or justification, the consequences of its success (or failure), and the cost and return on investment of its implementation.
Based on this review, any "tweaks" that seem appropriate should be implemented and the Plan finalized.
Share — Many A/E/C firm leaders seem to believe in keeping the finalized Marketing Plan close to the vest. There are two very good reasons why that is not advisable:
- If the firm's staff are kept in the dark regarding the firm's goals, good opportunities may be missed. If someone a bit lower in the hierarchy happens to hear about a project being contemplated, but doesn't know your firm wants to work with that owner, or doesn't know your firm wants to broaden its portfolio by working on that kind of project, they may not mention it to anyone in a position to make a pursuit decision.
- If a staff member hears about a kind of project or facility with which your Plan says you don't want to get involved, time may be spent chasing information on that project, even though it is guaranteed to end in a "No Go" decision.
I even know of firms that keep their Strategic and Marketing Plans from their marketing departments. If their marketing director or manager gets to participate in the planning sessions, he/she is instructed to NOT share the completed plan with his/her staff.
Ridiculous, isn't it?
Your firm's Strategic and Marketing plans are definitely confidential, but only to outsiders. Anyone in the firm who can make a contribution toward achieving your goals, and that is pretty much EVERYONE in the firm, needs to know the Plan.