STRATEGIC MARKETING PLAN DEVELOPMENT

We understand that your business needs a solid marketing plan.
This is what will lead you on the path to successful internet marketing. We can guide you in creating a high impact marketing plan that focuses on your bottom line return on investment, (ROI).

Together we will work to define your target market, identify opportunities, set campaigns goals, select online marketing vehicles and track your campaign results. Each client has their own individual goals to achieve which requires unique solutions. Atlas Studios has exactly what it takes to compile, execute and utilize the best analytical tools of the industry for your marketing goals.

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ONLINE AND TRADITIONAL MEDIA PLANNING AND BUYING

There is no such thing as a one-size fits all media planning and buying 
strategy. Media planning is deciding on your messages' course of action. Online media buying grows more and more challenging as time passes due to the internets continuous changes. Social media strategies and varying standards of SEO fluctuation make it more difficult to gauge. Not to mention the innovative advertising options which are geographically and behaviorally-targeted. Atlas Studios will create a comprehensive media plan that will expand and increase your market advantage.

Call us to discuss our full planning and buying services.

TECHNICAL DESCRIPTION

Solid marketing strategy is the foundation of a well-written marketing plan. While a marketing plan contains a list of actions, a marketing plan without a sound strategic foundation is of little use.

Behind the corporate objectives, which in themselves offer the main context for the marketing plan, will lie the "corporate mission," which in turn provides the context for these corporate objectives. In a sales-oriented organization, the marketing planning function designs incentive pay plans to not only motivate and reward frontline staff fairly but also to align marketing activities with corporate mission.

This "corporate mission" can be thought of as a definition of what the organization is, of what it does: "Our business is ...". This definition should not be too narrow, or it will constrict the development of the organization; a too rigorous concentration on the view that "We are in the business of making meat-scales," as IBM was during the early 1900s, might have limited its subsequent development into other areas. On the other hand, it should not be too wide or it will become meaningless; "We want to make a profit" is not too helpful in developing specific plans.

Abell suggested that the definition should cover three dimensions: "customer groups" to be served, "customer needs" to be served, and "technologies" to be used. Thus, the definition of IBM's "corporate mission" in the 1940s might well have been: "We are in the business of handling accounting information [customer need] for the larger US organizations [customer group] by means of punched cards [technology]."

Perhaps the most important factor in successful marketing is the "corporate vision." Surprisingly, it is largely neglected by marketing textbooks, although not by the popular exponents of corporate strategy — indeed, it was perhaps the main theme of the book by Peters and Waterman, in the form of their "Superordinate Goals." "In Search of Excellence" said: "Nothing drives progress like the imagination. The idea precedes the deed."  If the organization in general, and its chief executive in particular, has a strong vision of where its future lies, then there is a good chance that the organization will achieve a strong position in its markets (and attain that future). This will be not least because its strategies will be consistent and will be supported by its staff at all levels. In this context, all of IBM's marketing activities were underpinned by its philosophy of "customer service," a vision originally promoted by the charismatic Watson dynasty. The emphasis at this stage is on obtaining a complete and accurate picture.