Este documento presenta un plan de marketing para una empresa. Incluye secciones sobre el estudio de mercado, análisis de la competencia y plan de marketing. El estudio de mercado analiza el tamaño y crecimiento del mercado objetivo así como tendencias y factores clave. El análisis de la competencia identifica y compara competidores principales. El plan de marketing describe la visión, productos, precios, promoción y canales de distribución.
Vaya a www.slidebooks.com para Descarga una Plantilla de Plan de Negocio reutilizable | 1000+ diapositivas de PowerPoint y hojas de Excel | Elaborada por antiguos consultores de Deloitte.
Vaya a www.slidebooks.com para Descarga una Plantilla de Estrategia de Transformación Digital reutilizable | 1000+ diapositivas de PowerPoint | Elaborada por antiguos consultores de Deloitte.
Vaya a www.slidebooks.com para Descarga una Plantilla de Plan de Negocio reutilizable | 1000+ diapositivas de PowerPoint y hojas de Excel | Elaborada por antiguos consultores de Deloitte.
Vaya a www.slidebooks.com para Descarga una Plantilla de Estrategia de Transformación Digital reutilizable | 1000+ diapositivas de PowerPoint | Elaborada por antiguos consultores de Deloitte.
El plan de negocios es un documento que resume de manera clara y precisa el desarrollo de un proyecto o de un negocio ya existente. Capacitación a cargo del Dr. Luis Alberto García. Hatchadourian & Asociados Valentín Alsina: República Argentina 3385
Actualmente el ambiente empresarial, está cambiando constantemente, gustos y necesidades se modifican de manera dinámica, y la competencia se ha vuelto más agresiva, por lo que se requiere de una metodología para conocer y adaptarse a la velocidad del mundo empresarial.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Creating an Income Statement with Forecasts: A Simple Guide and Free Excel Te...Aurelien Domont, MBA
Income statement definition
An income statement is a financial statement that reports a company's financial performance over a specific accounting period. It is one of the three important financial statements used for reporting a company’s financial performance, the other two being the balance sheet and the cash flow statement. The income statement focuses on the revenue, and expenses reported by a company during a particular period. It provides valuable insights into a company’s operations, the efficiency of its management, underperforming sectors, and its performance relative to industry peers.
The income statement is also known as the profit and loss (P&L) statement or the statement of revenue and expense. It starts with the details of sales and then works down to compute net income and eventually earnings per share (EPS). The income statement does not differentiate between cash and non-cash receipts (sales in cash vs. sales on credit) or cash vs. non-cash payments/disbursements (purchases in cash vs. purchases on credit).
Key income statement items
Revenue is the total amount of money a company earns from its operations, usually from the sale of goods or services. For example, a car manufacturer’s revenue would be the total amount of money it earns from selling cars.
Cost of Goods Sold (COGS) represents the direct costs associated with producing or delivering the goods or services sold by a company. In the auto industry, COGS would include the cost of raw materials, labor, and other expenses directly related to manufacturing vehicles.
Gross Profit is calculated by subtracting the COGS from the revenue.
Selling, General, and Administrative (SG&A) expenses represents the costs associated with a company's non-production activities, such as sales, marketing, and administrative functions. In the auto industry, SG&A expenses would include salaries of sales personnel, advertising expenses, rent for office spaces, and other costs related to running the business.
Depreciation & Amortization: Depreciation refers to the systematic allocation of the cost of a tangible asset over its useful life. Amortization, on the other hand, is the process of spreading out the cost of an intangible asset over its useful life. In the auto industry, depreciation and amortization expenses would include the depreciation of manufacturing equipment, vehicles, and amortization of patents or trademarks.
Interest Expenses represents the costs associated with borrowing money or using credit facilities. Interest expenses are incurred when a company has outstanding debt or loans. In the auto industry, interest expenses would include interest paid on loans used to finance manufacturing facilities or purchase equipment.
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Más contenido relacionado
Similar a Modelo de Plan de Marketing | Por antiguos Consultore de Deloitte
El plan de negocios es un documento que resume de manera clara y precisa el desarrollo de un proyecto o de un negocio ya existente. Capacitación a cargo del Dr. Luis Alberto García. Hatchadourian & Asociados Valentín Alsina: República Argentina 3385
Actualmente el ambiente empresarial, está cambiando constantemente, gustos y necesidades se modifican de manera dinámica, y la competencia se ha vuelto más agresiva, por lo que se requiere de una metodología para conocer y adaptarse a la velocidad del mundo empresarial.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Creating an Income Statement with Forecasts: A Simple Guide and Free Excel Te...Aurelien Domont, MBA
Income statement definition
An income statement is a financial statement that reports a company's financial performance over a specific accounting period. It is one of the three important financial statements used for reporting a company’s financial performance, the other two being the balance sheet and the cash flow statement. The income statement focuses on the revenue, and expenses reported by a company during a particular period. It provides valuable insights into a company’s operations, the efficiency of its management, underperforming sectors, and its performance relative to industry peers.
The income statement is also known as the profit and loss (P&L) statement or the statement of revenue and expense. It starts with the details of sales and then works down to compute net income and eventually earnings per share (EPS). The income statement does not differentiate between cash and non-cash receipts (sales in cash vs. sales on credit) or cash vs. non-cash payments/disbursements (purchases in cash vs. purchases on credit).
Key income statement items
Revenue is the total amount of money a company earns from its operations, usually from the sale of goods or services. For example, a car manufacturer’s revenue would be the total amount of money it earns from selling cars.
Cost of Goods Sold (COGS) represents the direct costs associated with producing or delivering the goods or services sold by a company. In the auto industry, COGS would include the cost of raw materials, labor, and other expenses directly related to manufacturing vehicles.
Gross Profit is calculated by subtracting the COGS from the revenue.
Selling, General, and Administrative (SG&A) expenses represents the costs associated with a company's non-production activities, such as sales, marketing, and administrative functions. In the auto industry, SG&A expenses would include salaries of sales personnel, advertising expenses, rent for office spaces, and other costs related to running the business.
Depreciation & Amortization: Depreciation refers to the systematic allocation of the cost of a tangible asset over its useful life. Amortization, on the other hand, is the process of spreading out the cost of an intangible asset over its useful life. In the auto industry, depreciation and amortization expenses would include the depreciation of manufacturing equipment, vehicles, and amortization of patents or trademarks.
Interest Expenses represents the costs associated with borrowing money or using credit facilities. Interest expenses are incurred when a company has outstanding debt or loans. In the auto industry, interest expenses would include interest paid on loans used to finance manufacturing facilities or purchase equipment.
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
GE McKinsey Matrix: Easily prioritize investments among your Business Units o...Aurelien Domont, MBA
Description
The GE-McKinsey Matrix is a portfolio management tool that helps corporations prioritize investments among their business units. It provides guidance on whether to invest, protect, harvest, or divest from a business unit based on its market attractiveness and competitive strength. The matrix is useful for corporations with a large portfolio of strategic business units.
The GE-McKinsey Matrix was developed in the 1970s by General Electric in collaboration with McKinsey & Company. The matrix compares groups of products with their competitive power and market attractiveness. The portfolios themselves are comprised of the full suite of products or services that a business offers to the market. The matrix allows a large, decentralized company to determine where best to invest its cash by judging each strategic business unit according to whether it will do well in the future. The GE-McKinsey Matrix is fundamentally a portfolio analysis that helps corporations make strategic decisions on a corporate level.
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
How to define your Product/Market Growth Strategy with the Ansoff Growth Matr...Aurelien Domont, MBA
Ansoff Growth Matrix Purpose
The Ansoff Growth Matrix, also called Product/Market Growth Matrix, will help you outline the different strategies a company can use to increase market share or introduce a new product.
Description
The Ansoff Matrix was developed by H. Igor Ansoff and first published in the Harvard Business Review in 1957, in an article titled "Strategies for Diversification." It has given generations of marketers and business leaders a quick and simple way to think about the risks of growth. Sometimes called the Product/Market Expansion Grid, the Matrix assists top executives to consider 4 key strategic growth options and their respective risk.
The idea is that each time you move into a new quadrant (horizontally or vertically), risk increases.
Market Penetration is the safest of the four options. Here, you focus on expanding sales of your existing product in your existing market: you know the product works, and the market holds few surprises for you.
With Market Development, you're putting an existing product into an entirely new market. You can do this by finding a new use for the product, or by adding new features or benefits to it.
Product Development is slightly riskier than Market Penetration, because you're introducing a new product into your existing market.
Diversification is the riskiest of the four options, because you're introducing a new, unproven product into an entirely new market that you may not fully understand.
Real-life Example
A popular example of market penetration is Coca-Cola. The company has been able to increase its sales by introducing new packaging sizes, expanding its distribution channels, and increasing its marketing efforts.
A good example of market development is Apple. The company has been able to expand its market by introducing its products to new countries and regions.
An example of diversification is Amazon. The company started as an online bookstore but has since diversified into other areas such as cloud computing, streaming services, and smart home devices.
A well-known example of product development is Tesla. The company has been able to introduce new products such as the Model S, Model X, and Model 3.
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-(IV) Create your business cases and financial models to assess potential initiatives
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Modelo de Plan de Marketing | Por antiguos Consultore de Deloitte
1. PLAN DE MARKETING
Nombre de tu empresa
Fecha:
Fundador/propietario:
Domicilio social:
Correo:
Teléfono:
08/10/2014
John Example
4 Example Road, New York
Example@business.com
04 20 30 40 50
Sustituye este logo por
el tuyo
2. 22
Índice
1. Estudio de mercado
1.1. Mercado objetivo
1.2. Tamaño del mercado
1.3. Crecimiento del mercado
1.4. Rentabilidad del mercado
1.5. Tendencias del mercado
1.6. Factores clave para el éxito
2. Análisis de la competencia
2.1. Identificación de competidores
2.2. Comparación de competidores
2.3. Posicionamiento de los competidores
2.4. Ranking de competidores
2.5 Conclusiones principales
3. Plan de marketing
3.1. Visión general
3.2. Producto
3.3. Precio
3.4. Promoción
3.5. Plaza
3. 33
Índice
1. Estudio de mercado
1.1. Mercado objetivo
1.2. Tamaño del mercado
1.3. Crecimiento del mercado
1.4. Rentabilidad del mercado
1.5. Tendencias del mercado
1.6. Factores clave para el éxito
2. Análisis de la competencia
2.1. Identificación de competidores
2.2. Comparación de competidores
2.3. Posicionamiento de los competidores
2.4. Ranking de competidores
2.5 Conclusiones principales
3. Plan de marketing
3.1. Visión general
3.2. Producto
3.3. Precio
3.4. Promoción
3.5. Plaza
4. 44
1. Estudio de mercado
1.1 Mercado objetivo
• Describe aquí tu mercado objetivo. Esto es, el grupo de consumidores a los que pretendes vender tus productos
• Para identificar tu mercado objetivo, puedes emplear segmentación de consumidores, por ejemplo:
o Por áreas geográficas
o Según factores demográficos o socioeconómicos, como la edad, el sexo, el nivel de renta, la profesión, el nivel de
educación, el número de miembros en la familia, la fase del ciclo de vida familiar, etc.
o Por actitudes
o En atención a sus perfiles psicológicos
• Si aspiras a vender en más de un mercado, lo más aconsejable es que personalices tu mix marketing (las 4 pes) para
cada uno de tus mercados
Descripción de tu mercado objetivo
5. 55
1. Estudio de mercado
1.2. Tamaño de tu mercado objetivo
• Calcula el tamaño de tu mercado total
• TAM representa los ingresos potenciales globales de un producto o servicio
• Podrás encontrar información que te ayude a hacerte una idea aproximada sobre el
volumen total de tu mercado en informes del gobierno, sindicatos, organizaciones
internacionales o supranacionales o empresas más importantes
Mercado total disponible
Mercado total
disponible
Mercado que puedes
atender
• Calcula el tamaño del mercado que puedes atender
• Esto es, el porcentaje del mercado total para el que cuentas con capacidad logística
y comercial
Mercado que puedes atender
• Partiendo de los dos anteriores, calcula tu mercado objetivo
• El mercado objetivo incluye solo a aquellos consumidores a los que quieres
efectivamente vender tus productos o servicios
Tu mercado objetivoMercado objetivo
Cuota de
mercado
• Basándote en tu propuesta comercial y plan de marketing únicos, calcula tu cuota de
mercado (expresándola de manera porcentual y a la vez con una cantidad concreta
de dinero)
• Consistirá en un porcentaje de tu mercado objetivo
Tu cuota de mercado
7. 77
1. Estudio de mercado
1.3. Crecimiento del mercado objetivo
• Calcula el crecimiento previsible de ingresos en el mercado total
Mercado total disponible
Mercado total
disponible
Mercado que puedes
atender
• Calcula el crecimiento previsible de ingresos en el mercado que puedes atender
Mercado que puedes atender
• Calcula el crecimiento previsible de ingresos en tu mercado objetivo
Tu mercado objetivoMercado objetivo
Cuota de
mercado
• Calcula el crecimiento de tu cuota de mercado
Tu cuota de mercado
Caída anual del 10 % entre 2014 y 2020
Aumento anual del 1 % entre 2014 y 2020
Aumento anual del 10 % entre 2014 y 2020
2 % anual entre 2014 y 2020
8. 88
1. Estudio de mercado
1.4. Rentabilidad del mercado
• Introduce aquí una descripción
completa
Poder negociador de proveedores
• Introduce aquí una descripción
completa
Poder negociador de compradores
• Introduce aquí una descripción
completa
Rivalidad entre empresas
• Introduce aquí una descripción
completa
Amenaza de productos sustitutivos
• Introduce aquí una descripción
completa
Amenaza de nuevos entrantes
9. 99
1. Estudio de mercado
1.5. Tendencias de mercado
• Introduce aquí la descripción de la tendencia 1
Introduce el título de la
tendencia 1
• Introduce aquí la descripción de la tendencia 2Introduce el título de la
tendencia 2
• Introduce aquí la descripción de la tendencia 3Introduce el título de la
tendencia 3
10. 1010
1. Estudio de mercado
1.6. Factores clave para el éxito (FCE)
• Introduce la descripción del primer factor clave
Introduce el título del
primer factor clave
• Introduce la descripción del segundo factor claveIntroduce el título del
segundo factor clave
• Introduce la descripción del tercer factor claveIntroduce el título del tercer
factor clave
12. 1212
Índice
1. Estudio de mercado
1.1. Mercado objetivo
1.2. Tamaño del mercado
1.3. Crecimiento del mercado
1.4. Rentabilidad del mercado
1.5. Tendencias del mercado
1.6. Factores clave para el éxito
2. Análisis de la competencia
2.1. Identificación de competidores
2.2. Comparación de competidores
2.3. Posicionamiento de los competidores
2.4. Ranking de competidores
2.5 Conclusiones principales
3. Plan de marketing
3.1. Visión general
3.2. Producto
3.3. Precio
3.4. Promoción
3.5. Plaza
13. 1313
2. Análisis de la competencia
2.1. Identificación de competidores
• Competidor A
• Competidor B
• Competidor C
• Competidor D
1. Principales competidores nacionales
• Competidor E
• Competidor F
• Competidor G
• Competidor H
2. Principales competidores
internacionales
• Competidor L
• Competidor M
• Competidor N
• Competidor O
4. Nuevos competidores entrantes
• Competidor I
• Competidor J
• Competidor K
3. Sustitutos
14. 1414
2. Análisis de la competencia
2.2. Comparación de competidores
Criterios
Ingresos Beneficios
Cuota de
mercado
Principal
actividad
Número de
empleados
Calidad de
producto
Introduce tu
propio texto
Competidor A
Introduce tu
propio texto
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propio texto
Competidor B
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propio texto
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propio texto
Competidor D
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15. 1515
2. Análisis de la competencia
2.2. Comparación de competidores
0
0.5
1
1.5
2
2.5
3
3.5
4
Competidor A Competidor B Competidor C Competidor D Competidor E
Ingresos Beneficios
Ingresos y beneficios de competidores
Introduce tu mensaje principal
Para editar gráficos:
>Doble clic sobre el gráfico > clic en “Design” > clic en “Edit
Data” > Actualizar el gráfico introduciendo tus propios datos
17. 1717
2. Análisis de la competencia
2.3. Posicionamiento de los competidores
20
15
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5
0
-5
B
Ganando cuota de mercado
Perdiendo cuota de mercado
Crecimiento
medio del
mercado
0 10 20 30 40 50
Crecimientodelaempresa(%)
Cuota de mercado (%)
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clave
60
Posición de tus competidores en un marco de referencia
utilizando criterios relevantes
A
C
A
18. 1818
2. Análisis de la competencia
2.4. Ranking de competidores
Introduce aquí a tus tres principales competidores y sus
correspondientes logotipos
19. 1919
2. Análisis de la competencia
2.5. Conclusiones principales
• Introduce la descripción de tu conclusión principal 1
Introduce un título para tu
conclusión principal 1
• Introduce la descripción de tu conclusión principal 2Introduce un título para tu
conclusión principal 2
• Introduce la descripción de tu conclusión principal 3Introduce un título para tu
conclusión principal 3
20. 2020
Índice
1. Estudio de mercado
1.1. Mercado objetivo
1.2. Tamaño del mercado
1.3. Crecimiento del mercado
1.4. Rentabilidad del mercado
1.5. Tendencias del mercado
1.6. Factores clave para el éxito
2. Análisis de la competencia
2.1. Identificación de competidores
2.2. Comparación de competidores
2.3. Posicionamiento de los competidores
2.4. Ranking de competidores
2.5 Conclusiones principales
3. Plan de marketing
3.1. Visión general
3.2. Producto
3.3. Precio
3.4. Promoción
3.5. Plaza
24. 2424
3. Plan de marketing
3.1. Nuestros tres tipos principales de clientes
Elabora el perfil de este tipo de cliente: hábitos,
edad, sexo, intereses, nivel de renta, etc.
Elabora el perfil de este tipo de cliente: hábitos,
edad, sexo, intereses, nivel de renta, etc.
Elabora el perfil de este tipo de cliente: hábitos,
edad, sexo, intereses, nivel de renta, etc.
25. 2525
3. Plan de marketing
3.2. Producto
Productos de tipo 1
Describe esta categoría de
productos aquí
Producto A
Producto B
Producto E
Producto F
Productos de tipo 3
Describe esta categoría de
productos aquí
Gama de productos
Describe aquí tu gama de productos
Producto C
Producto D
Productos de tipo 2
Describe esta categoría de
productos aquí
26. 2626
Producto A
Producto B
Producto C
Introduce aquí tu propio texto
para describir las características
principales del producto
Descripción
(características principales)
Introduce aquí tu propio texto
Principales beneficios para el
consumidor
Introduce tu propio texto
(puedes utilizar la misma
propuesta comercial única para
varios productos)
Propuesta comercial única (USP)
Introduce aquí tu propio texto
para describir las características
principales del producto
Introduce aquí tu propio texto
Introduce tu propio texto
(puedes utilizar la misma
propuesta comercial única para
varios productos)
Introduce aquí tu propio texto
para describir las características
principales del producto
Introduce aquí tu propio texto
Introduce tu propio texto
(puedes utilizar la misma
propuesta comercial única para
varios productos)
3. Plan de marketing
3.2. Producto
27. 2727
• Describe tu estrategia de fijación de precios. Puede consistir en una combinación de varias de las estrategias descritas en las
diapositivas precedentes
• Explica por qué crees que tu estrategia es la adecuada (por ejemplo, porque el precio reflejará la exclusividad del producto)
Estrategia de precios
Introduce el
precio del
producto A
Producto A
Introduce el
precio del
producto B
Producto B
Introduce el
precio del
producto C
Producto C
Introduce el
precio del
producto D
Producto D
Introduce el
precio del
producto E
Producto E
Introduce el
precio del
producto F
Producto F
• Describe tu estrategia de descuentos. Puede consistir en
una combinación de varias de las estrategias descritas en
las diapositivas precedentes
• Explica por qué crees que tu estrategia es la adecuada
Estrategia de descuentos
Precios de los productos
Si cuentas con muchos
productos, menciona
solo los principales
3. Plan de marketing
3.3. Precio
28. 2828
• Introduce los tipos y estrategias de marketing que planeas utilizar
Tipos y estrategias de marketing
• Introduce tu presupuesto anual (si quieres, puedes hacerlo mediante
un porcentaje de tus ingresos)
Presupuesto anual
Anuncios
(40 % del
presupuesto)
Relaciones
públicas
(20 % del
presupuesto)
Promoción de
ventas
(10 % del
presupuesto)
Venta directa
(30 % del
presupuesto)
Correo Patrocinadores
Marketing por
internet
X XX
3. Plan de marketing
3.4. Promoción
29. 2929
• Describe tu estrategia de marketing
mediante venta directa
• Describe tu estrategia de marketing
mediante promoción de ventas
• Describe tu estrategia de marketing
mediante relaciones públicas
• Describe tu estrategia de marketing
mediante publicidad
Anuncios
(40 % del
presupuesto)
Relaciones
públicas
(20 % del
presupuesto)
Promoción de
ventas
(10 % del
presupuesto)
Venta directa
(30 % del
presupuesto)
Haga zoom en el tipo de marketing utilizado:
3. Plan de marketing
3.4. Promoción
30. 3030
• Describe en este bloque de texto tu plan de producción
• Aquí deberás responder preguntas del siguiente tipo:
o Qué fábricas y equipamientos necesitarás para tu negocio
o Cómo financiarás lo anterior
o Los costes operativos y las necesidades de mantenimiento que tendrás
o Dónde fabricarás tus productos
o Cómo elaborarás tus productos
o Cuándo elaborarás tus productos
o Qué cantidades producirás
o Qué materias prima necesitarás
o Quiénes serán tus proveedores y cuáles son sus condiciones
o Cuáles serán tus costes globales
o Cuál será tu coste por unidad
o ¿Has documentado tus procedimientos estándar?
o Qué medidas implementarás para controlar la calidad
o ¿Tienes una estrategia para el desarrollo de nuevos productos?
o Dónde almacenarás los productos antes de distribuirlos
o Cuáles son tus necesidades de almacenamiento (p. eje., capacidad, requisitos de acceso, seguridad, conservación
de productos, etc.)
o Qué sistema utilizarás para controlar tu inventario
Plan de producción
3. Plan de marketing
3.5 Plaza
32. 3232
• Describe en este bloque de texto tu plan de distribución
• En esta sección, deberías abordar preguntas de este tipo:
Dónde distribuirás tus productos. Por qué lo harás en dicha zona
Cómo distribuirás tus productos
Cuándo distribuirás tus productos
Quiénes serán tus principales clientes o consumidores
Cuál será tu coste total de distribución
Cuál será tu coste de distribución por unidad
Plan de distribución
3. Plan de marketing
3.5 Plaza
33. 3333
Fábricas Aviones y camiones Distribuidores
Mapa mundial de producción y
distribución1
1. Tenemos cientos de mapas en www.slidebooks.com
3. Plan de marketing
3.5 Plaza
34. 3434
Fábrica Aviones y camiones Distribuidores
Mapa de producción y distribución en
los Estados Unidos1
1. Tenemos cientos de mapas en www.slidebooks.com
3. Plan de marketing
3.5 Plaza
35. 3535
Fábrica Trenes y camiones Distribuidores
Mapa de producción y
distribución en Australia1
1. Tenemos cientos de mapas en www.slidebooks.com
3. Plan de marketing
3.5 Plaza
36. 3636
Si tienes un sitio web, incluye aquí tu estrategia de venta por internet
Venta por internet
Introduce imágenes de
tu sitio web
3. Plan de marketing
Marketing por internet
37. 3737
3. Plan de marketing
Marketing por internet
Introduce tu propio texto
Introduce tu propio texto
Cómo puede la empresa X generar 10 millones de dólares de ingresos anuales a
través de internet
Introduce tu propio texto
Introduce tu propio texto Introduce tu propio texto
Introduce tu
propio texto
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propio texto
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propio texto
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propio texto
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38. 3838
3. Plan de marketing
Marketing por internet
En qué red social deberías centrarte
Relevancia calculada según el número de visitantes y visitas
39. 3939
Fuentes
Fuentes
Porter, Michael E. (1979). "How competitive
forces shape strategy"
Zimmerman, John, with Benjamin Tregoe.
The Culture of Success: Building a
Sustained Competitive Advantage by Living
Your Corporate Beliefs. McGraw-Hill, 1997.
Wall, Bob, Mark R. Sobol, and Robert S.
Solum. The Mission-Driven Organization.
Prima Publishing, 1999
Competitive Value Management by
Hermann J. Stern
Armstrong.M Management Processes and
Functions, 1996,
Raynor, Michael E. "That Vision Thing: Do
We Need It?" Long Range Planning, June
1998, pp. 368-376
Collins, Jim, and Jerry I. Porras. "Building
Your Company's Vision." Harvard Business
Review, September/October 1996, pp. 65-
77
Abrahams, Jeffrey. The Mission Statement
Book: 301 Corporate Mission Statements
from America's Top Companies. Ten Speed
Press, 1999