If you were to look at the time most marketing functions spent on pulling together a marketing plan, they might spend 10% on planning, 80% on implementation, and 10% on control and evaluation.
But what is the point in bothering if you don’t really monitor and analyse what is working and what is not. This split needs to be more like 25%-50%-25% on the part of the plan owner and here’s why.
Control is all about keeping things on track against objectives, removing and adding elements, reapportioning spend and resource as needed, and informing plans for the following year.
Control means keeping an eye on men (resource) money (budget) and minutes (time). The expected and the unexpected can all have a major impact. And technology now exists to track performance against objectives and KPIs on an ongoing basis.
Electronic timesheet and project management systems like DataValley, Rebus or Filemaker can provide detailed reporting on costs, tasks/timelines, job status and invoicing.
Automating your website keeps staff overheads to a minimum, focusing resource to the right departments for example taking campaign specific calls, packing and despatch.
Programmes like Google Analytics and WordPress blogging provide incredible traffic statistics to allow you to immediately see what is working and what is not. Customer traffic flow, buying patterns, drop off and satisfaction rates can all monitored and modifications made instantly.
Database and CRM packages like Dotmailer, Salesforce, MailAgent, Constant Contact can all be used to keep your opt-in databases up to date and in the know.
And good old Microsoft Excel, together with an increasing number of compatible free open-source programs, can help you keep on top of your budget.
Plans are often built on a forecast for future trading conditions. But what happens if the recession deepens, the pubic purse contracts and greater pressure is placed on cost in your sector? Only a fool would continue on doggedly with a plan conceived 8 months previously.
The Marketing Assassin 