Formulation, implementation and control of the marketing plan

Formulation, implementation and control of the marketing plan. Guide for Cuban entrepreneurs

Summary:

The achievement of effective organizational performance in search of sources of competitive advantage to achieve competitiveness is based on a strategic conception, which allows you to achieve a positive differentiation from the competition, which at the same time is perceived by the customer and enduring. in time, either by way of efficiency or effectiveness. This means, among other aspects, that planning has to be developed under an integrated marketing approach, using the marketing plan as a support to guarantee its pertinent management, both strategic and operational; mainly under the conditions of dynamism and uncertainty that marks the contemporary environment. An aspect that Cuban organizations must learn to incorporate very quickly.

Introduction:

Competitiveness in organizations has been a recurring theme, both in the academic and business communities, due, among other aspects, to the challenges it entails and the urgent need for entities to achieve high performances and a greater impact on the environment. Especially from the decade of the 90's of the last century characterized by globalization in the economic, political, social, communicational and environmental processes; as well as by; the accelerated development of technological innovation, the increase in consumer demands with enormous information facilities provided by the internet, the validity of quality of life criteria, the proliferation of services and the increase and variety of alternatives materialized in competitive advantages;They have forced organizations to change their approaches and methods to direct and manage their processes.

Competitiveness criterion that is based on the development of capacities and competences in the organization that allows it, in turn, to achieve efficient results and at the same time effective positions in its reference markets, over a sustained period of time, expressed in systematic development competitive advantages, in order to satisfy customers, as value buyers. Because it is precisely the consumer who is called to evaluate the entity's levels of competitiveness.

Currently, the possibility of the organization reaching a process of adaptation and systematic growth in its reference markets, combined with efficient performance, expressed in competitiveness, has incorporated multiple requirements, among which is to assume and develop strategic thinking with integrated marketing approach in the direction and management of all your processes; materialized in achieving effective strategic and operational planning and management. Aspects that Cuban organizations are also obliged to quickly incorporate, both those that operate in the internal market, and more importantly, those that carry out their commercial operations in the tourist market or generate exportable funds.

Consequently, the purpose of this article is to present a proposal for a marketing plan that contributes to increasing competitiveness in Cuban organizations, taking into account the experiences accumulated by the author in the different consultative activities carried out. With the intention that it can become a guide for Cuban entrepreneurs in the formulation, implementation and control of marketing plans, prioritizing the focus on the consumer.

Development:

The Marketing Plan in Contemporary Organizations

The philosophy that allows organizations to generate value to achieve high levels of satisfaction for their consumers and achieve their loyalty until they become customers, as well as a benefit for all those involved, is achieving not only a coordinated synergy of all the functions and variables of the marketing, but also the integration of all its areas with the same purpose and the consequent interrelation of all its plans, together with its articulation at different levels, from the company through the strategic business units to the product or product lines specific; which is known as integrated marketing.

Integrated marketing that also promotes, that all areas of the organization, consciously and motivatedly incorporate new technologies understood as knowledge, in its contemporary meaning, that generate systematic innovations to enhance capabilities and competencies in their performance, with a strategic vision of global optimum, and allows you to achieve your competitiveness in your markets in a sustained way, through the timely identification of competitive advantages.

The articulation of all the plans of the organization, as well as, at the different levels of the business will allow, not only, that the organization manages to interact more effectively with its own environment, but, at the same time, it will be able to more accurately identify its objectives and strategies for the projected future, as well as better management and a more consistent allocation of resources to promote higher return on investments and enhance their internal skills and competencies.

The achievement of effective organizational performance in search of sources of competitive advantage, to achieve the required competitiveness in the contemporary environment, is based on a strategic conception, which allows it to achieve a positive differentiation from the competition, which at the same time, is perceived by the customer and enduring over time, either through efficiency or effectiveness. This means, among other aspects, that the planning has to be developed under an integrated marketing approach, in a long or medium-range time horizon, whose strategic plan must be broken down into detailed marketing plans that allow proper management,therefore, they must be exposed to a systematic review and supported by contingency plans to face unforeseen events that are important to organizations.

Marketing planning is based on the development of homogeneous plans at different levels of the business, considering the organization, the strategic business units (UEN), up to the product or product lines. In this way it is achieved that the strategic design of the organization, in which the most important lines that contribute to achieving the proposed objectives for the desired future are drawn, is rationally based on the different potentialities of the strategic business units, including finally the analysis of the product or product lines in correspondence with the characteristics of the markets in which they are offered, as well as the capacities, competences and objectives of the entity.

The marketing plan is based on a management that has a double character, both strategic and operational, because it first starts with identifying and analyzing the opportunities and threats of the projected environment for a more or less long period of time, in correspondence with its mission and proposed vision. In order to select the most suitable market segments and target audience, that is, those that the organization can best serve, in accordance with its current strengths and weaknesses; This will allow you to define the fundamental value to offer to your consumers that, as competitive advantages, is expressed in your position and therefore formulate your competitive objectives and strategies, in their respective strategic business units.

With the clarity of this strategic approach, the operational management of the organization must be structured, organized and coordinated, through the synergy between the four variables of marketing, as well as the definition of tactical and operational actions, which synthesize the decisions made in Regarding total quality management, process management, systematic and updated use of the Information system, through the consistent development of new information technologies, leadership style, structure design, innovation, etc.. In fact, it implies a commitment for all managers to mobilize and make the most of the necessary internal resources and a responsibility to fulfill the proposed actions, which must be implemented and controlled to achieve the strategic purposes.

Therefore, the marketing plan must constitute an important support to guarantee the pertinent management of the organizations, both strategic and operational, mainly under the conditions of dynamism and uncertainty that marks the contemporary environment.

In this way, the content of the marketing plan must clarify, determine and incorporate the activity of all areas of the organization and their corresponding plans in order to create value for the customer. Its preparation must be governed by the presence of various stages, ranging from the investigation and analysis of the information, its design and implementation, to the control of the actions.

The process management must focus on the commercial area in direct interaction with the entity's Board of Directors, although responsibility is a condition of the entire organization, so through the corresponding decisions and actions, all its areas, socializing with all employees; in order to ensure that the entire company as a system is in charge of materializing and developing the desired exchanges, with the consumer at the center of their decisions.

The content of the different sections of the Marketing Plan must respond to the characteristics of the organizations, their strategic objectives and the interests of the business; which implies that it can acquire different ways of expressing itself, although it must be consistent with its stages mentioned above.

Conceptual aspects that are valid to consider and apply in the strategic and operational management of Cuban organizations, with the intention of incorporating them through an adequate formulation, implementation and control of the marketing plan; the necessary integrated marketing approach with an emphasis on the market and therefore on consumers, both in the national market, as well as in the tourism and international market. With the fundamental purpose of promoting exportable funds, developing the national economy and raising the welfare of the people.

Marketing Planning in Cuban Organizations.

Cuban organizations are governed by a system of annual plans instituted by the Ministry of Economy and Planning, as the governing body of the activity, which includes 15 aspects, related to efficiency, production and services, finances, quality, employment and wages, investments, technology and the environment, defense, energy carriers, safety and health of workers, the budget in foreign currency, the income statement, cash flow, among others. Among which is the marketing plan, which is called the marketing plan.

The so-called marketing plan was officially implemented in 2007 from its publication in the Official Gazette of Cuba, in article 665, where it states: “The marketing activity is essentially planned, forming part of the companies' annual plan, which reflects the objectives, policies and actions related to marketing and the portfolio of products and services of the business. Marketing planning is done for the medium and short term; it is also carried out for specific product brands, for specific areas or territories, as well as for the launch of new products or services ”.

Establishing, at the same time, Decree Law No. 81 in its article 647 that “The concept of marketing is based on four main elements: the market, the needs of society and customers, integration and profitability”. Where it is highlighted in its article 650 that: “Integration is the element that guarantees on the one hand the production-service relationship, promotion and sale of the products and services that the company offers, aimed at different audiences, and on the other hand the interrelation and participation of all the factors and structures of the company in the administration of the marketing process. Marketing does not work well when only one management and its workers realize the effect that the products and services provided in the company have on the satisfaction of their audiences… ”

This shows that although there is clarity about the importance of integration in the formulation, implementation and control of the marketing plan, where all areas of the entity must work. It is pertinent to point out that in this necessary concept of integration that must exist in every Cuban organization, whatever its activity, the articulation of all its plans at the different levels of the business is not explicitly contemplated, as well as the integration of all functions. and marketing variables, since it only raises the relationship between production-service, promotion and sale of products and services.

Likewise, it is convenient to consider that, despite the experience that exists in Cuban organizations regarding planning, as an advantage in socialism, the existing plans have not yet reached the necessary close articulation that the contemporary environment demands, not only between the different levels within the company, but also between their respective areas. But the greatest weakness is found specifically in the marketing plan, which generally constitutes a formal document, and not an important tool in the direction and management, both strategic and operational, for the fulfillment of the mission and vision, and even some companies lack their existence.

The marketing plan in Cuban organizations is generally considered as a document of the commercial area, where the other areas are not consistently involved, however, in the legislation that appeared in the Official Gazette of Cuba, previously exposed, it is stated that Both in the formulation and in its implementation and control, all areas of the company must work.

Sometimes the marketing plan consists of a document designed or formulated, which is not consistently applied, so it is not used as measurement, evaluation and feedback criteria for the results obtained, as well as in the pertinent adjustment of some actions to meet the proposed objectives, on the contrary, operational management decisions prevail reactively.

The definition of the stages (analysis, design, implementation and control) as a general rule are not adequately fulfilled, the corresponding sections of the plan are determined in a very varied way, so they are not consistent with a homogeneous line and sequence. Sometimes general criteria prevail, with a marked internal focus on the organization.

Marketing plans suffer from a systematic and updated information system regarding the characteristics and evolution of markets and their clarification and definition of their segments, since sometimes the most they reflect is a meso segmentation of markets. At the same time, there is a passivity regarding the periodic application of marketing research, to know what are the advantages sought by consumers, the actions of the competition, suppliers, distributors and most importantly, the perception that customers have of existing offers.

In addition, the marketing plans drawn up in Cuban organizations suffer, among other aspects, from an express reference on their respective competitive position, as well as on the definition of the types of competitive advantages and key success factors within the sector where Organizations are located, as a fundamental orientation of what should be the value propositions that the client is looking for.

Aspects that must have a strategic treatment, at the same time that they allow to offer the possibility of directing resources, investments and innovations towards the leverage points that the entity needs to strengthen, as well as, evaluating and measuring the results in its comprehensive management. However, these constitute aspects that are not adequately understood in all their magnitude within the Cuban business fabric.

In summary, the analysis, design, implementation and control of marketing plans in Cuban entities and their role as an instrument in the competitiveness of organizations is still somewhat limited.

Present weaknesses that are seen in certain Cuban entities regarding the marketing plan and its integrative approach, which have among its causes the existence of a traditional mentality in managers regarding planning where the production approach prevails and in some even the focus of product, largely lacking the necessary emphasis on both internal and external customers; as well as the absence of specific knowledge in contemporary techniques, despite the advantage they have regarding the professional value of their management teams, as a result of such a successful education policy by the Cuban State, which for decades has been developing across the country.

Professionalism that allows these managers and officers to have a short learning curve, which is not yet fully enhanced. Aspect in which, the development of the consultancy, reached in certain Cuban entities that are dedicated to this activity, and its consequent use in the business fabric, can inject and contribute with their training actions to change these existing criteria in some organizations. and deploy a process of learning these contemporary tools and techniques of great impact proven in practice.

Proposal for a Marketing Plan guide for Cuban Organizations.

The marketing plan must be made up of several sections, which must promote both strategic and operational management within the organization. Therefore taking into account its importance for Cuban entities, which are currently immersed in the search for mechanisms and instruments that promote their competitiveness; in addition to the weaknesses found as a result of the author's experience in different activities. This proposal for the design of the different sections and their respective contents has been elaborated, which are flexible and capable of being perfected, in order to facilitate their understanding, clarify possible questions that may arise, and at the same time become a kind of guide or orientation for Cuban entities.

Since this proposal of design of marketing plan is concentrated in a simple document, as this article turns out, it allows to concentrate the efforts of understanding on the part of the managers; since this content is generally found in voluminous textbooks, which are not always easy to acquire and require more time for study. At the same time, the existing literature does not fully clarify the period of the marketing plans, since it indiscriminately proposes conceiving them under a strategic and operational approach. Aspect that in this proposal is delimited in a prudent way.

Sections and content of the marketing plan that are shown below as a proposal through the following figure; and where each of them is explained later.

Content of the Different Sections of the Marketing Plan.

Executive Summary: Every marketing plan should start with a summary of the main aspects that are described in each of its sections, with the fundamental purpose that managers can quickly understand the potential that it has as a strategic and operational management tool..

1. Analysis of the Environment: It must be carried out taking into account the situation of the Macroenvironment and Microenvironment of the organization.

Situation of the Macroenvironment: Organizations are immersed in a fabric made up of institutions, entities, organisms, etc; surrounding her and exerting uncontrollable forces in a mediated relationship. Therefore, external trends and factors related to economic, demographic, technological, political, legal, social, cultural, environmental, financial, communicational and governmental aspects must be analyzed; in the projected future, to identify possible opportunities or existing threats that affect the organization, of a strategic nature. Microenvironment situation: The analysis refers to knowing the characteristics of the markets, their evolution and main trends, as well as the competition, suppliers and distributors, with the fundamental purpose of identifying the key success factors in the sector.

ü Market Analysis: This is precisely the key to the marketing plan, its systematic knowledge through the structuring of a dynamic and updated information system, fertilized by means of market research, will allow the organization to define if it can serve to the entire market or it is convenient to adapt your strategy to a certain segment with homogeneous characteristics, which you can classify depending on demographic, geographic, psychological criteria, purchasing habits, etc.

At the same time, select the target audience to whom you will direct your offer. Therefore, the organization, through relevant market research, must identify in advance the attributes that correspond to the expectations (value) of its target audience and that have not yet been fully met, or improve existing attributes., fundamentally the determinants for the market segment, that is, those that correspond to the advantages sought by the client, as a value buyer, and that generally use them as a selection criterion. Besides that it is important to know: Who buys ?, Where do you buy ?, How often do you buy? And why buy ?, among other questions.

ü Competition Analysis: It is necessary to identify at least the most dangerous competitors for the organization, called priority competitors. This will make it possible to know their main strengths and weaknesses, to better understand the intensity of competition and to be able to take advantage of their weaknesses and neutralize their strengths. Another analysis to be carried out refers to that of the competitive structure, for which it is necessary to distinguish which of the four competitive situations is present, according to the literature: Perfect Competition, Oligopoly, Monopolistic or Imperfect Competition and the Monopoly.

These situations identified with respect to their competitive structure, allow to know if the competing companies are dominant or not in the market, as well as the differentiation of their offers, their level of substitution, if the prices obey the balance between supply and demand or by on the contrary they are imposed by the leader due to their market power. If the distinctive qualities of the offer are important to the consumer, their demands regarding the presence of competitive advantages, the dynamics of innovations in the competitors, their physical technological level, the existence of entry and exit barriers, etc. This will allow us to identify the most advantageous positioning and determine our own strategies in the organization depending on the position it has vis-à-vis its competitors,which are specified as the literature expresses in: Market Leader, Applicant, Follower or Specialist.

ü Analysis of Suppliers: It is an interesting aspect to be analyzed by Cuban organizations, especially those that carry out their operations for the tourist market or towards export. Existing suppliers should be studied with the premise of identifying those that best correspond to the characteristics and objectives of the organization and the offer. This implies knowing their negotiating power and the conditions they establish in their commercialization, as well as the quality of their offer, etc; in short, its strengths and weaknesses. To assess the advisability of continuing with the same providers or to look for other existing alternatives in the environment, and therefore to evaluate the cost that must be incurred by the decision to change a provider, if this proceeds.

ü Distributor Analysis: This assessment, in the context of the Cuban economy, is important to carry out, especially in organizations that carry out their commercial operations in tourist markets or promote exportable funds and, to a lesser extent, in internal markets aimed at the population. or to the industrial sector. Strengths and weaknesses are identified, taking into account their negotiating power and the conditions they establish, possible barriers to entry, etc; From the different distributors in the market, to select the most convenient, of course, this analysis must incorporate the practices used by the competition.

2. Internal Analysis of the Organization: The internal capacities and competences of the organization and the results obtained in its performance indicators must be evaluated in a period of not less than five years, to identify the strengths and weaknesses, emphasizing the four variables Controllable marketing mix present in your existing offerings. At the same time, it is important to know the perception that consumers have about the characteristics of their existing offer, through the systematic application of market research..

3. Analysis of the SWOT Matrix: The interaction of the organization with its own environment must start from the analysis of external factors (opportunities and threats) in the projected future, linked to an assessment of its internal capabilities and competences (strengths and weaknesses).) in the current year, that is, carry out a strategic diagnosis, through the SWOT Matrix at the different levels of the business, in a systematic way, in order to formulate coherent strategies in correspondence with the proposed objectives.

Strategic diagnosis that the use of adequate and reliable information must have as a requirement, emphasizing the search for sources of competitive advantage, either through cost or differentiation, on which the organization must base its positioning strategy in its defined markets.

4. Formulation of the Mission and Vision of the Commercial Area: As an essential premise, both must be formulated in terms that contribute to the mission and vision of the organization. In this way, the mission must describe the reason for the commercial area, considering it as a satisfactory statement of purpose, that is, emphasize its energy, so it should be clarified that part of all the entity's business corresponds to it today and which It must be the projected future expressed in your vision. They must be socialized with all areas of the company, to stimulate their involvement, and their length must allow for easy recall, so that they can always be kept in mind.

5. Definition of Competitive Positioning: This is an important aspect for Cuban organizations, which is still seen as a weakness present in some of them. It consists of defining how you want customers to perceive a product in question or consider the organization as a whole, which indicates reaching a position in the minds of consumers, that is, the concept by which they can be distinguished in a strategic perspective..

In order to find an adequate positioning, it is necessary to previously identify where there is a better opportunity in a given market, to which different suppliers converge, which forces at the same time to detect external threats to the organization, as well as the structure and intensity expressed in strengths and weaknesses of its competitors, in order to determine an attractive space in the market, which can be expressed either in a cost leadership, through efficiency, or in the search for some differentiation through efficiency. Finally it must become a concept, by which the consumer can engrave in his mind and make his selection.

The definition of "how you want" customers to achieve a certain perception involves considering "the way things are done" and especially in the organization's conviction that "they can be done", that is, that there are capacities and competences in the entity and the conditions in the market, which allow it to materialize, in addition to incorporating the distinctive way of doing it in the attitudes and behaviors of the staff based on their shared values and the possibility of transforming them into concrete strategies and actions and dynamic.

6. Determination of Strategic Objectives: The objectives pursued by the Marketing Plan are diverse and sometimes opposite, so it is convenient and precise to establish priorities and resolve possible conflicts that arise. The Marketing or Commercial Management must establish the financial objectives and from them deduce the marketing objectives, where a cause and effect relationship prevails, between the marketing objectives as inductors of action and the financial objectives as results. These objectives should not be defined as a set, but should instead prevail the system approach.

Financial objectives are generally used as an expression of performance for a specific activity, while marketing objectives are expressed differently, for example: in sales figures, in physical units, in market share, for communication purposes, etc.. Furthermore, both types of objectives must be defined according to a number of criteria, such as: they must be quantifiable, compatible with the strategic objectives of the organization, refer to a certain time and place, be realistic or achievable, but at the same time challenging and consistent, as well as stimulants to create motivations in the entity's staff.

7. Formulation of Strategies: It must be based on the determination of strengths and weaknesses that are most closely adjusted to the different opportunities and threats identified in the environment, clarifying those that make the difference between the possibilities of success and failure, according to the future desired by the organization. In addition, the formulation of strategies for each of the previously defined strategic objectives must be kept in mind.

Keep in mind that any strategy is based on the use of a competitive advantage, and even the fundamental purpose of any strategy is to increase competitive advantage. Strategy formulation requires specifically reflecting strategic actions incorporating the main marketing tools. Porter It classifies the strategies according to the competitive advantages (cost or differentiation), also considering the definition regarding the reference market for the organization.

Cost Strategies: The organization targets the total market, without taking into account the different existing market segments. Therefore, its purpose is to satisfy different needs and demands with the same offer, to a public that is generally not as demanding and where interests prevail over price.

The offer is designed with an emphasis on efficiency, but with requirements similar to those of the competition, in relation to the four controllable variables of the marketing mix. Although this type of strategy has cost advantages, it has limitations regarding the possibilities of adequately satisfying the needs of all consumers.

Differentiated Strategy: Part of the criterion that the organization has identified different market segments, for which it designs its offers in correspondence with the advantages sought by its target audience, using a differentiated marketing mix with respect to its four controllable variables. It involves the identification of some competitive advantage, that distinguishes it from its competitors and is perceived by consumers. This type of strategy has the advantage that it better meets the requirements of consumers and therefore can stimulate market segment demand, but it has a limitation with respect to the increase it generates in costs, so it is important that it be carried out a consistent evaluation of profitability in the different market segments.

Concentrated Strategy: The organization has identified the existence of several market segments, but its capabilities and resources prevent it from acting adequately in all of them, due to this, it decides to focus on some of them only, specifically on the one or those where it can obtain a competitive advantage., and therefore can achieve greater participation. This strategy is also known as a niche or an approach, and it runs the risk of weakening demand. Because changes may appear in consumer preferences, or the introduction of a new competitor; aspects that would reduce the benefits to be obtained by the organization.

8. Marketing Mix: The effort or marketing mix in Cuban entities should not be conceived simply, as one of the functions that organizations exist and execute, through their different instruments: products, prices, distribution and communication to promote the marketing development in order to increase sales. This is much more essential, therefore it must be based on an integrated marketing approach, seeking the appropriate synergy between these variables to enhance their impacts. Which can be done for each strategic business unit, product line or products specifically in accordance with the type of strategy identified, which was explained in the previous section. Marketing variables explained below.

Decisions on the Product / Service - Market Package: These ideas of the integrated marketing approach have led organizations to conceive products and services (called Product Portfolio), not only on the basis of their main function, but as a whole of attributes that a utility reports to its clients.

Portfolio of Products that need to be evaluated in organizations, which can be done through various traditional analysis instruments, such as: BCG, GE matrices; as well as the Matrix Price Perceived Value - Marginal Cost.

In the Matrix Price Perceived Value - Marginal Cost; The products or services focused on the client are considered as a set of attributes specifically composed of their basic functional value and the secondary values, of a necessary or added nature, that are characterized by the level of importance that they attribute to each one, together with the perceived degree of presence, which generate a differentiated total value compared to other products or services offered in the market, constituting its weighted global attitude. Which is calculated according to different formulations and its analysis leads to be able to evaluate investments by increases in quality levels, illustrating four quality strategies in the different products or services within a Business Portfolio, which are summarized in: Continuous Improvement of Quality,Selective Quality Improvements, Maintain Quality Levels or Redesign Quality Management.

As a result of this analysis when considering the position that the different offers expressed in product / service - market packages acquire in each of the quadrants of the Matrix, according to the correspondence that exists between the price of its perceived value and its marginal costs; Organizations will be able to reflect and make more accurate decisions about the effects resulting from the different strategic alternatives to be considered, directing their resources and efforts to achieve greater effectiveness in quality management, in order to enhance their future development.

Taking into account that each UEN may contain different products or services destined for different markets - goals, it is necessary that the Marketing or Commercial Direction prepare plans, at least for each of the existing UENs. Considering the position they have in the company and the selection of strategies made.

Marketing plans present data on sales, prices, profit margins and unit net profit for each product or service during the last 5 years, as well as the decisions that will be assumed based on the analyzes carried out through some of the the matrices previously raised.

Decisions on Distribution: Within the variables controllable by the organization, the marketing mix, decisions regarding distribution are strategic, although some tactical decisions regarding margins and promotional actions are implicit. Their necessary effectiveness conditions that they are structured attending to two fundamental characteristics, as the literature considers:

ü Availability: It means that the products or services are offered in places where consumers can easily obtain them, that is, with a convenient effort.

ü Accessibility: It means that consumers feel pleased (comfortable) to make their purchases.

Distribution channels are structured considering a set of organizations called intermediaries, which are independent and at the same time closely interrelated, which must guarantee the effectiveness of the distribution process from the producer to the final consumer. Its length is conditioned by the number of intermediaries involved in the process, in correspondence with the characteristics of the product or service and of the consumers, defining whether it is an individual or industrial consumer good.

The decisions that the organization will make regarding this controllable variable must appear in the marketing plan, taking into account the level of the business under analysis. Very important aspect, especially for those organizations that generate exportable funds.

Decisions on Communication: Commercial communication is defined as the set of signals emitted by the organization to its different audiences within the exchange process, taking into account the objectives pursued; that they can be to make known the characteristics and benefits of the offer or / and to assert the image, notoriety and reputation of the entity; looking for effective impacts.

Decisions on communication are established based on the characteristics of the offer and the target audience; as well as the pre-established objectives in the desired impacts using various forms and means interchangeably, expressed in the literature, such as.

ü The Sales Force: It affects purchasing behavior, it is personal, bilateral; it is rich in direct and personalized information, with possibilities of feedback. Its cost is generally high due to the radius of action of visits made. In Cuban entities, it is necessary to better prepare these personnel, not only with sales, communication and negotiation techniques, but also incorporating information on the characteristics of the offer, its use, benefits, etc. Use the pressure strategy.

ü Advertising: It affects the consumer's attitude, it is massive, impersonal, it allows the introduction of various artistic expressions to make the advertising message more attractive and at the same time it offers the possibility of repeating the message, in addition to using different media. Its cost is relatively less than that of the sales force, due to its massiveness and geographic size. This is an interesting aspect for Cuban entities, fundamentally for those that carry out their operations in the tourist market or generate exportable funds. Use the aspiration strategy.

ü The Sales Promotion: It is structured as a set of short-term incentives for the consumer, distributor or prescriber to support the actions of advertising or the sales force, with the aim of promoting the purchase of a specific offer, or promote their knowledge in the market. It allows differentiating offers in markets with similar characteristics. It should be used sparingly because it can negatively affect the brand image of the product compared to the market, if used repeatedly. This is an aspect that Cuban entities must consider, especially those that decide to develop exportable funds.

ü Public Relations: They are characterized by undertaking a set of actions with the aim of promoting the image and prestige of the company and not the brand of the offer in question, with the aim of bringing it closer to certain target audiences. Aspect to be considered as a priority in Cuban entities that carry out their activities in the tourist market or develop exportable funds.

Commercial Communication Media: Posters, signs, posters, advertising spots, magazines, salons, exhibitions, fairs, Internet, telephone, catalogs, etc.

Decisions on Prices: It constitutes a variable of great importance within the marketing mix, in fact it is the only one that generates income. It has an immediate and explicit impact on sales and profits, and it is still a powerful competitive and image instrument.

Pricing decisions must take into account the internal capabilities and competencies of the organization and the existing conditions in the environment, to achieve exchanges with the required effectiveness.

Regarding the capacities and internal competences of the organization; Pricing is limited by cost levels and expected profitability, that is, by the levels of efficiency achieved. While the existing conditions in the environment are influenced by the purchasing power of the market, the presence of competitors, which are characterized by their intensity and structure, as well as by external regulations and policies. Also considering the type of competitive advantage that is defined to be used.

The price variable, despite the importance that it has, is generally conditioned by factors and decisions that are not controllable by the organization, however, it is recommended to do an equilibrium point analysis to evaluate the entity's strengths and its possibilities of competitiveness in the market. Aspect that has singular importance in the Cuban business fabric.

In the marketing plan, the synergistic decisions that the organization assumes regarding these controllable marketing variables should appear, taking into account the different levels of the business under analysis, the target audience, the characteristics of the offer and the entity's objectives., as well as the existing policy and regulatory conditions in the environment.

9. Action Program: Each element of the marketing strategy must be specified through a program that includes the specific actions to be undertaken, suitably combining the different marketing variables: product, price, distribution, commercial communication; In addition, the date, managers, executors and their budget must be established. At the same time, it is convenient to expressly establish a system of indicators that allow the measurement of strategic and operational management, contemplating those that are traditionally used to measure the efficiency of the entity's results, as well as other specific ones related to effectiveness or level of impact. in the environment, in a cause-effect relationship, that is, as inducers of action and indicators of results.

Those responsible for the different subsystems must be involved in this program: marketing, finance, production, research and development, personnel, information, etc; that in one way or another are claimed by the plan, at the same time that it must be known to all workers.

The Company's Management will review the amount of the budget assigned to each of the actions, approve or modify it. But once approved, the budget will in principle be the basis for the development of the actions. Although it should be noted that the actions to be undertaken should not be totally conditioned to budgetary needs, in fact budget limitations are always present to a greater or lesser extent, that is, what must be clear is that there are actions that can be implemented without the imperiousness of financial support and that would greatly benefit organizational performance.

10. Expected Results Statement: The most relevant results that the organization proposes to achieve are presented, both in relation to the necessary costs that it will incur and the expected benefits at the level of the business under study. The action plan allows you to have the data to establish an expected profit or loss budget. On the revenue side, it shows the estimated sales volume and the average price per unit. On the cost side, it shows the cost of research and development, purchasing, production, distribution, communication, etc; the difference being the expected benefit.

11. Control Program: The marketing plan must be reviewed periodically to check the results that are obtained with respect to what is planned and adapt the budgets to the new requirements. The confrontation between the objectives and the action program, as well as the behavior of the indicators formulated in the action plan, must be carried out monthly, which allows monitoring their application closely. At the same time that a general reevaluation must be made quarterly, highlighting those actions that they did not achieve. Frequency in the control program generally described in the literature.

In this way, the directors of the different areas that do not comply with some planned action, must explain why and at the same time, propose actions that will improve compliance with the plan. Thus, non-compliances, their causes and the consequences that they entail in a focused way are known.

Some control programs include emergency plans that indicate the steps that the Organization's Management would take in response to specific adverse events that could occur. The purpose in preparing the contingency plan is to incorporate in managers the criteria, that when certain difficulties are considered with anticipation, these could be delimited with greater possibilities.

As an important conclusion, it is evident that all levels, areas and processes, as well as the different aspects contemplated in the annual plan of the Cuban company, referred to in current legislation and expressed above, must be articulated with the marketing plan, with a vision integrator of global optimum, with the fundamental purpose of contributing to materializing the desired exchanges in its reference markets, with the consumer as its center. Which is to develop integrated marketing and promote competitiveness.

Bibliography:

· Dr Blanco Rosales, H. Article The Key Factors of Success: clarifying the concept and its use in business strategy. Quarterly Newsletter of the Center for Studies of the Cuban Economy. April 2008

· Cruz Roche, I. Fundamentals of Marketing. Reprinted MONTH. s / f.

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· Fernández Font, M. Technological Innovation and Competitiveness. An attempt to disseminate concepts, approaches and methods. Editorial Friedrich Ebert Foundation / FESCARIBE. Mexico. Year 1997.

· Hernández Gómez, AR Marketing Planning in the Cuban Company. Editorial Logos. Cuba. Year 2009.

· Kaplan, R. and Norton, D. “The Balanced Scorecard”. Harvard Business School Press, USA. Year 1996.

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Kotler, P. Marketing. Reprinted MONTH. s / f.

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Lambin, JJ Strategic Marketing. Reprinted MONTH. s / f.

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· MsC. Suarez, MY Article. The Marketing Plan: support of strategic commercial planning. MANAGEMENT book: from purpose to action. Pp. 63. Editorial Félix Varela. Cuba. Year 2002.

· MsC. Suárez, MI Article The Marketing Approach to Quality Effectiveness: a strategic priority in smart organizations. MANAGEMENT book: a vision of consultants. Pp. 108. Editorial Félix Varela. Cuba. Year 2003.

· MsC. Suarez, MY Article. The classification of information. A preliminary tool in the context of strategic planning. Pp. 77. Editorial Félix Varela. Cuba. Year 2004.

· MsC. Suárez, MI Article Marketing Research Experience in a Cuban Entity. Gestiopolis.com. URL: http://www.gestiopolis.com/marketing-2/ejemplo-investigation-mercado-modelo-matemático-organización-cubana.htm Year 2010.

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See Suárez, MI Article The Classification of Information. A preliminary tool in the context of strategic planning. Book, MANAGEMENT: The Challenges of the XXI Century. Editorial Félix Varela. Havana City. Cuba. Pp, 77

Excerpted from the book Marketing Planning in the Cuban Company, by the author Ángel Ramón Hernández Gómez. Logos editions. Year 2010. Pp, 40 - 43.

Decree Law No. 281 of the Secretariat of the Executive Committee of the Council of Ministers of the Republic of Cuba published in the Official Gazette of Cuba in 2007. Chapter VIII Marketing System. Article 665. Pp, 200.

Inspired by the Marketing Management Book by P. Kotler, D. Cámara, I. Grande and I. Cruz. MONTH editions. s / f.

To expand this aspect, refer to the article by MI Suárez. Marketing focus on quality effectiveness: a strategic priority in smart organizations. ” In the book Management: a vision of consultants. Editora Félix Varela, year 2003, pp. 108-111.

See article by MI Suárez. Marketing Research Experience in a Cuban Entity, at gestiopolis.com, with the URL:

See article by MI Suárez. The Information Classification. A preliminary tool in the context of strategic planning, in CEEC Book MANAGEMENT: The challenges of the 21st century. Year 2004.

Positioning criteria in the minds of consumers that was introduced by the authors Al Ries and Jack Trout in the 90's.

Idea inspired by the Balanced Scorecard Book by D. Norton and R. Kaplan.

See article by MI Suárez. The Information Classification. A preliminary tool in the context of strategic planning, in CEEC Book MANAGEMENT: The challenges of the 21st century. Year 2004.

Porter, M. Book Competitive Advantages. Creation and sustenance of a superior performance. MONTH edition. s / f.

For further knowledge regarding the use of the Matrix Price Perceived Value - Marginal Cost, refer to MI Suárez. Article Marketing Approach to Quality Effectiveness: A Strategic Priority in Smart Organizations. ” In the book Management: a vision of consultants. Editora Félix Varela, year 2003, pp. 108-111.

Inspired by the conception used by the authors D. Norton and R. Kaplan in their BALANCED SCORECARD Book.

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