Tag Archives: 30-60-90 day plan

What Does A 30-60-90 Day Action Plan Look Like For A Marketing Leader?

30-60-90 Day Marketing PlanA 30-60-90 day action plan is a written outline of your strategy and plans you have for the first three months on the job.

It’s one of the most powerful tools you can bring to the final stages of the employment interview process. It can be a PowerPoint presentation or paper-based. During an employment interview, a hiring manager is looking for responses to the following basic questions:

  1. Do you understand what the job entails?
  2. Can you perform the job?
  3. Will you perform the job?

A good 30-60-90 Day Action Plan isn’t going to set you apart in the interviewing process — A great one will

30-60-90 Day Action Plan For MarketingA generic plan is a waste of time. Your plan should speak to the company’s needs, products, specific market, and values.

A fill-in-the-blanks template shouldn’t dictate what you include in your plan. Instead, use your knowledge of the industry and the specific company to craft a plan that speaks to its unique needs. The more details you can put into your plan, the better. Specifics matter so name the manager, the products, the customers as much as you can.

But when you are faced with a blank page for this critical document, having a few thought-starters doesn’t hurt. That’s when this 30-60-90 Day Action Plan for a senior marketing leader might come in handy. And it’s more specific than the original blog post I wrote a few years ago.

By taking the time to do a 30-60-90 plan right, you will communicate that you understand the job and that you’ll be able to hit the ground running.

30 days – Learning

Turn your product idea into an adOne common mistake of new hires is never taking the time to understand exactly what it is that the company is trying to achieve through their strategic plan. As a new hire, it is extremely important to put in the effort to study and learn the internal lay of the land.

People

  • Understand expectations of role and the department – written goals
  • Gain understanding of corporate goals and vision
  • Meet with peers and learn how marketing can help them be more successful
  • Meet with marketing team and schedule 1 on 1 meetings
  • Walk stores with manager and key team members – hear observations
  • Gain an overview of corporate, financial and team calendar/standing meetings

Product

  • Come up to speed on key new product initiatives – product, prototype, research, launch plan
  • Review depth & breadth of product lines including competition
  • Review category / brand / key account information and financials
  • Review online product presentation
  • Review existing sales tools and marketing programs
  • Review current pricing strategy/margin expectations

Sales

  • Reach out to key reps to introduce myself and learn about what they need to be more successful
  • Look at past Product Line Reviews (PLRs) and sales PowerPoint decks for key accounts – discuss outcomes
  • Visit key accounts and discuss the current sales proposition and effectiveness
  • Discuss any perceived gaps in the marketing strategy or product line
  • Develop understanding of opposing brands in space and why chosen

Marketing

  • Review current marketing strategy and gain understanding of current and planned projects, cost and expected results
  • Understand existing product/user research and related insights
  • Review budgets
  • Meet with key marcom suppliers, build rapport and understand current projects. Review if they are the correct supplier and determine how they can better add value
  • Learn corporate history and understand how that’s leveraged in current marketing
  • Review and understand current social media strategy and direction

Days 31 to 60 – Documenting and Building

Better way to budget marketingOnce you have taken time to fully assess the company, begin adding your strengths to the equation.

People

  • Continue to integrate with leadership team
  • Determine strengths and capacity of marketing team
  • Identify team gaps related to executing e-commerce growth and new branding
  • Refine, based on attendance/perceived value, standing marketing team meetings
  • Finalize budgets for 2016

Product

  • New Product Development process skeleton reviewed
  • Summarize wish list of new products
  • Begin refining commercialization plan for Tool Smart
  • Strengthen product slides for upcoming PLR

Sales

  • Travel with key reps on sales calls
  • Meet with customers of all sizes to see how the sales team positions and sells our products
  • Understand key customers customers for pull through opportunities
  • Gain further feedback from reps on how to be more successful with their customers
  • Develop understanding of how each account is priced/positioned against corporate objectives and against other competitive accounts

Marketing

  • Analyze sales trends at key customers for insights to share at PLRs (prioritize by meeting dates)
  • Initiate monthly business review meetings for top 3-5 accounts
  • Understand the ability to create in-store excitement or promotions and what’s been executed historically
  • Identify trade show opportunities and how to leverage new positioning and new products
  • Develop key points of difference between key competitors (product & marketing) with SWOT analysis
  • Position and promote launch of new website to sales & customers along with other marketing initiatives (branding, packaging, presentation templates, online initiatives, etc.) – to build excitement for the company’s future

Days 61 to 90 – Presenting and Prioritizing

Marketing Stats Can Tell A StoryBy this time, you should have a firm grasp of the role you play in the company. Your confidence is likely to have grown since your first day and leadership qualities are hopefully itching to be put to action.

People

  • Continue to integrate with corporate leadership team
  • Introduce future organization structure for marketing, e-commerce and product team
  • Share vision, goals and strategies for Marketing
  • Share with them their key job goals for 2016
  • Begin search for any new roles with written job descriptions defining the positions

Product

  • Review first pass of “current” product road map
  • Define process / research needed to uncover/refine next generation platforms

Sales

  • Share go-forward plan on e-commerce sales support/rep strategy
  • Share new sales deck with emphasis on leveraging brand story, new product innovation and new merchandising strategy
  • Feedback on product road map and launch commercialization strategies

Marketing

  • Create a road show for next key product launch
  • Refine and improve online presentation using all available tools
  • Begin execution of missing online tools, videos, secondary graphics, etc.
  • Leverage e-commerce programs to build partnership
  • Actively contribute and participate with marketing communications suppliers to execute current projects and scope new opportunities
  • Share feedback internally on any gaps in supplier capabilities or execution
  • Expand social media with automation and 3rd party content
  • Build out shelf strategy out using research/insights for compelling customer pitch
  • Refine pricing approval process, if needed

Your plan is a conversation tool, so when the hiring manager asks the first question that your plan addresses, that’s the perfect opportunity to discuss your 30-60-90 Day Action Plan with the hiring manager.

Good Selling!

Greg Bonsib is an author of the new Mighty Guides Ebook Data Disruption.

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The 5 Top Channel Instincts Posts Of 2014 – As Chosen By You

Street Smart Guy.emfAs 2014 draws to a close, so does the second year that Channel Instincts has been blogging.

Thank you for your continued interest, readership and comments.

But not all of you have been with us for the entire journey and while we have our own favorites, your clicks have let us know which posts struck a chord and were your favorites.

#5: 5 Tips to Succeed with Big Boxes

How to Sell Lowe's and Home DepotMaybe you already sell either Lowe’s or The Home Depot or both. Maybe you eat channel conflict for breakfast. But it’s been my experience that the continuous competitive clash between orange and blue is something that is tough for many manufacturers’ to figure out.

Selling one or both of the home center big boxes is a great way to drive volume. Each, however, works hard to differentiate themselves from one another. That makes it had to sell both of them when you have a commodity category. But it’s still possible to do this without being a major consumer brand.

#4: 4 Steps to Building an Internal Communication Plan

Effective internal communication is critical to your manufacturing successCommunication is critical within any business setting, but most importantly within a manufacturing facilities − where the right communication can really impact change and translate into business success.

What’s the best way to communicate?  How much should you communicate? How do you make sure your messages are heard? This guide will take you step-by-step through the communication process. It has simple, practical, easy-to-follow information you can put to use immediately.

#3: 8 Steps to Building a Customer-Focused Commercialization Strategy

8 Steps to a Commercialization StrategyBefore a commercialization plan can be developed and implemented, it must be driven by an overall commercialization strategy. By taking a strategic approach to your commercialization strategy, you will be better positioned to be successful with your new product launch.

The commercialization strategy should not contain a lot of financial detail or “how to,” but it must be consumer focused and customer centered and not technology focused. A key issue in a commercialization strategy is to set the direction to explore and understand the market. The commercialization strategy must focus on what satisfies the needs of the customer.

#2: Are You Using a 30-60-90 Day Marketing Plan?

Hired candidate had an action planAre you joining a company with big problems?  It may be too cliché, but it probably depends on if you see the glass half empty or half full.

It’s easy to get caught up in the hiring process and your ego can get in the way of asking the right questions.  You may never uncover or, worse, miss the warning signs that would prove that you cannot gain the commitments you’d need to succeed – especially with those critical quick wins that will help you gain credibility and traction with a new employer’s organization.

If you see the opportunity, the alignment and the financial backing, then you should accept that new position but only if you have a plan for success.  If any of those pieces of missing, there’s a good chance that you will fail.

#1: 7 Steps to Writing an Internal Communications Plan

Communication-PlanCommunication is critical within any business setting, but most importantly within a manufacturing facilities − where the right communication can really impact change and translate into business success.

What’s the best way to communicate? How much should you communicate? How do you make sure your messages are heard? This guide will take you step-by-step through the communication process. It has simple, practical, easy-to-follow information you can put to use immediately.

There you are, our top-5 list for 2014.  We hope you’ve enjoyed the posts over the past year, and we invite you to stay in touch in 2015 by following me on Twitter, LinkedIn, Slideshare or Google+.

Good Selling!

Are You Using a 30-60-90 Day Marketing Plan?

Having a 30-60-90 day action plan means you've done your homework and plan on being successfulAre you joining a company with big problems? It may be too cliche, but it probably depends on if you see the glass half empty or half full.

It’s easy to get caught up in the hiring process and your ego can get in the way of asking the right questions. You may never uncover or, worse, miss the warning signs that would prove that you cannot gain the commitments you’d need to succeed – especially with those critical quick wins that will help you gain credibility and traction with a new employer’s organization.

If you see the opportunity, the alignment and the financial backing, then you should accept that new position but only if you have a plan for success. If any of those pieces of missing, there’s a good chance that you will fail.

I’ve recently updated this post with more specifics for your marketing action plan. Take a look at What Does A 30-60-90 Day Action Plan Look Like For A Marketing Leader?

Having a 30-60-90 day action plan will make you a better interviewer – and a better employee

To build your initial action plan, think in terms of the first 30, 60 and 90 days.

  • First 30 days – Learn
  • Days 31 to 60 – Document and Build
  • Days 61 to 90 – Present and Prioritize

This 30-60-90 day on-boarding plan is marketing focused and is based on experience and input from my colleague Doug Thompson, General Manager Rockwood Manufacturing at ASSA ABLOY.

First 30 days – Learn

30-60-90 Day Plans

The focus in the first 30 days is about developing rapport and teamwork.  Your main goal is to be a sponge and learn about the people, product, sales and marketing within the company.  We have built this plan with the idea that the role being filled is a senior marketer in the company.

People

  • Understand expectations of your role and the department
  • Meet with each functional head and other critical individuals
  • Introduce yourself to the current Marketing team and schedule 1 on 1 meetings

Product

  • Review depth & breadth of product lines by brand including competition
  • Learn the manufacturing/assembly process & variations, site visits as necessary
  • Review category / brand / key account information and financials

Sales

  • Visit key accounts and discuss the current sales proposition and effectiveness
  • Discuss any perceived gaps in the marketing strategy or product line
  • Develop understanding of opposing brands in space and why chosen
  • Solicit ideas for product road map

Marketing

  • Review current marketing strategy by brand, perceived effectiveness
  • Understand existing user research and related insights
  • Review budgets
  • Start preparation of annual marketing plan

Days 31 to 60 – Document and Build

30-60-90 Day RoadmapIn this 30 day block, you are moving from strictly learning into a phase that involves gaining insights that you can weave into the recommendations you’ll be making later.

People

  • Continue to build rapport with corporate leadership team
  • Site visits to key facilities
  • Team Building exercises
  • Determine strengths and capacity of marketing team

Product

  • Review bills of material (BOMs) of high volume items
  • Spend time on the line building products
  • Brainstorming sessions held to generate innovative concepts
  • New Product Development process skeleton reviewed
  • Summarize wish list of new products

Marketing

  • Benchmark competitors marketing messages
  • Develop key points of difference between firms (product & marketing)
  • Internal review of initial brand messaging and position statements
  • Analyze sales trends in light of promotion to determine effectiveness

Days 61 to 90 – Present and Prioritize

30-60-90 business planPrioritization becomes increasingly important as opportunities unveil themselves.  Based on both your learning and insights from the last 60 days, you’ll be able to make thoughtful decisions that will net you those critical short-term wins that will power your credibility despite being the “new guy.”

People

  • Continue to build rapport with corporate leadership team
  • Explore future organization structure for marketing & product management team

Product

  • Review first pass of “current” product road map
  • New Product Development process checklist created
  • Define process / research needed to uncover next generation platforms

Marketing

  • Start evaluation of marketing support firms
  • Review & benchmarking of websites
  • Social Media footprint analysis

Sales

  • Feedback on product road map
  • Visit key customers with sales leads
  • Determine needs for training and sales materials
  • Work with sales leadership on how direct sales could fit into landscape

Having a 30-60-90 day action plan means you’ve done your homework and plan on being successful

If you see the opportunity, the alignment and the financial backing, then you should accept that new position but only if you have a plan for success. Coming prepared with a 30-60-90 day on-boarding plan signals to your potential employer that you’ve done your homework. It also demonstrates how you will work to gain traction within the organization to help ensure your success.

But be clear in your own mind that the 30-60-90 day action plan is your process to use before being hired to uncover whether that proverbial glass is half full or one about to be completely drained.