Marketing a complex discipline in constant evolution

Chasefive Management

Staying Ahead of the Curve in the Ever-Changing Landscape of Marketing

Marketing planning and management have become increasingly complex in the modern business environment. The inability of organizations to execute their strategies successfully is a cause for concern, with the statistics painting a grim picture. According to data published in The Balanced Scorecard by David Norton and Robert Kaplan, ninety percent of organizations need to execute their strategies successfully, including marketing plans. Additionally, a well-known study published by the online marketing publication Search Engine Journal revealed that fifty percent of small businesses still need to attempt to create a marketing plan. These statistics indicate a need for more confidence in formal marketing planning methodologies and in the ability of the business to implement the actions of a plan.

The Breadth of Knowledge Required for Marketing Planning and Management

Marketing planning and management involve controlling the entire marketing organization environment, from planning to execution, management, and analysis. It is a mission that spans multiple and diverse disciplines, and the breadth of knowledge that the marketing manager needs to grasp is not for the faint-hearted. For example, the marketing manager must master concepts of consumer psychology, budget management and financial planning, technical channels and software implementation know-how, people management and team building, legal and consumer regulations, advanced project management techniques, understanding of visual and written communication best practice techniques, and more.

With such a diverse range of disciplines involved, it is no wonder that marketing planning and management can be a highly volatile project. A series of planning calculations and decisions depend on the interaction of internal and external factors that are often outside the control of the business and not easily predictable. Therefore, it is essential to have a framework that can help rationalize the marketing planning process.

Marketing Planning and Management in the Modern Business Environment

At the heart of marketing planning and management is creating and executing a marketing plan successfully. The two aspects, plan and execution, are linked – one cannot succeed without the other. A marketing plan is a comprehensive document that outlines the business's overall marketing strategy, including its goals, target market, competitive analysis, tactics, and budget. In addition, it provides a roadmap for the marketing team to follow, ensuring that everyone is working towards the same objectives.

The first step in creating a marketing plan is to define the business's goals. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART). They should also align with the organization's overall mission and objectives. The next step is to identify the target market. The target market is the group of people that the business is trying to reach with its marketing efforts. Finally, the marketing team should research to understand the target market's needs, preferences, and behaviors.

The second step is to conduct a competitive analysis. The marketing team should identify the business's key competitors and analyze their strengths, weaknesses, opportunities, and threats (SWOT). This analysis will help the marketing team identify gaps in the market that the business can exploit.

The third step is to develop marketing tactics. Marketing tactics are the specific actions that the marketing team will take to achieve the business's marketing goals. These tactics can include advertising, promotions, public relations, events, social media, content marketing, and more.

The final step is to develop a budget. The budget should include all the costs associated with the marketing plan, including salaries, advertising expenses, promotional expenses, and more. The budget should be realistic and align with the organization's financial resources.

Once the marketing plan is created, the marketing team must execute it successfully. Execution involves implementing the tactics outlined in the marketing plan and monitoring their effectiveness. The marketing team should use metrics to measure the success of each tactic and adjust the plan as needed.

In conclusion, marketing planning and management have become increasingly complex in the modern business environment. The inability of organizations to execute their strategies successfully is a cause for concern. A marketing plan is a comprehensive document that outlines the business's overall marketing strategy, including its goals, target market, competitive analysis, tactics, and budget.

< Older Post

Newer Post >

Chasefive Named MarTech Innovator of the Year 2026 at the Australian Enterprise Awards

By Chasefive Management • February 18, 2026

Chasefive, a specialist marketing management advisory firm, has been recognised as MarTech Innovator of the Year 2026 in the prestigious Australian Enterprise Awards , presented by APAC Insider. Now in its ninth year, the Australian Enterprise Awards celebrate outstanding organisations across Australia that demonstrate innovation, measurable impact, and excellence within their industries. The awards recognise businesses contributing to the nation’s economic growth and global competitiveness through forward-thinking strategies and transformative solutions. Chasefive received the MarTech Innovator of the Year distinction in recognition of its pioneering work in structured marketing management and its development of the Chasefive Marketing Architecture Manager (MAM) platform. Built on the proprietary FAPI Marketing Framework™ (Frame-Architecture-Production-Insights) , the platform enables organisations to systemise marketing planning, execution, and performance measurement — improving operational clarity, accountability, and ROI. The Chasefive mission is to bring structure, discipline, and measurable impact to marketing management. This recognition reinforces the importance of aligning strategy, execution, and insights within a unified operating framework. Chasefive supports organizations across all industry sectors from technology, professional services, and industrial sectors, helping leadership teams translate business objectives into structured marketing systems. Through its advisory services and software platform, Chasefive enables companies to improve marketing productivity, strengthen go-to-market execution, and support sustainable growth. The Australian Enterprise Awards are organised by APAC Insider, a publication dedicated to showcasing business excellence and innovation across the Asia-Pacific region. Winners are selected based on merit, innovation, measurable success, and overall industry impact. For more information about the awards and winners, visit: https://apacinsider.digital/winners/chasefive-management/

Chasefive Supports Strategic Marketing Launch for Claryx.ai’s AI-Driven Software for Accounting Practices

By Chasefive Management • February 11, 2026

Chasefive partnered with Claryx.ai to support the strategic marketing planning for the launch of Claryx..AI's AI-driven application for accounting practices BRISBANE, AUSTRALIA, February 11, 2026 Chasefive , a specialist marketing planning and advisory firm, today announced it supported Claryx.ai in the strategic planning and market introduction of its innovative Claryx AI-powered solution, designed to equip accountants and bookkeepers with actionable, client-centric advisory intelligence. Claryx.ai ( https://claryx.ai ), an emerging leader in artificial intelligence solutions for the accounting profession , has developed its software to enable accounting professionals to deliver strategic value beyond traditional compliance services. Built on advanced machine learning and real-time data analysis, Claryx synthesizes client financials, risk indicators, and growth signals into clear, actionable recommendations, giving accounting firms the ability to scale advisory offerings, deepen client relationships, and convert compliance work into high-value, billable services. To support the successful market entry of this breakthrough product, Claryx.ai engaged Chasefive to architect an end-to-end marketing planning approach tailored to the accounting and bookkeeping sector. Chasefive’s scope included: Go-to-market strategy — Defining positioning, value propositions, and target segments most receptive to AI-enabled advisory services. Messaging and positioning — Articulating key benefits that resonate with both technical and business audiences within accounting practices. Product launch planning — Developing launch roadmaps, integrated campaign structures, and channel strategies to accelerate market awareness and adoption.

From Chaos to Architecture: A Leader’s Guide to Decoding Marketing Pain

By Chasefive Management • February 9, 2026

Marketing leaders rarely wake up asking for a new framework. They wake up to the sound of friction. It starts with a sense of unease: “We’re moving fast, but are we moving forward?” or “Why does the CFO look at my reports like they’re written in a dead language?” These aren’t just complaints; they are marketing diagnostic triggers . The challenge for the modern C-suite is that marketing pain is almost always expressed at the surface level, while the root cause lies deep "below the waterline"—embedded in governance, architecture, and broken operating models. This guide reframes those common frustrations into structural solutions, moving your organization from reactive symptoms to intentional design. The Diagnostic Principle: Look Below the Waterline Most marketing problems are misdiagnosed because leaders focus on the visible "wake" rather than the engine. We see: Activity without impact. Tools without ROI. Dashboards without decisions. The FAPI Marketing Framework encourages a shift in perspective. When you stop asking your team to "do more marketing" and start fixing the operating system the marketing runs on, you solve for three core deficiencies: KPI Misalignment, Martech Fragmentation, and Governance Gaps.

How to build a data driven culture in marketing teams. Transforming marketing data from "noise" into operational insights

By Chasefive Management • January 21, 2026

Establishing a truly data-driven culture goes beyond simply gathering information; it involves a significant transformation. Based on the principles of the FAPI Marketing Framework™ , raw data, which is often seen as just "noise," needs to be refined into a structured ecosystem. This evolution is essential for guiding strategic decision-making and optimizing performance. One of the core principles is clear: data without a structured approach becomes a distraction rather than a tool for success. To truly harness the value of data, teams must create a system that promotes purpose, logic, and clarity in their processes. If you're ready to move past merely collecting data and wish to cultivate marketing systems driven by insights , here’s a step-by-step guide to building that culture. 1. Establish Purpose and Benchmarks Before Execution A data-driven culture begins with preparation. Data without structure is just noise, so the Framework mandates that the Plan Master must establish benchmarks and Key Performance Indicators (KPIs) before execution begins. Define the "Why": Teams must understand not just what is being measured, but why it serves a purpose. This avoids costly misalignment and inefficient resource allocation. The Four Pillars of Readiness: To prepare data for decision-making, the team must ensure four elements are in place: defined target metrics, data collection infrastructure, contextual data (historical trends/benchmarks), and conditional data logic. 2. Climb the "Marketing Intelligence Ladder" The framework advocates moving the team from basic reporting to strategic action by climbing the " Marketing Intelligence Ladder. " A data-driven culture evolves through these stages: Descriptive & Diagnostic: Moving beyond simple Reporting (what happened) to Analysis (why it happened). Predictive: Using Forecasting and Predictive Analysis to anticipate future outcomes like churn risk or lead volume. Prescriptive: The ultimate goal is Prescriptive Analysis , where data answers the question, "What should we do about it?" recommending concrete actions to maximize impact. 3. Implement "Data Conditionality" To remove bias and guesswork, the framework introduces the principle of Data Conditionality . This involves establishing pre-defined outcomes based on specific results using "If [Condition], Then [Action]" logic. Automated Decisioning: By defining these rules in advance (e.g., "If engagement drops below X, trigger Campaign Y"), teams can react immediately to data shifts without arbitrary debate. Proactive vs. Reactive: This logic allows for both reactive adjustments to performance and proactive preparation for anticipated trends.

Expanded 2026 FAPI Marketing Framework Academy Course: A New Standard for Operational Marketing Excellence

By Chasefive Management • January 19, 2026

The FAPI Marketing Framework Academy today announced the release of its 2026 Certification Course , representing the most significant evolution of its training program to date. Now expanded to 54 comprehensive lessons , the 2026 edition transforms the curriculum from a strategy workshop into a full-scale operational certification pathway designed to help organizations move from campaign execution to marketing organizational planning.

The Brand DNA factor: Mastering Brand Positioning with the FAPI Framework

By Chasefive Management • January 2, 2026

In the noisy world of modern marketing, it is easy to mistake a catchy slogan or a viral campaign for a brand strategy. But true market power comes from something far deeper. According to the FAPI Marketing Framework , competitive positioning isn't just a marketing tactic—it is a mission-critical business decision that defines who you are, where you play, and why you matter. In the FAPI model, Competitive Positioning is the "North Star." It resides in the Frame Module , meaning it is a non-negotiable, long-term strategic foundation that must be established by leadership before a single piece of tactical planning begins. Here is how the FAPI Framework breaks down the art and science of securing your place in the market. 1. The Core Trinity: Defining Your Stance At its most basic level, FAPI dictates that you cannot position a brand until you have clear, distinct answers to three fundamental questions. These form your brand Positioning Statement : What is our core purpose? (Why do we exist beyond making money?) What is our core promise? (What can the customer always count on us to deliver?) What is our core capability? (What do we do better than anyone else?) If you cannot answer these, you don't have a position—you just have a product. 2. The Scorecard: Six Benchmarking Criteria How do you know where you stand relative to the competition? The FAPI Framework replaces guesswork with a scoring model. To find your distinct place in the market, you must benchmark yourself and your competitors against these six dimensions: Product/Solutions: The depth and range of what you offer. Purpose: How well your actions align with a stated cause (crucial for non-profits or purpose-driven brands). Pricing: Price competitiveness (typically, a lower price earns a higher score here). Credentials: The qualifications, awards, and certifications that prove your expertise. Innovation: Your ability to disrupt the market or challenge existing norms. Client Experience/Service: The delivery of exceptional service and support. By scoring these, you can visualize exactly where "white space" exists in the market and where you are currently winning or losing. 3. The Reality Check: Alignment is Not Optional One of the most powerful tenets of the FAPI Framework is Alignment with Product Reality . Positioning is not a coat of paint you apply to a crumbling wall; it must reflect what is actually being built. The Volvo Rule The framework cites Volvo to illustrate this. A manufacturer cannot position itself as the "Safety Brand" if its engineering team is designing open-top, reckless sports cars. If the product reality does not match the desired position, marketing cannot "spin" it. Instead, the business must reverse-engineer the positioning to align with what actually exists. 4. The brand "DNA" Factor: Strategic Immutability Because positioning sits in the Frame Module, it is treated as the business's DNA. It is not something you change just to capture a quick trend. The FAPI framework asserts that brand positioning acts as a hard boundary for the marketing team, rather than a flexible variable. Because positioning is part of a business’s fundamental "DNA," an established brand cannot simply pivot to a contradictory market segment—such as a premium provider suddenly targeting bargain hunters—merely to capture short-term revenue. Such a move is never viewed as just a "tactical campaign"; it represents the effective termination of the brand’s identity. Therefore, the defined position must serve as a strict guardrail, automatically disqualifying any marketing activity that conflicts with the brand's core promise, regardless of the potential for quick profit. 5. The Ultimate Judge: Consumer Validation Finally, the FAPI Framework offers a humbling truth: You don't own your position—your customers do. While leadership defines the desired position, the market validates it through Co-Production . A brand is only afforded the position that customers believe it deserves. In the FAPI Marketing Framework, positioning is not an exercise in creative writing. It is a rigid, strategic discipline. It requires honest benchmarking, strict alignment with product reality, and the humility to listen to your customers.