Marketing plan builder

Skill atrisorb/marketing-mastery-plugin/skills/marketing-plan-builder

Build a complete, board-ready marketing plan (or the marketing section of a business plan) — executive summary, corporate/strategic review, market understanding, position assessment, SWOT/TOWS, strategy (STP + value proposition), the marketing-mix program with a Gantt, financials/P&L and budget, and a control/KPI framework. Orchestrates the whole suite into one coherent document. Use whenever the user needs a marketing plan, go-to-market plan, annual/strategic marketing plan, business-plan marketing section, or wants everything (analysis, strategy, mix, budget, metrics) assembled coherently. Push to use this as the capstone that integrates the other marketing skills.From its SKILL.md

Install

npx -y skills add atrisorb/marketing-mastery-plugin --skill marketing-plan-builder

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SKILL.md

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Marketing Plan Builder

A marketing plan is the document that turns analysis and strategy into a funded, scheduled, measurable program — and the discipline that forces coherence across everything else. This is the capstone skill: it orchestrates the rest of the suite into one board-ready plan, from situation analysis through the mix program to the P&L and control. Planning is a balance of available means against objectives to reach; the plan makes that balance explicit and executable.

Trigger

User needs a marketing plan, go-to-market plan, annual or strategic (3-year) marketing plan, the marketing section of a business plan, or wants the full chain (analysis → strategy → mix → budget → control) assembled coherently. Also trigger to consolidate outputs from other suite skills into one document.

Inputs

Company/brand and offering
Planning horizon — annual, 3-year, launch-specific
Primary objective — growth, share, launch, turnaround, investment case
What already exists — prior analysis, strategy, or outputs from other suite skills
Audience for the plan — internal team, board, investors (changes emphasis and depth)
Financial context — current revenue, margins, budget envelope

Process

Build the plan in the standard sequence below. For each section, pull the deep work from the specialized skill and integrate — don't re-derive. Keep the whole thing coherent: strategy must follow from analysis, the mix must deliver the strategy, and the budget and metrics must track the mix.

0. Executive Summary (write last, place first)

1-2 pages that state objectives, strategy, key actions, expected results, and investment. Its job is to be persuasive, not merely a summary — it's the first thing read and often the only thing read in full. Cover every chapter briefly.

1. Corporate / Strategic Review

Mission, vision, strategic intent, and the corporate objectives the marketing plan must serve. Translate top-line goals (profit, ROI, share price) into specific marketing objectives (share, sales, penetration, awareness, retention). This aligns marketing to the business and sets the bar the rest of the plan must clear.

2. Understanding the Market

The external situation: market definition and size (potential/available/served/penetrated, PLC stage, seasonality), macro-environment (PESTEL/STEEP), segmentation, customer needs and buying behavior / journey, competitive analysis (Five Forces + competitor review), and a category/distribution/pricing/communication overview. → pull market-environment-analysis, market-research-sizing, b2b-buying-behavior.

3. Assessing Our Market Position

The internal reality: sales and margin trends, share, awareness, satisfaction and loyalty, brand life stage, positioning map, marketing-spend analysis, and a portfolio view (e.g., BCG). Diagnose strengths and resources honestly. → pull brand-lifecycle-diagnostic, market-environment-analysis (value chain/VRIO).

4. SWOT → TOWS

Synthesize sections 2-3 into a weighted SWOT, then convert to a TOWS matrix of strategic options (some boards want weighted SWOT or TOWS explicitly). → pull market-environment-analysis.

5. Defining the Market Strategy

The strategic core that governs everything after it: marketing objectives, segmentation and targeting, competitive advantage, positioning and branding, and the value proposition. State why each choice, and its coherence with corporate strategy. → pull segmentation-targeting-positioning, value-proposition-design. This chapter determines all that follow.

6. The Marketing Program (the mix)

The operational heart: decisions for every mix lever (4P/7P) — product, place/distribution, price, promotion/communication, plus people/process/physical evidence and digital — with objectives, actions, owners, timing, expected results, and costs per lever. Summarize all activities in a Gantt (and a multi-channel touchpoint plan). → pull marketing-mix-planner, pricing-strategy, distribution-channel-strategy, marketing-communications-plan, and (as relevant) customer-acquisition-retention, new-product-launch-gtm, account-based-marketing, digital-business-models.

7. Forecasts & Economics

The numbers: sales forecast (ranged), and the marketing P&L — unit and total contribution (unit revenue, direct costs, contribution margin; total volumes, revenue, contribution, marketing spend by year, product margin). Assess risk and note reserve/contingency options. Confirm consistency with the company budget and cash flow. → pull saas-growth-metrics for subscription unit economics; market-research-sizing for the forecast.

8. Control

How execution will be tracked and corrected: budget forecast and control, variance analysis, KPI control, timing control, and organizational control. Define the control areas — strategic control (are we chasing the best opportunities?), marketing-plan control (did we hit objectives?), profitability control (which products/channels/customers pay?), and efficiency control (how is spend performing vs. revenue?). Specify metrics (external: share, awareness, satisfaction, retention, channel penetration; internal: marketing costs, campaign cost, resources) and the review cadence.

9. Appendix

Supporting research, data tables, detailed calculations, and the sub-plans (activity-level plans) referenced in the body.

Coherence checks (run before finalizing)

Do the marketing objectives ladder up to the corporate objectives?
Does the strategy (STP + value prop) follow from the SWOT/TOWS?
Does every mix lever deliver the chosen positioning (no contradictions)?
Is the budget consistent with the objectives (objective-and-task), the P&L, and cash flow?
Do the KPIs actually measure the objectives, and are they collectable?
Is the plan tuned to the brand's lifecycle stage?
Are the leverages balanced (not all budget in one lever)?

Conditions for a plan that actually works

Flag these to the user, since plans fail on process more than content: visible top-management commitment; run it as a real process of communication, decision, and learning (not a scholastic exercise); broad involvement; continuity year to year; learning from prior plans; credible information; capable people; and avoiding an over-"academic" approach. Expect change and build in flexibility.

Output

Produce the plan with the chapter structure above (0-9). Scale depth to the audience and horizon. Use tables for data, a Gantt for the program, and a P&L for the economics. Keep the executive summary tight and persuasive. Where a section draws on another skill, integrate its output rather than duplicating the analysis.

Follow-up

Ask: "Would you like me to:

Draft any chapter in full depth (e.g., the market analysis, the mix program, or the P&L)?
Build the Gantt and budget in detail?
Produce a one-page executive summary or a board slide version?
Run the specialized skills for any section that needs deeper work?"