Where Any Marketing Plan Begins

by Diane M. Calabrese | Published March 2026

 

 

Product definition—features, function, and what makes it all that it is—that’s where any marketing plan begins. What next? Is the product unique, or does the product accomplish its function better, faster, or more efficiently than similar products? That’s what follows definition in the development of a marketing plan.

[Note: For simplicity, we use product as the reference point, but this discussion also applies to a service or a combination of product and service.]

With the product known from every perspective, a company’s objective is to get the word about all it is and does to prospective buyers. In other words, develop a marketing plan.

Some readers will not be able to imagine there was a time when a clear, accurate description of a product could be disseminated by ads in print or audio or video formats. And there would be no immediate feedback in the world of digital communication (and commerce) –feedback like product reviews popping up, competitors matching attributes, or discounting prices. In the 21^st century, static marketing—a plan that can be carried through intact for any extended period—is not an option.

It’s prudent to ask a basic question: With so many channels for communicating with customers and prospective customers, is the concept of a marketing plan, which implies some rigidity, outdated?

“Yes, any plan characterized by rigidity is now obsolete,” says Bruno Ferrarese, co-president of Idrobase Group in Borgoricco PD, Italy. Communication between a company and its customers must not only be interactive but should increasingly aim to be tailored to the specific needs of each individual customer, that is, as personalized as possible on a one-to-one basis.”

The uniqueness of the individual is a philosophical concept that now gets its due in the world of business. “To build customer loyalty, the communication paradigm must change,” says Ferrarese.

“It is no longer a matter of ‘I, the producer, communicating with the customer,’” explains Ferrarese, “but rather, ‘I communicate with each individual customer.’”

The individualized approach demands much of a seller. “In order for messages and communications to be as targeted as possible, the producer must collect and organize as much customer data as possible,” says Ferrarese.

Which data should be collected and analyzed? “Who the client company is, who is part of the team, what it sells and/or produces, how it operates, the geographic area in which it works, what and how much it has purchased from us, how long it has been a customer and which other companies it collaborates with are among the factors,” explains Ferrarese.

“All of this data should then be integrated with artificial intelligence systems so that it can generate insights enabling us to suggest what the customer might offer to their own clients or which training programs would be most beneficial,” says Ferrarese. “The ultimate objective is not only to respond effectively to clients’ needs, but also to anticipate their goals and aspirations.”

Which team members should be included in such an effort? “Certainly, the marketing department—both its strategic and operational functions along with the sales department, the technical department, and research and development,” says Ferrarese.

Once the basics of the individualized approach are embraced, there are plenty of more correlated tasks to tackle, says Ferrarese. “Where and how to store customer data, how to reshape the approach to customer engagement, what kind of plan is needed to transition from mass communication to personalized communication, and how to transform the organization so that it can develop solutions and products no longer aimed at a broad audience but aimed at each individual customer” are among them.

 

Simplicity? Not Just Yet

A recurring promise of futurists looking at the near and far is that things will become easier for everyone as time goes on. Robotic solutions will take humans from harm’s way and so on.

As for simplicity in living, however, we are not quite there yet. Moreover, it seems we are in a period of transitional complexity. And any marketing plan must begin with that reality.

That reality encompasses the lack of distinction between reaching out to customers with a product or a service. “I think that due to the complexity of marketing in 2026 and on, a marketing plan is a must for any service-based business,” says Mike Dingler, owner, Firehouse Power Washing in Peachtree City, GA.

“A proper marketing plan should be followed every year, making sure all avenues of marketing are covered, both organic and paid,” says Dingler. Organic, of course, is this century’s version of word-of-mouth.

One of the most time-tested ways of adding to the customer base has been garnering good recommendations. That is, those that flow from satisfied clients to potential new clients.

Now the flow—or network—occurs in the digital realm as well as the real world. But it’s still there.

If there were a watchword to guide owners through this period, ensuring that they are doing the most to recruit and retain customers, it might be “consistency.” Indeed, that’s the one Dingler cites.

“Consistency matters a great deal,” says Dingler. “Plans are great, and everyone wants to claim their share of the local market, but it starts with daily consistency.”

And Dingler elaborates on what the day-to-day commitment means. “Posting to socials, search engine optimization, Google on my business page, the list goes on, but the key is to ensure a consistent presence across all marketing avenues.”

Consistency on the part of a business translates into a subtle way to feed the memory bank of someone who may become a customer. “People who see your ads may not need your services at the time; but a great marketing plan ensures that when they do need your services, your company is the first that comes to mind,” explains Dingler.

In terms of the members of a team who should be involved in development of a plan, Dingler has a definite recommendation. “Marketing should spearhead the operation working closely with sales.”

Naturally, the number of people involved depends upon the size of a company. “If you have a smaller operation, your main office should be in charge of keeping track of the plan with yourself or another team member creating the marketing material,” says Dingler.

 

Promises Kept

It’s fine to promise an outcome or a timeframe for a service job just as it’s fine to guarantee the function of a product, but never overpromise.

The obvious result of overpromising is an unhappy customer, which is not good. Still, there could be more serious consequences.

The U.S. Federal Trade Commission (FTC.gov) requires that advertisements be truthful. That’s merely level one of the regulated content of ads. FTC rules govern endorsements, influencers, and reviews as well as a range of other things such as the use of a “made-in-the-USA” label. Be sure to stay compliant. For instance, it’s okay to pay endorsers of all kinds, but compensated people cannot be portrayed as commenters who arose organically. Embellishment to one person may seem to another like untruth. Take no chances; be sure that all claims about products and services can be backed by evidence.

Service providers should heed another caution, which has been aired before in these pages. That is, do not imply services are provided which are not.

Using stock photos of individuals on scaffolding cleaning a high-rise when a company does not work above ground level could draw the scrutiny of an insurer, with the insurer asking what the policy holder is doing working high given they claimed not to be.

The most important promise a business must keep is to itself. The most fluid and adaptable market plan on the planet is only as good as the return on investment (ROI) it brings.

Any marketing plan must have a mechanism for evaluation. It’s great to have 1,596 visits to a product webpage in a 24-hour period, but if not one visitor turns into a buyer, something may be amiss.

Sales and marketing must be aligned. Costs incurred in the digital realm are just as real as those occurred in the real world.

The expense of a business web platform, internet service provider, and data storage must be tallied and evaluated by ROI. And don’t forget to factor in the reliability of providers of digital pathways (including cell service).

Reliability is a must. In the world of instantaneous communication, those looking for products and services need not wait for a response that does not come in a relatively short time; they can simply go to another vendor.

Rigid, prompt-driven bots are doing more harm than good to many companies, some very high profile. Don’t be one of those companies.

Finally, companies that want to complete digital sales and do security checks via Captcha must find another way. They are frustrating would-be buyers and contacts.

Or look at it another way: A customer who wants to complete a purchase should not be forced to study a picture and decide whether the rim of a bicycle wheel constitutes a bicycle.

Simplicity second, and substance first.