•Economic

•Societal forces

•Technology

•Legal

•Environment

Objective & Task

Competitive Parity

Zero Based Budgeting

Incremental Budgeting

https://www.perplexity.ai/

https://chatgpt.com/

Objectives - does your strategy help achieve the mission and vision?

Positioning - How do you want to be perceived in the minds of your target customers?

Processes - Automation? Training?

Partnership - what kind of partners?

Sequence - AIDA? (awareness, interest, desire, action)? RACE? (reach, act, convert, engage)

customer aquisition? retention?

Experience - what customer experience you promising?

Engagement - how are you assessing engagement?

Data - how are you monitoring data?

Using the 9 evaluation methods, compare three potential suppliers - local / national. Add any screenshots of the stands they are offering / styles / anything else you find useful in your research. Create a slide deck presentation.

Cost evaluation, quality of service, social media presence, experience and expertise, scalability, technology, financial stability, cultural fit, reviews.

•Understand what a marketing plan is

•Understand the Ansoff’s Matrix and it’s purpose

•Understand the different types of marketing plans

•Be able to conduct a thorough marketing plan using SOSTAC

•Identify different types of competitors and be able to conduct a comprehensive competitor analysis using a variety of tools

•Be able to conduct an environment scan using multiple tools

•Understand budget-setting methods

•Understand different market research methods

•Understand how to create marketing briefs

•Evaluate potential marketing suppliers

•Suppliers (kinds of suppliers)

•Intermediaries

•Competitors (done previously)

•Publics

•Customers (kinds of customers)

•System and processes

•Skills/people

https://www.socialinsider.io/

https://adstransparency.google.com/

https://www.facebook.com/ads/library/?active_status=all&ad_type=all&country=GB&is_targeted_country=false&media_type=all

https://library.tiktok.com/ads?region=GB&start_time=1664578800000&end_time=1721304769890&adv_name=&adv_biz_ids=&query_type=&sort_type=last_shown_date,desc

•How is your product/service completely unique?

•Why would a customer buy from you and not your competition?

•When will the customer be better off buying from someone else?

https://websiteseochecker.com

https://pagespeed.web.dev/

https://app.wincher.com

•Background

•Product range

•Target market

•Pricing strategy

•Marketing strategy

•Distribution Strategy

•USP - unique selling point - what makes them better or stand out more from the competition.

Name of competitors (3-5) / type / how they are a competitor

Screenshots of Google map entries of top competitors

Recommend one strategy from the matrix the company hasn’t used—and justify the risks and rewards.

Include situation analysis, objectives, strategy, tactics, action plan, and controls.

• Content calendar alignment across blogs, socials and the company newsletter

• Building a messaging framework for the brand and its product solutions

• Blog audit of old content

• Purpose statements for content marketing pieces

I completed the Email Marketing Course on HubSpot

I've been doing a lot of design work - designing packaging for new products

I've been drafting an email campaign for one of our products

I've been drafting a LinkedIn campaign for another of our products

I've been redesigning the website too

Competitors are other advertising agencies

Omnicom

Publicis

Dentsu

Havas

(there was a lot of sponsored companies so i had to google this question instead of going on maps)

Our top competitors:

-Digital ID

-The Plastic Card Company

-Lesar UK

-The Plastic Card Hub

https://docs.google.com/document/d/1-5JUrcg_ppc3jYW4TVJw_PMPKYGJL0d61OBLv8MhVHQ/edit?usp=sharing

Name of competitors: Mobysoft (Direct/Primary), Netcall (Direct), MRI Software (Secondary) (niche – software for UK housing) – all provide the same service = social housing management software (some more generic)

Competitors - Rab, Berghaus, MSR...

https://docs.google.com/document/d/1m_EnLaNo5bABHFktiSj8wtvTBjYBE3BpQRRnIQaFB4c/edit?tab=t.0

OMP

Motorsport safety manufacturer that offer a mass market approach with an extensive range of products.

FEV

Manufacture specialist FIA-approved fire suppression systems (mostly to F1 teams).

Sparco

Motorsport safety manufacturer most known for driver equipment e.g. helmets, gloves etc.

Background: Founded in 1973, OMP is probably the most recognised motorsport safety brand in the world.
Product range: Fire suppression systems, harnesses, seats, helmets, racewear, steering wheels, accessories and pretty much anything you could ever need for racing cars.
Target market: Professional and amateur motorsport teams, racers in FIA categories e.g. GT, Formula 1/2 etc., track-day enthusiasts and anyone wanting to race cars.
Pricing strategy: Mid-to-premium but offer some cheaper alternatives due to extensive range — their pricing reflects their brand reputation and FIA approvals but it is competitive compared to Sparco.
Marketing strategy: Use of sponsorships (F1, WEC, touring cars), brand ambassadors and digital marketing.
Distribution strategy: Global distribution through dealers, race shops and direct e-commerce.
USP: Wide range of FIA-approved safety gear — customers can source pretty much everything they could ever want from one trusted brand.

FEV

Background: Established in 1990, FEV is a specialist in motorsport fire suppression, with strong links in F1, rallying and endurance racing.
Product range: FIA-approved fire extinguishers and suppression systems, handheld extinguishers and installation kits.
Target market: Motorsport competitors from club-level to professional rally and endurance teams.
Pricing strategy: Competitive, often undercutting larger brands, hence they appeal to cost-conscious race teams.
Marketing strategy: Relies more on reputation, FIA homologation listings and event visibility.
Distribution strategy: European dealer network and direct sales via its website.
USP: Specialist focus — 100% dedicated to fire suppression, giving them technical credibility and strong FIA relationships.

Sparco

Background: Founded in 1977, Sparco is one of the largest motorsport safety equipment manufacturers in the world.
Product range: FIA-approved racewear, helmets, seats, harnesses, fire suppression systems and lifestyle products.
Target market: Global motorsport market - anything from grassroots racers to F1.
Pricing strategy: Premium — Sparco positions itself as a high-end, lifestyle-driven brand.
Marketing strategy: Use of motorsport sponsorships (F1, WRC, esports), have strong branding that's trusted worldwide and they now have lifestyle crossovers e.g. gaming chairs.
Distribution strategy: Extensive global dealer network, strong online presence and even Sparco-branded shops.
USP: Strong global brand recognition and premium positioning — Sparco stands out for combining motorsport safety with lifestyle branding.

Tab 2*

No TikTok ads

Limited Google Ads

Brand - MSR B2B so no Ads

Couldn't find any ads from businesses that sell them either.

Facebook: ~161,000 followers

Instagram: ~96,000 followers

X (Twitter): ~4,170 followers

LinkedIn: ~8,214 followers

Post a couple times a week about products, updates, partnerships. No ads.

FEV Fire Suppression

Instagram: ~1,300 followers

Facebook: ~277 followers

LinkedIn: ~241 followers

X: not listed

Post about products but not regularly. No ads.

Sparco

Instagram: ~343,000 followers

Facebook: ~287,000 followers

LinkedIn: ~28,894 followers

Post a few times a week about products. No ads.

• Quality - Sustainable - British Made

  Reliable relationship, repairs, customer service and communication points on socials.

UNIQUE:

• Direct access to product designers through social media and websites. We also work with a lot of affiliates so the chance to promote and test products.

WHY US:

• Made by people that use these products tried and tested in British conditions.

SOMEONE ELSE:

• When they want camping gear such as rucksacks, jackets or sleeping bags.

•Behaviour science and data science USP.

• It's a proactive software that considers tenant relationships more and provides more of an everyday strategy software to support housing officers that integrates with existing systems.

•If the products don’t align with budget, ROI expectations and management responsibilities.

2) i would say a unique thing about the products we sell would be that all customisable items whether that be lanyards or cards are all printed, designed and packaged in house in our small northamptonshire warehouse, we have made lanyards for the monaco grand prix, ikea,rupauls drag race, the nhs and many more big companies and conventions

3) i think our team are very friendly and informative. the reviews we recieve are very lovely and we prioritise building longer term relationships with our customers, not just one off transactions.

4) i would say that our higher end products arent the cheapest. some of the luxury printers can be on the pricier side so i would reccomend if someone just wanted a personal printer for home use i would reccomend shopping elsewhere.

• 1 HQ office

• Microsoft / Google suite sources

• Marketing Campaigns --> HubSpot

• HubSpot analytics / GA4 / Google Search Console

• 50 staff

• Marketers / Sales / Developers / CSM / AM

• Behaviour Scientists

• Account managers

• Specialists in display, paid social, Sales, Finance, data and paid search

• Around 50 people

• 30 (+/-)

• Product designers, sewers, sales, marketing, customer service, warehouse, finance, pay roll...

  Ages from 15-65

System:

• Design, sample, approve, market, sell, products arrival, warehouse distribution.

Resources:

• Digital platforms, B2B Events, Customer shows, Physical sewing rooms...

Manufacturing facility within the headquarters

A lot of manufacturing equipment

Patents

Systems and processes

HubSpot for all marketing efforts

Progress Plus for organising the manufacturing processes

Security cards for getting in/out the building

Skills/people

Around 10 engineers and designers

Probably about 25 warehouse workers

A small sales team of 3

A couple of HR/payroll staff

Myself

Managers and directors

• Material suppliers

Intermediaries:

• Outdoors shops eg Blacks Outdoors

Publics:

• Wild camping preventors

Customers:

• Nature tour guides

customers: educational sectors such as primary schools, colleges and univerities, foor both staff and students.

festival, concert and event wristbands for big uk gigs as well as abroad

access conrol, key fobs and cardholders for offices and business settings

Material manufacturers e.g. steel, aluminium, cotton, nylon.

Fuel/suppressant manufacturers e.g. Monnex, FK-5-1-12.

Equipment manufacturers e.g. spring machines, sewing machines, 3d printers.

Intermediaries

Steve - well known in the motorsport industry for being a go-between for different businesses.

Competitors

OMP

FEV

Sparco

Publics

FIA (regulate motorsport)

Those interested in preserving the environment

Customers

Motorsport dealers

Economic - we need to keep in account exchange rates and tax amounts for example Google we have to add a tax amount of 2% and for LinkedIn and google we need to change $ to £.

Social - Since we are advertising to potential customers we need market and consumer awareness.

Technological - AI has become really important, now for display there is an automatic bidding system when it used to be manual.

Environmental - Brand imaging has to be environmental friendly and sustainable

Legal - We have to follow relegations from the government about advertising. For example the HFSS Restrictions.

Motorsport regulations from bodies like the FIA and MSUK dictate product standards. Brexit has introduced additional export paperwork and costs, impacting European sales. Tariffs are also now impacting our shipping to the US. Defence contracts are also influenced by government policy.

Economic

Varying material and energy costs affect production. Exchange rate changes impact global competitiveness. Economic downturns can reduce motorsport spending, while elite motorsport sectors like F1 remain stable.

Social

Growing emphasis on driver safety increases demand for advanced suppression systems. Customers expect reliability, fast support and environmentally-friendly products, all for lower and lower prices.

Technological

Innovation in lightweight materials and clean agents improves product development e.g. for our F1 system. Increased use of digital platforms (website, LinkedIn etc.) supports marketing and customer engagement. Advanced engineering tools improve R&D.

Environmental

Stricter environmental rules phase out harmful suppressants (e.g., FE36). Motorsport is under pressure to adopt greener solutions, creating demand for Lifeline’s clean agent systems and EV suppressants.

Legal

Compliance with FIA standards is mandatory for motorsport use. Restrictions on certain extinguishing agents affect product design. GDPR governs handling of customer and dealer data. Workplace H&S applies to manufacturing.

• uk government wants stronger identity and security

• public sector like schools, nhs and councils use id cards

• laws target people purchasing for fake id equipment

economic

• market for id printers and cards is growing

• reasonable prices despite rising costs for plastic, chips and machines

• higher prices for luxury printers can squeeze profit

social

• demand rising in schools, banks and government

• people want contactless and biometric ids

• eco-friendly cards and less waste are important

• safety and easy access are expected

technological

• move from mag stripe to smart and contactless cards

• printers are smaller, faster and more secure

• biometric and ai tools are being added

legal

• gdpr rules cover personal data in id systems

• laws ban making or selling fake id equipment to prevent fraud

• all content must meet industry standards

• strong linkedin presence with consistent posting

• trusted brand in the id industry

• good product range with printers, cards, lanyards and software

• positive reviews build trust online on things like reviews.io and trustpilot

• supportive team and space to try new marketing ideas

weaknesses

• website could be improved for seo and user experience

• not as well known on other social media platforms like instagram or tiktok

• limited video and interactive content

  
  

opportunities

• grow followers and engagement further on linkedin

• expand into platforms like instagram, tiktok and youtube

• create more blogs, guides and tutorials for seo

• promote eco-friendly and sustainable products online (our manager ben is big on sustainability)

• continue to use email campaigns to boost repeat sales

threats

• strong competition with cheaper online sellers who advertise heavily

• google algorithm changes could affect search rankings

• new social media trends can move fast

• negative reviews or comments can spread quickly online

• Clear mission

• strong client list

• offers a lot of services

• great team with creatives and strategists

  
  

  
  

  Weaknesses -

• small team may struggle with big clients/projects

• only has a team in UK so it is hard for clients outside of the UK to be appealing to them

Opportunities -

• they can explore other sectors sports, fashion etc

• they should market the brand more and create ads for B2B to expand their cliental

• Boost awareness

  
  

  Threats

• London is competitive

Over 30 years of expertise in motorsport fire suppression and safety systems - strong reputation and trusted brand.

In-house UK manufacturing ensures high-quality products with quick lead times.

Innovative, effective, high-quality systems.

Wide and growing product range covering motorsport, defence, and industrial sectors.

Strong design-led team passionate about motorsport.

Weaknesses

Higher production costs compared to overseas manufacturers.

Not really known at all outside of motorsport compared to larger lifestyle brands e.g., Sparco, OMP.

A lack of marketing.

Inefficiently ran by management.

Opportunities

Establishing a name for themselves in the defence industry after recent diversification.

Industrial sectors could be a big opportunity if they can start to enter into these markets.

Motorsport is the fastest growing sport in the world.

On top of utilising environmentally-friendly suppressants.

Employed first marketing employee.

Bought a competitor company last year.

Threats

Strong competition from global motorsport brands (OMP, FEV, Sparco).

Changing FIA regulations are increasing costs e.g. for R&D.

Rising raw material and energy costs.

Difficult economic times reduce amateur motorsport budgets.

Potential negative impact from counterfeit or low-quality competitors in the market.

A lack of willingness to utilise social media.

O - the objective is to get as many table bookings. the KPI is table bookings.

P - want to be perceived as the go to Italian restaurant, new refurbs happenings all over everything is looking modern and up-to-date.

P - Customer service and good booking system

P - no partners

S - covert

E - we promise great Italian food that is affordable

E - we look at engagement from social & search channels.

D - weekly reports to monitor Table bookings.

T - Small target range of camping coffee lovers.

O - Yes, spreading the love for camping and how you can take away the complexity of something like making coffee.

P - Educational, inspiration, genuine company.

P - Testing the product before sending out to know what to expect.

P - Partnering with an instant coffee brand to give out coffee bags to campers.

S - AIDA

E - Positive impact with followers sharing pictures.

E - Creates repost content bringing the conversation back to terra nova and where people are making their coffees.

D - Social Media

target markets

• wide reach: universities, schools, nhs trusts, councils, large companies, and online buyers.

• smaller focus: small and medium businesses in northamptonshire, healthcare, education, government, hr and facilities managers.

objectives

• win more local business in northamptonshire.

• grow online sales across the uk.

• be trusted as the main supplier for id and security products.

• keep more customers returning.

positioning

• seen as reliable, quick, and knowledgeable.

• promise: simple and stress-free id solutions.

processes

• automation: email reminders, follow-ups, reorder prompts.

• training: regular staff training and customer support guides.

partnerships

• technology partners: access control and hr software companies.

• local partners: northampton chamber of commerce, councils, universities.

• suppliers: strong ties with manufacturers.

sequence (customer journey)

• reach: seo, google ads, linkedin ads, local press.

• act: free guides, templates, live chat.

• convert: bundle offers, discounts.

• engage: loyalty scheme, reorder reminders, customer surveys.

experience

• easy ordering, clear product info, fast delivery, helpful support.

engagement

• measure email clicks on maxemail, website visits, social media activity, customer reviews.

data

• track sales and customer data in analytics and crm.

• measure cost to gain a customer, lifetime value, repeat purchases, conversion rates.

• test and improve ads, web pages, and emails.

Niche as not many people race cars anymore and there's only a limited number of militaries worldwide

Objectives

Increase brand awareness and sales through LinkedIn, SEO and Email Marketing

Establish Lifeline as authority figure on motorsport info (rules, regulations, how tos etc.) through the same channels

Both of these help achieve Lifeline's vision of becoming the world's leading motorsport safety manufacturer

Positioning

'Champions of Safety'

High-quality, premium products with industry-leading customer service

Processes

Using HubSpot to automate some marketing and sales processes

Using progress plus to automate some of the manufacturing planning

Partnership

Work with motorsport retailers, the FIA, M.O.D. and any influencer that wants to use the brand

Sequence

A - LinkedIn, trade shows, search engines, word-of-mouth

I - website, leaflets

D - technical packs, contact forms on website, telephone/email

A - sales team contact

Experience

Reliable, trustworthy, polite, easy to use, on-hand support

Engagement

Not at the moment but will be through HubSpot (website, LinkedIn, email etc.)

Data

Again, not at the moment but will be soon through HubSpot, Google Analytics etc.

Definition:
This budgeting method calculates expenses or budget items as a fixed percentage of expected sales. It's based on the assumption that certain costs (e.g., marketing, production) are directly proportional to revenue.

Factors Influencing Choice:

• Simplicity and speed

• Works well when there’s a strong historical relationship between sales and expenses

• Less suitable for fixed or discretionary costs

Typical Industries:

• Retail

• Consumer goods

• Hospitality
  These sectors often experience predictable relationships between sales volume and associated costs.

Typical Company Size:

• Small to medium-sized enterprises (SMEs)

• Startups in early stages of revenue planning

2. Objective & Task Method

Definition:
This approach involves defining specific objectives, outlining the tasks required to achieve them, and estimating the cost of each task. It’s commonly used for marketing and advertising budgets.

Factors Influencing Choice:

• Focus on strategic planning and accountability

• Useful when objectives are clearly defined

• Requires detailed forecasting and expertise

Typical Industries:

• Technology

• Consumer products

• Services (especially marketing-driven firms)

Typical Company Size:

• Medium to large companies

• Organizations with dedicated marketing departments or project-based planning

3. Competitive Parity Method

Definition:
Budgets are set based on competitor activity or industry averages. The idea is to stay competitive by aligning spending with rivals.

Factors Influencing Choice:

• Need to maintain market position

• Availability of industry benchmarking data

• Often used when internal performance data is limited

Typical Industries:

• Fast-moving consumer goods (FMCG)

• Telecoms

• Automotive
  Highly competitive sectors where under-spending can risk market share.

Typical Company Size:

• Medium to large businesses

• Firms with access to competitive intelligence or market research

4. Zero‑Based Budgeting (ZBB)

Definition:
In ZBB, all expenses must be justified from scratch each budgeting cycle. Nothing is carried over from the previous period without re-approval.

Factors Influencing Choice:

• Desire for cost transparency and control

• Organizational change or cost-reduction drives

• Requires significant managerial effort and time

Typical Industries:

• Public sector

• Large multinationals during cost-reduction phases

• Manufacturing or logistics undergoing restructuring

Typical Company Size:

• Large corporations

• Governments and non-profits during efficiency reviews

5. Incremental Budgeting

Definition:
This method adjusts last year’s budget by a set percentage (e.g., for inflation or minor strategic changes). It assumes current activities and costs will continue into the next period.

Factors Influencing Choice:

• Stability in operations

• Time or resource constraints

• Risk of continuing inefficiencies if not reviewed carefully

Typical Industries:

• Utilities

• Education

• Government bodies
  Sectors with stable, predictable expenditures.

Typical Company Size:

• All sizes, particularly common in large, established organizations

• Often used where changes are gradual and predictable

definition:
budget is set as a fixed percentage of past or forecasted sales.

factors influencing choice:

• predictability of sales revenue

• ease of calculation and control

• management preference for stability

typical industries:

• retail

• consumer goods

• e-commerce

typical company size:

• small to medium businesses that want a simple, low-effort method

objective & task

definition:
budget is set based on specific marketing objectives and the tasks required to achieve them.

factors influencing choice:

• clarity of business goals

• availability of detailed planning resources

• desire to link spend directly to outcomes

typical industries:

• b2b services

• technology

• pharmaceuticals

typical company size:

• medium to large businesses with structured planning teams

competitive parity

definition:
budget is set by matching or benchmarking against competitors’ spending.

factors influencing choice:

• competitive landscape intensity

• access to competitor data

• need to maintain market share

typical industries:

• telecoms

• fmcg (fast-moving consumer goods)

• automotive

typical company size:

• medium to large companies in highly competitive markets

zero based budgeting

definition:
budget starts from zero each year, and every activity must be justified before funds are allocated.

factors influencing choice:

• need for cost efficiency

• pressure from shareholders or leadership

• desire to avoid “automatic” spend on ineffective activities

typical industries:

• manufacturing

• finance

• large corporates under cost scrutiny

typical company size:

• large organisations with complex structures

incremental budgeting

definition:
budget is based on the previous year’s spend, with adjustments (up or down) for changes in goals, inflation, or performance.

factors influencing choice:

• historical data availability

• stability of the business environment

• ease of implementation

typical industries:

• traditional sectors like utilities

• government departments

• education institutions

typical company size:

• medium to large organisations with stable operations

Objective & Task
Definition: Budget based on specific objectives and required tasks.
Factors: Strategic goals, accountability, measurable outcomes.
Industries: Marketing, consulting, project-driven sectors.
Company Size: Large organizations, growth-focused SMEs.

Competitive Parity
Definition: Budget matches/aligns with competitor spending.
Factors: Industry competitiveness, market share goals, available benchmarks.
Industries: FMCG, insurance, telecoms.
Company Size: Medium to large companies in competitive markets.

Zero-Based Budgeting
Definition: Start from zero; justify every expense each cycle.
Factors: Cost control, efficiency focus, organizational change.
Industries: Manufacturing, retail, public sector.
Company Size: Large organizations; some resource-intensive SMEs.

Incremental Budgeting
Definition: Use prior period’s budget, adjust for change (e.g. inflation/growth).
Factors: Stability, predictability, ease.
Industries: Public sector, manufacturing, non-profit.
Company Size: All sizes, especially with stable operations.

definition:
budget is set as a fixed percentage of past or forecasted sales.

factors influencing choice:

• predictability of sales revenue

• ease of calculation and control

• management preference for stability

typical industries:

• retail

• consumer goods

• e-commerce

typical company size:

• small to medium businesses that want a simple, low-effort method

objective & task

definition:
budget is set based on specific marketing objectives and the tasks required to achieve them.

factors influencing choice:

• clarity of business goals

• availability of detailed planning resources

• desire to link spend directly to outcomes

typical industries:

• b2b services

• technology

• pharmaceuticals

typical company size:

• medium to large businesses with structured planning teams

competitive parity

definition:
budget is set by matching or benchmarking against competitors’ spending.

factors influencing choice:

• competitive landscape intensity

• access to competitor data

• need to maintain market share

typical industries:

• telecoms

• fmcg (fast-moving consumer goods)

• automotive

typical company size:

• medium to large companies in highly competitive markets

zero based budgeting

definition:
budget starts from zero each year, and every activity must be justified before funds are allocated.

factors influencing choice:

• need for cost efficiency

• pressure from shareholders or leadership

• desire to avoid “automatic” spend on ineffective activities

typical industries:

• manufacturing

• finance

• large corporates under cost scrutiny

typical company size:

• large organisations with complex structures

incremental budgeting

definition:
budget is based on the previous year’s spend, with adjustments (up or down) for changes in goals, inflation, or performance.

factors influencing choice:

• historical data availability

• stability of the business environment

• ease of implementation

typical industries:

• traditional sectors like utilities

• government departments

• education institutions

typical company size:

• medium to large organisations with stable operations

Objective and task - used by large corporations. This method is based on the advertising objectives. Once the objectives are decided the cost is estimated to complete those objectives and a marketing budget is set.

Competitive parity - involves using competitor advertising spending as a benchmark for a company’s own spending 

Zero - based budgeting - requires all costs to be justified by the expected benefits. Its an alternative to incremental budgeting - the budget is based on the previous period budgets or actual results, plus extra for inflation and other known changes. 

Incremental budgeting - businesses often build on past budgets. The incremental budgeting process starts with the previous budget and add or subtracts an incremental amount to cover inflation and other known changes.

What it is:

You set your budget (like for marketing) based on a fixed % of your past or expected sales.

Why use it:

• Easy to do

• Works well if your sales are stable

Who uses it:

• Small to medium companies

• Retail stores, product brands, manufacturers

2. Objective and Task Budgeting

What it is:

You set goals, list the tasks to reach those goals, and figure out the cost of those tasks.

Why use it:

• Helps you focus on what really matters

• Better for tracking results

Who uses it:

• Medium to large companies

• Tech companies, banks, healthcare, B2B businesses

3. Competitive Parity Budgeting

What it is:

You base your budget on what your competitors are spending, so you don’t fall behind.

Why use it:

• Keeps you in line with others in your market

• Helps protect your market share

Who uses it:

• Medium to large companies

• Car brands, phone companies, airlines, electronics brands

4. Zero-Based Budgeting (ZBB)

What it is:

You start from scratch each year. Every expense must be explained and approved—nothing is automatic.

Why use it:

• Great for saving money

• Helps remove wasteful spending

Who uses it:

• Big companies or government groups

• Energy, public services, factories, hospitals

5. Incremental Budgeting

What it is:

You use last year’s budget and just add or subtract a little based on what's changed.

Why use it:

• Very easy and fast

• Works if things don’t change much year to year

Who uses it:

• Any size of company

• Schools, governments, utility companies

• Primary Data: New data you collect yourself.
  Example: Surveys, interviews.

• Secondary Data: Data already collected by others.
  Example: Books, websites, government reports.

2. Sources of Primary Data

• Surveys

• Interviews

• Focus groups

• Observations

• Experiments

• Diaries

• Case studies

3. Difference Between Qualitative and Quantitative Data

• Qualitative = Words and descriptions
  Example: Opinions, feelings

• Quantitative = Numbers and facts
  Example: Age, scores

4. Types of Primary Qualitative and Quantitative Data

• Qualitative:

  • Interview answers

  • Notes from observing people

  • Open-ended survey responses

• Quantitative:

  • Survey ratings (1 to 10)

  • Test scores

  • Measurements (height, weight)

5. Sources of Secondary Data

• Government websites (e.g. statistics)

• Books

• Articles

• Online databases

First hand e.g. surveys, questionnaires, interviews etc.

Secondary

Pre-existing e.g. studies, government reports etc.

Qualitative

Non-numerical information like descriptions, evaluations, analyses, opinions, perspectives etc.

Quantitative

Facts, figures, statistics, numbers etc.

Primary Data:

Data collected first-hand by the researcher for a specific purpose or project. It is original, unpublished, and collected directly from the source.

Example: Conducting a survey to understand customer satisfaction.

Secondary Data:

Data that has already been collected, processed, or published by someone else. It’s reused for analysis, often for a purpose other than the original intent.

Example: Using government statistics to study population trends.

2. Sources of Primary Data

• Surveys and Questionnaires

• Interviews (face-to-face, phone, online)

• Focus Groups

• Observations

• Experiments or Trials

• Field Research

• Customer Feedback Forms

• Diary Studies

• Social Media Monitoring (if directly conducted)

3. What is the Difference Between Qualitative and Quantitative Data?

Qualitative Data:

• Descriptive, non-numerical

• Explores opinions, feelings, motivations, and experiences

• Often answers "why" or "how"

Example: A customer describing their feelings about a product.

Quantitative Data:

• Numerical, measurable data

• Explores quantities, frequencies, percentages, or statistical patterns

• Answers "how many", "how much", or "how often"

Example: 85% of customers rated the product 4 stars or above.

4. Types of Primary Qualitative and Quantitative Data

Primary Qualitative Data Examples:

• Interview transcripts

• Focus group discussions

• Open-ended survey responses

• Observational notes

• Ethnographic fieldwork

• Case studies

Primary Quantitative Data Examples:

• Structured survey results with numerical responses

• Sales figures from test markets

• Experimental results (e.g., in A/B testing)

• Customer satisfaction scores

• Time studies (e.g., duration of a process)

• Traffic or footfall counts

5. Sources of Secondary Data

• Government publications (e.g. census data, ONS in the UK)

• Industry reports (e.g. Mintel, Statista, IBISWorld)

• Academic journals and research papers

• Company reports and financial statements

• News articles and media archives

• Databases and repositories (e.g. World Bank, UN, OECD)

• Trade associations or chambers of commerce

• Market research agencies' reports

• Social media analytics platforms (if historical data is used)

• Primary Data: Collected firsthand (e.g. surveys, interviews).

• Secondary Data: Already collected by others (e.g. reports, books).

2. Sources of Primary Data

• Surveys

• Interviews

• Observations

• Experiments

• Focus groups

3. Qualitative vs. Quantitative Data

• Qualitative: Descriptive (e.g. opinions, feelings)

• Quantitative: Numerical (e.g. statistics, measurements)

4. Types of Primary Qualitative & Quantitative Data

• Qualitative: Interview notes, open responses, recordings

• Quantitative: Survey results, test scores, measurements

5. Sources of Secondary Data

• Government reports

• Books & journals

• Company records

• Online databases

• News articles

primary data:

• information collected first-hand for a specific research purpose.

• gathered directly from the source (customers, employees, markets).

secondary data:

• information that already exists and was collected for another purpose.

• used to support or add context to research.

sources of primary data

• surveys (online, phone, face-to-face)

• interviews (structured or unstructured)

• focus groups

• observation (customer behaviour in-store or online)

• experiments or test marketing

• customer feedback forms

• mystery shopping

qualitative vs quantitative data

qualitative data:

• descriptive, non-numerical, focuses on opinions, feelings, motivations.

• answers “why” and “how.”

quantitative data:

• numerical, measurable, focuses on quantities, patterns, statistics.

• answers “how many” or “how much.”

types of primary qualitative and quantitative data

qualitative:

• in-depth interviews

• focus groups

• open-ended survey questions

• customer diaries/journals

• observational notes

quantitative:

• closed survey questions (yes/no, rating scales)

• product usage tracking

• sales transaction data from experiments or trials

• website analytics (clicks, time on page, conversion rates)

sources of secondary data

• government statistics (ons, eurostat, census)

• industry reports (mintel, ibisworld, statista)

• trade associations

• company financial reports

• academic journals and research papers

• news media and press releases

• online databases and market research portals

• competitor websites and annual report

1 - Is the website easy to navigate? Answer Why?

2 - Is the information on the website sufficient? Answer Why?

3 - Do you understand the companies missions and goals? Give an example?

4 - Are you likely to use us as an advertising agency? Why?

5 - What drew you to our website?

2 - Would you consider returning to our website to read our blog or we're you not away this was a feature?

3 - How many clicks did you have to do before you found what you were looking for?

4 - What did you like the most about our website?

5 - What additional features would you like to see on our website?