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Lisa Shepherd

longer than predicted. To be safe, add 10-20% to the
amount of time you’ve initially estimated.

• Think about the inputs to the fixed events—for example,
are you rebranding and need to incorporate the new
corporate identity into the trade show materials? These
need precede the other activities, so make sure to add
them to your critical path.

d) Earmark 10% of your total capacity to allow for marketing
opportunities that arise—they always do. Leave more if
your company is growing rapidly.

e) Calculate your remaining capacity by subtracting the
time required for fixed activities (step c) and for unallocated
activities (step d) from your total capacity (step a).

f) Identify your remaining marketing tactics and the
amount of time needed to execute them. Enter them on
the calendar until you’ve run out of capacity.

This approach helps companies be realistic about marketing
resources and what can be accomplished. The drawback is
that it’s possible to allocate time and resources to the wrong
tactics—for example, what if the fixed events shouldn’t, in fact,
be the highest priority tactics?

The second approach is the “work-up” plan:

a) Identify the marketing that you want to do from highest
priority to lowest.

b) Estimate the amount of time required for individual
tactics.

c) Enter tactics and hours on the calendar, respecting the
fixed events (time-specific, third-party events) and building
tactics around them as appropriate.

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© 2012 Lisa Shepherd