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Marketing plan
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A marketing plan may be part of an overall business plan. Solid marketing strategy is the foundation of a well-written marketing plan. While a marketing plan contains a list of actions, without a sound strategic foundation, it is of little use to a business.
Contents
[hide]
1 Definition
1.1 Outline
1.2 Purpose
2 Marketing planning aims and objectives
3 Content of the marketing plan
3.1 Medium-sized and large organizations
4 Measurement of progress
5 Performance analysis
5.1 Sales analysis
5.2 Market share analysis
5.3 Expense analysis
5.4 Financial analysis
5.5 Use of marketing plans
6 Budgets as managerial tools
7 See also
8 References
9 Further reading
Definition[edit]
A marketing plan is a comprehensive document or blueprint that outlines a business advertising and marketing efforts for the coming year. It describes business activities involved in accomplishing specific marketing objectives within a set time frame. A marketing plan also includes a description of the current marketing position of a business, a discussion of the target market and a description of the marketing mix that a business will use to achieve their marketing goals. A marketing plan has a formal structure, but can be used as a formal or informal document which makes it very flexible. It contains some historical data, future predictions, and methods or strategies to achieve the marketing objectives. Marketing plans start with the identification of customer needs through a market research and how the business can satisfy these needs while generating an acceptable return.[1] This includes processes such as market situation analysis, action programs, budgets, sales forecasts, strategies and projected financial statements. A marketing plan can also be described as a technique that helps a business to decide on the best use of its resources to achieve corporate objectives. It can also contain a full analysis of the strengths and weaknesses of a company, its organization and its products.[2]
The marketing plan shows the step or actions that will be utilized in order to achieve the plan goals. For example, a marketing plan may include a strategy to increase the business's market share by fifteen percent. The marketing plan would then outline the objectives that need to be achieved in order to reach the fifteen percent increase in the business market share.[3] The marketing plan can be used to describe the methods of applying a company's marketing resources to fulfill marketing objectives.[2] Marketing planning segments the markets, identifies the market position, forecast the market size, and plans a viable market share within each market segment. Marketing planning can also be used to prepare a detailed case for introducing a new product, revamping current marketing strategies for an existing product or put together a company marketing plan to be included in the company corporate or business plan.[2]
Outline[edit]
A marketing plan should be based on where a company needs to be at some point in the future. These are some of the most important things that companies need when developing a marketing plan:
Market research: Gathering and classifying data about the market the organization is currently in. Examining the market dynamics, patterns, customers, and the current sales volume for the industry as a whole.[3]
Competition: The marketing plan should identify the organization's competition. The plan should describe how the organization will stick out from its competition and what it will do to become a market leader.
Market plan strategies: Developing the marketing and promotion strategies that the organization will use. Such strategies may include advertising, direct marketing, training programs, trade shows, website, etc.[3]
Marketing plan budget: Strategies identified in the marketing plan should be within the budget. Top managers need to revise what they hope to accomplish with the marketing plan, review their current financial situation, and then allocate funding for the marketing plan.[3]
Marketing goals: The marketing plan should include attainable marketing goals. For example, one goal might be to increase the current client base by 100 over a three-month period.[3]
Monitoring of the marketing plan results: The marketing plan should include the process of analyzing the current position of the organization. The organization needs to identify the strategies that are working and those that are not working.[3]
Purpose[edit]
One of the main purposes of developing a marketing plan is to set the company on a specific path in marketing. The marketing goals normally aligns itself to the broader company objectives. For example, a new company looking to grow their business will generally have a marketing plan that emphasizes strategies to increase their customer base.[4] Acquiring marketing share, increasing customer awareness, and building a favorable business image are some of the objectives that can be related to marketing planning. The marketing plan also helps layout the necessary budget and resources needed to achieve the goals stated in the marketing plan. The marketing plan shows what the company is intended to accomplish within the budget and also to make it possible for company executives to assess potential return on the investment of marketing dollars. Different aspects of the marketing plan relate to accountability.[4] The marketing plan is a general responsibility from company leaders and the marketing staff to take the company in a specific direction. After the strategies are laid out and the tasks are developed, each task is assigned to a person or a team for implementation. The assigned roles allows companies to keep track of their milestones and communicate with the teams during the implementation process. Having a marketing plan helps company leaders to develop and keep an eye on the expectations for their functional areas. For example, if a company's marketing plan goal is to increase sales growth then the company leaders may have to increase their sales staff in stores to help generate more sales.[4]
The marketing plan offers a unique opportunity for a productive discussion between employees and leaders of an organization. It provides good communication within the company. The marketing plan also allows the marketing team to examine their past decisions and understand their results in order to better prepare for the future. It also lets the marketing team to observe and study the environment that they are operating in.[5]
Marketing planning aims and objectives[edit]
Though it's not clear, behind the corporate objectives, which in themselves offer the main context for the marketing plan, will lie the "corporate mission," in turn provides the context for these corporate objectives. In a sales-oriented organization, the marketing planning function designs incentive pay plans to not only motivate and reward frontline staff fairly but also to align marketing activities with corporate mission. The marketing plan basically aims to make the business provide the solution with the awareness with the expected customers.
This "corporate mission" can be thought of as a definition of what the organization is, or what it does: "Our business is ...". This definition should not be too narrow, or it will constrict the development of the organization; a too rigorous concentration on the view that "We are in the business of making meat-scales," as IBM was during the early 1900s, might have limited its subsequent development into other areas. On the other hand, it should not be too wide or it will become meaningless; "We want to make a profit" is not too helpful in developing specific plans.
Jacob Zimmerem suggested that the definition should cover three dimensions: "customer groups" to be served, "customer needs" to be served, and "technologies" to be used.[6] Thus, the definition of IBM's "corporate mission" in the 1940s might well have been: "We are in the business of handling accounting information [customer need] for the larger US organizations [customer group] by means of punched cards [technology]."
Perhaps the most important factor in successful marketing is the "corporate vision." Surprisingly, it is largely neglected by marketing textbooks, although not by the popular exponents of corporate strategy — indeed, it was perhaps the main theme of the book by Peters and Waterman, in the form of their "Superordinate Goals." "In Search of Excellence" said: "Nothing drives progress like the imagination. The idea precedes the deed." [7] If the organization in general, and its chief executive in particular, has a strong vision of where its future lies, then there is a good chance that the organization will achieve a strong position in its markets (and attain that future). This will be not least because its strategies will be consistent and will be supported by its staff at all levels. In this context, all of IBM's marketing activities were underpinned by its philosophy of "customer service," a vision originally promoted by the charismatic Watson dynasty. The emphasis at this stage is on obtaining a complete and accurate picture.
A "traditional" — albeit product-based — format for a "brand reference book" (or, indeed, a "marketing facts book") was suggested by Godley more than three decades ago:
Financial data—Facts for this section will come from management accounting, costing and finance sections.
Product data—From production, research and development.
Sales and distribution data — Sales, packaging, distribution sections.
Advertising, sales promotion, merchandising data — Information from these departments.
Market data and miscellany — From market research, who would in most cases act as a source for this information. His sources of data, however, assume the resources of a very large organization. In most organizations they would be obtained from a much smaller set of people (and not a few of them would be generated by the marketing manager alone).

It is apparent that a marketing audit can be a complex process, but the aim is simple: "it is only to identify those existing (external and internal) factors which will have a significant impact on the future plans of the company." It is clear that the basic material to be input to the marketing audit should be comprehensive.
Accordingly, the best approach is to accumulate this material continuously, as and when it becomes available; since this avoids the otherwise heavy workload involved in collecting it as part of the regular, typically annual, planning process itself — when time is usually at a premium.
Even so, the first task of this annual process should be to check that the material held in the current facts book or facts files actually is comprehensive and accurate, and can form a sound basis for the marketing audit itself.
The structure of the facts book will be designed to match the specific needs of the organization, but one simple format — suggested by Malcolm McDonald — may be applicable in many cases. This splits the material into three groups:
Review of the marketing environment. A study of the organization's markets, customers, competitors and the overall economic, political, cultural and technical environment; covering developing trends, as well as the current situation.
Review of the detailed marketing activity. A study of the company's marketing mix; in terms of the 7 Ps - (see below)
Review of the marketing system. A study of the marketing organization, marketing research systems and the current marketing objectives and strategies. The last of these is too frequently ignored. The marketing system itself needs to be regularly questioned, because the validity of the whole marketing plan is reliant upon the accuracy of the input from this system, and `garbage in, garbage out' applies with a vengeance.
* Portfolio planning. In addition, the coordinated planning of the individual products and services can contribute towards the balanced portfolio.
* 80:20 rule. To achieve the maximum impact, the marketing plan must be clear, concise and simple. It needs to concentrate on the 20 percent of products or services, and on the 20 percent of customers, that will account for 80 percent of the volume and 80 percent of the profit.
* 7 Ps: Product, Place, Price and Promotion, Physical Environment, People, Process. The 7 Ps can sometimes divert attention from the customer, but the framework they offer can be very useful in building the action plans.
It is only at this stage (of deciding the marketing objectives) that the active part of the marketing planning process begins. This next stage in marketing planning is indeed the key to the whole marketing process.
The "marketing objectives" state just where the company intends to be at some specific time in the future.
James Quinn succinctly defined objectives in general as: Goals (or objectives) state what is to be achieved and when results are to be accomplished, but they do not state "how" the results are to be achieved.[8] They typically relate to what products (or services) will be where in what markets (and must be realistically based on customer behavior in those markets). They are essentially about the match between those "products" and "markets." Objectives for pricing, distribution, advertising and so on are at a lower level, and should not be confused with marketing objectives. They are part of the marketing strategy needed to achieve marketing objectives. To be most effective, objectives should be capable of measurement and therefore "quantifiable." This measurement may be in terms of sales volume, money value, market share, percentage penetration of distribution outlets and so on. An example of such a measurable marketing objective might be "to enter the market with product Y and capture 10 percent of the market by value within one year." As it is quantified it can, within limits, be unequivocally monitored, and corrective action taken as necessary.
The marketing objectives must usually be based, above all, on the organization's financial objectives; converting these financial measurements into the related marketing measurements. He went on to explain his view of the role of "policies," with which strategy is most often confused: "Policies are rules or guidelines that express the 'limits' within which action should occur. "Simplifying somewhat, marketing strategies can be seen as the means, or "game plan," by which marketing objectives will be achieved and, in the framework that appears here, are generally concerned with the 8 P's. Examples are:
Price — The amount of money needed to buy products
Product — The actual product
Promotion (advertising)- Getting the product known
Placement — Where the product is sold
People — Represent the business
Physical environment — The ambiance, mood, or tone of the environment
Process — The Value-added services that differentiate the product from the competition (e.g. after-sales service, warranties)
Packaging — How the product will be protected

In principle, these strategies describe how the objectives will be achieved. The 7 Ps are a useful framework for deciding how a company's resources will be manipulated (strategically) to achieve its objectives. However, the 7 Ps are not the only framework, and may divert attention from other real issues. The focus of a business's strategies must be the objectives of the business— not the process of planning itself. If the 7 Ps fit the business's strategies, then the 7 Ps may be an acceptable framework for that business.
The strategy statement can take the form of a purely verbal description of the strategic options which have been chosen. Alternatively, and perhaps more positively, it might include a structured list of the major options chosen.
One aspect of strategy which is often overlooked is that of "timing." The timing of each element of the strategy is critical. Taking the right action at the wrong time can sometimes be almost as bad as taking the wrong action at the right time. Timing is, therefore, an essential part of any plan; and should normally appear as a schedule of planned activities. Having completed this crucial stage of the planning process, to re-check the feasibility of objectives and strategies in terms of the market share, sales, costs, profits and so on which these demand in practice. As in the rest of the marketing discipline, employ judgment, experience, market research or anything else which helps for conclusions to be seen from all possible angles.
At this stage, overall marketing strategies will need to be developed into detailed plans and program. Although these detailed plans may cover each of the 7 Ps (marketing mix), the focus will vary, depending upon the organization's specific strategies. A product-oriented company will focus its plans for the 7 Ps around each of its products. A market or geographically oriented company will concentrate on each market or geographical area. Each will base its plans upon the detailed needs of its customers, and on the strategies chosen to satisfy these needs. Brochures and Websites are used effectively.
Again, the most important element is, the detailed plans, which spell out exactly what programs and individual activities will carry at the period of the plan (usually over the next year). Without these activities the plan cannot be monitored. These plans must therefore be:
Clear - They should be an unambiguous statement of 'exactly' what is to be done.
Quantified - The predicted outcome of each activity should be, as far as possible, quantified, so that its performance can be monitored.
Focused - The temptation to proliferate activities beyond the numbers which can be realistically controlled should be avoided. The 80:20 Rule applies in this context too.
Realistic - They should be achievable.
Agreed - Those who are to implement them should be committed to them, and agree that they are achievable. The resulting plans should become a working document which will guide the campaigns taking place throughout the organization over the period of the plan. If the marketing plan is to work, every exception to it (throughout the year) must be questioned; and the lessons learnt, to be incorporated in the next year's .
Content of the marketing plan[edit]
A Marketing Plan for a small business typically includes Small Business Administration Description of competitors, including the level of demand for the product or service and the strengths and weaknesses of competitors
Description of the product or service, including special features
Marketing budget, including the advertising and promotional plan
Description of the business location, including advantages and disadvantages for marketing
Pricing strategy
Market Segmentation
Medium-sized and large organizations[edit]
The main contents of a marketing plan are:[9]
Executive Summary
Situational Analysis
Opportunities / Issue Analysis - SWOT Analysis
Objectives
Marketing Strategy
Action Program (the operational marketing plan itself for the period under review)
Financial Forecast
Controls
In detail, a complete marketing plan typically includes:[9]
Title Page
Executive Summary
Current Situation - Macroenvironment
Economic State
Legal State
Governmental State
Technological State
Ecological State
Sociocultural State
Supply chain State
Current Situation - Market Analysis
Market definition
Market size
Market segmentation
Industry structure and strategic groupings
Porter 5 forces analysis
Competition and market share
competitors' strengths and weaknesses
Market trends
Current Situation - Consumer Analysis [10]
Nature of the buying decision
Participants
Demographics
Psychographics
Buyer motivation and expectations
Loyalty segments
Current Situation - Internal
Company Resources
Finances
People (workforce)
Time
Skills
Objectives
Mission statement and Vision statement
Corporate objectives
Financial objective
Marketing objectives
Long term objectives
Description of the basic business philosophy
Corporate Culture (Organizational Culture)
Summary of Situation Analysis
External threats
External opportunities
Internal strengths
Internal weaknesses
Critical success factors in the industry
Sustainable competitive advantage
Marketing Research
Information requirements
Research methodology
Research results
Marketing Strategy - Product
Unique selling proposition (USP)[11]
Product mix
Product strengths and weaknesses
Perceptual mapping
Product life cycle management and new product development
Brand name, brand image, and brand equity
Augmented product
Product portfolio analysis
B.C.G. Analysis
Contribution margin analysis
G.E. Multi Factoral analysis
Quality Function Deployment
Marketing Strategy [12] - segmented marketing actions and market share objectives
By product
By customer segment
By geographical market
By distribution channel
Marketing Strategy - Price
Pricing objectives
Pricing method (e.g.: cost plus, demand based, or competitor indexing)
Pricing strategy (e.g.: skimming, or penetration)
Discounts and allowances
Price elasticity and customer sensitivity
Price zoning
break even analysis at various prices
Marketing Strategy - Promotion
Promotional goals
Promotional Mix
Advertising reach, frequency, flights, theme, and media
Sales force requirements, techniques, and management
Sales promotion
Publicity and public relations
Electronic Promotion (e.g.: web, or telephone)
Word of Mouth marketing
Viral Marketing
Marketing Strategy - Distribution
Geographical coverage
Distribution channels
Physical distribution and logistics
Electronic distribution
Implementation
Personnel requirements
Assigning responsibilities
Giving incentives
Training on selling methods
Financial requirements
Management information systems requirements
Month-by-month agenda
Gantt chart using PERT or critical path analysis systems
Monitoring results and benchmarks
Adjustment mechanism
Contingencies (what ifs)
Financial Summary
Assumptions
Pro-forma monthly income statement
Contribution margin analysis
Breakeven analysis
Monte Carlo method
ISI: Internet Strategic Intelligence
Scenarios
Prediction of future scenarios
Plan of action for each scenario
Controls
Performance indicator
Feedback Mechanisms
Appendix
Pictures and specifications of products
Results from completed research
Measurement of progress[edit]
The final stage of any marketing planning process is to establish targets (or standards) so that progress can be monitored. Accordingly, it is important to put both quantities and timescales into the marketing objectives (for example, to capture 20 percent by value of the market within two years) and into the corresponding strategies. Marketers must be ready to update and adapt marketing plans at any time. The marketing plan should define how progress towards objectives will be measured. Managers typically use budgets, schedules and marketing metrics for monitoring and evaluating results. With budget, they can compare planned expenditures with actual expenditures for given period. Schedules allow management to see when tasks were supposed to be completed and when they actually were. Marketing metrics tracks actual outcomes of marketing programs to see whether the company is moving forward towards its objectives (P. Kotler, K.L. Keller).
Changes in the environment mean that the forecasts often have to be changed. Along with these, the related plans may well also need to be changed. Continuous monitoring of performance, against predetermined targets, represents a most important aspect of this. However, perhaps even more important is the enforced discipline of a regular formal review. Again, as with forecasts, in many cases the best (most realistic) planning cycle will revolve around a quarterly review. Best of all, at least in terms of the quantifiable aspects of the plans, if not the wealth of backing detail, is probably a quarterly rolling review — planning one full year ahead each new quarter. Of course, this does absorb more planning resource; but it also ensures that the plans embody the latest information, and — with attention focused on them so regularly — forces both the plans and their implementation to be realistic.
Plans only have validity if they are actually used to control the progress of a company: their success lies in their implementation, not in the writing'.
Performance analysis[edit]
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The most important elements of marketing performance, which are normally tracked, are:
Sales analysis[edit]
Most organizations track their sales results; or, in non-profit organizations for example, the number of clients. The more sophisticated track them in terms of 'sales variance' - the deviation from the target figures — which allows a more immediate picture of deviations to become evident.
`Micro-analysis', which is simply the normal management process of investigating detailed problems, then investigates the individual elements (individual products, sales territories, customers and so on) which are failing to meet targets
Market share analysis[edit]
Few organizations track market share though it is often an important metric. Though absolute sales might grow in an expanding market, a firm's share of the market can decrease which bodes ill for future sales when the market starts to drop. Where such market share is tracked, there may be a number of aspects which will be followed:
overall market share
segment share — that in the specific, targeted segment
relative share
Expense analysis[edit]
The key ratio to watch in this area is usually the `marketing expense to sales ratio'; although this may be broken down into other elements (advertising to sales, sales administration to sales, and so on).
Expense analysis can be defined as a detailed report of all the expenses that a business incurs. It is produced on a monthly, quarterly and yearly basis. It can be dissected into small business subsets to determine how much money each area is costing the company.[13]
In marketing, the marketing expense-to-sales ratio plays an important part in expense analysis because it is used to align marketing spend with industry norms. Marketing expense-to-sales ratio helps the company drive its marketing spend productivity. Marketing expense-to-sales analysis is also included with the sales analysis, market share analysis, financial analysis and market-based scorecard analysis as one of the five analysis tools marketers used to control and drive spending productivity. The marketing expense-to-sales ratio allows companies to track actual spending that is relative to the accepted budget and relative to sales goals as stated in the marketing plan.[14]
Financial analysis[edit]
The "bottom line" of marketing activities should at least in theory, be the net profit (for all except non-profit organizations, where the comparable emphasis may be on remaining within budgeted costs). There are a number of separate performance figures and key ratios which need to be tracked:
gross contribution<>net profit
gross profit<>return on investment
net contribution<>profit on sales
There can be considerable benefit in comparing these figures with those achieved by other organizations (especially those in the same industry); using, for instance, the figures which can be obtained (in the UK) from `The Centre for Interfirm Comparison'. The most sophisticated use of this approach, however, is typically by those making use of PIMS (Profit Impact of Management Strategies), initiated by the General Electric Company and then developed by Harvard Business School, but now run by the Strategic Planning Institute.
The above performance analyses concentrate on the quantitative measures which are directly related to short-term performance. But there are a number of indirect measures, essentially tracking customer attitudes, which can also indicate the organization's performance in terms of its longer-term marketing strengths and may accordingly be even more important indicators. Some useful measures are:
market research — including customer panels (which are used to track changes over time)
lost business — the orders which were lost because, for example, the stock was not available or the product did not meet the customer's exact requirements
customer complaints — how many customers complain about the products or services, or the organization itself, and about what
Use of marketing plans[edit]
A formal, written marketing plan is essential; in that it provides an unambiguous reference point for activities throughout the planning period. However, perhaps the most important benefit of these plans is the planning process itself. This typically offers a unique opportunity, a forum, for information-rich and productively focused discussions between the various managers involved. The plan, together with the associated discussions, then provides an agreed context for their subsequent management activities, even for those not described in the plan itself. Additionally, marketing plans are included in business plans, offering data showing investors how the company will grow and most importantly, how they will get a return on investment.
Budgets as managerial tools[edit]
The classic quantification of a marketing plan appears in the form of budgets. Because these are so rigorously quantified, they are particularly important. They should, thus, represent an unequivocal projection of actions and expected results. What is more, they should be capable of being monitored accurately; and, indeed, performance against budget is the main (regular) management review process.
The purpose of a marketing budget is to pull together all the revenues and costs involved in marketing into one comprehensive document. The budget is a managerial tool that balances what is needed to be spent against what can be afforded, and helps make choices about priorities. A budget can further be used to measure a business's performance in the general trends of a business's spending.
The marketing budget is usually the most powerful tool by which one can determine the relationship between desired results and available means. Its starting point should be the marketing strategies and plans, which have already been formulated in the marketing plan itself; although, in practice, the two will run in parallel and will interact. At the very least, a thorough budget may cause a change in the more optimistic elements of a company's business plans.
See also[edit]
Business plan
Marketing
Marketing management
Strategic management
References[edit]
Jump up ^ "What is a marketing plan? definition and meaning". BusinessDictionary.com. Retrieved 2016-04-01.
^ Jump up to: a b c Westwood, John (2002-01-01). The Marketing Plan: A Step-by-step Guide. Kogan PagePublishers. ISBN 9780749437480.
^ Jump up to: a b c d e f "What is a Marketing Plan? - Definition & Sample - Video & Lesson Transcript | Study.com". Study.com. Retrieved 2016-04-01.
^ Jump up to: a b c "Purposes of a Marketing Plan". smallbusiness.chron.com. Retrieved 2016-04-01.
Jump up ^ "Purpose of the Marketing Plan - Boundless Open Textbook". Boundless. Retrieved 2016-04-01.
Jump up ^ Abell, "Defining the Business: The Starting Point of Strategic Planning"
Jump up ^ "The Marketing Imagination"
Jump up ^ J. B. Quinn, "Strategies for Change: Logical Incrementalism" (Richard D. Irwin, 1980)
^ Jump up to: a b Baker, Michael The Strategic Marketing Plan Audit 2008. ISBN 1-902433-99-8
Jump up ^ Quick MBA Marketing plan based on consumer and competitor analyses
Jump up ^ Marketing Padawan How to Write a Compelling Marketing Plan in 8 Steps
Jump up ^ Marketing plan basics Table of marketing targets, actions, means and results
Jump up ^ "How to Conduct a Revenue & Expense Account Analysis". smallbusiness.chron.com. Retrieved 2016-04-01.
Jump up ^ "Marketing Expense-to-Sales Analysis". smallbusiness.chron.com. Retrieved 2016-04-01.
Further reading[edit]
H. A. Simon, "Rational decision making in business organisations," American Economic Review
J. Pfeffer and G. R. Salancik, The External Control of Organizations
K. Paolo Sumagaysay, "The oversaturated world"
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Bigg Boss 11
From Wikipedia, the free encyclopedia
Jump to: navigation, search
Bigg Boss
◄
Season 11 (2017–18)
[show]Housemates
Name Entered Exited
Shilpa Day 1 Day 105
Hina Day 1 Day 105
Vikas Day 1 Day 105
Puneesh Day 1 Day 105
Akash Day 1 Day 101
Luv Day 1 Day 98
Priyank Day 1
Day 21 Day 7
Day 92
Arshi Day 1 Day 83
Hiten Day 1 Day 77
Bandgi Day 1 Day 63
Sapna Day 1 Day 56
Benafsha Day 1 Day 49
Sabyasachi Day 1 Day 42
Mehjabi Day 1 Day 42
Pooja Day 21 Day 35
Jyoti Day 1 Day 28
Lucinda Day 1 Day 15
Sshivani Day 1 Day 14
Zubair Day 1 Day 7
Winner
Runner-up
Evicted
Ejected
2nd Runner-up
Bigg Boss 11 was the eleventh season of Indian reality TV series Bigg Boss, which was telecasted on Colors TV. Salman Khan hosted for the eighth time in a row for the main series as he was not in Bigg Boss Halla Bol. It premiered on 1 October 2017[1] The grand finale of the show which took place on 14 January 2018 was won by Shilpa Shinde while Hina Khan finished runner-up.[2] Vikas Gupta was the second runner up of the show
This was the second season of Bigg Boss to appear on Voot. Like the previous season, Bigg Boss 11 on Voot offers viewers show extension properties such as Unseen Undekha, Cutless and a new weekend special, Bigg Buzz.[3][better source needed] For the first time, the voting could only be exclusively done via Voot.[4][better source needed]
This was the first season of Bigg Boss to be aired on MTV India. MTV India also aired MTV Bigg Boss – Extra Dose content starting on 9 October 2017, with content airing in Afternoon Dose segment and Night Dose segment.
Contents
[hide]
1 Housemates
2 Special episodes
3 Guests
4 References
5 External links
Housemates[edit]
Housemates
Occupation
Status
Shilpa Shinde Indian TV actress Winner
Hina Khan Indian TV actress Runner-up
Vikas Gupta TV show and web series producer, talk show host 2nd Runner-up
Puneesh Sharma Reality show alumni, civil engineer 3rd Runner-up
Akash Anil Dadlani Rapper Evicted on January 10
Luv Tyagi Model, civil engineer Evicted on 7 January
Priyank Sharma Dancer, model and reality star Evicted on October 8
Re-enter on October 22 Evicted December 30
Arshi Khan Model, video content creator Evicted on December 23
Hiten Tejwani Indian TV & film actor Evicted on December 17
Bandgi Kalra Software engineer, model Evicted on December 3
Sapna Choudhary Stage performer, Haryanavi singer and dancer Evicted on November 26
Benafsha Soonawalla VJ and model Evicted on November 19
Sabyasachi Satpathy TV host, dancer, designer Evicted on November 12
Mehjabi Siddiqui Housewife Evicted on November 12
Dhinchak Pooja Internet personality Entered as Wild-Card entry on October 22 (Day 21)
Evicted on November 5
Jyoti Kumari Student Evicted on October 29
Lucinda Nicholas Australian model, actress and yoga instructor Ejected on October 16
Sshivani Durga A religious devotee, astrologist Evicted on October 15
Zubair Khan Producer and director Evicted on October 8
Special episodes[edit]
Week(s)
Title
Date
Guest(s)
Notes
1 Bigg Boss - Friday Ka Faisla 6 October 2017 Pritam Singh and Malishka RJ As the panelist.
2 Bigg Boss - Friday Ka Faisla 13 October 2017 Manu Punjabi and Sargun Mehta As the panelist.
12 Bigg Boss - Weekend ka Vaar - LIVE 23 December 2017 none Live voting between Priyank and Vikas to determine the first semi-finalist
13 30 December 2017 Live voting between Hina and Shilpa to determine the most entertainer.
14 7 January 2018 Live voting between Hina Khan and Shilpa Shinde to determine the who should be the winner, Commoners or Celebrities.
Guests[edit]
Week(s)
Guest(s)
Notes
Premiere Varun Dhawan, Jacqueline Fernandez and Taapsee Pannu To promote their film Judwaa 2.[5][6][7]
1 Pritam Singh and Malishka RJ As the panelist on Friday Ka Faisla
Rohit Shetty, Ajay Devgn, Parineeti Chopra, Tabu, Tusshar Kapoor, Shreyas Talpade and Kunal Khemu To promote their film Golmaal Again.
2 Manu Punjabi and Sargun Mehta As the panelist on Friday Ka Faisla
Ravi Dubey and Rithvik Dhanjani To participate in a task.
3 Arjun Bijlani, Rashami Desai, Jasmin Bhasin, Rubina Dilaik, Avika Gor and Meghna Malik From Colors' Ishq Mein Marjawan, Dil Se Dil Tak (TV series), Shakti — Astitva Ke Ehsaas Ki and to promote Laado 2.
Aditya Narayan To promote Entertainment Ki Raat
4 Gauhar Khan To give away a Special Power.
Rohit Shetty, Ajay Devgn, Parineeti Chopra and Tabu To celebrate the success of their film Golmaal Again.
Manu Punjabi and Lopamudra Raut As the ex-contestent of last season and to motivate housemates.
Dipika Kakar, Devyansh and Balraj Syal To promote Entertainment Ki Raat
5 Tanisha Mukherjee, Karanvir Bohra and Sweta Singh To judge the Task for immunity in the next nominations.
6 Kapil Sharma To promote his film Firangi.
Vidya Balan To promote her film Tumhari Sulu.
7 Sunny Leone and Arbaaz Khan To promote their film Tera Intezaar.
Deepika Padukone To promote her film Padmavati.
8 Remo D'Souza, Ramesh S. Taurani, Bobby Deol, Jacqueline Fernandez, Saqib Saleem and Daisy Shah To promote their film Race 3.
9 Katrina Kaif To promote her film Tiger Zinda Hai.
10 Puneesh's father To surprise his son Puneesh in the Statue Task.
Arshi's father To surprise his daughter Arshi in the Statue Task.
Shilpa's mother To surprise her daughter Shilpa in the Statue Task.
Divya Agarwal To surprise her ex-boyfriend Priyank in the Statue Task.
Vikas's mother To surprise her son Vikas in the Statue Task.
Akash's mother To surprise her son Akash in the Statue Task.
Rocky Jaiswal To surprise his girlfriend Hina in the Statue Task.
Luv's father To surprise his son Luv in the Statue Task.
Gauri Tejwani To surprise her husband Hiten in the Statue Task.
Karan Patel, Rohan Mehra & Karishma Tanna To surprise the housemates in the Statue Task.
Pulkit Samrat, Richa Chadda, Manjot Singh & Varun Sharma. To promote their film Fukrey Returns.
11 Mouni Roy Guest appearance.
12 Mika Singh To promote his song 'Ali Ali'
13 Bandgi Kalra (Punnesh's girlfriend), Shilpa's brother, Rocky Jaiswal (Hina's boyfrined), Luv's mother, Akash's mother, Vikas's mother & Priyank's mother. To be the part of Task. Entered the Neighbour (Padois) House on Day 86. And Left on Day 89.
Balraj Syal Guest appearance to entertain Top 6 on occasion of New Year.
14 Rani Mukerji To promote her film Hichki.
Manoj Bajpayee, Rakul Preet Singh & Sidharth Malhotra To promote their film Aiyaary.
15 Arshi Khan To be a part of the Task.
Finale Akshay Kumar To promote his film Pad Man.
Krystle D'Souza & Dheeraj Sarna To promote their show Belan Wali Bahu.
References[edit]
Jump up ^ "Premiere date of the show revealed". India Today. Retrieved August 13, 2017.
Jump up ^ "Shilpa Shinde wins Bigg Boss 11, Hina Khan becomes first runner-up". The Indian Express. 2018-01-14. Retrieved 2018-01-18.
Jump up ^ "Best Media Info; 70 million views in just first 10 days of Bigg Boss 11 on Voot".
Jump up ^ "Ad Age India; Voting on Voot".
Jump up ^ "Bigg Boss 11: Salman Khan welcomes contestants, Shilpa Shinde picks up a fight". Hindustan Times. 2 October 2017. Retrieved 2 October 2017.
Jump up ^ "Bigg Boss 11: Salman Khan, A Surprise And Other Highlights From The Grand Premiere". NDTV. 2 October 2017. Retrieved 2 October 2017.
Jump up ^ "Bigg Boss 11: Judwaa 2 team Varun Dhawan, Taapsee Pannu and Jacqueline Fernandez reveal first look of Bigg Boss house. See video". The Indian Express. 2 October 2017. Retrieved 2 October 2017.
External links[edit]
Official Website
[show]
v
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Programs currently broadcast by Colors
Reality show
Rising Star 2
Comedy show
Belan Wali Bahu
Animation
Baahubali: The Lost Legends
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Bepannaah
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Ishq Mein Marjawan
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Savitri Devi College & Hospital
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Winners
Rahul Roy
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Juhi Parmar
Urvashi Dholakia
Gauahar Khan
Gautam Gulati
Prince Narula
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Gurbani Judge
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Imam Siddique
Jade Goody
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Karishma Tanna
Kishwar Merchant
Mahek Chahal
Pooja Misrra
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Rochelle Maria Rao
Sambhavna Seth
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Veena Malik
Vikas Gupta
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Reaction rate
From Wikipedia, the free encyclopedia
Jump to: navigation, search
Iron rusting has a low reaction rate. This process is slow.
Wood combustion has a high reaction rate. This process is fast.
The reaction rate or rate of reaction is the speed at which reactants are converted into products. For example, the oxidative rusting of iron under Earth's atmosphere is a slow reaction that can take many years, but the combustion of cellulose in a fire is a reaction that takes place in fractions of a second. For most reactions, the rate decreases as the reaction proceeds.
Chemical kinetics is the part of physical chemistry that studies reaction rates. The concepts of chemical kinetics are applied in many disciplines, such as chemical engineering, enzymology and environmental engineering.
Contents
[hide]
1 Formal definition
2 Influencing factors
3 Rate equation
3.1 Example of a complex reaction: Reaction of hydrogen and nitric oxide
4 Temperature dependence
5 Pressure dependence
6 See also
7 Notes
8 External links
Formal definition[edit]
Consider a typical chemical reaction:
a A + b B → p P + q Q
The lowercase letters (a, b, p, and q) represent stoichiometric coefficients, while the capital letters represent the reactants (A and B) and the products (P and Q).
According to IUPAC's Gold Book definition[1] the reaction rate r for a chemical reaction occurring in a closed system under isochoric conditions, without a build-up of reaction intermediates, is defined as:
r = − 1 a d [ A ] d t = − 1 b d [ B ] d t = 1 p d [ P ] d t = 1 q d [ Q ] d t {\displaystyle r=-{\frac {1}{a}}{\frac {d[\mathrm {A} ]}{dt}}=-{\frac {1}{b}}{\frac {d[\mathrm {B} ]}{dt}}={\frac {1}{p}}{\frac {d[\mathrm {P} ]}{dt}}={\frac {1}{q}}{\frac {d[\mathrm {Q} ]}{dt}}}
where [X] denotes the concentration of the substance X (= A, B, P or Q). Reaction rate usually has the units of mol/L/s
The rate of a reaction is always positive. A negative sign is present to indicate that the reactant concentration is decreasing.) The IUPAC[1] recommends that the unit of time should always be the second. The rate of reaction differs from the rate of increase of concentration of a product P by a constant factor (the reciprocal of its stoichiometric number) and for a reactant A by minus the reciprocal of the stoichiometric number. The stoichiometric numbers are included so that the defined rate is independent of which reactant or product species is chosen for measurement.[2]:349 For example, if a = 1 and b = 3 then B is consumed three times more rapidly than A, but v = -d[A]/dt = -(1/3)d[B]/dt is uniquely defined. An additional advantage of this definition is that for an elementary and irreversible reaction, r is equal to the product of probability of overcoming the transition state activation energy and the number of times per second the transition state is approached by reactant molecules. When so defined, for an elementary and irreversible reaction, r is the rate of successful chemical reaction events leading to the product.
The above definition is only valid for a single reaction, in a closed system of constant volume, an assumption which should be stated explicitly in the definition. If water is added to a pot containing salty water, the concentration of salt decreases, although there is no chemical reaction.
For an open system, the full mass balance must be taken into account: in − out + generation − consumption = accumulation
F A 0 − F A + ∫ 0 V v d V = d N A d t {\displaystyle F_{\mathrm {A} 0}-F_{\mathrm {A} }+\int _{0}^{V}v\,dV={\frac {dN_{\mathrm {A} }}{dt}}} ,
where FA0 is the inflow rate of A in molecules per second, FA the outflow, and v is the instantaneous reaction rate of A (in number concentration rather than molar) in a given differential volume, integrated over the entire system volume V at a given moment. When applied to the closed system at constant volume considered previously, this equation reduces to:
r = d [ A ] d t {\displaystyle r={\frac {d[A]}{dt}}} ,
where the concentration [A] is related to the number of molecules NA by [A] = NA/N0V. Here N0 is the Avogadro constant.
For a single reaction in a closed system of varying volume the so-called rate of conversion can be used, in order to avoid handling concentrations. It is defined as the derivative of the extent of reaction with respect to time.
r = d ξ d t = 1 ν i d n i d t = 1 ν i d ( C i V ) d t = 1 ν i ( V d C i d t + C i d V d t ) {\displaystyle r={\frac {d\xi }{dt}}={\frac {1}{\nu _{i}}}{\frac {dn_{i}}{dt}}={\frac {1}{\nu _{i}}}{\frac {d(C_{i}V)}{dt}}={\frac {1}{\nu _{i}}}\left(V{\frac {dC_{i}}{dt}}+C_{i}{\frac {dV}{dt}}\right)}
Here νi is the stoichiometric coefficient for substance i, equal to a, b, p, and q in the typical reaction above. Also V is the volume of reaction and Ci is the concentration of substance i.
When side products or reaction intermediates are formed, the IUPAC[1] recommends the use of the terms rate of appearance and rate of disappearance for products and reactants, properly.
Reaction rates may also be defined on a basis that is not the volume of the reactor. When a catalyst is used the reaction rate may be stated on a catalyst weight (mol g−1 s−1) or surface area (mol m−2 s−1) basis. If the basis is a specific catalyst site that may be rigorously counted by a specified method, the rate is given in units of s−1 and is called a turnover frequency
Influencing factors[edit]
The nature of the reaction: Some reactions are naturally faster than others. The number of reacting species, their physical state (the particles that form solids move much more slowly than those of gases or those in solution), the complexity of the reaction and other factors can greatly influence the rate of a reaction.
Concentration: Reaction rate increases with concentration, as described by the rate law and explained by collision theory. As reactant concentration increases, the frequency of collision increases.
Pressure: The rate of gaseous reactions increases with pressure, which is, in fact, equivalent to an increase in concentration of the gas.The reaction rate increases in the direction where there are fewer moles of gas and decreases in the reverse direction. For condensed-phase reactions, the pressure dependence is weak.
Order: The order of the reaction controls how the reactant concentration (or pressure) affects reaction rate.
Temperature: Usually conducting a reaction at a higher temperature delivers more energy into the system and increases the reaction rate by causing more collisions between particles, as explained by collision theory. However, the main reason that temperature increases the rate of reaction is that more of the colliding particles will have the necessary activation energy resulting in more successful collisions (when bonds are formed between reactants). The influence of temperature is described by the Arrhenius equation.
For example, coal burns in a fireplace in the presence of oxygen, but it does not when it is stored at room temperature. The reaction is spontaneous at low and high temperatures but at room temperature its rate is so slow that it is negligible. The increase in temperature, as created by a match, allows the reaction to start and then it heats itself, because it is exothermic. That is valid for many other fuels, such as methane, butane, and hydrogen.
Reaction rates can be independent of temperature (non-Arrhenius) or decrease with increasing temperature (anti-Arrhenius). Reactions without an activation barrier (e.g., some radical reactions), tend to have anti Arrhenius temperature dependence: the rate constant decreases with increasing temperature.
Solvent: Many reactions take place in solution and the properties of the solvent affect the reaction rate. The ionic strength also has an effect on reaction rate.
Electromagnetic radiation and intensity of light: Electromagnetic radiation is a form of energy. As such, it may speed up the rate or even make a reaction spontaneous as it provides the particles of the reactants with more energy. This energy is in one way or another stored in the reacting particles (it may break bonds, promote molecules to electronically or vibrationally excited states...) creating intermediate species that react easily. As the intensity of light increases, the particles absorb more energy and hence the rate of reaction increases.
For example, when methane reacts with chlorine in the dark, the reaction rate is very slow. It can be sped up when the mixture is put under diffused light. In bright sunlight, the reaction is explosive.
A catalyst: The presence of a catalyst increases the reaction rate (in both the forward and reverse reactions) by providing an alternative pathway with a lower activation energy.
For example, platinum catalyzes the combustion of hydrogen with oxygen at room temperature.
Isotopes: The kinetic isotope effect consists in a different reaction rate for the same molecule if it has different isotopes, usually hydrogen isotopes, because of the relative mass difference between hydrogen and deuterium.
Surface Area: In reactions on surfaces, which take place for example during heterogeneous catalysis, the rate of reaction increases as the surface area does. That is because more particles of the solid are exposed and can be hit by reactant molecules.
Stirring: Stirring can have a strong effect on the rate of reaction for heterogeneous reactions.
Diffusion limit: Some reactions are limited by diffusion.
All the factors that affect a reaction rate, except for concentration and reaction order, are taken into account in the reaction rate coefficient (the coefficient in the rate equation of the reaction).
Rate equation[edit]
Main article: Rate equation
For a chemical reaction a A + b B → p P + q Q, the rate equation or rate law is a mathematical expression used in chemical kinetics to link the rate of a reaction to the concentration of each reactant. It is often of the type:
r = k ( T ) [ A ] n [ B ] m {\displaystyle \,r=k(T)[\mathrm {A} ]^{n}[\mathrm {B} ]^{m}}
For gas phase reaction the rate is often alternatively expressed by partial pressures.
In these equations k(T) is the reaction rate coefficient or rate constant, although it is not really a constant, because it includes all the parameters that affect reaction rate, except for concentration, which is explicitly taken into account. Of all the parameters influencing reaction rates, temperature is normally the most important one and is accounted for by the Arrhenius equation.
The exponents n and m are called reaction orders and depend on the reaction mechanism. For elementary (single-step) reactions the order with respect to each reactant is equal to its stoichiometric coefficient. For complex (multistep) reactions, however, this is often not true and the rate equation is determined by the detailed mechanism, as illustrated below for the reaction of H2 and NO.
For elementary reactions or reaction steps, the order and stoichiometric coefficient are both equal to the molecularity or number of molecules participating. For a unimolecular reaction or step the rate is proportional to the concentration of molecules of reactant, so that the rate law is first order. For a bimolecular reaction or step, the number of collisions is proportional to the product of the two reactant concentrations, or second order. A termolecular step is predicted to be third order, but also very slow as simultaneous collisions of three molecules are rare.
By using the mass balance for the system in which the reaction occurs, an expression for the rate of change in concentration can be derived. For a closed system with constant volume, such an expression can look like
d [ P ] d t = k ( T ) [ A ] n [ B ] m {\displaystyle {\frac {d[\mathrm {P} ]}{dt}}=k(T)[\mathrm {A} ]^{n}[\mathrm {B} ]^{m}}
Example of a complex reaction: Reaction of hydrogen and nitric oxide[edit]
For the reaction
2 H2(g) + 2 NO(g) → N2(g) + 2 H2O(g)
the observed rate equation (or rate expression) is: r = k [ H 2 ] [ NO ] 2 {\displaystyle r=k[{\ce {H2}}][{\ce {NO}}]^{2}\,}
As for many reactions, the experimental rate equation does not simply reflect the stoichiometric coefficients in the overall reaction: It is third order overall: first order in H2 and second order in NO, even though the stoichiometric coefficients of both reactants are equal to 2.[3]
In chemical kinetics, the overall reaction rate is often explained using a mechanism consisting of a number of elementary steps. Not all of these steps affect the rate of reaction; normally the slowest elementary step controls the reaction rate. For this example, a possible mechanism is:
2 NO(g) ⇌ N2O2(g) (fast equilibrium)
N2O2 + H2 → N2O + H2O (slow)
N2O + H2 → N2 + H2O (fast)
Reactions 1 and 3 are very rapid compared to the second, so the slow reaction 2 is the rate determining step. This is a bimolecular elementary reaction whose rate is given by the second order equation:
r = k 2 [ H 2 ] [ N 2 O 2 ] {\displaystyle r=k_{2}[{\ce {H2}}][{\ce {N2O2}}]\,} ,
where k2 is the rate constant for the second step.
However N2O2 is an unstable intermediate whose concentration is determined by the fact that the first step is in equilibrium, so that [N2O2] = K1[NO]2, where K1 is the equilibrium constant of the first step. Substitution of this equation in the previous equation leads to a rate equation expressed in terms of the original reactants
r = k 2 K 1 [ H 2 ] [ NO ] 2 {\displaystyle r=k_{2}K_{1}[{\ce {H2}}][{\ce {NO}}]^{2}\,}
This agrees with the form of the observed rate equation if it is assumed that k = k2K1. In practice the rate equation is used to suggest possible mechanisms which predict a rate equation in agreement with experiment.
The second molecule of H2 does not appear in the rate equation because it reacts in the third step, which is a rapid step after the rate-determining step, so that it does not affect the overall reaction rate.
Temperature dependence[edit]
Main article: Arrhenius equation
Each reaction rate coefficient k has a temperature dependency, which is usually given by the Arrhenius equation:
k = A e − E a R T {\displaystyle k=Ae^{-{\frac {E_{\mathrm {a} }}{RT}}}}
Ea is the activation energy and R is the gas constant. Since at temperature T the molecules have energies given by a Boltzmann distribution, one can expect the number of collisions with energy greater than Ea to be proportional to e−Ea⁄RT. A is the pre-exponential factor or frequency factor.
The values for A and Ea are dependent on the reaction. There are also more complex equations possible, which describe temperature dependence of other rate constants that do not follow this pattern.
A chemical reaction takes place only when the reacting particles collide. However, not all collisions are effective in causing the reaction. Products are formed only when the colliding particles possess a certain minimum energy called threshold energy. As a rule of thumb, reaction rates for many reactions double for every 10 degrees Celsius increase in temperature,[4] For a given reaction, the ratio of its rate constant at a higher temperature to its rate constant at a lower temperature is known as its temperature coefficient (Q). Q10 is commonly used as the ratio of rate constants that are 10 °C apart.
Pressure dependence[edit]
The pressure dependence of the rate constant for condensed-phase reactions (i.e., when reactants and products are solids or liquid) is usually sufficiently weak in the range of pressures normally encountered in industry that it is neglected in practice.
The pressure dependence of the rate constant is associated with the activation volume. For the reaction proceeding through an activation-state complex:
A + B ⇌ |A⋯B|‡ → P
the activation volume, ΔV‡, is:
Δ V ‡ = V ¯ ‡ − V ¯ A − V ¯ B {\displaystyle \Delta V^{\ddagger }={\bar {V}}_{\ddagger }-{\bar {V}}_{\mathrm {A} }-{\bar {V}}_{\mathrm {B} }}
where V̄ denotes the partial molar volume of a species and ‡ indicates the activation-state complex.
For the above reaction, one can expect the change of the reaction rate constant (based either on mole-fraction or on molar-concentration) with pressure at constant temperature to be:[2]:390
( ∂ ln  k x ∂ P ) T = − Δ V ‡ R T {\displaystyle \left({\frac {\partial \ln k_{x}}{\partial P}}\right)_{T}=-{\frac {\Delta V^{\ddagger }}{RT}}}
In practice, the matter can be complicated because the partial molar volumes and the activation volume can themselves be a function of pressure.
Reactions can increase or decrease their rates with pressure, depending on the value of ΔV‡. As an example of the possible magnitude of the pressure effect, some organic reactions were shown to double the reaction rate when the pressure was increased from atmospheric (0.1 MPa) to 50 MPa (which gives ΔV‡ = −0.025 L/mol).[5]
See also[edit]
Rate of solution
Dilution (equation)
Diffusion-controlled reaction
Steady state approximation
Collision theory and transition state are chemical theories that attempt to predict and explain reaction rates.
Isothermal microcalorimetry
Notes[edit]
^ Jump up to: a b c IUPAC, Compendium of Chemical Terminology, 2nd ed. (the "Gold Book") (1997). Online corrected version: (2006–) "Rate of reaction".
^ Jump up to: a b Laidler, K. J.; Meiser, J.H. (1982). Physical Chemistry. Benjamin/Cummings. ISBN 0-8053-5682-7.
Jump up ^ Laidler, K. J. (1987). Chemical Kinetics (3rd ed.). Harper & Row. p. 277. ISBN 0060438622.
Jump up ^ Connors, Kenneth (1990). Chemical Kinetics:The Study of Reaction Rates in Solution. VCH Publishers. p. 14. ISBN 978-0-471-72020-1.
Jump up ^ Isaacs, Neil S. (1995). "Section 2.8.3". Physical Organic Chemistry (2nd ed.). Harlow: Addison Wesley Longman. ISBN 9780582218635.
External links[edit]
Chemical kinetics, reaction rate, and order (needs flash player)
Reaction kinetics, examples of important rate laws (lecture with audio).
Rates of reaction
Overview of Bimolecular Reactions (Reactions involving two reactants)
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