The scrum brought together all your data and metrics and started the process of taking this information and turning it into concrete goals and initiatives. Now is the time to turn this into a real plan.
Very specific. The scrum was a great start, but you want to go deeper. Your marketing plan should list out each goal or objective with a quantifiable measure for success and then under that objective, the tactical initiatives that will be employed to achieve that goal. Further, under each tactical measure, list out the subcomponents that need to be brought into play to make that tactical measure happen. Finally, who is the point person on each tactic and what is the due date. For every goal you need the details of what specifically needs to happen, who is going to do it, when it will be done, and what success would look like.
At the end of the day, your plan should include the following:
Your plan may be amazing, but if it is not embraced by middle managers and the people in the field it can easily crash upon the rocks of organizational inertia. I have seen great plans get destroyed by internal staff. To limit this possibility, you need to socialize your newly inked plan and gather input. What do they like? What could be done better? Honestly and earnestly listen to their feedback. You might be surprised. If they have good ideas, incorporate them into the plan. Now, you have a plan with buy-in and your chances of a successful rollout have just doubled.
Your marketing plan is a living document. Things will change, priorities will shift, and your plan will have to change as well, but having that initial source document that functions as a compass for where you are going will make all the difference.