Marketing Plan

Map bikes corporation is a bicycle manufacturing company that provides products and services to the local community of Sydney NEWS. Our production plant manufactures a variety of bicycles which we sell to customers through a variety of retailers & wholesalers including bike shops, sport shops & discount stores.

The main idea of the strategy is to take the middle route in regards to marketing, operations & finance. This way, we would not be lagging in any sector, and thus no other firm can take advantage of us in any sector. By marketing sure we have reputable investments in advertisement, public relations, distribution and etc, we would be able to watch the market and pounce on opportunities that may rise, while not worrying about all of our other sectors of business, that s for the very early rollovers (The introduction of mountain bike). For the next coming years we will be introducing another 2 different types of bikes,

Road bike, & youth bike. Each of the 2 bikes will have its own strategy. Our road bike product strategy will be based on high pricing, lower volume and that for the reason Road bike segment are not sensitive to price as other segments some will pay up to 2500$ for the right bike, all what customers care about in this segment is the Quality of the bike. We will not be focusing too much on advertising since this segment focus more on the advice of a sales assistance, word of mouth & Friends past experience. The youth bike segment product strategy will be based on low price, higher volume.

Product has to be durable, but also relatively inexpensive while having the best image on the block. Youth Bike segment is very large, the demand tort a product is determined by many doctors in addition to the product attributes. These also include a focus on Advertising and distribution. All we want to make sure is that we are not lagging extremely behind in any sector, but at the same time not spread our money out in too many sectors without a focus. While maintaining a small balance, we will spend the majority of our funds in a sector such quality, so that we know that we have a great competitive edge in one rear.

Market is separated into the three sections. The low cost Youth Bike, mid-range Mountain Bike and the high end Road bikes. Due to the very competitive market, government is regulating and prohibiting competition from other countries. Only local manufactures are able to produce, at the beginning Just Mountain Bike segment, later on the rest two also. Consumers are not limited to a single market, many of them will be purchasing multiple bikes, but all of them have specific preferences. Successful company will meet customer’s needs and maximize sales by growing the potential market size as ell as taking sales from competitors.

Every segment has different expectations most important things are design or style and technical specification. All products are sensitive because of life cycle and therefore needs to be modified through the years. Demand for the product is determined by many factors, like pricing, quality, advertising and distribution. Consumers are able to choose to buy from three categories of retailers. Bike shops, sports stores and discount stores. Proportion is different for every bike. Every retailer is different with some specifications. Everything has to be combine, all the customers, retailers but also production needs.

The better we could deal with this problem, the more successful the MAP bikes could be. Distribution is specific because the number of channels will decide to stock the products or not. It depends on the retail price, margin, unit sales history and also extra support. Media are also playing very crucial role. There are 3 basic choices to advertising a product and public relations campaigns. There are television, internet and magazines. Advertising is about raising product awareness level by running advertising campaigns. Every kind of advertising is sensible on different things.

More money we are able to afford more multiple media are reach effectively. In the case of public relations, some products are more sensitive and some less. It also very important step to brand advertising. Having high brand awareness makes consumers more aware of company and more likely to buy their product. Maintaining a constant expand of branding is important in a process of gaining a loyal customer.

SWOt Strengths

• Ability to maintain the middle route creating a well known international brand.
• Predict and utilize different advertising tools to create good product awareness.
• Very efficient Witt our product output. forecast sales extremely accurately
• Producing high products on an affordable level – we are revolve around making sure we are not lagging behind in any major sector of our business so that other firms would be able to take advantage of us.

Weakness

• very high expenses on advertising and promotion, distribution
• quality – Limited budgets

Opportunities

• opportunities lie within the branding bracket – continue to create a brand that is well known for quality and price.
• continue to grow rapidly as a competitive force within the cycling industry.

Following the best distribution channels for every bike. Following the safe side trying our best for not putting any debts, so we keep in control of our expenses for a certain point.

Threats

• threats come from our main competitors.
• must continue to compete with the firms in price, quality ; distribution.

Vision: Map bikes are dedicated to providing quality products and services to our valued customers at affordable prices.

Provide quality and affordable products, Put customers first, Increase profits, map bikes is a manufacturer committed to make FUN affordable for everyone. We are omitted to not only the sport of cycling, but the Joy that a long ride bike can bring. We spark healthy living family bonds in our community by having the most affordable prices and ensuring top-notch customer satisfaction. We make certain that everyone who buys one of our cycles also receives a basic safety guide. Above all else we here at map bikes believe in good, clean active fun.

The critical issues that it faces are:  The need to take a conservative approach to expansion. Expansion must not occur for the sake of growth in itself, but should occur because the customers will be better served.  Continue to build brand awareness, driving customers to Map Bikes.  Maintain good relationships with suppliers. Goals ; objectives Goals are the milestones by which achievement of the purpose statement are measured. The Goals also represent the vision for the company system in the future. In order to implement the purpose of the Map Bikes Plan, the following goals are/will be established.

Promotional campaign: MAP Bikes will be visible at the two major industry trade shows. 5% of the retail icicle shops attend at least one trade show a year. The shows provide retailers an opportunity to view upcoming products and chat Witt representatives trot the companies as well place pre-season orders. This campaign will also encourage retailers to stock and promote our bikes. We will provide them a small percentage of profit for that. Extra support is useful to achieve short term boost in distribution coverage as our product is new in market. We are offering discounts, brochures, trials to attract customers. Target market Bikes are such kind of transport system that can be used by all kind of people. E got different kinds of bikes. In 1st year we are only focusing on mountain bikes. After 2 or 3 years of our company we are going to launch bikes in the market such as, Road bikes and Youth bikes. We have different target markets for these different kinds of bikes. Mountain bikes: For this kind of bikes target market would be people who are young, focus on fitness and in tutoring. People who want to go anywhere and everywhere and then come back. People who prefer luxury features in favor of a sturdy, high performance bike.

Road bikes: People who view cycling as a competitive activity would be the target market for the dad bikes. They prefer the bike with light, fast and technically at the leading edge. Youth bikes: We are targeting a large section of people for youth bikes. Because the average youth bike will go through 2. 1 between the age of 4 to 15. Usually parents will be buying youth bikes for their children. They prefer bikes with durability, inexpensive with best image on the block for their children. Segmentation Strategy: Customers in bicycle market can choose to purchase at one of 3 categories of retailers.

Bike shops: The bike shop is a specialty store dedicated to bikes and bike-related products. Store assistants are trained bike specialist, able to tailor specific bikes to specific customers. Bikes shops generally stock bikes in the mid to high price range and bikes they stock in common with the discount stores are often priced slightly higher than in the discount stores. Bikes shop rely on their higher margin to gain a profit so are less likely to discount their stock. 20% of our Mountain bikes, 90% of our Road bikes and to our Youth Sport stores: n bikes will EAI bike shops.

They stock a wide range of sporting equipment, including bikes that have been designed for active, outdoors people. The staffs at these stores don’t know much bout individual bikes or technical aspects but they are knowledgeable about the purpose for which the bikes will be used. They tend to sell the bikes at higher price than the discount stores. 60% of our Mountain bikes,10% of our Road bikes and Youth bikes will be in sport stores. Discount stores: Discount stores are the chain retailers who stock a wide range of goods, from electronics to kitchenware. Account stores offer little support to bike manufacturers, don’t have sales people who are bike expert to give the customers information about the bikes but they have the largest customer base and focus on quantity. They typically stock a wide range of low to mid-priced In the 1st year of our company we are launching only one product that is Mountain bike. Gradually in year 3 of our company we will bring 2 new bikes in the market . Those are Youth bike and Road bike. We got complete freedom to manage our bikes, stocking competing brands side by side. 20% of our Mountain bikes and 80% of our Youth bikes will be at discount stores.

We are not going to display any Road bikes at discount stores because it’s a bit expensive one. Marketing mix: Product: 3 different bikes and also have 3 different strategies for our products. Such as, High price low volume In this section we will increase our product price up to 10% and promotion expenditure by $500000-$1000000. Medium price, medium volume Our price will be a little less by 1% in this section and we will increase our product promotion expenditure by $250000-$500000. Low price, higher volume Our product price will be decrease by 5% in this section and promotion expenditure will increase by $0-$250000.

Mountain bike has good potential if customer’s preferences are met. Road bike’s customers know what they actually need and w a they want. Youth bike has the most durability and the best look on the block. Promotion: There are 3 types of promotion we are going to use for our bikes. Product advertising: The aim of product advertising is to raise the product awareness level of a product within a particular segment by running an advertising campaign using the media option. Affectively of the advertisement will depend on our budget.

If we have that much affordability at that very moment we will go for a comprehensive campaign. And if we don’t have then we will do the small one. Public relation: Some market segments are very sensitive to the PR image of the products while others are less so. He aim of product PR spending is to raise the PR image level of a product with a particular segment by running a PR campaign using media. Corporate brand advertising: The investment to create a company’s public awareness is called corporate brand advertising. High brand awareness make customer aware about the company and more receptive to product advertisement.

Maintaining a constant level of branding expenditure will slowly improve brand awareness overtime and will also increase individual product awareness. We have chosen 3 different media for this promotional activity of our company: Television: The most effective method of reaching a large audience. It is the reflection of the fact that virtually every household has a television and that over 85% of all people watch television at least once a day. Adult bike riders tend to lead physically active lives, which lead them to have less time for television watching than the younger customer.

TV advertising is expensive. It will cover 50% of mountain bikes, 10% of Road bike’s and 80% of Youth bike’s market segment. Internet: The internet can reach a relatively large mass audience with a single exposure and at a relatively low cost. It attract younger to middle get audience. T is also involve in developing company’s web site, pay per click advertising on popular bike review sites, sponsored ad words on major search engines etc. Internet will cover 10% of Mountain bikes and 10% of Road bike’s market segment. For Youth bikes, internet is not applicable for market segmentation.

The property ranks in ninetieth percentile for guest satisfaction and we want our guest to be a part of the positive side of travel, providing the spaces, revises and functionality that enrich our guests’ lives whenever they stay with us. The primary objective of this marketing plan is to increase the amount of business travelers we have in-house during weekdays. Increasing the amount of business travelers should also increase our average weekly occupancy during the week by 10%.

We also plan to increase brand competitive advantage by using Marriott International marketing tools at property level. By developing partnerships with local arts museums and artists, we hope to improve our brand image for style and value while gaining potential customers. Through evening receptions and focused advertising campaigns, we hope to improve brand recognition with the frequent business traveler, those booking reservations for frequent travelers, and leisure travelers. Situation Analysis Market Analysis Our hotel is located in Baton Rouge, LA.

The petrochemical industry is a huge part of the city economy. Baton Rouge is home to the nation’s 2nd (and the world’s 1 lath) largest refinery – Snowmobile— located Just north of the state capitol building. Because the petrochemical industry is so capital-intensive, when it expands so does industrial construction. 9. % of the Baton Rouge workforce is in construction. One of Louisianan three Fortune 500 companies – Shaw, Inc. Recently purchased by Chicago Bridge and Iron, – is headquartered in Baton Rouge and the company’s focus is construction.

Baton Rouge is also the location of numerous government agencies including the State Capitol and the office complex associated with it and two major state universities – Louisiana State University and Southern University. Also, Baton Rouge Community College is one of the largest community colleges in Louisiana. The national economy went into a recession and began losing Jobs in January 2008. As a result, Baton Rouge lost 2. 96% of its Job and budgetary shortfalls in the state government led to layoffs in that sector of about 1,300 workers. Baton Rouge recovered steadily from the Job lost at a rate of . 3%. It was projected that the region would add 4,400 Jobs in 2012. This increase in Jobs was mainly related to the construction sector with 3. 4 billion in announced projects. Two areas where layoffs Springtail Suites Baton Rouge Marketing Plan By Diamond may happen are in the state government employment and employment in the insurance area with Blue Cross Blue Shield. As of August 2013, a report released by he Baton Rouge Area Chamber shows that Jobs in the construction and professional business and services sections showed the most increases.

It also shows a decrease in the number of government Jobs by 2,200. There has also been a large influx of movie productions because of the tax breaks that Louisiana has implemented for movie productions companies. Because of Louisiana location to the Gulf of Mexico, hurricane season has a dramatic impact on the area’s economy. In 2012, Hurricane Isaac was estimated to have possibly caused up to $2 billion in damages. This figure includes damages to crops, residential and commercial property.

This is to the infinite of construction companies and area hotels with the need for new construction and a place to house workers for both construction companies as well as emergency responders for companies like Enterer and the government agency FEM.. When it comes to tourism in Louisiana, the city of New Orleans is by far the most visited city in the state. Because Baton Rouge is only an hour’s drive away, the impact that of tourism in New Orleans directly affect the amount of tourism in Baton Rouge. Baton Rouge and Lafayette tourist traffic historically correlates with New Orleans.

As expected, New Orleans and surrounding areas experienced historic lows n tourism following Hurricane Strain. Since then, the area has seen a slow and steady improvement in tourism. As New Orleans improves, Baton Rouge and Lafayette should also see more traditional leisure tourists. The Competition We have four hotel competitors in our market: Hyatt Place (1. 7 miles away) – A brand of Hyatt Hotels and Resorts. Competes in same upper moderate lifestyle space and delivers newer product with a portfolio that is 100% on strategy. Their marketing selling points are style and innovation.

In 2013 Hyatt Place is number one in guest satisfaction for upscale hotels, awarded by J. D. Power and Associates. Hilton Garden Inn (12 miles away) and Hampton Inn and Suites (two locations, 3. 3 and 6. 2 miles away) – Both brands of Hilton Hotels and Resorts, a hotel group ranked second in the world. In 2012, Springtail Suites and Hilton Garden Inn tied in ranking for guest satisfaction for upscale hotels surveyed by J. D. Power and Associates. HIGH has strong portfolio brand with new product. Hampton Inn and Suites huge distribution and a product that that upper moderate consumers like.

Holiday Inn (2 locations, 2. 1 and 2. 4 miles away) – An GIG brand. GIG is first in world ranking for hotel groups. The Holiday Inn brand is ranked first in the world among brands. Their aggressive pruning, renovation and new positioning have strengthened the brand, allowing them to get back into upper moderate tier consideration set. The Customer In 2012, the top accounts for Springtail Suites Baton Rouge were FEM. (Federal Emergency management Agency), Enterer (an energy company dealing primarily with energy production).

This was as a result of the damages caused by Hurricane Isaac. Many FEM. workers stayed until the early months of 2013. Film production crews made up a considerable portion of the guests at Springtail. The production crew embers are mostly from California. A small percentage of crew members were from the New Orleans area. Employees with nearby offices at Shaw (now Chicago Bridge and Iron), Blue Cross Blue Shield, and Our Lady of Lake Regional Medical center stayed at our note when they were in town on business.

Their stays were either monthly visits on weekdays of 2-4 nights a week or weekly weekday stays of 4 nights per week. A small percentage of weekday stays are from guests who are visiting the nearby medical centers. Our Lady of Lake and baton Rouge General are both within 2 miles of the hotel. January through August weekend guest are visiting family, tending local festivals, conventions, or competitions. Most group stays for sports teams are booked during these months. During the months of August through December, weekend guests are in town for local collegiate football.

The customer base for weekend guests are alumni and fans of Louisiana State University, ranging in age from 21-65. The Property Marriott International, owner of the Springtail Suites brand, provides marketing material for all brands. Decisions are made at the property level as to if these materials will be used. Much of the marketing material provided by Marriott International went unused in 2012. The number of room nights being generated by Enterer and FEM. kept the SABERS at 75% – 90% occupancy most of the 2012.

No marketing plans were deemed necessary. We rode the wave of this influx of guests until mid-2013 when these guests check out of the hotel. No marketing plan was undertaken for the duration of the year. As a result, budgets set for 2013, based on the revenue generated by Hurricane Isaac in 2012, have not been met. Occupancy levels during weekdays average 50%-75%. We have not kept in touch with the groups that have stayed previously and there is no updated information to contact those groups. SABERS underwent a complete renovation January-March 2013.

To reintroduce the new property, in May we hosted an evening reception and invited business contacts for local companies including booking agencies and event planners. Current in-house guests were invited and encouraged to bring coworkers and friends. No specific goals were set to determine the success of the event. SOOT Analysis Strengths Property location and Design – Newly renovated hotel. Renovations were completed in March of 2013. We are conveniently located less than one mile from Interstate 10, visible from the highway and nearby two major hospitals and Shaw, Inc – a Fortune 00 company.

Newly hired, experienced sales coordinator who has extensive knowledge of the Springtail Suites brand. Marriott International, owner of the Springtail Suites brand, third largest hotel chain in the world. Promotional and advertising resources are available through Marriott International reducing advertising expenses for the hotel property. Weaknesses Lack of initiative – Property Management has never deemed it necessary to have a marketing plan. No marketing plan has ever been implemented for this property. Limited advertising and marketing budget.

Opportunities As the United States economy continues to rebound from recession, travel budgets for companies increase producing more prospective customers for our brand. In the Baton Rouge market, new construction projects are increasing the number of business travelers working the area. The number of business professional Jobs and construction Jobs increased tremendously in the past year. Threats The Hyatt Place, J D Power and Associates number one ranked note in guest satisfaction, is less than two miles away from our property and competes in our market.

The government cut the number of employees they have by more than 2,000 his past year. In the past, we have received a large portion of revenue from government employees. GIG brand, Holiday Inn and Holiday in express are gaining notoriety due to recent rebinding and renovations to Holiday Inn properties. The brand was ranked number one in the same market as Springtail Suites. Objectives and Strategies Marketing Objective Target guests are frequent business travelers looking for a hotel with great style at less than full service prices, and believes that space, style and ambiance are very important.

They currently find business travel both stressful and uninspired, often going their sense of self and sense of style in the “sea of sameness” that represents the upper moderate tier business hotel category. These guests are looking for a hotel to be an antidote to the stress of business travel, so they leave better, calmer, and more enriched than when they arrived. Secondary targets are business travelers for small and local business as well as pleasure travelers for weekend events. Increase brand competitive advantage by using Marriott International marketing tools at property level.

Increase the amount of business travelers staying at the hotel during the week. Increase average weekday occupancy percentage to 75%-85%. Increase number of groups in the hotels database. Positioning Statement Space, Style, Value. Only Springtail Suites delivers the space, and the stylish, inspiring spaces that enrich our guests’ travel. Marketing Strategies Use Marriott Global source to access tools (Airtight and Market Share tools) to develop marketing and PR initiatives. Target frequent business traveler through advertising in target channels.

Seek local partners in the arts and event planning community to grow group business and engage current guests and potential new guests. Action Plans & Timetable Promotions Plan – 2 Free passes to the Louisiana Arts and Science Museum This promotion would be executed during the summer months (May – August). In order to receive the complimentary passes the guest has to be staying at the hotel at a retail rate (no guest staying on a reservation booked through a third party qualifies) and be a Marriott Rewards Member. Limit 2 free tickets per guest.

Guests with multiple reservations will not receive tickets for each reservation. This promotion will help build a database of guests and encourage them to book their stays through Marriott. Mom or through central reservations. It will also engage business travelers working during the summer. This promotion would be a part of a partnership between our hotel and the Louisiana Arts and Science Museum. The LASS members and employees and could receive discounted rates for employees as compensation for passes. Offering a negotiated rate for LASS members and employees does not have a direct cost associate with it.

Special Events – Bi-weekly Evening Receptions These events would be free to attend and held on Tuesdays at 5:pm from January – April and USGS – t October. There will be tree t odd donated by local nearby restaurants and complimentary drinks. Invitations would be sent to local business with guests who currently lodge at the hotel and to businesses that are prospects for future lodging needs. This includes event planning business, reception and event halls, and local corporations. Invited business are free to invite employees to the event.

This event will give us the opportunity to display our newly renovated hotel (both the lobby area and guest rooms) as well as generate business contacts for our database. More business contacts with local companies and corporations increases our chances of generating more rooms sold on weekdays. These contacts could potentially lead to weekend group bookings for weddings and special events also. We will also use these evening receptions as a way to incorporate Airtight, a Springtail Suites brand signature customer and community event.

During the months of April and May, we will showcase artwork from a local gallery and/or a charter art school during our evening reception. The event successfully promotes Springtail Suites as a space to inspire. E-Mail Plan We will use Marriott International email template to generate professional marketing mails to send to new contacts added to our databases from promotions and special events. These emails will keep our guests and potential guests updated and promotions and special events. Emails should be sent to new contacts within one week of attendance to an evening reception.

No repeat emails for repeat reception attendants. Advertising Plan The Springtail Suite” brand launched a new integrated marketing campaign that speaks to the needs of the “Stylish Suite-seeker” target guest and leverages the “Style. Space. Value. ” positioning. The campaign leverages the tagging “Style and space. Beautifully priced. ” Much of the advertising for SSH is done at the corporate level. The integrated campaign features in-flight video entertainment, CNN Airport network, online and mobile pre-roll video, social media, airport security experience zones and Marriott International owned channels.

The media strategy is focused on reaching the on-the-go frequent business traveler during impacting Journey moments. The brand also launched new mobile, tablet and website lets showcasing the newest product imagery. We will couple local advertising initiatives with the national initiatives that have begun at the corporate level. To reach our frequent business travelers, or those persons responsible for preparing accommodations for business travelers in our local market, we have to begin running ads in print media forms.

We will place ads in the local Baton Rouge newspaper, The Advocate. We will also begin advertising in a local travel magazine designed to get leisure travelers familiar with the area, Welcome Greater Baton Rouge. There are corporate maintained Springtail Suites profiles on social media outlets Backbone, Twitter, Youth, and Pinsetters. They contain media that complements our brand voice of style, space and value. For more local advertising and to promote brand recognition in our market, a Backbone page will be created.

This report is aimed at proposing the implementation of Cloud Computing Services on Monika Phones. The Present market demands differentiation for the success of a product and its survival in the market. The world is going mobile, so there is a massive demand for services which are available on-demand, online when needed and at affordable prices. The implementation of this device is mainly concentrated in the Indian and African markets where still there is a huge demand for handsets at affordable prices because not everyone is financially blessed to buy an expensive mart phone.

The Mobile phone enabled with Cloud Computing will be able to provide Software, Games, Synchronization and massive storage facilities on cloud servers which will be quick and easy through the applications on the handsets. Moreover, the customer will have to pay only for whatever they use instead of paying for services they do not use. A basic phone will be able to access state of art applications and software at cheaper rates in the sense for using these software’s, paying for the licenses is not required.

Thus, IV services of MONIKA phones will gain popularity. The Eye-catching prospect of this move will be MONIKA will provide all the services enjoyed by Smartened users to the customers who use the basic model of Monika. Monika will collaborate with the local software developers and compilers in that country for software development and testing and taking care of the warehouses. Thus, this project will also serve as a platform for the budding software engineers in the local area whose software applications will be made popular through Monika phones.

In the 21st Century when everything is going mobile, the combination of Cloud Computing along with Mobile phone will be a great area of interest for the Service reviver as well as the Customer. Mobile Cloud Computing is the technique of providing Services and Information in the form of applications (APS) from Virtual centralized data centers. In short, it a means by which the process of making a dumb phone, a smart phone can be achieved. It will be a boon for people who are not so financially blessed to buy an expensive smart phone.

Moreover, the entire processing of the mobile phone will take place on the cloud servers so, the hardware requirement is less for mobile phone and cheaper mobile phones can be manufactured. Considering the present scenario, the demand for cloud based systems is increasing and with the likes of Apple and Google providing a pool of services in the form of APS, this is a great opportunity for the company to differentiate the offerings and shoot up the sales in countries like Africa and India which is by far the huge customer base for MONIKA Corporation.

Figure: The Overview of Mobile Cloud Computing Source:(Tango, 2011) SITUATION ANALYSIS Industry Analysis: Monika is the worldwide forerunner of the mobile handset business by the end of 2011 second quarter. Monika has almost 25% of the global handset market shares. After Monika, it’s Samsung with around 21 percentages. Monika and Samsung a huge market featuring phones and smart phones. Apple Company that only sells smart phones has a share of 4% in the world handset market. There are other mobile companies like Sony Ericson, Motorola, RIM, ZIT, ETC, etc which are also included in this huge mobile business.

There is a huge market for the smart phones in the upcoming years. As of 2011 first quarter, Monika leads the global smart phone market with 24 percentages and apple with 18 percentages. But the Apple’s smart phone market is rapidly increasing over the years. Market Characteristics: There is a huge opportunity in the present peak market for mobile. By the end of 2011, Mobile industry market was estimated to be around US $1. 3 trillion business all over the world. This current mobile business value will match up to 2 percentage of the global Gross Domestic Product.

Customer Analysis: The current Monika customers started looking for the new stylish models and new technology. Now a days customers have a wide knowledge about the present technologies and the products that are available in the market. Thus the customers nave stab reed looking tort the alternative technology answer their needs. Competitor Analysis: that will minimize the budget and The present market of Monika is falling when compare to the growth of the Samsung and Apple handset market. Monika finds a heavy drop in the China market by 12 million devices because of the introduction of the new domestic China make handsets.

The one of the biggest competitor of Monika is Samsung. Samsung is getting larger by introducing the Android based handset series and there is an anxiety of losing the first place in the smart phone market to Samsung in the near future. Figure: Handset Market share – Second quarter 2011. Resource: (Dana, 2011) Product/ Service Offering: As a new product, Monika Corporation is planning to introduce the mobile cloud computing technology in mobile phones, which is a new era in the mobile phones. There are some valid reasons for the customers to look for the change in the models and technologies.

Storage problem- Either customer needs to pay more money for the memory that they are not using or they have a problem in upgrading the memory when need more. Processing Speed – With the present processing speed of the handset, the customers sometime faces the problem in using the high end software or mobile. Synchronization – Customers find it hard to switch product of same brand and also suffers from the loss of precious information during the time of theft and loss of the mobile phones.

So in the new MONIKA handset, the customer can use unlimited storage, speed and any advanced software and also by synchronizing the mobile device to the cloud, the customers would able to access their information in any device and the information store will be last forever. Cloud Service is available in three types: AAAS(Software as a service), Pass(Platform as a Service) and alas(launderettes as a Service). The proposal is for developing phones more on AAAS I. E. Development of clouds for free software usage first and with the growing demand, the Company can then move on to Pass.

SOOT Analysts: Figure: SOOT Source: (Exquisite technology SOOT Analysis Template PPTP, 2010) Strength: * Monika Corporation is one of the largest mobile manufactures in the world. * The World’s first GSM call was made using the Ionians product and Monika as a corporation has a vast experience in the field of mobile over many years. * Monika Research Centre is one of the strongest research center with the experience of over 0 years in the field of mobile technologies. * Monika has a huge cellular phones market in around 150 countries and its spread across the world. There is a wide variety of product to attract different segments of the customers. With the wide variety to the product the organization NAS able to cover markets like CDMA, GSM and W-CDMA divisions. Weakness e different segments to * Monika product with the Simian operation system made the system slow and monotonous. * Not enough promotion for the low end products and middle level customers. * Monika products are more expensive than the other companies’ reduce. * Customer’s expectation over the clamshell category was not satisfied. Some of the high end products of Monika are not very much user friendly and this impact the success of the product. Opportunities * There are huge traditional Monika customers across the world. * Currently Monika has a huge mobile market in the developing countries and in the segment of CDMA division. * Great opportunity in the field of mobile cloud computing technology. Asia Pacific and Africa are the firmest growing mobile market. * Monika alliance with Microsoft is a good opportunity to replace the Simian operating system.

Threats * Increase in the competitors like Dell, Google and Windows is a big threat in the current market. * Rise of many domestic mobile manufactures in the Indian mobile market are introducing new low end handset models for better price. * Monika Corporation has huge impact in the present cellular market after the appearance of many Chinese manufactures. * Android based handsets and smart phones are increasing the pressure on the Monika Corporation. MARKETING STRATEGY Marketing Strategy is the means by which the Company aims to create a Brand value for its company and build profitable relationships.

Thus, this process involves Market Segmentation, Market targeting, differentiation and positioning(Kettle & Armstrong, 2012). Vision and Mission: In order to bring in a revolution in the market, the Company needs to break the age old chains of complete dependence on Advertising. The Customer is now market literate and understands the seller very well. The Customer Relationship Management (SMS) is very helpful in managing the detailed information about the individual customer needs.

However, the intrusion in the Consumer’s privacy should be avoided(Kettle ; Armstrong, 2012). Marketing Objectives: Marketing in the 21st century cannot sustain by Just targeting broad groups such as housewives or students, it should be targeted to a fragmented segment of customers because with the advent of mobility and telecommunication revolution the needs are becoming more diverse. The Promotion activities will start by March of 2012 followed by Infrastructure implementation from June 2012. The Implementation work is assumed to be completed in 2 months.

The Operation of the services will begin from December 2012. Financial Objectives: The penetration in the Mobile handset markets in countries like Africa has been achieved in last five year p with the help of basic feature phones. The next five years will be aimed at increasing the market penetration and consumer base in India, Africa and the Middle-east. Target Markets/ Segments: The Countries like Africa, middle-east and India have a mixture of both developing and developed nations so the market penetration is easier up to some extent.

In these conditions, IONIANS push for Mobile cloud computing enabled phones in these markets will be very significant and lead the company to a huge market share in these markets. The Mobile market penetration in rural areas and low income group of customers of Countries like India, middle-east and Africa will be the priority for execution of this plan. In the July- September quarter of 2011, Monika had a market share of 31. 8% in India, which is quite huge. This is followed by Samsung which has a market share of 17. 5% (ET Bureau, 2012).

Broad Overall Strategy: The availability of the new phones can be increased by collaborating with the local application developers and content integrators of the countries, which will be beneficial for both, MONIKA and the budding Software developers as well in order to promote their work. There can be large scale integration with local telecoms service revisers as well. The success on any new product depends on building an illusion called . It is something which is built for the customer and by the customer.

MONIKA has a big Brand Image in India followed by Africa and the middle-east, which will serve as a great customer base for the new range of MONIKA phones. The Marketing Research Information: In today’s Telecommunication and Mobile phone industry there is a constant need for up gradation and innovation. With the likes of Google and Apple’s creating plethora of applications at the customer’s fingertips, it has become a necessity to satisfy the customers with faster and unconquered heights in Customer Satisfaction.

Using Market Information to create a better Value: Monika can work towards reinventing Its market position by some sophisticated methods of gathering market information like the “Marketing Information System S) which is a set to procedures and methods that apply to the regular, planned collection, analysis, presentation of information that then may be used in marketing decisions”(Cereal & Levy, 2008).Product: Mobile Cloud Computing Technology in Monika phones will be able to provide Services ND Information in the form of applications (APS) from Virtual centralized data centers to customers on a basic mobile phone model.

It is basically useful for Software usage without any need for paying towards licenses, High-end Games, Synchronization of data, massive storage facilities for Music and videos. Place: India: Major Telecoms service providers are trying their level best to enter the Indian Telecoms market because at present there is an exuberant growth of this sector in the country and at the same time the large customer base still uses a cheaper Monika phone and the urban kids are becoming tech as’. . Y. Africa: Africa, like many other developing countries is rushing towards prevarication in the Telecommunication sectors. 0 of the countries in Africa like Kenya, Malawi and Cameroon are undergoing prevarication. This serves as a major customer base for Monika where there is a huge demand for basic specifications handset. Promotion: Celebrity Endorsement: This does not mean the popular movie celebrities. The Company should try to get in contact with the popular local faces of people in that particular area such as budding politicians and small time theatre artists and concentrate on mouth to mouth publicity.

The traditional posters: The Company should convince the local mobile phone vendors in rural areas and the low income group in cities of India to endorse the product and tell the customers the advantages of this new MONIKA phones. An appealing poster outside such local vendor shops will do a great Job. Backbone: The Company should circulate a video around the Backbone groups explaining the new line of products using the wonderful mobile cloud computing technology. Buzz Marketing: Appointing brand Ambassadors, who will convey the launch to new technology in Monika Phones and its advantages to large ignorant masses.

In addition, they use their vast inventory of travel products to supply other travel agencies, tour operators and other travel businesses and to rower BBC & BIB websites. Green Meadows Travel & Tourism locates in Jordan and it has offices in Amman, Saba, Rabid and in the West Bank, with a 50 employed staff members. The Company is a general sales agent for some of the leading airlines in the region, as well as one of the largest tour operators and hotel reservation wholesalers, it is considered one of the leading tour operators in Jordan and Elevate Region.

Wholesale Module They are representing several International and Regional Airlines such as Air Algeria, Eva Air, Fly Dublin, Oman Air, Syrian Air and Virgin Atlantic in Jordan and sometimes in he region; whom operating together more than 30 genuine flights a week carrying more than 200,000 passenger per year; 30% of it sold in Jordan.

In addition to their first and only BIB online reservation system www. Bookings. Com in the Arab World that have recently launched and is recording daily growth. The system is dynamically interconnected with the most active online reservation companies and hotel chains in the world covering more than 150,000 hotels in more than 700 cities all over the world. Racketing plan of a tourism company By vendetta They are one of the largest retail companies in Jordan with several branches; offering all the travel related services such as but not limited to: Reservations & Ticketing with the entire Airlines of the world Hotels’ Reservations in more than 700 cities all over the world Airport Transfers in most of Airports in the world Sightseeing Tours in most of the cities in the world Car Hire in more than 350 locations in the world Events Management and Incentive Groups Packages and Honeymoon Packages Cruises at the most prestigious Cruise ships in the world Meeting and conferences organizations Recently they have launched the first and only online reservation system in Jordan and the entire region www. Safer. Me that allowed all their customers from any place on the world to book and issue their travel services and pay for it by credit cards. The online system is also available on smart phones as a mobile application. In our study, we were aiming to investigate, analyze and understand Green Meadows Travel ; Tourism Marketing Plan: situation analysis, marketing strategy, financial position. However, unfortunately, we were unable to get information about the financial situation of the company as the company’s management refused to provide any, and considered it to be confidential information.

However, we understood that the company is in a sound financial situation, which was shown through the age of the company (18 years), and the airlines and products it represents. It also has a healthy cash flow, since one of its most selling divisions, which is the General Sales Agency for Fly Dublin, has a 100% cash selling policy because of the airline’s low cost strategy.

2. Situation Analysis 2. 1 Market Summary The tourism market is split between BIB market (wholesale) and BBC market (retail market) whilst the services included in each are still similar to include flights, hotel, car rental and other booking and reservation services but the iterance stands Witt the margins as wholesalers take better prices and have easier payment procedures than the end users. Read also introduction for online reservation system

However, Green Meadows is trying to understand their customers’ needs, through tracking the local market in order to provide them with services that are consistent with their needs to end-up with satisfied customers, which eventually will lead too full loyalty. 2. 1. 1 Market segmentation and the target market Since most of Green Meadows’ sales come up from the wholesaling function, they are mainly targeting the agencies that they already represent such as hotels, airline ND car rental agencies. In addition, the Company is also targeting end users such as honeymooners and luxury cruise ships’ lovers by dedicating a special department for custom-designing packages that suit all of their clients’ wishes.

2. 1. Market Demographics and Geographic: Since Green Meadows serves as a sales agent for many international and regional travel airlines, so it is targeting passengers from all over the world and especially Passengers from the MEAN Region in which it is actually operating, while 30% of its sales are in Jordan, so they are targeting areas covering most of Jordan from North to South. In addition, it is targeting people from different ages and various income levels.

2. 1. 3 Cryptographic: Green Meadows meets the different customer’s lifestyles, tastes and wishes in offering customized trips depending on the customer wants, needs and demands and on their levels of income.

2. 1. Consumer Behavioral factors: Due to the difficult economic situation that people are facing these days, customer’s income has a major factor in determining their consumption behaviors. In addition, Globalization and each customer taste that differs in the place he likes to visit and he transportation channel he likes to use, plays a major role in creating the best products, services and packages that Green Meadows can offer to serve these customer.

2. 1. 5 Market Needs: Realizing the importance of having everything executed perfectly on a vacation or a honeymoon, the company have dedicated a special department for custom-designing packages that suit all of their clients’ and honeymooners’ special wishes, and with the sole purpose of creating an unforgettable vacation.

As for those who have a passion for cruising, they represent some of the finest luxury reuse ships in the world that visit hundred ports of call, in some of the world’s most breath-taking locations, under the slogan ” We will make your cruise experience untargeted 2. 1. 6 Market growth: According to the above figure, Green Meadows can apply two strategies: Market Penetration: by applying this strategy Green Meadows is primarily focusing on increasing its sales by encouraging its current customers to purchase more, through advertisement, new packages and making their products available at more locations, through Travel agents and through its newly established BIB and BBC inline systems.

Product Development: the management is thinking to offer new and more customized products/services that meet the customer needs and demands with reasonable prices. 2. 2 SOOT analysts Strengths Weaknesses Wide range of hotel options (120,000 hotels worldwide) Ownership of system (allows more flexibility in serving clients) and providing custom solutions Strong system (technical) High customer service level Loyal customers Motivated and well educated human resources Having a quality department Wide range of services Low number of employees Not having a dedicated marketing department Not having a clear strategy Not ready for expansion (poor structure of the company) Opportunities Threats Entering the online end users market through master. E (after researching if this is feasible) Global sales in the region due to the long experience Branding Green Meadows better in front of other businesses Empowering new types of tourism (CEO-tourism) Entering new markets and regional expansions (AKA and AAU) Franchising module to cut cost Market penetration in Jordan Political problems in the region Economic conditions in the region Severe competition from international providers

2. Competition According to the new market segments that Green Meadows is recently focusing on which are the honeymooners and cruise ship’s lovers, they face different competitors due to the ongoing trend that all travel ; tourism agencies are focusing on nowadays.

2. 3. Competitive Advantages Based on our understanding and analysis, we can see that Green Meadows Company’s competitive priorities are:

1 . Reasonable prices.

2. Customized services.

3. Variety in services and functions.

4. Consistent quality.

2. 3. 2 Competitor Analysis Green Meadows close competitors are: Lots of Hotels: Background: Lots of Hotels, a subsidiary of Webbed Australia & New Sealant’s largest Online Travel Agency was established in Dublin and London in 2012. As a renowned and significant commercial and travel hub, Dublin was carefully selected as a base to position and jump-start Lots of Hotels with the vision and aim to connect with thousands of travel businesses throughout the Middle East ; Africa..

Recent performance: Entering the Middle East and north Africa Entering London market Strengths: Huge and international presence Competitive pricing Long experience Weaknesses: Not knowing the market very well Poor IT booking system International customer service representatives. (English speaking only) Only in Hotels Receive: The Journey to design travel was start Witt a small but dynamic team, as an outbound tour operator offering short haul destinations. Early in 2001, Travel Designer India started our first outbound consolidation division “Designer Packages” offering Middle East and South East Asia as our main destination to travel partners. Today, Travel Designer India is one of the leading travel organizations in India and a Global Wholesaler selling packages to India, Middle East, Asian and the UK market

Entering the Middle East and north Africa (AKA in 2013, Kuwait and Jordan in 2012, Qatar 2011, I-JAKE 2010 ) Introduced new products Good distribution of offices Powerful Award winning IT systems Poor customer service due to the huge size of the business International support makes it harder to compete with the region International customer service representatives. (English speaking only) Do not have ticketing services Traveling: Traveling is an Online Hotel Wholesaler with head office in London and local offices in Istanbul and Bangkok and representatives in over 10 countries. It is set up by energetic and highly experienced members of the travel industry.

Recent Activity: Entered the market through partnering with some travel agents Strengths: The vast number of partner hotels and direct contracts are what makes Huge number of customers worldwide Number of hotels available Availability of international events Average IT systems Not having a regional office Amount of service in the region Do not have ticketing services All (ALT): ALLAN TRAVEL provides a unique solution for travel agents and end customers worldwide providing them with a powerful online reservation system that integrates tools inventory of key major hotel suppliers plus direct contracted products. Entered the local market regional market Unique offering to some events and locations Low number of destinations compared to other providers Not available physically in the region Here we can notice a competitive edge of Green Meadows compared to other providers, being a full range of services provider with its availability in the region. In addition, being a regional Arabic provider with partners in the region allows Green Meadows to control the regional market more than international markets.

Also all other providers do not know the culture and the language as Green Meadows does which gives Green Meadows the opportunity to easily enter I-JAKE and AKA markets. 2. 3. 3 Keys to success 0 Excellence in fulfilling the promise: Green Meadows intend to offer completely enjoyable, comfortable and informative travel excursions that will ensure that travelers are thoroughly satisfied and appreciative at the end of their trip. 0 Timely response to customers’ requests: they cannot afford to delay their clients for whatever reason, as this will have a negative bearing on their image and reputation, including future business. Hence, they need to be continually communicating with the client. Marketing know-how: due to the high competition in the market, there will be a need to aggressively market their business and the services they provide to be continuously at the top of their customers minds. This will also act as a temporary deterrent for companies contemplating entering the market (new entrants). Advertising should be undertaken on a regular basis. 3. Marketing Strategy Green Meadows is focusing on differentiation strategy, customization and variability of products beside its reasonable price. Green Meadows also can serve different segments in the market through providing its consumers with different customized travel packages.

They are highly committed to supreme sales and customer service, thorough effective communications with their principals and customers. 3. 1 Mission Green Meadows mission is to provide the customers with the highest quality travel and tourism services. They exist to attract and maintain customers. 3. 2 Marketing objective: Maintain positive strong, steady growth each quarter. Expand to other markets. Going fully functional on online reservation and ticketing To be recognized as the premier travel and tourism agency in Jordan and the MEAN Region. 3. 3 Financial objectives 1 . An increasing growth rate for each future year. Increasing sales for 2014. Achieving higher growth and higher market share during 2014. 2.

A reduction of fixed overhead through disciplined growth. 3. Continue to decrease the variable costs associated with the production of trips. 3. 4 Positioning Green Meadows continues to provide the market with different quality and prices and customized packages to cover all levels of income, tastes and demand. So Green Meadows positioning is a mix of differentiated and customized products with reasonable prices, high quality travels. Additionally, Green Meadows’ competitive edge is customer attention and customer service. Green Meadows aims to provide close personal attention to the clients. This is the level of service expected and it intends to exceed the customers’ expectations. 3. Marketing program: The marketing strategy will seek to first create customer awareness regarding their services offered, develop that customer base, and work toward building customer loyalty and referrals. The message that Green Meadows will seek to communicate is that it offers the highest level of service for their customers. The message will be communicated through a variety of methods. Advertising: This shall be undertaken through trade and industry publications, which are read by tourists, as well as the local newspapers. A constant look out will be made of any special editions in the local newspapers, which may provide an opportunity for them to advertise their services and business name.

Personal Selling: Undoubtedly customer solicitation face-to-face will be a powerful form of rumination mainly due to the fact that its flexibility will enable them to match the customer’s needs to specific attributes of their services as well as giving concise details of what they have to offer. As such, potential customers/clients will, to a certain degree, be skeptical towards the intended service(s) and how they are able to benefit trot them. Direct Marketing: This will be used but only to a limited extent in the form of telemarketing and informing potential customers and obtaining referrals where possible. In the case of telemarketing, it will involve their targeted potential customers of their services and informing them of their existence and destinations.

They may then arrange for an appointment with the respective decision-maker, with the intention being to lure them into utilizing of their services. Events: These are increasingly becoming important. The organization aims to promote itself through attending trade shows and expositions. Not only will these increase awareness of their services and business name, but also enable them to interact with potential clients who may decide to utilize their service. Internet Marketing: The increasing growth of the Internet as an information source revises an opportunity for the company that they may exploit. This is particularly so in view of the increasing dissemination of information over the World Wide Web, as individuals and groups look at obtaining the best deal possible.

Individuals and groups seek out information over the Internet due to its relatively low cost and ease of use and ability to minimize time wasting. However, this will require adequate planning to ensure that all information on the company’s two websites (BIB & BBC) is accurate and up-to-date, ensuring that they market a professional image. This will mainly serve foreign tourists and other interested stakeholders. 3. 6 Marketing Mix Green Meadow’s marketing mix is comprised of the following pricing, distribution, advertising and promotion, and customer service. Pricing: GM does not compete on price, but they compete on service. Additionally, the target market is not price sensitive.

Too large degree price is irrelevant as long as it is reasonably proportional to the services offered. Distribution: Gem’s services will be distributed throughout Jordan, the MEAN Region and the world, depending on the location of the trip. Advertising and Promotion: The most successful advertising will be the magazine advertisements as well as the new online systems. Customer service: Obsessive customer attention is the primary concern. Gem’s philosophy that is established throughout the organization is whatever needs to be done to make the customer happy must occur. In the long run, this investment will pay off with a fiercely loyal customer base who is extremely vocal to their friends regarding referrals. 3. Market research At the end of each trip, the marketing department gathers the customer’s feedback ND carry out customers surveys in regards to their experience with the company’s services, and this data is also analyses and converted into useful information to be used in order to enhance the current products/services and in order to take an action plan accordingly. Another source of market research is competitive analysis. Green Meadows will be constantly observing the competitors to look for any changes in service offerings or 4. Controls business m Del changes. There are many things measured frequently to assess the achievement of the marketing strategy towards its targeted goals, the following areas will be monitored o gauge performance

Marketing plan – national maritime museum

Introduction

Marketing is frequently related to the highly competitive World of commercial business to enable competitive advantage in an increasingly aggressive World. Heritage sites as the National Maritime Museum were till some time back considered far removed from the concept of marketing. These were supported by government and local funds and hence no need was felt for branding, differentiation and focus to enhance their visitor base. At the same time with limited avenues available for leisure and educational activities to people at large, heritage sites continued to attract a large audience.

Heritage sites are thus facing competition for number of visitors as well as for funds for self sustenance for growth The role played by museums in educational, social and cultural development of a wide range of society, from the children to students of higher classes to the economically and socially diverse people, who can be brought into the main stream of society by exposure to the heritage and wealth of yester years has also led to greater focus on marketing.

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Heritage sites are now frequently facing competition not only from other sites but also in other forms of leisure activity such as theme parks, entertainment malls and audio visual shows. Thus the survival of some of the museums and other sites is dependent on marketing the location. (Nicholls. Vogt. Et Al, 2006).  The concept of marketing of heritage sites is frequently associated with flashy brochures and travel catalogues, experience has shown that these documents per se are not converted into visits unless a special effort at attracting tourists is undertaken by museum and site authorities. (Veverka, 2001). Thus the need for a marketing plan of heritage sites is well established. This is being covered in depth by analyzing the marketing plan of National Maritime Museum to provide an insight into the issues involved.

National Maritime Museum

The National Maritime Museum (NMM), London is located in Cornwall at Falmouth and was established in 1934 by an Act of Parliament and opened for public in April 1937. (History, 2006). The NMM also comprises of the 17th Century Queens House and the Royal Observatory, Greenwich.  It has a total collection of 2.48 million items quite a few of which have been loaned to museums all over Britain. The main small boat collection of the museum is on display at the NMM Museum, Cornwall while the public galleries at Greenwich exhibit selections which have been arranged as per prevalent themes. (History, 2006). Greenwich was developed as a destination for the cultural visitor after completion of Sir James Thornhill’s Painted Hall (1707 – 26) which has now been renamed as the Old Royal Naval College, originally founded as the Royal Hospital for Seamen. Since 1823, the National Gallery of Naval Art has been located here which now includes 300 portraits, paintings and artifacts in the Painted Hall. (History, 2006). There is a separate museum in the Hospital Buildings when it became the Royal Naval College.

The Museum has a rich history. The Society for Nautical Research was founded in 1910, there after it sought the aim of founding a national naval and nautical museum which was  established in 1927-28 after a public appeal by the Society, when Sir James Caird one of the wealthy members purchased the AGH McPherson Collection of maritime prints. These were a large number approximately, 11,000. The models of ships were also purchased from the training ship Mercury and placed along with other items bought by him or donated. The Trustee Board was established to take care of all these items from 1927 to 1934 and thereafter the NMM Trustees under the 1934 Act took charge of the affairs of the Museum. Collections in the Painted Hall were added by a separate agreement in 1936.

The initial impetus to the Museum was provided by its first director, Professor (Sir) Geoffrey Callender, a professor of history at the Royal Naval College who was the main organizational force behind its establishment. (History, 2006). When the Royal Hospital School moved from Greenwich to Suffolk, it also vacated the Queen’s House. The House was restored and refurbished in 1951. All the buildings have been gradually upgraded over the years and the main galleries have been redesigned based on the Neptune Court which was completed in 1999.

The Museum has the most important holdings on the history of Britain at sea in the world and includes the maritime art of the British as well as the Dutch, cartography, manuscripts including official public records, models of ships and plans, scientific and navigational instruments. There are time keeping and astronomy instruments apart from many other categories. All these collections have conveniently displayed for visual delight of the public. The details are also available for preview on the Collections Online website and the Maritime Art Greenwich website.

The depth and attraction of the collection can be seen by the fact that its British portraits collection is the second largest after the National Portrait Gallery. The holdings of particular interest are those on Nelson and Cook. The largest maritime reference library containing over 100,000 volumes including books dating back to the 15 Century are available in the Museum. (History, 2006). Another main source of attraction is the main buildings; the Queen’s House has unique architectural importance being the keystone of the historic park and palace landscape of Maritime Greenwich and has been nominated as a UNESCO World Heritage Site in 1997. (History, 2006). Flamsteed House was built in 1675-76 and the original part of the Observatory was designed by Sir Christopher Wren and is said to be the first scientific research facility in Britain.

Thus it would be observed that NMM has excellent potential for development as a heritage site cum museum based on the following strengths:-

(a)  Old and historical buildings including the Queen’s House which is a World Heritage Site. This provides it what marketing experts call as brand identity and value.

(b) Maritime artifacts, old documents, maps and other items of maritime interest.

(c)   Portraits and Paintings.

(c)  National Maritime Library.

(d)  Old models of ships.

The museum is government funded and also has additional income derived from trading activity and sponsorship. Entry to the Greenwich Museum is free, however there are charges for special exhibitions. (History, 2006). Thus the Museum needs to have two separate marketing plans, one to develop awareness of the culture and maritime heritage through the free entry programme and secondly, generating income for the establishment and running of the Museum through exhibitions, trading activity and sponsorships. Brand building will be central to all these activities as it will contribute to overall development of the NMM’s heritage value, thereby generating greater visits and revenues.

The Marketing Plan of NMM – 2005-06

The NMM has devised a marketing Plan for 2005-06. This is not a current document hence can be examined freely and without any bias. The Plan is attached separately as a PDF file as an Annexure to the Paper. (Marketing 2005-06. pdf). The Marketing Plan 2005-06 of the NMM comprises of a number of facets. (Marketing, 2006). The first aspect highlighted is the objectives. The key objectives of the Museum have been identified as follows (Marketing, 2006):-

(a) To develop a strategy to launch the Museum in the premier league position in the national museums and ensure that the key advertising messages reach the target audience effectively.

(b) To broaden the profile of visitors, including children, seniors,

socio economic groups C2DE, ethnic audiences and those with disabilities coming to the museum.

(c) To leverage the benefits of free admission, nomination as a World Heritage Site and the programme of exhibitions.

(d) To highlight the themes of the Museum’s mission statement: Sea, ships, time and the stars.

(e) To achieve the target of 1.05million visitors across all three sites, NMM, ROG, QH.

(f) To achieve the target of 300,000 child visits across all three sites

(g) To achieve 189,000 C2DE visitors across all three sites

Campaign Objectives

The objectives for various campaigns have also been identified in the main

Marketing Plan as given below:-

(a) Nelson & Napoleon exhibition should be successfully launched with a target of 100,000 visitors.

(b) Increase awareness and number of visitors to the existing exhibitions

at the NMM, ROG and QH.

(c) To provide greater opportunities for participation amongst local families in free family events and activities at the NMM by more awareness.

(d) The refurbished Time Galleries at the Royal Observatory should be successfully exhibited for the benefit of local people, tourists and astronomy enthusiasts.

(e) Promote The Coast Exposed exhibition throughout 2005 after a successful launch in March 2005.

Targets For Visitors

A total targets for visitors has been identified as 1.05 million and is proposed to be achieved as follows (Marketing, 2006):-

(a) Domestic Market – Target Market. The domestic market is the target market in England and the short distance of travel of 90 minutes from London is proposed to be exploited.

(b) Families, socio-economic groups C2DE and ethnic minorities, schools and local community have been identified as the key groups to be targeted within the domestic market.

(c) Secondary market would be UK visitors to London, and foreign

tourists in the UK

Campaign Messages

The focus of the campaign messages is said to be four fold as follows:-

(a) Nelson & Napoleon

(b)  Families

(c)  ROG Time galleries

(d) Other exhibition and displays of the NMM, ROG and QH

The Other messages/themes to be included were said to be as follows:-

(a) Good day out for the whole family

(b) Free entry

(c) Easy to reach.

(d)  Ease of Access for people with disabilities. (Marketing, 2006).

Key Campaign Elements 2005/06

Key Campaign Elements 2005/6 have also been identified and discussed to include the Nelson and Napoleon Exhibition for which objective, target audience, key messages and strategy have been given out. Other campaign elements include family advertising , Royal Observatory Time Galleries, the Coast Exposed, an exhibition and Museum galleries. Each of these have a planned time frame, objectives, target market to be focused and key messages to be conveyed. To attract new audiences there is the program New Visions – In particular, Beth Derbyshire: Message and Jini Rawlings ‘Mariners and Migrants: in search of home’ which is targeted at encouraging visits by fresh audiences.  (Marketing, 2006).

Analysis of Marketing Plan NMM Through Marketing Strategies Comparison

Marketing has been defined as the process of planning and executing the entire range of activities for creating an exchange to satisfy the individual and organizational objectives to include the conception, pricing, promotion, and distribution of ideas, goods, and services.(Cooper. Madden. 2001). In relation to marketing of heritage tourism, it is defined as the successful communication and convincing of a potential visitor that the museum or site has something that will benefit him and the gain from which cannot be provided by any other means. (Veverka, 2001).  Thus marketing of heritage sites and museums is related to providing a unique experience and the marketing plan could be said to be related to experiential promotion.

Frequently marketing of museums and heritage sites is undertaken by agencies other than those responsible for their maintenance and preservation. These agencies could be as diverse as Tourism Boards, ministries of tourism even air lines and travel agencies. The incorporation of parent bodies for promotion and marketing in such institutions is a prime measure which needs consideration.(Auditor General Malta, 2001). The marketing strategy for museums and heritage sites is not only in terms of revenue but also in terms of the number of visitors which come there and also its popularity amongst the local, national and foreign visitors. These determinants also need to be added to the normally specified ones.

If we view the key objectives defined in the marketing plan of the NMM against these considerations it would be evident that these are sound. It has focused on attaining the premier position amongst Museums which is an admirable objective. Broadening the profile of customers is also a key area identified for which it is proposed to leverage free admissions and nomination as a World Heritage site. Themes have also been highlighted in the objectives. Quantitative targets are another key area which ensures clear definition of the objectives in the marketing plan. There is however apparently no specific strategy drawn for achieving each of the objectives. In a marketing plan it is not sufficient to nominate objectives and quantitative targets, there is also a necessity to identify strategies to achieve these targets which is seen as a notable weakness in the marketing plan of the NMM. The possible strategies are discussed as given below.

Broadly there are a large number of marketing strategies which are available based on which a review of the Marketing plan of NMM can be carried out. The Generic strategies discussed by Michael Porter are considered the most suitable as these are well known, discuss basic issues and can be effectively applied to a heritage site or a museum. The generic strategies identified by Porter include the following (Porter, 1980):-

(a)  Overall cost leadership

(b)  Differentiation

(c)  Focus

Cost leadership is an important marketing strategy particularly for institutions as museums which have to offer services to the public at minimal costs to attract a large variety and range of visitors. While the admission to NMM is free, there are other issues which need to be considered in fixing costs for programs and events which need to be lower than other museums will make the NMM attractive. In addition the high degree of historical value that the NMM is able to provide, cost controls and relatively large body of existing experience will provide it a substantial advantage of overall benefit as a part of the cost advantage. In this area, NMM strategy is considered weak and there are numerous options that can be considered such as free bus trips on holidays from principal locations in London, discounts to large groups for events and so on. This will provide the additional benefits to visitors making NMM the preferred choice given the large number of heritage sites in and around London available for visits.

Differentiation is another means to achieve market leadership. While NMM has identified market leadership as one of its objectives, the means to achieve the same are restricted. Differentiation implies creating a unique product for the visitors. The NMM has a number of exclusive products in its portfolio which can be leveraged to advantage. The aim should be to practice a number of methods simultaneously such as technology, features and create a unique brand image and then exploit it. NMM should have a differentiation strategy which can create customer value which will be difficult for other museums to copy. (Aaker, 1995). There is only one new programme planned during the year, which is the New Visions. There is ample scope to introduce a number of other new programmes which can be dove tailed with key events such as the famous battles of history, to include the Battle of Trafalgar, the Battle of Britain and so on, highlighting the role of the Royal Navy, its principal commanders and how the battles were fought.  A light and sound show could also be developed to place these activities in perspective and provide a focused view of the subject. There may be a need for greater diversification to gain maximum advantage from its large assets and brand image as a nominated World Heritage Site.

The third facet in a generic marketing strategy is that of focus. By focusing on a well identified and defined line of products or a segment, a museum is able to provide a edge to its target base. NMM has evolved such a strategy to serve a particular target base which is closer to its area, related to the family and a socio economic group. This however has placed inherent restrictions on the museum to go beyond the targeted focus group, which is a major affliction noticed in the NMM strategy. It is following the strategy of focus in marketing by focusing on four of the key areas, that is Nelson and Napoleon, Families, ROG Time galleries and other exhibition and displays. While NMM is focusing on its key strengths to build up its visitor base, this includes the Nelson and Napoleon exhibition which is to draw 100,000 visitors but this by itself may not be sufficient in generating the total target envisaged for the year. There is a need to increase the quantum of visitors by better event management to include contests, promotional events and other marketing strategies. These will also fulfill the requirement of generating the number of visitors planned by it. The key issue in marketing of cultural and heritage sites is identification of the target audience. (PR, 2006).  The promotional material and plan is then made to suit the same.  This will achieve considerable economy and prevent distributed effort being undertaken. This is one of the principal aspects related to focus discussed above.

Identification and creation of  a brand is another critical activity which should be ensured. Branding provides the distinct identity and can also be co related to creation of diversification and distinction of the brand. Every heritage site and museum needs to create a distinct brand for itself which is an essential facet of its marketing strategy. (PR, 2006). This facet is lacking in the NMM strategy. It has adequate potential to build its brand image based on its being a World Heritage site, the primacy of its naval artefacts, the large number of pieces in its picture gallery, the antiquity and heritage value of its architecture and so on. However adequate efforts at exploiting this brand are not observed in the marketing plan.

A successful marketing strategy for a heritage site was demonstrated by Shell which worked with a natural conservation park in Syechelles, Valee de mai, a World Heritage Site. Shell provided the managerial expertise to the management of Valee, who had considerable conservation experience. This blending of the conservation with managerial experience has proved one of the success stories in modern heritage management. In this programme, not only marketing but other facets of management such as strategic execution, project planning and financial management inputs were provided to train the conservationists to produce excellent results in marketing as well as in conservation of the site. There may be a need to include such programs for NMM as well so that its potential can be exploited further. The key benefits provided by such programs is said to be to ensure that the higher level managers of museums and sites focus on strategic issues and divest themselves from day to day management of the site, thereby providing it the much needed impetus of future growth and lateral development. (Shell, 2006).

The use of technology is an important facet of marketing as with the availability of on line and off line marketing tools, the potential has vastly enhanced. (Tip Sheets, 2006). Even while developing an on line marketing plan, there is a need to ensure that the marketing mix is correctly designed to include the correct proportion of on line and off line strategies. NMM has sought to focus on a target audience drawn from its immediate neighborhood. In such a case also there is scope for soliciting visits on the internet as more and more people are drawing their information for all needs including culture and tourism from the web. Cross promotion is said to be the ideal means of increasing awareness and visibility of the product. In addition other means of traditional publicity such as public awareness through the issue of press releases continues to be a good tool for communicating the message. (Tip Sheets, 2006). Traditional means of advertising such as events, promotions and contests are ideal for heritage sites, which can develop an educational cum marketing content. While the Museum has a presence on the web, it is not considered adequate to generate interest or create a marketing impact on the target audience. This aspect could be specifically addressed in the Marketing Plan in the future.
Another important tool which can be easily used by heritage sites and museums is that of merchandising which will not only add value to the product but also generate revenue. (Tip Sheets, 2006). NMM has considerable potential for the same as its unique products, ships and smaller crafts from the bygone era giving a feel of the old battles of Trafalgar and personalities as Napoleon can provide an ideal theme for merchandising its products.  This will also be in line with its overall theme.
A large number of on line marketing strategies and tactics can also be successfully exploited to enhance the experience and invite physical visits to the Museum. These visits include such simple techniques as Search Engine Optimization which implies the content is so organized that search engines are able to locate it in the first few pages of the results displayed thereby providing greater visibility to the product. Other techniques include on line promotion and contests, on line advertising both on the web page of the heritage site as well as of the heritage site on other sites on the web which could be considered. There is a whole body of knowledge which exists on web promotion and marketing which needs to be examined by NMM managers, for marketing its products fruitfully. (Tip Sheets, 2006).

The Sian Ka’an Biosphere Reserve in Mexico has provided another bench mark of marketing experience which can be implemented at the grass roots level. It involves training and improving the quality of guides and tours through a systematic study of the experience of a number of tour groups. (Activities in Sian Ka’an, 2006). Experiments have been undertaken with the Board of Trustees, employees of a local Corporation and students from the Georgetown University, MBA Program. The experience from these programs is being utilized to promote the location in a systematic manner. (Activities in Sian Ka’an, 2006). NMM could also undertake such a marketing exercise in association with an educational institution, a non profit organization or a private company as Shell.

Avoiding the Perils of Marketing for Heritage Sites

Commodification of heritage sites has been bane which has accompanied marketing which has been analysed in detail in some of the major research works. (Rowan. Baram, 2004).  Moab, Utah, is one example where reproduction of rock art panels has been placed on parking lots of motels and public garbage cans. (Rowan. Baram, 2004). This branding of the archeological sites can be carried to the extreme thereby diluting the cultural and historical content, which needs to be avoided. This commodification is seen in much of the developing world, where tourist experiences are sold especially where tourism has become the basis of the economy. (Rowan. Baram, 2004). There are grave cultural implications as well, as savvy marketers who have entered the tourist trade are manipulating the current sentiment in the market including the war on terror effects to reframe history hyped up by the agents to suit their own purpose. Such a trend in marketing of a museum site needs to be scrupulously avoided as these can for no reason become vulnerable targets of attacks by terrorist who are intimidated by their hyped up importance. There are also reports of creating illegal markets for antiquities. (Rowan. Baram, 2004). Such a danger has to be avoided by NMM.

Some of the other issues involved include commodification and authenticity of the site which would not be in the larger interest of the Museum as well as the community. Another issue is that of legitimacy, as to what degree the museum represents the true state of the past and how much alteration has taken place. This may cause some consternation amongst those who are genuinely concerned and care for history and museumology. (Nicholls. Vogt. Et Al, 2006). The exposure of the museum to a large number of visitors who are not concerned about preservation as contrasted with what is known as a, “curatorial approach” is another problem faced by those attempting to market heritage sites and museums. There is a need to ensure balance so that the curatorial approach is avoided while at the same time the dignity, decorum and long term preservation of the site is ensured through proper regulation and management of the visitors to the site rather than going for a crass commercial approach. (Nicholls. Vogt. Et Al, 2006).

Conclusion

While the NMM has prepared a Marketing Plan for 2006-06, it is observed that there is considerable scope for improvement to achieve the aim of increase in the number of visitors to the Museum as well as contribute to revenue. The key issue is following up the objectives with a well defined marketing strategy and employing modern marketing techniques such as branding, on line marketing and joint consultancy. The perils of modern marketing related to heritage sites of commodification and culture dilution also need to be perilously avoided.

References

1.       Aaker, David, (1996), Building Strong Brands, The Free Press

2.       Activities in Sian Ka’an. 2006. http://whc.unesco.org/en/actions/8/. (13 July 2006).

3.       Audtior General, Malta. 2001. Promoting Heritage Sites

Museums Department. http://www.nao.gov.mt/reports/museums/museums2.pdf. (13 July 2006).

4.       Cooper, Marjorie J. and Charles Madden.1993. Introduction to Marketing. Harper Perennial, NY.

5.       History of the National Maritime Museum. 2006. http://www.nmm.ac.uk/server/show/conWebDoc.408. (13 July 2006).

6.       Marketing. 2006.  http://www.nmm.ac.uk/upload/pdf/Marketing2005-06.pdf. (13 July 2006).

7.       Nicholls, Sarah. Vogt, Christine. Et Al. 2006. Heritage Sites. http://www.nrpa.org/content/default.aspx?documentId=1487. (13 July 2006).

8.       Porter, Michael, E., (1980), Competitive strategy, The Free Press

9.       PR and marketing for digitisation projects. 2006. http://www.ukoln.ac.uk/interop-focus/gpg/Marketing/. (13 July 2006).

10.    Rowan, Yorke. Baram, Uzi. Ed. 2004. Marketing Heritage: Archaeology and the Consumption of the Past. Walnut Creek, CA: AltaMira Press, 2004;

11.    Shell. 2006. New model helps World Heritage managers get down to business. http://www.shellfoundation.org/index.php?id=unesco;menuID=31;smenuID=31. (13 July 2006).

12.    Tip Sheets. 2006. http://www.chin.gc.ca/English/Digital_Content/Tip_Sheets/marketing_tips.html. (13 July 2006).

13.    Veverka, John. 2001. Marketing Basics for Interpretive  and Heritage Sites and Attractions – It’s all about the visitors. http://www.heritageinterp.com/newpage12.htm. (13 July 2006).

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Bibliography

Books

Aaker, David, (1996), Building Strong Brands, The Free Press
Cooper, Marjorie J. and Charles Madden.1993. Introduction to Marketing. Harper Perennial, NY.
Porter, Michael, E., (1980), Competitive strategy, The Free Press
Rowan, Yorke. Baram, Uzi. Ed. 2004. Marketing Heritage: Archaeology and the Consumption of the Past. Walnut Creek, CA: AltaMira Press, 2004;
Web Sites

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http://whc.unesco.org/
http://www.nao.gov.mt/.
http://www.nmm.ac.uk/.
http://www.nrpa.org
http://www.ukoln.ac.uk
http://www.shellfoundation.org/
http://www.chin.gc.ca
http://www.heritageinterp.com/
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Year Marketing Plan Introduction and Mission Statement It is Company G’s priority to allow our consumers to improve the quality and convenience of their lives by providing high quality, innovative electronic solutions. With new product development always at the forefront to help improve our consumers’ ease of life, we now introduce our newest product line, the 6-2 and 6-4 egg and muffin toaster. With the economy still in a downward trend, and people having to cram more things into their day, why sacrifice breakfast?

Many people have heard that “breakfast is the most important meal of the day. However often do people skip this meal? Many of us are bombarded with the early morning rush, trying to study for that test, rushing to get the kids ready for school, and ourselves ready for work, that grab some pop-tarts for the kids and head out the door. The Product The 6-2 and 6-4 egg and muffin toaster are the answers for those too busy to have a quality breakfast essential to give you the energy needed to start your day.

In Just a few minutes you can make a breakfast sandwich all while you do something else. The 6-2 and 6-4 egg and muffin toaster is built to be time and cost efficient. They eater wide slot toasters for toast, muffins, croissants or even bagels. It also has an egg poaching tray to cook eggs Just like you get at those fast food restaurants. A built in steamer tray allows you to hard boil eggs if you choose. Then, there is a warming try for easily heating pre-cooked meats. A touch pad allows you to choose between making toast only, eggs only, or both.

Company G has developed the egg and muffin toaster for either the single person or family in mind. 6-2 is a two slice toaster oven and the G-4 is a four slice toaster oven. This allows either a busy college student or ingle person to have the ability to make a great breakfast without taking up extra space and for the busy working family to make multiple breakfast sandwiches at one time with the G-4. The 6-2 specifications are as follows: Color: Black, Weight: approve. 5 lbs. Dimensions: (Lox) in inches. Xix. The G-4 specifications are as follows: Color: Black, Weight: approve. Lbs. Dimensions: (Lox) in inches. Xx. Xx. Consumer Product Classification When looking at the three-way consumer product classification system, the 6-2 and G-4 would be classified as a convenience good. Most consumers are going to see our product when browsing through a store or while online browsing and decide to purchase the item without much thought or planning. This product is low cost and not purchased frequently by the same person. This is a product that most people are not going to compare price and quality for the most part.

This is not a specialty product even though it is purchased infrequently and most people do not shop around for twenty- five to thirty- five dollar appliances, so our classification of the G-2 and 6-4 is a convenience product. Target Market Company G will be focusing its new product on the college student and busy working class family where both spouses have to work. This will open the market too large area of the population due to the current economic conditions many people are Marketing Plan Make 1 318. 1. 5-06 By decaf going back to school to turner their career or a two income Tamil is needed to make ends meet.

Many of these people skip breakfast because the morning is very hectic and there is not time to make a good breakfast prior to starting their day. The space saving ability of this product and it’s low cost will appeal to many people in this area f the market because time, money and space are all big factors when dealing with people in this market area. Time is a huge factor for these type of people. The college student is often busy, studying, working, and going to class. They try to catch up on sleep and often wake up with Just a few minutes to get to class.

While they are getting ready in the morning, throwing on clothes and completing their morning hygiene they can throw an egg in the egg poacher and a bagel in the toaster. Then, when they are done getting ready they will have a nice breakfast sandwich ready to grab as they walk out the door. This scenario is very similar for the working family. Parents are busy trying to get themselves and their children ready for their day. So, why not have breakfast cooking while they are getting everyone ready? By purchasing the G-4, they can make two sandwiches at a time.

In less than 10 minutes, they can have breakfast ready for the whole crew (based on a standard family of four. ) This target market allows Company G to look at a large market basis, but still consolidate it enough to make the product attractive to a specific group of people that will see the usefulness of the product. Competitive Situation Analysis By using the Porter’s 5 Forces Model, we will be able to look at the competitive forces that could dramatically affect the success of the 6-2 and G-4 in the market. Porter’s 5 Forces Model looks at competitive rivalry, threats from new entrants, buyers, suppliers, substitutes.

By studying these threats Company G will be able to build and also change its marketing strategy to effectively market and produce a quality product successfully. Competitive Rivalry: Although there are other competitors who offer similar products and also have a rusted name in the market Just as Company G does, our name and low prices will allow us to enter effectively into this market where the G-2 and G-4 are to be placed. The introduction of our new product line will more than likely cause other firms to expound upon their current marketing strategies- causing strong competition in the beginning.

However, Company G is confident that the attractiveness of the product along with our company name and low price will allow us to be a strong competitor in the market. Threats from New Entrants: New entrants to the market could be the biggest threat to Company G. Although we are competitive and offer great pricing for our product, if a larger company such as LAG or Hamilton Beach decided to enter into the market, this could pose a threat to company G’s new product line. If these larger companies did choose to enter into the market, they may be able to produce a similar product with the same quality and at an even lower price.

The largest threat out of all the possibilities for Company G with regard to Porter’s 5 Forces Analysis is the new entrants. Threat from Buyers: The current economic situation and the growth of the internet gives the power of hooch is up to the buyer. This threat is seen as minimal for Company G due to our well recognized name and quality product at a low price, most people will see our product as a new and refreshing way to supply themselves with a way to make breakfast.

Threat from Suppliers: Due to Company G’s high credit rating and the relationships developed with suppliers in the past, Company G does not see much threat with suppliers supplying us the new raw materials and the assembly ready parts for the 6-2 and 6-4. Many suppliers are currently feeling the same economic strain and trying to meet their nonusers’ expectations at fair prices is Just as much a priority to them as product development is for Company G. Threat from Substitutes: Most people look for substitutes for two reasons: 1) Price and 2) Quality.

Because Company G prides itself in producing high quality items at a market bottom price, these threats are not that large in regards to the launching of the G-2 and 6-4. Company G also offers extraordinary customer service which allows us to catch and try to make right any issues customers may have had with our products. This consumer loyalty that Company G portrays to its customers allows us to keep a close allegations with our customers to prevent them from looking towards other substitutes. How the Internet impacts Porter’s 5 Forces: The internet has impacted how companies do business tremendously.

The internet has allowed consumers to research products more in depth and allow people to read reviews from people all over the world. It also allows Company G to gain bargaining power from suppliers because the ability to communicate with suppliers all over the world allows us to gain the upper hand in maintaining effective pricing on our supplies. It also gives us more options should one of our current suppliers run into a heritage. The internet provides the ability to contact other suppliers, so we can continue to our production standards with little or no delay.

SOOT Analysis By using a SOOT analysis, Company G can identify the strengths and weaknesses that will affect our marketing plan, as well as major opportunities and treats that are currently or potentially a possibility in our industry. The internal factors, both strengths and weaknesses, are areas that we can have control. While the external factors, opportunities and threats, are areas in which we can only react rather than control. Through a SOOT analysis, we will have a better overall understanding of our strategic position both within our company and the overall environment.

Strengths: The easy use of our product, the high quality and durability of our product and our ability to be the lowest cost producer are all strengths in our marketing strategies. Our recent concept and testing has shown that the ability to make simple choices with the push off button is very appealing to potential buyers. This is a notable strength within our marketing strategy. The obvious fact that you can cook an entire recast with the push off button will have as a positive impact on consumers.

The simplicity of the G-2 and G-4 will be a huge encouragement for people to buy our product. In addition to the ease of use of the 6-2 and 6-4 design, the testing performed by our company has shown that our appliance line is one of the most durable products on the market. While quality is considered one of the most important things to our target market Company G views this aspect of the 6-2 and G-4 as a core competency. This aspect of our product line is both beneficial to the consumer and a critical factor f the trends of the current market.

No matter what new trend is taking place, quality will always be a main factor in consumer purchases. The production process developed by our company has given Company G the TTY to market the 6-2 and 6-4 as the lowest cost producer which in turn can transfer the savings directly to our customers. Our production process also is seen as a core competency because our competitors cannot easily duplicate this process at a lower cost. Inevitably, cost is always a factor that influences the buying process, the amount of influence it has can vary from one consumer to the next.

Due to our low cost production and the ability to transfer the cost savings to our consumers, our product will be incredibly appealing because they can pay less for a great product without compromising the quality of the appliance they are purchasing. Weaknesses: Weaknesses within Company G’s promotion of the 6-2 and 6-4 include the fact that Company G is mainly associated with only electronics in the industry. Another factor that can affect the outcome of the 6-2 and G-4 product launch is the fact that these products are undifferentiated from substitute products within the industry at this time.

Limited knowledge of marketing in a new industry is another weakness Company G faces. While Company G’s logo is widely known within the electronics industry it is not well known in the home appliance industry. When entering the small appliance market, there is a chance that consumers will not trust our products as they are not known in this market. Company G will have to prove to our customers that Company G has the same quality in this market Just as we have in the electronics market. The other weakness is the fact that the G-2 and G-4 are undifferentiated from similar appliances out in the market today.

This also has the potential to cause Company G to run into problems in the early stages of our product launch into the market. Though there are several aspects of the G-2 and G-4 that are appealing to consumers, they will not easily be able to see the difference between our products and our competitors when Company G first enters into the market. As time passes, consumers will obtain the knowledge and see the differences between our product and our competitors. These facts will become known through consumer research and reviews and through customers beginning to recognize our name within the mall appliance market.

Although our marketing staff is highly experienced within the realm of the electronics world, the small appliance industry is a new challenge. This new challenge will require the marketing team of Company G to look at what consumers are wanting in small appliances. They may have to review how they market this product differently than they normally market their products. This new appliance line will be targeting a whole new group of people. This will require new and innovative ideas for bringing their product into the market place.

Opportunities: The growing internet market and international market are opportunities that are available to Company G to launch its new small appliance line. Over time, expansion of the small appliance line is another possibility for expansion within the market. The internet market is a growing resource for companies to explore new market areas within the world today. The implementation of companies such as Amazon and E-bay, the internet has exploded the ability for people to find different ways of purchasing products.

People no longer have to buy products from a brick and mortar store. With the explosion of the internet market, investing in this type of market will provide Company G a much larger consumer base that otherwise may not have been available. Looking into the international market can be a risky venture tort companies . Firms come to find that due to geological differences and cultural differences, products that are successful in the USA are not always successful in other countries. Company G’s new small appliance line has a great potential in the international market.

Being able to provide a space saving efficient way to make breakfast would allow many people in different countries to benefit from its new product. Many countries consumers live in much smaller dwellings compared to what US residents live. The G-2 and 6-4 will allow people in these countries to be able to make a good breakfast without having to take the time to turn on the oven and stand there and make their breakfast. They will be able to efficiently make breakfast while completing other tasks for the morning with a space saving appliance.

As with any new product, there is always the possibility of expanding the product line to include other appliances as well. With surveys and market research, Company G will be able to identify the need for new or improved items that we will be able to meet with the expansion off product line. Threats: A further downturn in the economy, the possibility of new entrants into the market and possible tax increases can be potential threats to the new line of appliances for Company G. The economy has been on a steady downward trend for several years now.

Most companies are reducing lines and options trying to find ways to make ends meet. As companies are cutting back on spending, so are consumers. Many consumers are only buying what is necessary and leaving liberty items on the back burner at this time. This could cause an uncertain state for the new product line of Company G. There are always new companies trying to enter into the market place. If another major company chose to enter into this market, the success of the 6-2 and G-4 would be unknown.

With our efficient production process, it is very possible we could still maintain hold within the market place. However, this would heavily depend on which firms entered into the market and their ability to produces similar products at competitive products. There are several indications of tax increases to businesses in the near future. Future increases in taxes would undoubtedly affect Company G’s bottom line and the ability to produce our appliance line in the exact manner in which we plan.

Marketing Objectives Company G will be able to better define the marketing needs for the G-2 and G-4 by identifying a marketing objective for the product, price, place, and how promotion will be completed. Product: Company G’s product objective is to inform college students, singles, and busy dual working households of the benefits of our product. This is expected to bring a 40 percent increase in sales within 2 years. Price: Company G plans on providing an introductory price point that will allow the 6-2 and G-4 to be competitive within the new market.

By providing an introductory price, this will attract consumers to the product, and then allow Company G to make price changes within the first year, subsequently increasing revenue to a higher percentage after the product launch price. Place: Company G will be making the G-2 and G-4 available in two major department stores within the first year and direct sales through the internet immediately. Promotion: Promotional goals are to increase product awareness within the college community and busy families by 25 percent within the first year.

Marketing Strategies To develop our marketing strategies, Company G will be using the 4 As of marketing- focusing on product, price, place and promotion. Using these tools, Company G will effectively and efficiently develop a plan that will be successful and objective for the launching of our new appliance line in the current market. Product Strategies: Explain how the 6-2 and 6-4 allows you to cook breakfast with only a few seconds f preparation without having to stand over the oven and watch your breakfast meat and eggs. Show how the 6-2 and G-4 are both efficient and time saving. Show difference of making the same breakfast sandwich by using a toaster and two frying pans or a griddle to make the same breakfast. ; Explain the development of higher quality and design as compared to similar products currently on the market today. Pricing Strategies: Use an introductory pricing method Company G will be providing the XX-2 and XX-4 at a lower price than other competitors for the first year. This will allow Company G to gain an advantage in the market. Attract busy working families and college students during the last two weeks in July and all of August and providing additional discounts during this promotional back to school period. ; Promote sales by providing coupons to current Company G customers that are familiar with our electronics line. Placement Strategies: Introduce the 6-2 and 6-4 on internet retail sites such as Amazon. Com and E- bay. Com. ; Contract with Meijer to supply the G-2 and G-4 and have a center isle display during the first month of the product launch. ; Contract with Target to apply the 6-2 and 6-4 to supply our product.

Promotional Strategies: Have product demonstrations at college campuses Product demonstrations and samplings at the above contracted suppliers. ; Include advertisement and coupon in Company G electronic items currently out in the electronics market. Tactics and Action Plan Product Action Plan: We will be doing college demonstrations at campuses during back to school weeks to inform college students and their parents of the new appliance line from Company G. Company G will also be doing product demonstrations of the 6-2 and G-4 at contracted shopping stores.

Who cannot effort to having dinner with their family in any expensive restaurants. We also think about our quality of service. Our slogan is customer is boss. Acme restaurant is located in 7/a Road. Diamond Dacha. It’s a new restaurant so for the first time we don’t have any branches. If we satisfied our customer through our better quality of service then we first run our business allover Dacha. We have different types of product with low cost. It’s a partnership business. We have three partners. We are very co-operative and conscious about individual’s task. We divided our working process point of individual’s ability of work.

I think we have some special features that can make us different than the existing restaurant in the market. Considering all the possible threats we can suggest the company that it will be profitable to enter this business. After estimating the cost and sales we can say that it will be profitable. So we think it is a good and appropriate marketing plan.

Management control: Incorporate management controls, tasks and support systems into our plan. However, it is such as:  tracking.

Important that we acknowledge in our plan some of the basic controls

• Time and attendance Scheduling.
• Operations checklists.
• Ordering procedures.
• Inventory control.
• Safety policies.

Liability reviews.

Principles ; Identification of Partners:

We have some principles to run our restaurant and that are-

• Integrity: We avoid those situations which can hamper our principles or produce any sort of conflict of interest.
• Experience: We are three partners of ACME RESTAURANT have over 15 years experience in this Restaurant sector.
• Cost Control: We always try to control our cost such as-labor cost, Raw- trial cost, Cost of sales and any other cost. We do this because another way to maximize the profit is cost reduction.

Objective:

We are very much concern to achieve two main objectives as we have set for our restaurant and those are l. Profit Minimization with the customer satisfaction, and II.

Quality Control.

Customer First: We believe that customer is the king of any business.

Food Production:

Most of the food will be prepared on the premises. The kitchen will be designed for high standards with efficiency and cleaned. Food will be made mostly to order and torte in large coolers in the basement.

Staffing:

This section should list the staff positions, the number of people needed for each position and the average rate of pay for the position.

List any recruiting plans or services we will use to hire our staff. Describe the hiring standards and interview process that will be used. This is not intended to be a labor cost projection. That will be addressed in the “financial projections” section of the business plan, to be discussed in a subsequent issue.

Customer service:

Describe plans for establishing service attitudes and policies. Include an overview on owe customer complaints will be handled and how the restaurant will go about getting customer feedback such as surveys or through mystery shoppers.

Suppliers:

We should list suppliers for specialty products that make our business unique. Show contingency plans for replacing key suppliers. If our concept relies on unique products like imported items then we’ll want to have a backup plan readily available.

Market Size:

Our market size will be not that much big like KEF or Pizza Hut but our quality will compete with their quality and that’s why our market size will be small but due to our excellent quality our demand will be high. We need to invest near about TX. 5 lace to initially run our restaurant.

To get the opportunity to make and grow a new exciting menu with a strong brand extra amount will be needed. We are offering our foods under Asian perspective. To meet our customer demand we will use 5 suppliers: one of them will provide us the basic raw foods, another will provide us freezing items, another will provide us packets or poly bags to wrap the food, and another will busy to provide us the information about our competitors, another we will use when we will face over demand. With sales in excess of TX. 9 lace, the market for restaurant food is substantial, and the opportunity to build and grow a new exciting product this revenue.

Although the market is mature with heavy buyer/seller saturation, it is heavily segmented on food quality, style, modality and price, promotional activities and distribution channels.

Market Trends:

Today the contemporary food outlet must maintain its appeal within an increasingly health-conscious market. Worldwide the “diet” continues to gain momentum and this means that products with less appeal to the diet-conscious will suffer reduced success. Entrepreneurs continue to derive extraordinary profits from ‘health- conscious’ ventures.

Acme has designed to make the most of the publics increasing nutritional conscience.

Target Customer Profile:

The market for Acme restaurant products covers a large area of diverse and densely populated groups. Although it will located in an area where people travel to eat. It is also an area known for restaurant and catering services. Based on our demographic group we are targeting:

• Local population – The local population of Diamond is quite good. Here we can find all kind of people like- higher class and middle class. Diamond is one of the most beautiful ; expensive city in Dacha. Colleges and Universities – Diamond has covered up by many colleges ; Universities. Around 40% schools, colleges, ; universities are located in Diamond. So, we are targeting those schools, colleges, universities as our target customer.
• Local businesses – In Diamond, there are also so many local businesses including private banks, corporate offices and so on. The food concept and product image of Acme will attract 3 different customer profiles:
• The student – More young people have developed healthy eating habits. Some also go through a “health food phase” while in college. The health conscious person of any age or sex – This includes anyone on a restricted or prescribed diet or those who have committed too healthy diet.
• Curious and open-minded – “if you try it, you will like it. ” Through marketing, publicity, and word-of-mouth, people will seek out a new experience and learn that nutritious food can be tasty, fun, convenient, and inexpensive.

Product  Services:

Acme Restaurant will be offering a menu of food and beverages with a distinctive image. There will be the bar facility as well where our customer can get hard drinks if hey want and also soft drinks.

There will be three ways to purchase these products; table service at the restaurant, take-out from the restaurant, and delivery to home or collection of ethnic and American items with a common theme – healthy (low-fat, low cholesterol, natural ingredients), flavor, and familiar. Our goal is to create the image of light satisfying and still nutritious food. We will try our best to serve as early as possible to our customer. We will try to make some differentiation among our product category and we will try to give some options to our customers.

Pricing: Acme” Restaurant will be offering a menu of food and beverages with a distinctive price. There will be different prices for different foods. But because our main goal is to provide healthy food, so there would be low price for every food to give the price advantage to all the people of different classes in the society. We will add 15% vat as government charged on food.