Team 4: Catherine Glynn, Ashley Hough, Dave Hritz, Michael Jackson, and Sean Julien

Marketing Strategy Plan

SITUATION ANALYSISPresented by Michael Jackson

The Competitive Environment

Competitive Pressures

• The Goddard School– National franchise- 47 locations nationwide– 12 locations in Miami Valley area– Hours are flexible: half or whole days– Before and after school programs

• First School– One location in Centerville– Program intends to inspire intellectual curiosity

Competitive Pressures

• La Petite Academy– National franchise with 4 locations in Miami Valley

area

• Mini University– 4 centers in Dayton area: Wright State University,

Miami Valley Hospital, Montgomery County Center, and Miami University

– Accredited by NAEYC

Competitive Pressures

• Primrose Schools– National franchise in 15 states– Education-based

• KinderCare Learning Centers– Eleven locations in Miami Valley– Accredited by NAEYC

Economic Conditions• Worst of recession is over• Jobless recovery

Political, Legal and Regulatory Issues

• National Association for the Education of the Young Children

• Resources for Infant Educators• Ohio Department of Education

Changes in Technology

• Increasing emphasis on web search

• Computers in the classroom • Social media gaining ground

• Importance of CRM

Sociocultural Trends

• Overall decrease in birth rates in the United States• Birth rates for women over thirty-five have increased• National childcare franchises increase marketing

spending to boost enrollment• These campaigns can improve poor perceptions of

quality standards• Smaller centers are at a disadvantage

Current and Potential Clients

• Demographic– UD faculty/staff– UD students– General public

• Geographic– Live and work in Dayton area

• Psychographic– Mothers key players, father influence

Product Uses

• Users-Parents use the Bombeck Center for educational childcare for their children during workdays

• Influencers-Clients’ friends, family, and colleagues can influence the decision to purchase

• Purchase-Usually purchase for an entire year for one child

• Options to pay monthly and weekly

Purchase

• Where– Tuition paid directly by cash or check– Title XX- paid for by Ohio’s Department of Job and

Family Services• When– 7:30am-6:00pm– Calendar synched with UD’s

• Registration:– Priority rank– Seasonal registration: 4 new students each January,

May and August

Reasons for Non Purchase

• Waiting list• More expensive than its competitors• Clients unaware of educational curriculum• Only one location

Current Marketing Goals/Objectives

• Increase awareness• Congruent• Encourage stronger brand presence• Differentiate itself– ECE

Review of Current Marketing Performance

• Current Performance- steady but poor• Great word of mouth exposure• Other marketing efforts could use

improvement

Organizational ResourcesTable 11: Annual Income

Income Amount in $11,13

Income Source

1,212,000 Tuition (85% enrollment)50,000 Food Program

Compensation24,000 SUTQ Award20,000 Leadership and Advocacy

Program50,000 Sponsorship by School of

Education and Allied Professions Dean

1,356,100 Total Income

Table 12: Annual IncomeExpense Amount

in $11,13

Expense Source

160,000 Operating Budget

1,200,000 Personnel

1,360,000 Total Expenses

Capital Resources

• Main facility• HR– SOEAP administration– Staff

• Resource Development– No plans for expansion in Master Plan for 2020

Culture and Structure

• Morale is currently optimum• Open communication• Basis on ECE• Share Marianist values with UD• Structural change: new dean, Dr. Kevin Kelly

SWOT ANALYSISPresented by Sean Julien

Internal Strengths

• Strength 1: Demonstration school offering high quality learning- based childcare and play – ECE Undergraduate students– SOEAP on the cutting edge of research

• Strength 2: Diverse faculty and administrative body– Childrens’ experience: exposure to many

perspectives and cultures while they learn and play• Enhances learning experiences

Internal Strengths

• Strength 3: Kids remain with their own specific teacher for the entire academic year– The parents know that their

children are in familiar hands• Sense of security for parents• Kids gain trust from the same

instructor

Internal Strengths

• Strength 4: The highly qualified faculty and staff– Parents assured that the instructors are equipped

with education degrees • Better suit their children’s needs

– Other childcare providers do not have the same credentials

Internal Weaknesses

• Weakness 1: Lack of experience with business and marketing– Limited in its abilities to successfully promote the

educational benefits that it offers– Other childcare centers in the area are franchises• Corporate support for marketing the benefits they offer

Internal Weaknesses

• Weakness 2: Unable to expand its current facility– Cannot build a second floor– Cannot purchase directly surrounding land

because of zoning restrictions– Most other childcare centers have the opportunity

to expand current location

Internal Weaknesses

• Weakness 3: Poor Website– Not controlled by Bombeck Center staff– No online payment system– Not user friendly– Some of our competitors have a professionally

done website• designed to fit their brand needs

Current Website

Have they ever visited the website?

Table 8: Have you ever visited the website?

Answer % of Respondents

Yes 80

No 20

Total 100

What do they think of the website?

Table 9: How would you rate the website?

Rating % of Respondents

Good 51

Fair 27

Excellent 14

Poor 5

Don’t Know 3

Total 100

What can we do to improve the website?

What can we do to improve the website?

Table 10: Suggestions for Website Improvement

Suggestion % of Respondents

Update it 38

Info on programs and closings 19

Links to parent resources 13

Info on pricing and waiting list 6

Designed to distinguish Bobmeck from other centers 6

Create their own 6

Total 100

External Opportunities

• Opportunity 1: Potential for national recognition for its ACCESS Curriculum– Get published in academic journals– Post published achievements on

website

External Opportunities

• Opportunity 2: Capitalize on the increased use of social media among its clients– Use Facebook and Twitter to more easily

communicate with current and potential clients• News, events, and daily activities

External Opportunities

• Opportunity 3: Use UD’s acquisition of the NCR property as a means of expanding to another location– Offer UD employees and the public more

convenient access to childcare

External Threats

• Threat 1: Slowly recovering economy- clients could lose jobs – Remind clients that ECE is an “investment” that

will “pay off” after troubled times pass– Consider creating need based scholarships

External Threats

• Threat 2: SOEAP recently hired a new dean– Sense of uncertainty about

policies/procedures– Show value of Bombeck Center– Continue mutually beneficial

relationship with SOEAP– Ensure that all actions are in step with

the Bombeck Center

SWOT MATRIXSTRENGTHS:• Demonstration School for the School of Education• A diverse faculty and administrative body• Close relationships between children and staff• Qualified faculty and staff

OPPORTUNITIES:• Spread nationally recognized education program• Marketing using social media• Expand into recently purchased NCR property

WEAKNESSES:• Lack of business and marketing expertise• Lack of technology expertise• Unable to physically expand facility

THREATS:• Jobless economic recovery: parents may find cheaper childcare elsewhere• Uncertainty about policies of new dean of the School of Education

MARKETING GOALS & OBJECTIVESSTRATEGIC OPPORTUNITY MATRIXPresented by Ashley Hough

Current Mission Statement

The Bombeck Family Learning Center’s mission is to provide a high quality early childhood care and education program for young children, and a best practice demonstration setting for early childhood professionals.

What should a Mission Statement include?

1. Who are we?2. Who are our clients and what do they

value?3. What does our organization stand for?4. What makes our organization unique?5. What impression does this organization

want key publics to have of us?

Proposed Mission Statement

The mission of the Bombeck Family Learning Center is to satisfy the wants and needs of families, the early childhood education profession, and society by providing a high quality early childhood care and education program for young children, in a best practice demonstration setting for early childhood professionals, in the Marianist tradition.

Current Vision Statement

The University of Dayton’s Bombeck Family Learning Center is a learning community which provides leadership in the early childhood education field through implementation and demonstration of research based, developmentally appropriate practice for young children and professional development for early childhood professionals in a collegial, collaborative and quality environment.

Proposed Vision Statement

The Bombeck Family Learning Center aspires to become a national leader in early childhood education by promoting physical, cognitive, social and emotional development in young children while building strong relationships with client families and early childhood education professionals.

Marketing Goal 1Achieve national recognition for best

practices in early childhood education and childcare

Objective 1: Attend national conferences on early childhood education

Objective 2: Attain a Top 10 National Childcare Ranking by the U.S. News and World Report

Objective 3: Investigate the practices and curriculums at other demonstration schools at a national level

Marketing Goal 2Maintain enrollment

Objective 1: Build stronger relationships with parents through social media marketing

Objective 2: Devise a CRM system to store and gather information about clients

Marketing Goal 3Spread the word about the quality educational

childcare at the Bombeck Center

Objective 1: Create and maintain a social media presence with clients that emphasizes achieved accreditation standards, awards received, and unique relationship with the University of Dayton

Objective 2: Use promotional materials via the University of Dayton to ensure that present and future clients understand the fact that the Bombeck Center is a demonstration school

Marketing Goal 4Possess and update a website that is

independent of the University of Dayton

Objective 1: Acquire full ownership of website from UDit and SOEAP

Objective 2: Increase visits to website of current and potential clients

Marketing Goal 5Create an internal marketing program

Objective 1: Marketing intern provides a seminar to the staff about the marketing goals and objectives so they can better market to current and potential clients

Objective 2: Create marketing strategy plan for future marketing interns to use and implement with personnel of the Bombeck Center

Marketing Goal 6Long-term expansion that parallels the

University’s Master Plan for 2020

Objective 1: Acquire University support by becoming integrated in the Master Plan

Objective 2: Find a facility to provide another location for the Bombeck Center - possibly at the new UD facility at the former NCR headquarters

Objective 3: Acquire necessary financial resources to fund a second location of the Bombeck Center

Objective 4: Hire necessary personnel to work at the second location of the Bombeck Center

Strategic Opportunity MatrixPRESENTPRODUCT

NEWPRODUCT

PRESENTMARKET

MARKET PENETRATION STRATEGY

Marketing researchProduct differentiation

Gain market shareLowest risk

“Product Positioning”

PRODUCT DEVELOPMENT STRATEGY

Marketing researchProduct development

Product differentiationMedium risk

“Flanker Brand”

NEWMARKET

MARKET DEVELOPMENT STRATEGY

Marketing researchMarket segmentation

Product differentiationHeavy promotion

Medium risk“Market Segmentation”

DIVERSIFICATION STRATEGYMarketing research

Market segmentationProduct differentiation

Mergers, acquisitions, joint venturesHighest risk

“Diversification”

MARKETING STRATEGIESIMPLEMENTATIONPresented by David Hritz

First Target Market

Caring Caroline and Carl

Caring Caroline and Carl

• Benefit sought: – Quality childcare during weekdays

• Identifying characteristics:– Married– Caucasian– Live in South Dayton neighborhoods- Oakwood, Kettering, Centerville,

Washington Twp– Usually have at least a 4 year college degree– Work full time in the Dayton area– Professionals– Annual Household income: $50,000-$100,000

Marital Status of Respondents

Table 1: Marital Status of Respondents

Marital Status % of Respondents

Married 92

Divorced 4

Separated 2

Single, Never Married 2

Total 100

Average Household IncomeTable 6: Average Household Income

Average Household Income % of Respondents

$1-$50,000 7

$50,001-$100,000 39

$100,001-$150,000 32

. $150,001-$200,000 16

$200,001-$250,000 2

.$250,001-$300,000 5

$300,001-$350,000 0

$350,001-$400,000 0

$400,001 or more 0

Total 100

Behavioral Characteristics

• Think of the childcare service provided by the Bombeck Center as a specialty product– Talk about childcare with their friends, colleagues,

and neighbors • Create a sustainable competitive advantage

through:– High quality care that stems from qualified staff– Research-based methodology – Early Childhood Education students

Respondents’ Family Career Situation

Table 2: Family Career Situation

Family Career Situation % of Respondents

Dual Career Family 57

Full Time Career with Part Time Working Spouse 28

Single Career Family 7

Single Working Parent 9

Total 100

• Value Proposition: Safe, loving and nurturing childcare and education is offered at the Bombeck Center for working parents who seek loving care for their children.

• Integrated Marketing Communications– Images of nurturing, loving, and safe– Instructors speak with clients about quality care– Refer a Friend– Highlight relationship with UD

Second Target Market

Learning Oriented Lisa and Luke

Learning Oriented Lisa and Luke

• Benefit sought: – Quality education for their kids during weekdays

• Identifying characteristics:– Married– Caucasian– Live in South Dayton neighborhoods- Oakwood, Kettering, Centerville,

Washington Twp– Have at least 4 year college degree, or graduate degree– Work full time in the Dayton area– Professionals– Annual Household income: $100,000

Respondents’ Level of Education

Table 3: Respondents’ Level of Education

Level of Education

% of Respondents

Postgraduate Work/Degree 72

4 Year College Graduate 21

Some College 6

Total 100

Behavioral Characteristics

• Think of the childcare service provided by the Bombeck Center as a specialty product– Not satisfied with “just childcare”

• Create a sustainable competitive advantage through:– High quality education from qualified staff– Research-based methodology – Early Childhood Education students

• Value Proposition: Early childhood learning and personal development are the benefits offered by the Bombeck Center to parents who highly value their young children’s education and growth.

• Integrated Marketing Communications– Images of kids learning– Highest quality ECE – Highlight relationship with UD

Marketing Strategy and Implementation

MARKETING STRATEGY

APPROPRIATE INAPPROPRIATE

MARKETINGIMPLEMENTATI

ON

EFFECTIVESuccess

All measurable targets met for sales growth, market share,

and profits

RouletteGood execution mitigates poor

strategy, and gives management time to see and correct mistakes; or it could

hasten failure.

INEFFECTIVE

TroublePoor execution hampers good strategy. Management may never become aware of how

good the strategy is.

FailureThe appropriateness of the strategy is hard to diagnose because a poor strategy is masked by the inability to

execute effectively.

Structural Issues

• Director, SOEAP administration and instructors should understand marketing goals and objectives

• Marketing Intern– Internship lasts 1 year– Start at 10 hours per week

• Marketing Advisor– UD Marketing Faculty– 1.5% increase in pay for efforts

Overcoming Resistance to Change• Understand “what’s going on”– Introductory seminar to employees– Updates as necessary on changes– Understand how employees fit in the bigger

picture of promoting the Bombeck Center brand

• Open lines of communication• Coordination with SOEAP• Employee empowerment

Tactical Marketing ActivitiesSpecific Tactical Activities

PersonResponsible

RequiredBudget

CompletionDate

Product Activities1. Continue researching best practices2. Step Up to Quality award3. Internal Marketing4. Follow-up Survey

Diana Smith & StaffDiana Smith & Staff

InternIntern

$ 500.00 2.8 %$ 500.00 2.8 %$ 0.00 0.0 %$ 571.00 3.0 %

ContinuousContinuousContinuousJan., 2015

Pricing Activities1. Discount for multiple children enrolled at the same time – 15% off2. Referral program – 10% off for six months

Diana Smith & StaffDiana Smith & Staff

$ 1,000.00 5.6 %$ 1,000.00 5.6 %

ContinuousContinuous

Tactical Marketing Activities Cont’dSpecific Tactical Activities

PersonResponsible

RequiredBudget

CompletionDate

IMC Activities1. Advertising2. Personal Selling3. Sales Promotion Items a. Magnet b. Mouse pad Calendar c. Travel Mug d. Shirts e. Pen4. Publicity5. Public Relations a. E-mails b. Monthly Newsletters – mailed c. Update Website

InternDiana Smith, Staff, &

InternIntern

Diana Smith, Staff, & Intern

Diana Smith, Staff, & Intern

$ 3,000.00 16.8 %$ 1,000.00 0.0 %$ 4,240.00 23.8 %$ 125.00 0.7 %$ 900.00 5.0 %$ 800.00 4.5 %$ 2,100.00 11.8 %$ 315.00 1.8 %$ 500.00 2.8 %$ 1,200.00 6.7 %$ 1,000.00 0.0 %$ 1,000.00 5.6 %$ 200.00 1.1 %

Dec., 2010ContinuousDec., 2010

ContinuousContinuous

Human Resources Activities1. Marketing Intern2. Marketing Advisor

Diana SmithDiana Smith

$ 4,300.00 24.1 %$ 1,500.00 8.4 %

Aug., 2010Aug., 2010

TOTAL BUDGET $17,840.00 100.0 %

EVALUATION & CONTROLRESEARCH RECOMMENDATIONSPresented by Catherine Glynn

Formal Marketing Control

• Recruitment and selection procedures– Instructor recruitment: on basis of KSAs in Early

Childhood Education and qualifications– Training: Continue necessary programs from

SOEAP– Internal Marketing: introduction training seminar,

weekly updates to Diana Smith

Formal Marketing Control

• Recruitment and selection procedures– Marketing Intern: MKT student who has taken or

currently enrolled in MKT 455– Marketing Advisor: current full-time faculty in

MKT department– Consideration for another Marketing Intern if

needed

Formal Marketing Control

• Financial Resources– Control per present system, under Diana Smith

and SOEAP– Meet with SOEAP Dean to discuss additional

funding for expansion

• Capital Outlays– Develop plans with SOEAP to address expansion

to former NCR headquarters

Research and Development Expenditures

• Trends in childcare and ECE fields• Competitive Intelligence• Customer Intelligence• Situation Analysis• Modify Marketing Strategy Plan

based on changes in environment

Process Control Mechanisms

• Evaluation and Compensation– Intern gives weekly status reports– Intern receives $9 per hour– Internal marketing: employees’ commitment

• Authority and Empowerment– Empower employees with information regarding

marketing strategy plan

Internal Communication

• Intern is key• Brief presentation to employees on marketing

strategy plan– Highlight what employees can do to help achieve

our goals and objectives

• 360 degree communication

Organizational Chart

Management Commitment

• Management commitment to strategic marketing plan– Diana Smith’s commitment– Support from SOEAP administration

• Management commitment to employees– Diana Smith’s commitment and support to staff

and intern– Address questions and concerns as necessary

Performance Standards• Product– Evaluated by continued achievement of Step Up

to Quality award– Positive internal marketing program– Feedback from follow-up questionnaire in 2015– Corrective actions• Employee feedback• Punishment at discretion of Diana Smith

Performance Standards

• Price– Evaluated based on success of discount programs

• Multiple children- 15% off• Refer-a-Friend- 10% off for first 6 months

– Corrective Actions• Discretion of Diana Smith, Marketing Intern and Marketing

Advisor

• IMC– Evaluated by accordance with marketing strategy plan– Corrective Actions

• Keep adjusting until standards are met or exceeded

Marketing Audits

• Marketing activities directly monitored by:– Marketing Advisor– Diana Smith– SOEAP

• Also responsible for conducting marketing audit

• Follow-up questionnaire on performance of IMC campaign

Informal Marketing Control

• Employee self-control– Satisfaction with jobs – Commitment to: organization and marketing strategy

plan• Employee social control– Share Bombeck Center’s values– Act in the Marianist tradition

• Sense of community and respect for everyone

• Employee cultural control– Currently conducive to successful implementation

Recommendations for Future Marketing Research

• Secondary Research Recommendations:– Continue researching best practices in ECE field– Research best marketing practices at ECE Centers

around the country

• Primary Research Recommendations:– Follow-up questionnaire in 2015 to gauge

marketing performance

Proposed Logo and Slogan

Proposed Promotional Items

Travel Mug & Mug

Polo

T-Shirt

Front Back

Questionsand

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