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Presentation for my Marketing Class at Rochester Institute of Technology
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Debriefing : CRED
Casey Conklin, Roberto Castillo, Eli Rogers, & Dinel Carvajal
Marketing Plan Strategies
Markets: Expand to different markets (larger and smaller), and regionally as well
Offices: Work towards opening at least two offices in one region
Segments: Continue to target two primary segments and expand to target one additional
Research and Development: Develop new features that will appeal to current and future target segments
Plan Deviations
Offices: Opened new offices in every possible location
Segments: By the end of Q8, targeted four total segments (instead of three)
Brand Development
● Appeal to needs and uses of consumers● Differentiation strategy● R&D investment Q5
RoadRunner:RoadRunner Vamp
PowerPro:PowerPro Cutter
vs. PowerPro Work
SmartStyle
Brands & Judgement
Original Brands: PowerPro (Workhorse) / RoadRunner (Traveler)Performance Q4
Brands & Judgement
Performance Q8
SmartStyle (Innovator): 83%
RoadRunnerVamp (Traveler): 79%
PowerProCutter (CostCutter): 80%
PowerProWork (Workhorse): 76%
Brand Demand
Performance Q8
Sales Channel Locations
Q1- Q3: Americas (Chicago), APAC (Tokyo)
Q6 : Americas (Chicago), APAC (Tokyo), EMEA (Paris, Warsaw, Abu Dhabi, Johannesburg)
Sales Channel Locations Contd.
Q8 : Americas (Chicago, Toronto, Mexico City, Sao Paulo) APAC (Tokyo, Shanghai, Mumbai, Sydney) EMEA (Paris, Warsaw, Abu Dhabi, Johannesburg)
Sales Force
Q1-Q3: 10 sales people across 2 regionsQ8: 297 across 3 regions in 12 sales locations
Sales Force Training/Promotions:1) Training Program ($750 per employee) 2) Demo Kit ($200 per employee)3) $400 BONUS for top third of employees across all regions and for all brands
Advertising StrategiesDesign- Combination of highlighting top uses and benefits. Q8 Top Rated Ads
PowerPro Cutter (CostCutter: 72)
RoadRunner 2Go
(Traveler: 72)SmartStyle
(Innovator: 70)
Advertising Strategies
Placement:1) Less local, higher regional inserts until Q8(Q8 - 116 Local / 128 Regional)
2) Top 3-4 regional advertising mediums for each segment
3) Remain competitive in number with Cognate Technologies Inc.
Pricing and Production
Pricing developmentProduction as a function
Price vs Demand
Performance (Goal vs Actual)
Goal: CC .20,INNO .10, MERC .20, WORK .35, TRAV .27, TOTAL .25Q3-Q8:CC .34,INNO .20, MERC .17, WORK .25, TRAV .23, TOTAL . 24Q8:CC .70,INNO .43, MERC .24, WORK .45, TRAV .38, TOTAL .44
Performance (Goal vs Actual) 2
Operate in at least 6 (12) markets
Refund initial investment plus 200% (162%)
Operate with a 50% (37%) gross margin
Division Profitability
Operating Expenses
Net Profit for Division
Cumulative Net Profit for Division
Accounting and Finance: Quarter 9
Significant Learning Points "AHA"
● Assuming one brand could target two segments
● Timing of opening offices● Other segments could be interested in a
product even if it's not built specifically for them
● Changes in strategy need to be made from an earlier stage of the emerging business
● Majority vote may not be the most effective decision making strategy
● All areas of business are interconnected
What Went Well
● Brand development● Predicting elasticity of demand● Timing of opening sales offices :First
mover advantage● Making use of market research
Competitive Outlook
● Large cash reserves● Operating in every market and office● Producing for 4 out 5 segments with
competitive ratings● Would need to invest in Research and
Development to move into first place
Questions?
Comments?