Strayer Marketing Plan Week 6 Slide Drafts The first attachment is the peer responses in which you must provide a response. The 2nd attachment is the Assig

Strayer Marketing Plan Week 6 Slide Drafts The first attachment is the peer responses in which you must provide a response. The 2nd attachment is the Assignment requirements. The 3rd attachment is the PowerPoint Slide. The slides are provided with instruction on what should be on each slide just remove/add the information that is required. You should start on slide 8.You are still using CoreLogic as the company and the product is the Property Tax Estimator. David’s Post
Hello Class,
Considering the topic for this week, I believe that McMaster-Carr offers 3 out of the 5
levels in the B2B elements of value pyramid. Within those levels, McMaster-Carr meets
several elements such as regulatory compliance, product quality, availability, and
responsiveness to name a few (Almquist et al., 1). For example, there are numerous
products that we have that have some form of restriction on which type of platform a
product can ship on. Products that contain flammable material may be restricted to fly
on a plane, but it is suitable to be carried on a vehicle. Additionally, McMaster-Carr has
a long standing of delivering products same or next day, and to meet customers
expectation, they will pay a higher premium to carriers to ensure those products get to
the customer.
I also believe that McMaster-Carr provides 2 out of the 5 levels in the B2B elements of
value pyramid with its employees. They offer great perks and provide hope for some of
their employees. For example, some employees may have a hard time to conceive a
child. McMaster-Carr offers, free of charge, two In Virto Fertilization test for those
employees who are unable to conceive naturally. If that process does not work, they
also provide a substantial amount of money for adoption. Furthermore, McMaster-Carr
meets the psychological needs of its employees according to Maslow’s hierarchy of
needs.
I believe this all ties into Kotler and Keller achieving excellence in the services
marketing section of our textbook. Kotler and Keller state, in the service sector,
excellence must cover broad areas of marketing: external, internal, and
interactive. External marketing describes the normal work of preparing, pricing and
distributing the service to customers well. Internal marketing describes the training and
motivating employees to serve customers well. Combined, the interactive marketing
describes the employees’ skill in serving the client (Kotler and Keller, 2). By meeting
several elements in all levels of the B2B elements of value pyramid, McMaster-Carr can
achieve excellent customer loyalty.
References:
1.
2.
Eric Almquist, Jamie Cleghorn, and Lori Sherer. 2018. The B2B Elements of Value. Harvard Business Review
Philip Kotler and Kevin Lane Keller. 2016. A Framework for Marketing Management. Pearson Education, Inc.
Caren’s Post
Dr. Robinson and Class,
Coaching with Caren is referred to as a pure service meaning it is intangible and inseparable
(Kotler & Keller, 2016, pp. 160-161). The authors go on to explain that services are high in
experience and credence qualities and have a higher risk associated with purchases (Kotler &
Keller, 2016). I have used this information when considering the elements of value that best
match or suite the company. I have not included table stakes or functional as those are
requirements to be in business.
The Elements of Value Pyramid we match the needs of Emotional, Life Changing and Social
Impact. In the emotional category, the services provided encourage wellness, reduces anxiety,
rewards the client, & includes access. Whereas in the Life Changing needs category we offer
hope, motivation, feelings of belonging, and self-actualization and our ultimate goal is having the
client realize self-transcendence (Almquist, Senior, & Bloch, The Elements of Value: Measuring
and delivering what consumers really want, 2016).
The B2B Elements of Value we focus on the ease of doing business category and individual
value. Because the B2B Elements of Value apply to both C2B and B2B for our company, we
strive to build relationships by way of being responsive, offering expertise, cultural fit,
flexibility, and risk reduction; while empowering growth & development and finding purpose.
(Almquist, Cleghorn, & Sherer, The B2B Elements of Value; How to measure and deliver what
business customers want, 2018)
This combination of elements best match the company and will give us a competitive advantage,
primarily due to our versatility and flexibility. We cannot be all things to all people. However,
we will be flexible and will work with clients outside of our target market. We will not turn
away those seeking a life or business coach to better themselves or for assistance navigation lifechanging events.
Works Cited
Almquist, E., Cleghorn, J., & Sherer, L. (2018, March-April). The B2B Elements of
Value; How to measure and deliver what business customers want. Harvard
Business Review. Retrieved February 2, 2019, from The Harvard Review:
www.hbr.com
Almquist, E., Senior, J., & Bloch, N. (2016, September). The Elements of Value:
Measuring and delivering what consumers really want. Harvard Business
Review. Retrieved 02 02, 2019, from Harvard Business Review: www.hbr.org
Kotler, P., & Keller, K. L. (2016). A Framework for Marketing Management: Marketing in
the Global Environment (6th ed.). Boston: Pearson Education.
Assignment.
Marketing Plan
Marketing Plan – Week 6 Slide Drafts
(Due by Sunday, midnight of your time zone in Week 6)
Week 6 Instructions:
• Download and save this Template: Week 6 Draft Slides
• Draft the following Slides this Week:
o B2C or B2B Target Markets (B2C slides 7-12; B2B slides 13-17). What
markets are currently targeted?
▪
What approach is being taken (undifferentiated, differentiated, concentrated,
or micromarketing)?
▪
What is recommended (support your recommendation with research)?
Competitive and SWOT Analysis (Slides 18 and 19)
Who are 2 of your major competitors? Be sure to address pricing, features,
and benefits.
Compare your product/service to major competitors
o
▪
▪
▪
Suggestion: use the table included in the Marketing Plan PowerPoint Template and
include your competitive analysis information
Marketing Plan
CoreLogic Inc.
ASHLEY MURRAY
DR. MARK ROBINSON
JANUARY 27, 2019
JWI518
Table of Contents-Agenda

Table of Contents-Agenda

SWOT Analysis

Executive Summary

Competitive Analysis

Description of ProductService

Pricing Strategy

Product Life Cycle

Value Proposition

Feature and Benefits

Marketing Promotion

Marketing Goals and
Objectives


B2C Target Markets Overview
and Target Market Segments
Budget – Traditional
Media, Social MediaDigital Media

Distribution Strategy

Marketing Measurements /
Marketing Metrics

Reference Page

B2B Bases for Business
Segmentation
Executive Summary

Company Name: Use the company you’ve
been discussing in your weekly DQ; if you are
starting your own company create a
hypothetical name, i.e., Mark’s Car Detailing
Service, LLC; Bob’s B&B, etc.

Create a high-level summary of the plan’s
content and purpose; what will be the
result once you execute your marketing
plan?

One slide only
Description of Product/Service

Product: Property Tax Estimator

A tool to serve as the cornerstone for your real
property tax data procurement process.

Property Tax Estimator helps deliver a
comprehensive view of real property tax
information for a specific address, even for new
construction loans.

This product is owned by CoreLogic through the
Tax Operation segment of the company.
Product Life Cycle Stage

Property Tax Estimator is in the Growth Stage
Features
Benefits
*Provides quick address
verification
*Build trust and manage
expectations by delivering
accurate, timely
information to your
homeowners.
*Access estimated annual
tax amounts as well as the
most current actual tax
amount available in our
database.
*Increase loan officer
productivity and accuracy
Valid addresses get a
response with agency
information including new
construction
*Use a consistent process
to estimate closing and
escrow amounts
*Access accurate real
property tax information
for a specific property
address at the time of loan
application
*Faster and accurate
closing
Features
and
Benefits
Build brand
awareness
Public
relations
media
placements
Mix of
products or
services
Increase
market
share
Increase
sales
Marketing
Goals
B2C-B2B Market Segmentation


If your marketing plan company sells in a Business-to-Consumer
(B2C) marketplace; non-profits use B2C

Use and complete slides 9-13

Delete slides 14-18
If your marketing plan company sells in a Business-to-Business
(B2B) marketplace

Use and complete slides 14-18

Delete slides 9-13
B2C Target Markets Overview

What approach is being taken (undifferentiated,
differentiated, concentrated, or micromarketing)?
(Chapter 6, Full Market coverage section)
B2C Segmenting by
Geography
Bases for Segmentation
(See Table 6.1 in textbook)
 Geographic
 Demographic
 Psychographic
 Behavioral
 FILL
IN DETAILS
BELOW THEN
DELETE THIS TEXT
 Nation or country
 State or region
 City or metro size
 Density
 PRIZM
B2C Segmenting by Demographics
Bases for Segmentation

(See Table 6.1 in textbook)
 Geographic
 Demographic
 Psychographic
 Behavioral
FILL IN DETAILS
BELOW THEN DELETE
THIS TEXT
Age, race, gender
 Income, education
 Family size
 Family life cycle
 Occupation
 Religion, nationality
 Generation
 Social class

B2C Segmenting by Psychographics
Bases for Segmentation
(See Table 6.1 in textbook)
 Geographic
 Demographic
 Psychographic
 Behavioral

FILL IN DETAILS BELOW
THEN DELETE THIS TEXT
 Lifestyle
(VALs,
Figure 6.1 in
textbook)
 Activities
 Interests
 Opinions
 Personality
 Core
values
B2C Segmenting by
Behavioral
Bases for Segmentation
(See Table 6.1 in textbook)
Geographic
 Demographic
 Psychographic
 Behavioral


FILL IN DETAILS BELOW
THEN DELETE THIS TEXT
Occasions
 Benefits
 User status
 Usage rate
 Loyalty status
 Buyer-readiness
 Attitude

B2B Segmenting by Demographics
Bases for Segmentation
(See Table 6.2 in textbook)
 Demographics
 Operating
Variables
 Purchasing
Approaches
 Situational Factors
 Personal
Characteristics
 FILL
IN DETAILS
BELOWTHEN DELETE
THIS TEXT



Industry(ies)
Company size: # of
employees or by
annual sales-revenues)
Location
B2B Segmenting by Operating
Variables
Bases for Segmentation

FILL IN DETAILS BELOW
THEN DELETE THIS TEXT

Technology

User or nonuser status

Customer capabilities
(See Table 6.2 in textbook)
Demographics
 Operating Variables
 Purchasing
Approaches
 Situational Factors
 Personal
Characteristics

B2B Segmenting by Purchasing
Approaches
Bases for Segmentation
(See Table 6.2 in textbook)

Purchasing functions
 Power structure
 Nature of existing
relationships
 General purchasing
policies
 Purchasing criteria

Demographics
 Operating Variables
 Purchasing
Approaches
 Situational Factors
 Personal
Characteristics

FILL IN DETAILS BELOW THEN
DELETE THIS TEXT
B2B Segmenting by
Situational Factors
Bases for Segmentation
(See Table 6.2 in textbook)
Demographic
 Operating Variables
 Purchasing
Approaches
 Situational Factors
 Personal
Characteristics


FILL IN DETAILS BELOW
THEN DELETE THIS TEXT
Urgency
 Specific application
 Size of order

B2B Segmenting by Personal
Characteristics
Bases for Segmentation
(See Table 6.2 in textbook)
Demographic
 Operating Variables
 Purchasing
Approaches
 Situational Factors
 Personal
Characteristics


FILL IN DETAILS BELOW
THEN DELETE THIS TEXT
Buyer-seller similarity
 Attitude toward risk
 Loyalty

SWOT Analysis
S
Strengths
W
•Advantages
•Experience, knowledge
•Unique caracteristics
•Resources
•Geographical advantage, location
•Competence, capabilities
•Quality, reputation
O
Opportunities
•Strategic alliances, partnerships
•Product development
•Import, export
•Innovation an technology development
T
Weaknesses
•Disadvantages
•Gap in experience, knowledge
•Financial aspects
•Reliability and trust
•Loss of key staff
•Geographical factors
Threats
•This is an example text.
•Loss af alliances and partners
•Price infaltion/deflation
•Strong competition
•Competitors new products and innovation
Competitive Analysis


Who are the two major competitors – pricing,
features, benefits, differentiators, target
markets?
Compare your product/service to 2 major
competitors

Recommendation: create a table with comparative
competitive information (include your product at
the top or in the left hand column); on the next
slide, provide overview bullet points analyzing what
the comparative information shows.

One slide only; an example is on the next slide

Complete slide 21 then delete this slide
Competitive Analysis Chart
[YOUR COMPANY]
[COMPETITOR #1]
[COMPETITOR #2]
OVERVIEW: The program includes…
OVERVIEW:
OVERVIEW:
ADDITIONAL VALUE:
ADDITIONAL VALUE:
DETAILS:
DETAILS:
COST:
COST:
High-level look at each competitor
or competitor’s product. Include
your own company as well, so you
can compare and contrast.
ADDITIONAL VALUE:
Beyond basic overview, what value
do they provide to a potential
customer?
DETAILS:
Get a little deeper into the details
of each product or service
COST:
Cost always an important
comparison, but should never be
looked at alone. By understanding
the value and details of the
product, you can better compare
Pricing Strategy


Pricing Strategy
Identify the price for your
product/service.

Explain why the price better supports the
marketing objectives

Consider placing your pricing plan in a
table for readability
See chapter 11
 One slide only

Value Proposition

Describe the target audience, who
are they? Why would a customer buy
it? What is the value that it delivers?

Create a 2-3 sentence value proposition
statement encompassing information
above. Then add in 3-5 bullet points as
to what you are offering your customers
(Value Pyramid)
 One
slide only
Marketing Promotion

Marketing promotion (try to use a combination of
traditional and social media / digital marketing
tools); this slide must sync with the Budget slide


List marketing communications mix and promotion
tools that support marketing objective(s); See Table
14.1 from the printed version of the textbook

Social media (Facebook, Instagram, Twitter, LinkedIn, YouTube, Pinterest
etc.); review Assignment 2

Mobile marketing – Mobile apps for smartphones, tablets, and ‘phablets’
Which initiatives should be included in each
stage of the Product Life Cycle?


See Tables 9.4 and Tables 14.1 for ideas
No more than 2 slides
Marketing Budget

Budget

Estimate the cost of the marketing campaign
using slide 24 Marketing Promotion as a guide

Note: B2B companies spend between 2-4% of
annual sales between traditional and digital
marketing; B2C spend between 4-6% of sales)

Create a marketing budget table. Allocate the appropriate
cost to each marketing activity tool

Two slides – traditional media, social-digital media (see next 2
slides for template)

Delete this slide from final marketing plan
Sample Marketing Budget –
Traditional Media
Marketing Activity (2016-2017)
Budget Amount
Television/Cable TV
$0
Print Media
$0
Radio
$0
Billboards in airports, train stations, subway
systems
$0
Cinema ads
$0
Direct marketing – mailings
$0
Telemarketing
$0
Outdoor Billboards
$0
Bus Advertisements
$0
Total
$0
Sample Marketing Budget – Digital
Media
Marketing Activity (2016-2017)
Budget Amount
Search ads (paid search or pay-per click; display,
banner ads)
$0
Email marketing campaign
$0
Google AdWords
$0
Text blasts
$0
Facebook
$0
Twitter
$0
YouTube
$0
Snapchat
$0
Instagram
$0
Mobile app(s)
$0
Total
$0
Distribution Strategy – Products
Only

Ignore this slide if your marketing plan company is a service or non-profit

Channels of distribution

Summarize channels of distribution.
Do you recommend direct
channel, indirect channel, or multiple channels?
Direct marketing channel has no intermediary levels; the
company sells directly to consumers. Indirect marketing
channels contain one or more intermediaries

See Chapter 12 and the section titled Identifying Major
Channel Alternatives

See the next slide for an example

One slide only
Distribution Strategy – Products
Only
Ignore this slide if your marketing plan company is a
service or non-profit
 Channels of distribution


Do you recommend intensive, selective, or exclusive distribution and why?
Intensive distribution is a strategy used by producers of convenience products and
common raw materials in which they stock their products in as many outlets as
possible
Selective distribution is a strategy when a producer uses more than one but fewer
than all of the intermediaries willing to carry the producer’s products
•
Televisions
•
Appliances
Exclusive distribution is a strategy in which the producer gives only a limited number of
dealers the exclusive right to distribute its products in their territories
•
Luxury automobiles
•
High-end apparel

Show plan of what percent share of distribution will be contributed by each channel – a pie chart might be helpful
Measure – Marketing Metrics

Measure


How will your marketing objectives be
measured? Review your marketing goals
and objectives slide

Increasing brand awareness?

Increase in market share or donations?

Increase in sales-revenues?

Marketing measures of effectiveness

Marketing metrics (See Table 2.2 from the textbook)
One slide only
References

The references slide should reflect 10 weeks of
learning and content which includes chapter
readings, lectures, Harvard Business Review articles
and any external content you brought into the
course

No more than two slides

Purchase answer to see full
attachment