Marketing Plan Example

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Marketing Plan

I. EXECUTIVE SUMMARY
Star Software, Inc., is a small, family-owned corporation in the first year of a transition from first-generation to second-generation leadership. Star Software sells custom-made calendar programs and related items to about 400 businesses, which use the software mainly for promotion. Star's 18 employees face scheduling challenges, as Star's business is highly seasonal, with its greatest demand during October, November, and December. In other months, the equipment and staff are sometimes idle. A major challenge facing Star Software is how to increase profits and make better use of its resources during the off-season.

An evaluation of the company's internal strengths and weaknesses and external opportunities and threats served as the foundation for this strategic analysis and marketing plan. The plan focuses on the company's growth strategy, suggesting ways in which it can build on existing customer relationships, and on the development of new products and/or services targeted to specific customer niches. Since Star Software markets a product used primarily as a promotional tool by its clients, it currently is considered a business-to-business marketer.

II. ENVIRONMENTAL ANALYSIS
Founded as a commercial printing company, Star Software, Inc., has evolved into a marketer of high-quality, custom-made calendar software and related business-tobusiness specialty items. In the mid-1960s, Bob McLemore purchased the company and, through his full-time commitment, turned it into a very successful family-run operation. In the near future, McLemore's 37-year-old son, Jonathan, will take over as Star Software's president and allow the elder McLemore to scale back his involvement.

A. The Marketing Environment
1. Competitive forces. The competition in the specialty advertising industry is very strong on a local and regional basis but somewhat weak nationally. Sales figures for the industry as a whole are difficult to obtain since very little business is conducted on a national scale.

The competition within the calendar industry is strong in the paper segment and weak in the software-based segment. Currently paper calendars hold a dominant market share of approximately 90 percent; however, the software- based segment is growing rapidly. The 10 percent market share held by software-based calendars is divided among many different firms. Star Software, which holds 30 percent of the software-based calendar market, is the only company that markets a software-based calendar on a national basis. As softwarebased calendars become more popular, additional competition is expected to enter the market.

2. Economic forces. Nationwide, many companies have reduced their overall promotion budgets as they face the need to cut expenses. However, most of these reductions have occurred in the budgets for mass media advertising (television, magazines, newspapers). While overall promotion budgets are shrinking, many companies are diverting a larger percentage of their budgets to sales promotion and specialty advertising. This trend is expected to continue as a weak, slowgrowth economy forces most companies to focus more on the "value" they receive from their promotion dollar. Specialty advertising, such as can be done with a software-based calendar, provides this value.

3. Political forces. There are no expected political influences or events that could affect the operations of Star Software.
4. Legal and regulatory forces. In recent years, more attention has been paid to "junk mail." A large percentage of specialty advertising products are distributed by mail, and some of these products are considered "junk." Although this label is attached to the type of products Star Software makes, the problem of junk mail falls on the clients of Star Software and not on the company itself. While legislation may be introduced to curb the tide of advertising delivered through the mail, the fact that more companies are diverting...
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