Sustainable Marketing

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Table of Contents

SUSTAINABLE MARKETING FINAL TERM1
1.Introduction + Goals3
The Organization3
Target Market3
Goals3
3B’s3
3BL4
2.Marketing Mix4
Product4
Price5
Place5
Promotion6
3Repositioning + Map7
New Positioning Map8
4Marketing Budget & Implementation Calendar8
Objective-and-task marketing budget9
Marketing Budget Breakdown10
Implementation Calendar11
Bibliography12

1. Introduction + Goals
The Organization
JCP is a fully state-owned private company incorporated in Singapore in 2002. Today, it has a staffing strength of 600. Its core business is in the consultancy of large-scale industrial master planning, building architecture and engineering design. Headquartered in Singapore, its major markets are in Southeast Asia, China, India and the Middle East. Contracts from government and private developers form the bulk (79%) of its global consultancy revenues (Tang, 2011) Target Market

JCP’s three target segments are:
* Government entities spearheading national industrial developments such as JTC and MODON * Private developers for industrial, commercial and residential developments such as Emaar Properties and CapitaLand * Individual owners of landed properties, factories and villas The market identified for this marketing campaign targets the private developers for the Middle East – the client base that JCP has yet penetrated fully and one that represents the larger share (35%) in the Middle East market (Tang, 2011). In the 2011 JCP business review discussion, this market was identified to have grown by 13.8% for the last 3 years, and has the potential to grow at a faster rate (Tang, 2011). Private developers such as Emaar have been aggressive in developments in the Gulf, most notably with the announcement in November 2012 of the $2.75billion Mohammed Bin Rashid City (MBR City) in Dubai (Emaar, 2012). Goals

The goal for the new financial year is to build on JCP’s reputation in the Middle East with improved public awareness of its sustainable building design and architecture. This would increase the revenue of the target market by 20% - from forecasted FY12 ($12million) to $14.61 million in FY13. 3B’s

Brand: The marketing campaign would target to transform the clients’ perception that JCP is a traditional, old-fashion consultant to one that represents flexible and innovative for sustainable concepts and designs. It aims to inform the consumer that JCP is a dynamic international consultant while still remaining true to its roots as a state-owned organization. Buzz: With growing awareness in the Middle East construction industry for sustainable design, and 20% of developers already investing in green related technologies (Hope, 2011), the campaign works to generate more awareness of JCP’s commitment to the sustainable initiative. These developers who already have embarked in sustainable design for their development would have greater interest to understand JCP’s value-add experience in similar designs, especially with the large projects as track records (JCP, 2011). This would generate discussion in the industrial circle through word-of-mouth and press coverage. Behavior: The campaign aims to achieve these quantifiable changes: A. Increased interest with JCP’s services through increased browsing and enquiries on the website B. Number of telephone and email enquiries to increase from the 50 a week to 75 a week (50% increase) C. Participated Tenders to increase from 4 a month to 8 (100% increase) D. Annual revenue, as a result of more successful tenders, to increase from $12million (forecast for FY12) to $14.61million for FY13 Point A would be tracked by online data analysis. Point B to D would be measured through monthly business development audits and feedback session from the ground. 3BL

People: To increase sustainability competence of employees, the campaign aims to introduce sustainability training programs, such as the...
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