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Able Services Marketing Plan
- 1. “People are creatures of habit. People want to work with people.” Tom Slone, CEO of Touchstone 1
- 2. Able Building Maintenance Service at Work 2
- 3. Presentation Overview • Internal Situation Analysis • Customer Expectations Overview • Strategy Formulation • Tactics • Financial Analysis • Implementation Controls 3
- 4. Strengths and Weaknesses Current Strengths •Relationships •Service offerings •Quality of service •Technology Post Strengths •Relationships •Service offerings •Quality of service •Technology •Branding •Cost of Sales •Business development •CRM Current Weaknesses •Business development •CRM •Branding •Cost of Sales •Management planning •Legal expenditure •Financial system Post Weaknesses •Additional Costs •Management planning •Legal expenditure •Financial system 4
- 5. Customer Insights Primary Research 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Quarterly Promotions Yes No 42% 14% 22% 8% 0% 3% 8% 3% 28% 72% Information Source 40 responses from targeted executives 5
- 6. Marketing Strategy Our strategy is to achieve sustainable growth by enhancing and re-positioning Able Building Maintenance’s brand as a top quality, people-driven, outstanding customer satisfaction janitorial service company. 6
- 7. Strategy Timeline 2014 – Phase 1 • Brand enhancement • Restructure internally • Capitalize in Primary Market 2015 – Phase 2 • Nurture brand equity • Increase client relations • Expand into Growth Market 7
- 8. Market Expansion (Phase 1) North Texas South Texas (DFW) (Austin/Houston/SA) 8
- 9. Market Expansion ( Phase 2) Seattle/ Portland Phoenix Charlotte/Raleigh 9
- 14. Marketing Department • Senior Marketing Executive • Market Level: Marketing Director 14
- 15. Senior Marketing Executive Senior Marketing Executive • Lead national and market level programs • Design and implement strategic marketing plan • Develop budget for campaign planning • Strategic management skills with long-term vision 15
- 16. Market Level: Marketing Director Marketing Director • Minimum 5 years B2B marketing experience • Ability to manage several projects and budgets simultaneously • Take charge of client relationship management • Creative & analytical thinking 16
- 17. Growth Strategy Acquisition Vertical Growth • Medical service is growing • License & knowledge transfer Horizontal Growth • New market barrier removal • Local knowledge advantage 17
- 18. Growth Strategy Upsell Program Rewards • Cash Incentive • Sales Champion Retreat • Recognition Measurement • Revenue Growth • Customer Satisfaction 18
- 20. Incentive Program Financing • Incentive: 3-6% annual compensation • Expected unit growth: 15% • Incremental revenue: $20M • Program budget: $430,000 20
- 21. Able Conference Weekend Esperanza Resort, Cabo, Mexico 21
- 23. CRM Enhance Salesforce to CRM model 23
- 24. Public Relations • Market Expansion • Major Contracts • Employee Development 24
- 29. “Even if your brand is the industry leader today, the moment you stop reinventing yourself, you already sealed your fate for tomorrow.” Steve Andelman, BIC America 29
Editor's Notes
- The current situation has pointed out the following weaknesses existing at Able: Lack of branding Lack of a working CRM system Inefficient business development process High costs of sales: while the cost to acquire a new client is much higher than maintaining an existing clientAfter implementing our marketing plan, you will expect to see the additional strengths in branding, reduced costs of sales, a new business development team, and a functioning CRM in place. Page 4However there are still potential issues to address outside of a marketing scope of work.
- After we conducted a primary research targeted to your current and potential clientele (CBRE, Trammel Crow, Simon Property Group, Jones Lang Lasalle etc) which received a total of 40 responses, we found several branding, communications and sales strategy problems. Page 21Here are 2 most prominent findings we have that will help set up the new sales structure and marketing strategy.When we asked real estate managers/brokers about what is the first source of information they turn to to find out about janitorial services, 42% said on-site manager. 22% would search the Internet.72% would be attracted and inclined to buy more services if there is a quarterly promotions offer.
- Based on a thorough SWOT and situation analysis to understand Able’s position relative to competition and the industry, as well as customers insights from our primary research, we have come up with an integrated marketing strategy.
- In phase 1, Able will establish a positive presence in 2 markets: North TX (DFW) and South TX(Austin/SA/Houston). These metropolitans have the highest potential in office real estate growth as well as medical custodial services growth. Page 31
- Once Able capitalizes on Texas’s growth, we will have the leverage to branch out and expand into these 3 additional markets. Phase 2: 3 markets Seattle/Portland, Phoenix, Charlotte/Raleigh
- Here’s an example of the marketing deployment timeline. Please refer to the marketing plan hard copy in the appendix section for more details.
- Add website screen shot & website link
- Add any add/brochures/pamphlet images here
- Hire 6 marketing directors: California, North TX, South TX and the 3 markets in phase 2: Seattle/ Portland, Phoenix, Charlotte/Raleigh-Durham
- Marketing Director is a crucial hire. A seasoned marketing leader will help re-brand Able Building Maintenance at the market level, take charge of CRM and help area managers as well as property managers in the region boost sales.
- Page 60
- Page 61
- 20 prospects, 20 top current clients bringing in most new business, 20 sales championsWeekend in Cabo to express gratitude to current clientsEducational experience: medical cleaning/Regulatory case studiesPage 62
- Trade Ad quotes 83
- Enhance Salesforce to CRM modelGarners magic quadrantPage 70
- Use incremental sales with related costsBreakdown marketing expenses
- Use incremental sales with related costsBreakdown marketing expenses
- Page 65