The document provides a management plan for Houzit's marketing activities. It outlines objectives to increase market share and sales. Three proposed activities are investing in bathroom categories, traditional marketing, and web-based developments. Marketing, promotion, and sales activities are highly integrated. Progress will be monitored through market research and ensuring activities meet objectives. Key performance indicators of ROI and market share will evaluate performance. Responsibilities are delegated and communication strategies coordinate stakeholders to work smoothly.

1. Management plan for marketing
activities within the Houzit
organization
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2. 1. Marketing activities
Initially, two established marketing objectives are defined within the Houzit
organization as below.
To increase market share from 11% to 12% next year
To increase sale by 8.5% over last year
In response to these above objectives, following are three proposed
marketing activities conducted by Houzit:

Investing in seasonal growth of bathroom fittings and mirror categories
to add new source of revenue for Houzit.



Conducting traditional marketing activities via printed magazines
(leading home-ware magazines) and in-store promotions to increase
awareness of the “demanded” customers and persuade “regular”
customers to purchase from its 15 stores.



Applying Internet technology through web-based developments to
spread information about Houzit and its products and then increase
market share.




2. Integration of organizational activities
Marketing, promotional and sale activities are highly integrated to each other
within a marketing plan because they aim to match marketing objectives and
relate to promotional mix (Ansah and Poku, 2013). In detail, both online and
offline promotional strategies (magazines, PR, in-store promotions and pay-
per-click) concentrate completely on bathroom fittings and mirrors, two target
products in the marketing plan. Additionally, any promotional step is
indispensably attached with the specific address line of Houzit website. Thus,
they significantly support sale activities. Moreover, since the established
marketing activities emphasize that concentrated purpose is to increase
offline sales of seasonal demand while web-based technique is just used for
company description and brand awareness, sale and promotional activities
match sufficiently and accurately. Webpage provides no chance for online
order and online payment.
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3. 3. Monitor progress
In application of 4Ps, specific policies proposed by Houzit are recognized
(Ahmed and Rahman, 2015):
» Product: bathroom fittings and mirror products as well as related home-
wares
» Price: current price range of these products
» Promotion: advertising via leading home-ware magazines, in-store
experience with the above ads and discount where possible, PR
strategy and webpage utilization via pay-per-click and the above ads
» Communication policies: communicating with customers, who have
demands on home-wares via home-ware magazines, pay-per-click and
in-store experience via both online (website) and offline (stores), but
sale is collected offline only
Since these above strategies must adapt market changes while guaranteeing
marketing objectives (section 1) and organizational requirements (no
expansion of store, and concentration on direct sale from stores), monitor
progress is proposed in Table 1.
Steps Monitoring action
Conduct market research to observe Regularly update statistics and data
demand seasonality of bathroom techniques via survey and
fittings and mirror categories secondary study
Adapt pricing strategy with result of Calculating price to ensure sale
market research (inflation, consumer increase but not dissatisfy customers
spending, income level,..)
Promotional actions Ensuring focus on bathroom fittings
and mirrors; ensuring all activities
point to website Houzit; ensuring no
chance for online order
Table 1: Monitor progress
4. Distributing and pricing
Specifically, regarding distribution and pricing, despite the above
requirements of the organization, they should be adjusted over time. For
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4. example, if there are more customers, who abandon purchasing just because
of no online order, online product distribution should be added. Or in case
Australian consumers tend to save rather than spend, price adjustment to be
more affordable should be considered. Even, over time, when the customers
need the higher rate of accessibility to the Houzit store, additional one should
be created. It means distribution and pricing may not be rigid in line with
established marketing activities, but they can be changed flexibly. Monitoring
plan is added to Table 1 in terms of the expansion of online distribution and
new store along with adjusted prices. The prerequisite is that any adjustment
must be announced after market research is conducted and confirms the
needs of changes.
5. KPIs
KPIs stand for Key performance indicators to evaluate organizational
performance based on certain metrics (Mone et al., 2013). Two metrics are
used in this case, including (1) return-of-market-investment and (2) market
share. They are all financial and easily measurable:
o Return-of-market-investment must increase by 8.5% comparing to last
year
o Market share must be at least 12% at the end of the year
KPIs are measured in line with marketing plan objectives and if the
performance could not reach target indicators, the outcome may be
unsatisfactory. In addition to assessment against performance, KPIs
represent the criteria for the individuals within Houzit team to give efforts and
gain the desirable outcomes.
6. Delegation
As mentioned previously, there are various marketing activities and efforts
within Houzit organization, from market research to webpage technique. The
marketing manager is not responsible for all of them. Hence, delegation is
very important and crucial. Specifically, delegation plan is presented in Table
2.
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5. Action Responsible persons/ organization
Market research Lamberts Consulting
Advertising/ PR activities Marie
Webpage techniques Tony
Product, pricing and distribution Marketing manager
In-store promotion Marketing manager
Communication Marketing manager
Table 2: Delegation plan
7. Communication strategies
Beside management plan in the previous sections, this part is presented to
show the communication strategies to assist individuals within Houzit team,
especially above responsible persons and department in working together to
gain ultimate objectives. That said, it is expected that these stakeholders
could work smoothly, and communicate with each other without any
misunderstanding and conflict. Applying the suggestions of Morgeson et al.
(2010), specific communication strategies are recognized:

Coordinating team actions by assigning their roles and actions
specifically without duplication in line with their current positions. It is
the reason why Marie, Tony and Lamberts Consulting are responsible
for advertising, website and market research respectively.



Announcing transparently to all of stakeholders about the marketing
plan objectives and KPIs to avoid misunderstanding and conflict.



Monitoring their behaviours regularly and directly based on the
monitoring report of product, price, promotion and distribution.



Promoting information exchange to ensure the consistency among
marketing activities but still keeping the significant boundaries among
them in order to lower the chance of duplication and conflict. It means
coordination is necessary, but needs to be controlled.

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6. References
AHMED, S. & RAHMAN, H. (2015) THE EFFECTS OF MARKETING MIX ON
CONSUMER SATISFACTION: A LITERATURE REVIEW FROM ISLAMIC
PERSPECTIVES. Turkish Journal of Islamic Economics, 2(1), 17-30
Ansah, M.O. & Poku, K. (2013) Investigation into Consumer Response to
Sales Promotional Activities: The Case of Unilever Ghana Limited.
International Review of Management and Marketing, 3(4), 134- 145
MONE, S., POP, M.D. & RACOLŢA-PAINA, N. (2013) THE “WHAT” AND
“HOW” OF MARKETING PERFORMANCE MANAGEMENT. Management
and Marketing Challenges for the Knowledge Society, 8(1), 129- 146
Morgeson, F.P., DeRue, D.S. & Karam, E.P. (2010) Leadership in Teams: A
Functional Approach to Understanding Leadership Structures and Processes.
Journal of Management, 36(1), 5-39
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