10 step marketing plan for BGC sports clinic and rehabilitation center

1. 1
10 STEP
Marketing Plan for
BGC Sports Clinic and
Rehabilitation Center
Montenegro, Riza Ann Lee G.
August 2015
Fort Bonifacio
Bonifacio Global City
Taguig

2. 1. Athletes
2. Quality care for sports injuries, and rehabilitation center for
3. Main competitor is St. Luke’s Global City
4. Currently no clinic in BGC who caters to the ortho/rehab NWD of the barrage of athletes who attend
the events and games in BGC
5. 4 to as much as 15 sports-related injuries per day in BGC
Steps 1 to 5
Summary headline of your
PTM and market

3. 6. BGC sports clinic and rehabilitation center is the first of its kind in the area. It caters to thousands of athletes who attend
events in BGC.
7. Approaches the price of St. Luke’s
8. Sponsor events such as fun runs, bike events, frisbee football games, etc. Logo of the clinic should be on jerseys, on all
event posters, etc.
9. BGC, and events in BGC or otherwise
10. Niche and Differentiation
Steps 6 to 10
Summary headline of the
marketing mix & strategy

4. 1. Describe the primary target
market (PTM)*
 Patients aged 15-40*, both male and female,
Class A-B
 Athletes such as football players, runners,
bikers, etc.
 When there are major or minor injuries during
games, runs, etc., or when these athletes
require physical therapy and rehabilitation daily,
weekly
*Exclusion of a certain demographic group in PTM does not mean they do not
buy the product. Some do buy, but majority don’t which is why limited
marketing resources are best focused on PTM

5. 2. My PTM’s NWD
Needs from Maslow’s hierarchy
-
Safety, Social, Self-development
-
Safety – the need to be whole, uninjured, functional
-
Social – the need to “fit in” and return to functional social tasks
-
Self development – for PT and rehab, the need to be at his/her best form of herself
Wants determine choice
-
A quality clinic where athletes can go to for care and management when they sustain injuries or when they need physical therapy and rehabilitation
-
A convenient clinic to go to that does not entail waiting for hours in the emergency department
Demands for them to buy the product

6. Describe your PTM needs
6
Reference: Maslow’s Hierarcy of Needs Marketing Management, 11th
ed, Philip Kotler

7. 3a. Direct and indirect
products that address my
PTM’s NWD
 Competitors: St. Luke’s Global, Makati Medical
Center, Ospital ng Makati, The Medical City
 Variables
 Accessibility
 Location
 Convenience
 Affiliated doctors
 Price
 Special services (e.g., first aid on site, transport to clinic)

8. Example of a 2x2 competitive
position map for toothpaste
Price/
Age
Matrix
Makati
City
Taguig Ortigas
High
price
Low
Price
St.LukesMMC
OsMak
Price vs. Location Matrix
as of 2011
TMC

9. 4. Identify the gap between
customers and competition
Where is the marketing opportunity?
- There is currently no clinic in BGC who caters to the ortho/rehab NWD of the barrage of athletes who attend the events and games in BGC
What NWDs are not being addressed?
-
There is no convenient clinic for injured athletes to go to in BGC where they are assessed and managed more efficiently than in a tertiary emergency
department
What can be the unique selling proposition for the new product (totally new or repositioned.)
-
Focus on sports medicine
-
Partnerships with sports teams
-
Offers on site management and free transportation

10. 5a. Estimate the market size
using competitor data
Based on interview, there are around 4 to as
much as 15 sports-related injuries per day in
BGC

11. 5b. Estimate the market size
using company data
1. No claimed market share yet
2. Guesstimate on market share
 The market share would be a percentage
of St. Luke’s Global City and Makati
Medical Center, and to a lesser extent,
OsMak and The Medical City

12. 5c. Estimate the market size
using customer data
1. Usage per day or per year
 Per person 2-5x in a lifetime
 Per team ~10 injuries per month, both
minor and major injuries

13. 5. Decide on market size in
pesos, not in number of
people
1. Competitor data= 3,000 per ER
consult (low estimate); 7,000 per ER
consult (high estimate) for sports-
related injury
2. Company data = N/A
3. Customer Usage data = N/A

14. 6a. Show how product looks
vs. competition

15. 6b. Product Description
BGC sports clinic and rehabilitation center is the first of its kind in the area. It caters to thousands of athletes who attend events in BGC.
It’s design outside and inside are modern and sleek. Panels are white and silver, modern, yet with highlights that make the clinic
cozy and comfortable. It has a wide waiting area where companions of patients can stay, use the free wifi, read sports magazines,
watch sports events on the LED TV. The clinic has a reception where friendly and competent employees are stationed. The clinic
has several rooms with examining tables where physicians can talk to and examine patients. The clinic also has a mini-emergency
room as well as an operating room and rehabilitation center.

16. 7. Price
 PF depends on the physician Php 500-1500
 On site management
 Php 2,500 per call + 500 transpo to clinic + PF
 OR Php100,000/month retainer (no charge per call, free transpo, no
PF)
 +++ use for OR, equipment, materials, etc.
 Price does not have to be much cheaper than St. Lukes. In fact, it has to
be close to the price St. Lukes because the target market does not look for
cheap alternatives to St. Lukes. They look for quality. Using the Price-
quality inference concept, which most Class A-B use, reducing the price
would mean the service in this clinic is inferior to St. Lukes

17. 8a. Which of these modes
does your product use?
** Pls. rank most used, 1-highest use

18. 8a. Your products
Promotions

19. 8a. Your products
Promotions

20. 8a. Samples of Promo

21. 8b. Competitor promo

22. 9. Place
 Where is your product available?
 BGC, sporting events in BGC or otherwise
 BGC only
 Walk in, transported in from site, on site
management

23. 10. What is the generic
winning strategy?
Which of the 4 strategies are being used?
(bold and underline to most dominant
strategy)
 Niche
 Differentiation

St. Lukes Global City uses a niche strategy of
Class A and B. BGC Clinic and Rehab Center
will focus on the sports-related injuries (or any
injury) of that same niche.

24. 24
SUMMARY

25. 1. Athletes
2. Quality care for sports injuries, and rehabilitation center for
3. Main competitor is St. Luke’s Global City
4. Currently no clinic in BGC who caters to the ortho/rehab NWD of the barrage of athletes who attend
the events and games in BGC
5. 4 to as much as 15 sports-related injuries per day in BGC
Steps 1 to 5
Summary headline of your
PTM and market

26. 6. BGC sports clinic and rehabilitation center is the first of its kind in the area. It caters to thousands of athletes who attend
events in BGC.
7. Approaches the price of St. Luke’s
8. Sponsor events such as fun runs, bike events, frisbee football games, etc. Logo of the clinic should be on jerseys, on all
event posters, etc.
9. BGC, and events in BGC or otherwise
10. Niche and Differentiation
Steps 6 to 10
Summary headline of the
marketing mix & strategy