Presentation for my Marketing Class at Rochester Institute of Technology

1. Debriefing : CRED
Casey Conklin, Roberto Castillo,
Eli Rogers, & Dinel Carvajal

2. Marketing Plan Strategies
Markets: Expand to different markets (larger and
smaller), and regionally as well
Offices: Work towards opening at least two offices in one
region
Segments: Continue to target two primary segments and
expand to target one additional
Research and Development: Develop new features that
will appeal to current and future target segments

3. Plan Deviations
Offices: Opened new offices
in every possible location
Segments: By the end of Q8,
targeted four total segments
(instead of three)

4. Brand Development
● Appeal to needs and uses of consumers
● Differentiation strategy
● R&D investment Q5
RoadRunner:
RoadRunner Vamp
PowerPro:
PowerPro Cutter
vs.
PowerPro Work
SmartStyle

5. Brands & Judgement
Original Brands: PowerPro (Workhorse) / RoadRunner (Traveler)
Performance Q4

6. Brands & Judgement
Performance Q8
SmartStyle (Innovator): 83%
RoadRunnerVamp (Traveler): 79%
PowerProCutter (CostCutter): 80%
PowerProWork (Workhorse): 76%

7. Brand Demand
Performance Q8

8. Sales Channel Locations
Q1- Q3: Americas (Chicago), APAC (Tokyo)
Q6 : Americas (Chicago), APAC (Tokyo), EMEA (Paris, Warsaw,
Abu Dhabi, Johannesburg)

9. Sales Channel Locations Contd.
Q8 : Americas (Chicago, Toronto, Mexico City, Sao Paulo)
APAC (Tokyo, Shanghai, Mumbai, Sydney)
EMEA (Paris, Warsaw, Abu Dhabi, Johannesburg)

10. Sales Force
Q1-Q3: 10 sales people across 2 regions
Q8: 297 across 3 regions in 12 sales locations
Sales Force Training/Promotions:
1) Training Program ($750 per employee)
2) Demo Kit ($200 per employee)
3) $400 BONUS for top third of employees
across all regions and for all brands

11. Advertising Strategies
Design- Combination of
highlighting top uses and
benefits.
Q8 Top Rated Ads
PowerPro Cutter
(CostCutter: 72)
RoadRunner 2Go
(Traveler: 72)
SmartStyle
(Innovator: 70)

12. Advertising Strategies
Placement:
1) Less local, higher regional inserts until Q8
(Q8 - 116 Local
/ 128 Regional)
2) Top 3-4 regional advertising mediums for each segment
3) Remain competitive in number with Cognate Technologies
Inc.

13. Pricing and Production
Pricing development
Production as a function

14. Price vs Demand

15. Performance (Goal vs Actual)
Goal:
CC .20,INNO .10, MERC .20, WORK .35, TRAV
.27, TOTAL .25
Q3-Q8:
CC .34,INNO .20, MERC .17, WORK .25, TRAV
.23, TOTAL . 24
Q8:
CC .70,INNO .43, MERC .24, WORK .45, TRAV
.38, TOTAL .44

16. Performance (Goal vs Actual) 2
Operate in at least 6 (12) markets
Refund initial investment plus 200% (162%)
Operate with a 50% (37%) gross margin

17. Division Profitability

18. Operating Expenses

19. Net Profit for Division

20. Cumulative Net Profit for Division

21. Accounting and Finance: Quarter 9

22. Significant Learning Points "AHA"
● Assuming one brand could target two
segments
● Timing of opening offices
● Other segments could be interested in a
product even if it's not built specifically for
them
● Changes in strategy need to be made from an
earlier stage of the emerging business
● Majority vote may not be the most effective
decision making strategy
● All areas of business are interconnected

23. What Went Well
● Brand development
● Predicting elasticity of demand
● Timing of opening sales offices :First mover
advantage
● Making use of market research

24. Competitive Outlook
● Large cash reserves
● Operating in every market and office
● Producing for 4 out 5 segments with
competitive ratings
● Would need to invest in Research and
Development to move into first place

25. Questions?
Comments?