Marketing Management Study Guide

1
UNIVERSITY COLLEGE DUBLIN
Bachelor of Business Studies (Singapore)
Marketing Management (MKT2002S)
STUDY GUIDE
BBS24 FT Singapore
Copyright June 2016

2
Author: Dr Markus Vanharanta
This manual was prepared for University College Dublin as a
comprehensive support for
students completing the above mentioned Degree programme.
© This publication may not be reproduced, in whole or in part
without permission from
University College Dublin.
Module Coordinator: Dr Markus Vanharanta

Email: [email protected]
Local Lecturer: Dr Ajit K Prasad
Email: [email protected]
mailto:[email protected]
3
TABLE OF CONTENTS
PAGE
WELCOME MESSAGE 4
1. INTRODUCTION 5
a. Background details
b. Module aims
c. Programme goals
2. MODULE OUTLINE 9
a. Module learning outcomes
b. Themes and topics
c. Learning materials
3. MODULE DELIVERY SCHEDULE 15

a. Session arrangements
b. Student engagement
c. Office hours arrangements
4. ASSESSMENT DETAILS 18
a. Assignments
b. Module assessment components
i. Assignment 1
ii. Assignment 2
iii. Examination
5. GRADING 22
a. University grading policy
b. Grade descriptors for assessment components
6. CONCLUDING COMMENTS 26
APPENDICES 27
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WELCOME MESSAGE

Welcome to Marketing Management, a module designed to
provide you with an insight into
market development principles, tools, and planning processes.
It seeks to ensure that in a
commercial environment you have grasped and understood some
of the theories and
concepts that will help you in your marketing career
The aim of the course is to provide students with an
appreciation of the marketing
management function so that they can understand the interaction
between marketing and the
business strategy. In short, marketing management can be seen
as the art and science of
selecting target markets, and growing a customer base through
creating and communicating
customer value.
Should you require clarification on any matter pertaining to the
module, please do not hesitate
to contact me.

Dr Markus Vanharanta
Module Coordinator
5
PART 1: INTRODUCTION
This Study Guide is designed to provide you with details of this
module, the learning outcomes,
delivery and assessment arrangements. The Study Guide
consists of 6 parts.
Part 1 gives background details to the subject area are provided
and the broad aims of the
module are set out.
Part 2 consists of the module outline. In this part the (a) module
learning outcomes, (b) the
themes and topics to be explored are explained along with the
(c) learning supports to be
used.
Part 3 gives details of the module delivery arrangements. It sets
out the session arrangements
and the expectations in relation to your prior preparation and

student engagement.
Part 4 provides details of the assessment techniques used in this
module explaining the
assessment components, their rationale.
Part 5 explains the UCD grading policy and grade descriptors
drawing on the university
document are given for each assessment component (i)
Assignment 1, (ii) Assignment 2and
(iii) Examination (closed book).
Part 6 presents the concluding comments.
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Background Details
While this module is not intended to transform you into
experienced marketing planners, it will
provide an understanding of the complexities of the process. It
has a strong applied focus
utilising sound theoretical concepts to endorse and develop a
critical thinking marketing

approach to real life commercial situations. The module also
seeks to develop a student’s
ability to think critically, to evaluate and to decide between
choices based on solid
justifications. Advance preparation for classes and workshops
will be an important feature,
with readings and questions for reflection assigned at the
commencement of the semester.
Module Aims
The aim of this module is to provide students with an overview
of how to develop an
understanding of applying theory to practice. This module
focuses on application of tools and
principles used to develop a marketing plan. The module draws
on student prior learning and
work experience and combines insights from various aspects
analysis and critically access
marketing opportunities, threats and other issues to evaluating
and access the viability of
bringing a product to a market.
The assessments in the form or written assignments and

examination will cover the entire
holistic perspective of marketing management.
7
Programme Goals
Bachelor of Science (BSc) / Bachelor of Business Studies (BBS)
Singapore
PROGRAMME
GOAL
LEARNING OUTCOME MODULE
TITLE:
Marketing
Management
Management
Specific
Knowledge
Our graduates will
be current in

management theory
and practice.
Explain current theoretical underpinnings of
business and organization management.
X
(Assignment 1 -
Essay)
Apply business models and theory to identify and
resolve problems in functional and across
functional areas.
X
(Assignment 2 -
Essay)
Demonstrate knowledge of and the usefulness of
quantitative techniques and controls in the
business environment.
Business
Communication

Our graduates will
be able to design
and deliver a short
presentation (oral or
written) on a current
business topic.
Prepare short business presentations (written and
oral) on a current topic to key stakeholders.
Research and analyze specific business case
studies / problems / topics and write a concise
report detailing the findings and recommended
actions.
X
(Assignment 1 -
Essay)
Locate information sources to facilitate the
completion of research projects and the
technologies to analyze and interpret the data

collected.
Personal
Development
& Reflective
Learning
Our graduates will
be able to reflect on
their learning with a
view to enhancing
personal and
professional career
pathways.
Engage in module-related team activities within
and outside class.
Explain the essence of organization behaviour
pertinent to business managers and how they may
apply in the workplace environment.
Global,

Multicultural and
Identify the main factors and variables that
influence multinational entities’ business
operations, planning and competitive positioning.
X
(Assignment 2 -
Essay)
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Diversity
Perspectives
Our graduates will
understand the
impact of culture and
social developments
on business
management
decisions.

Recognize ethical and social responsibility issues
in the business environment and know how to
apply a process of ethical inquiry.
X
(Exam – essay
question)
Examine ethical and legal implications of
managerial decisions and their effect on
organizational stakeholders.
Strategic Thinking
Our graduates will
be able to critically
appraise business
developments and
advise on strategic
business projects.
Identify business opportunities/problems and
develop alternative solutions, taking account of

possible consequences (intended or unintended).
X
(Exam – essay
question)
Evaluate qualitative and quantitative data from
multiple perspectives paying attention to sourcing,
biases and logic.
Analyze developments in key business sectors
and comment critically on a firm operating in the
sector.
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PART 2: MODULE OUTLINE
Module Title: Marketing Management
Module Code: MKT2002S
No. of ECTS: 10

Module Learning Outcomes
On completing this module, students will be expected to be able
to:
1. Have a fundamental knowledge of core marketing theories
and concepts.
2. Understand the application of marketing theories, concepts,
and tools in a commercial and
not for profit work environment.
3. Provide an overview of the need for competitor analysis and
comparison.
4. Have the tools and insight needed to create a basic strategic
marketing plan and
successfully implement it for goods or services.
5. Be able to differentiate and identify areas of social
responsibility and sustainability within
the marketing planning process.
Module Text
Marketing Management: An Asian Perspective,
P. Kotler, K.L Keller, S.H., Ang, S.M. Leong, C.T Tan,
Pearson Education
ISBN: 9789810679934

Other References
A Preface to Marketing Management.
J.P. Peter & J.H. Donnelly, Jr (2015)
14th Edition, McGraw-Hill, NY
ISBN-13: 978-1-259-25164-1
ISBN-10: 1-259-25164-0
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Themes and Topics
Topic 1: Strategic Planning and The Marketing Management
Process
1. Marketing Management is a process of planning and
executing the conception,
pricing, promotion and distribution of goods, services and ideas
to create exchanges
with target groups that satisfy customer and organisational
objectives.
2. Marketing Mix is the set of controllable variables that must
be managed to satisfy
the target market and achieve organisation objectives.
3. Marketing Planning process produces three outputs establish
marketing objectives,

selecting target market and developing the marketing mix.
4. Strategic Planning provides a blueprint for management
actions for the entire
organization. It includes all the activities that lead to the
development of a clear
organizational mission, organizational objectives and
appropriate strategies to
achieve the objectives for the entire organization.
: Topic 2: Marketing Research :Process and Systems for
Decision Making
1. Marketing Research is the process by which information
about the environment is
generated, analysed and interpreted for use in marketing
decision making. Most
often consumers or organisational buyers are the subject of the
research.
2. The research plan spells out the nature of the research to be
conducted and includes
explanation of such things as the sample design, measures and
analysis techniques
to be used.
3. Performance of the research involves preparing for data
collection and actually
collecting them. The task of this stage depends on the type of
research that has been
selected and the type of data needed.
4. Preparation of data analysis and the actual analysis include
such things as editing
and structuring data and coding them for analysis. Hence

identifies both qualitative
and quantitative analysis of data.
Topic 3: Consumer Behaviour & Organisational Buyer
Behaviour
1. Consumer behaviour is a marketing concept that emphasizes
that profitable
marketing begins with the discovery and understanding of
consumer needs and then
develops a marketing mix to satisfy these needs.
2. The Buying Behaviour process will be reviewed in terms of
social, marketing and
situational influences on a consumer decision making. This
provides information
that can influence consumers’ thoughts and feelings about
purchasing various
products and brands.
3. A review of marketing strategies is designed to influence
consumer decision making
and lead to profitable exchanges.
4. Situational influences can be defined as all the factors
particular to a time and place
that have a demonstrable and systematic effect on current
behaviour in terms of
purchase situations.
5. Organisations are major customers for many marketers and
hence a general
discussion of buying behaviour model will be an essential
context for marketers to
be well aware of considering the complexities faced.

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Topic 4: Market Segmentation
1. Market segmentation is a process of dividing a market into
groups of similar
consumers and selecting the most appropriate group(s) for the
firm to serve.
2. The group or segment that a company selects to market is
called a target market.
3. Market segmentation analysis is a cornerstone of sound
marketing planning and
decision. .
4. Priori Segmentation approach is one in which the marketing
manager has decided
on the appropriate basis for segmentation in advance of doing
any research on a
market. Post hoc segmentation is an approach in which people
are grouped into
segments on the basis of research findings.
Topic 5: Product and Brand Strategy
1. Product strategy is a critical element of marketing and
business strategy, since it is

through the sale of products and services that companies survive
and grow.
2. A product classification scheme can be useful to the
marketing manager as analytical
device to assist in planning marketing strategy and programs.
3. A critical focus in marketing strategy is on building the
company’s brand and brand
equity.
4. A firm’s product strategy must take into account the fact that
products have a life
cycle.
Topic 6: New Product Planning and Development
1. New products are a vital part of a firm’s competitive growth
strategy.
2. Many new products are failures. Estimates of new product
failures range from 33
percent to 90 percent depending on industry.
3. A major obstacle to effectively predicting new product
demand is limited vision.
4. Common elements appear in the management practices that
generally distinguish
the relative degree of efficiency and success between
companies.
Topic 7: Integrated Marketing Communications
1. Marketers seek to communicate with target customers for the

obvious goal of
increasing sales and profits. Thus, they seek to accomplish
several strategic goals
with their marketing communication efforts.
2. The goal of integrated marketing communications is vital in
strategic goals
development especially in today’s crowded marketplace
3. Both non-personal communication and personal
communication will be used as a
basis for discussing the various elements of the marketing
communication mix. .
Topic 8: Personal Communications
1. The importance of personal selling function depends partially
on the nature of the
product, as goods that are new and different, technically
complex, or expensive
require more personal selling effort.
2. Personal selling is as much as art as it is a science due to its
highly creative in nature.
3. The new age personal selling embraces the long-term
relationship building process
as thus considered as partnerships as each party having concern
for the other party’s
wellbeing .
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Topic 9: Distribution Strategy
1. Channel of distribution decisions involve numerous
interrelated variables that must
be integrated into the total marketing mix.
2. The development and management of channels of distribution
is complex and highly
competitive, hence need to understand the causes and solutions
to overcome.
3. Thus, an efficient channel process will be looked at to ensure
that it delivers the
product when and where it is wanted at a minimum total cost.
Topic 10: Pricing Strategy
1. One of the most important and complex decisions a firm has
to make relates to
pricing its products and services.
2. Pricing is affected by demand, supply and environmental
influences that enable a
firm to decide through planning its short-term and long-term
strategy.
3. Demand influences on pricing decisions concern primarily
the nature of the target
market and expected reactions of consumers to a given price or
change in price, with
three primary considerations: demographic factors,
psychological factors and price
elasticity.

4. Various types of pricing strategies will be discussed to
enable the evaluation of the
appropriate pricing for specific situations in the appropriate
times in the product life
cycle.
Topic 11: The Marketing of Services
1. Services is the term used to describe activities performed by
sellers and others that
accompany the sale of a product and that aid in its exchange or
its utilization as
such it is either presale or post-sale and supplement the product
but do not comprise
it
2. More and more manufacturers are also exploiting their
service capabilities as
standalone revenue producers i.e. General Motors, Ford all
offering financial
services.
3. Current trends and strategies of innovation in services
marketing will be explored to
see its growth and viabilities in major industries.
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Topic 12: Global Marketing

1. Although the development of a marketing program may be
the same in either
domestic or nondomestic markets, special problems may be
involved in the
implementation of marketing programs in nondomestic markets.
2. The abovementioned mentioned problems often arise because
of the environmental
differences that exist among various countries that marketing
managers may be
unfamiliar with.
3. With proper adaptations, many companies have the
capabilities and resources to
compete successfully in the global marketplace.
4. The role of the distribution network in facilitating the
transfer of goods and titles and
in the demand stimulation process is as important in foreign
markets as it is at home
market.
5. A major decision facing companies that desire either to enter
a foreign market or
pursue growth within a specific market relates to the choice of
entry or growth
strategy.
Learning Materials
For this module, please read the assigned chapters in the
prescribed text and the additional

readings assigned (see list below).
Other Useful Sources
Students completing this module are expected to participate in
session discussions and
learning activities and be familiar with recent developments in
the business world. To facilitate
this, the following source material is useful
Databases
Accessible from UCD Library homepage
-ProQuest (ABI Inform)
Academic Journals
Students can also find relevant journal articles in the following
journals:

al of Business Research
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PART 3: MODULE DELIVERY SCHEDULE
The module delivery relies on students’ ability to engage in
prior preparation, to seek
confirmation and clarification as appropriate and to be actively
engaged during the sessions.

Session Arrangements
Each student is expected to attend and be prepared for all
sessions. Table 1 below outlines
the structure for the sessions.
Table 1: Module Delivery Schedule – themes, readings, cases
No Theme /Topic
title
Date Time Case /
exercise
1 Topic 1: Strategic
Planning and Marketing
Management Process
Group 1 07-Mar 9:30-11:30 Textbook –
Chapters 1-2
12:30-2:30
Group 2 14-Mar 9:30-11:30
12:30-2:30
Group 3 21-Mar 8:30-11:30
12:30-3:00
2 Topic 2: Marketing
Research: Process and
Systems for Decision

Making
Group 1 08-Mar 9:00-11:30am Textbook –
Chapters 3-4
12:30-3:00pm
Group 2 15-Mar 9:00-11:30am
12:30-3:00pm
Group 3 22-Mar 8:30-11:30am
12:30-3:00pm
3 Topic 3: Customer
Value, Consumer
Behaviour and
Organizational
Marketing
Group 1 09-Mar 9:30-11:30am Textbook –
Chapters 5-7
12:30-2:30pm
Group 2 16-Mar 9:30-11:30am
12:30-2:30pm
Group 3 23-Mar 8:30-11:30am
12:30-3:00pm
4

Topic 4: Market
Segmentation and
Positioning
Topic 5: Brand Strategy
and Competitive
Dynamics
Group 1 10-Mar 9:00-11:30am Group 1&2:
Chapters 8-9
Group 3:
Chapters 8-11
Group 1&2:
Chapters 10-11
12:30-3:00pm
Group 2 17-Mar 9:00-11:30am
12:30-3:00pm
Group 3 24-Mar 8:30-11:30am
12:30-3:00pm
Group 1 11-Mar 9:30-11:30am
12:30-2:30pm

Group 2 18-Mar 9:30-11:30am
12:30-2:30pm
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6 Topic 6: New Product
Planning and
Development
Group A 29-Feb 15:15-18:15 Textbook –
Chapter
Chapter
12 & 20 Group B 22-Feb 15:15-18:15
Group C 15-Feb 15:15-18:15
Group D 02-Mar 12:00-15:00
Group E 15-Feb 12:00-15:00
Group F 19-Feb 8:30-11:30
7 Topic 7: Integrated
Marketing
Communications

Group A 01-Mar 15:15-18:15 Textbook –
Chapter
17 & 18
Group B 24-Feb 15:15-18:15
Group C 16-Feb 15:15-18:15
Group D 04-Mar 15:15-18:15
Group E 16-Feb 12:00-15:00
Group F 22-Feb 12:00-15:00
8 Topic 8: Personal
Communications
Chapter
19
Group B 25-Feb 15:15-18:15
Group C 17-Feb 15:15-18:15
Group D 07-Mar 8:30-11:30
Group E 17-Feb 12:00-15:00
Group F 24-Feb 12:00-15:00
9 Topic 9: Distribution
Strategy

Chapter
15 & 16
Group B 26-Feb 12:00-15:00
Group C 18-Feb 15:15-18:15
Group D 08-Mar 8:30-11:30
Group E 18-Feb 12:00-15:00
Group F 25-Feb 12:00-15:00
10 Topic 10: Pricing
Strategy
Chapter
14
Group B 29-Feb 12:00-15:00
Group C 19-Feb 15:15-18:15
Group D 09-Mar 15:15-18:15
Group E 19-Feb 12:00-15:00
Group F 26-Feb 15:15-18:15
11 Topic 11: The Marketing
of Services

Chapter
13
Group B 01-Mar 12:00-15:00
Group C 07-Mar 15:15-18:15
Group D 11-Mar 15:15-18:15
Group E 07-Mar 12:00-15:00
Group F 14-Mar 15:15-18:15
12 Topic 12: Global
Marketing
Chapter
21
Group B 14-Mar 13:00-15:00
Group C 08-Mar 15:30-17:30
Group D 21-Mar 15:30-17:30
Group E 08-Mar 13:00-15:00
Group F 15-Mar 15:30-17:30

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Preparation Required in Advance of Sessions / Seminars
In addition to Assignment 1, you are expected to have read the
following topics in advance of
meeting the module coordinator / course lecturer at the
seminars:
– Textbook
Chapter 1
– Textbook
Chapter 2
The readings detailed above have been assigned and students
are expected to be fully familiar
with them. These readings are an important learning source and
supplement the session and
text materials.
Student Engagement
During the sessions, students are expected to be able to discuss
issues arising from the
assigned chapters and readings for the topics as scheduled
above.

Session participation is a vital element in the design of this
module. Therefore, all students
are expected to engage in class discussion and debate in order to
facilitate the formation of
their critical judgements.
To support your learning, Power-Point slides will be available
which (on certain occasions)
may need to be upgraded / modified during or following the
sessions depending on the issues
raised.
Office Hours
I will be available after each class should you wish to meet me
individually to discuss any
aspect of this module.
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PART 4: ASSESSMENT DETAILS

Assessment is undertaken to establish the extent of student
learning on completing a module
and according to Biggs and Tang1 (2009) it is the senior partner
of teaching and learning. This
module has three assessment components with specific
weightings and marks awarded
totalling 100. The purpose of each assessment is as follows:
has conducted some
research and conducted basic reading on the topic of marketing
management. Students
need to understand & evaluate real marketing problems and how
they are managed
through a SWOT Analysis.
d to evaluate students
on the entire holistic
aspect of marketing management practices. The assignment will
focus on formulating a
marketing plan based on a choice company.
which aims to get insights on
your understanding of issues (theory and practice) addressed in
the module.

Students are expected to complete all assignments ensuring that
they are submitted by the
specified date. All submissions must be typed, be well laid out,
written in an academic style
with appropriate headings (introduction, main part and
concluding comments) and sections.
Please ensure that all submissions are entirely your own work –
for UCD’s policy on
plagiarism click on the link below (please see Appendix 2 for
further information on
Plagiarism and the policy on the Late Submission of
Coursework):
http://www.ucd.ie/registry/academicsecretariat/plag_pol_proc.p
df
The weighting assigned for each component is shown in Table 2
below.
(* I = Individual; T = Team)
Table 2 – Assessment Components
Assessment components Weighting Individual /
Group*
1. Assignment 1 20% I
2. Assignment 2 30% G

3. Examination 50% I
1 Biggs, J. and Tang, C. 2009, Teaching for Quality Learning at
University, Maidenhead: Open
University/McGraw Hill.
df
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Module Assessment Components
In the following pages, further details of each assessment
component are presented along
with expectations in relation to prior preparation and
completion.
1. Assignment 1– Individual Report. Length of report: 1,000 –
1,200 words.
.
A. Learning Outcomes Accessed
The learning outcomes accessed are (i), (ii) and (iii) as
presented on page 7 of this
study guide.
B. Requirements & Expectations

A SWOT analysis is to be written on an organisation
that you will be choosing for your
Marketing Plan in Assignment 2.The organisation can be
either a Singapore or an
International company; they can be a service provider or
a company that produces a
physical product. You should provide information about
the organisation’s background,
current operations, service or product offerings, product
positioning, geographic markets,
financial situation, distribution network, etc. vis a vis its
competitors.
Description Max %
i Provide an elaborate background about the organisation and its
competitors(Do not use Any Models ie Porter’s Five Forces,
Positioning
Maps).
10 %
ii Clearly Identify Strengths, Weaknesses, Opportunities’ and
Threats (At
least 5 points in each quadrant of drawn SWOT Table)
20 %
iii Discussion and Explanation of SWOT elements[Elaborate on

each
points identified in the respective quadrants]
40 %
v Layout of report, professionalism, English – grammar &
spelling. 15 %
vi Referencing (In text citations & Reference List). At least 5
references are
required from 3 sources for this entire report.
15 %
Total Total
C. General Layout of Written Assignment
1. 1st page: UCD assignment submission form, 2nd page:
Student’s cover page with
indication of word count. 3rd page: Table of Contents followed
by body of assignment.
Assignment must be in report format with headings and sub-
headings.
2. Type written with Times New Roman or Arial font size: 12.
1.5 or 2x line spacing. Single
or double side printing. Reference list on last page.
D. Submission Date: 4th March 2016

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Assignment 1 must be submitted in hard copy and via
Blackboard on date indicated in
Table 2B. Please read the Grade Descriptors in Assignment 1
Grade Descriptor table.
2. Assignment 2: Group report. Length of report: max 3,000
words (excluding references).
This is the major piece of coursework for this module. It is
designed to develop
knowledge and practical ability in creating a marketing plan
A. LEARNING OUTCOMES ACCESSED
The learning outcomes accessed are (i), (ii), (iii), (iv), (v) &
(vi) as presented on page 9.
B. REQUIREMENTS
Working in groups of 4-6 individuals you are required to
prepare a marketing plan for an
organisation. The marketing plan will be developed during the
course of the lectures, each
with element of the marketing plan constructed by applying the
theory from the chapters

in the text. The Marketing Plan must be presented in Report
Format using Harvard
Referencing Style and include an Executive Summary along
with a Table of Contents.
(Please see textbook for guidance regarding a marketing plan
format.)
C. General Layout of Written Assignment
1. 1st page: UCD assignment submission form, 2nd page:
Student’s cover page with
indication of word count. 3rd page: Table of Contents followed
by body of assignment.
Assignment should be in report format with headings and sub-
headings.
2. Type written with Times New Roman or Arial font size: 12.
1.5 or 2x line spacing. Single
or double side printing. Reference list on last page.
D. Submission Date 7th April 2016
Assignment 2 must be submitted in hard copy and via
Blackboard on date indicated in
Table 2B. Please read the Grade Descriptors in Assignment 2
Grade Descriptor table.
As this is a group assignment, all members of the group will
receive the same mark for the
written submission part of the project. In addition, all members

are required to submit an
individual paper recording their reflections and experiences of
working on the project within
the group context. Students have the opportunity to comment on
their experience of the
process encountered in the completion of the project.
Reflections should include such
elements as how the project contributed to the student’s overall
learning on the module,
how the group worked together, limitations within the activity,
etc.
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Ensure that all names, student numbers and the title of this
course are clearly stated on
the top left hand of the first page of your report.
Table 2B – Assignment Deadline Summary
Assignment Date Assignment Due
Assignment 1 All Groups: 4th March 2016
Assignment 2 All Groups : 7th April 2016

3. Examination:
The examination (3 hours) will focus on module themes and the
material covered in the text,
cases, assigned readings, videos and class discussions. For this,
students are expected to
demonstrate their understanding of theory and practice
addressed throughout the module.
The examination question format will be designed to allow you
show your understanding of
the topics discussed and also reveal your learning (new and
prior). More specific guidelines
regarding the examination paper format and questions will be
provided during the final
session.
The format of the examination paper is as follows:
1. Answer any 3 questions from 6 questions.
2. All questions carry equal marks. (20 marks each).
Students will have the opportunity to ask questions about its
design and style and be advised
the type of answers expected.

22
PART 5: GRADING
This section of the Study Guide provides students with details
of the UCD grading system and
also explains criterion referenced grading (UCD Policy). Under
criterion referenced grading,
students are graded on the quality of their work without
reference to other students (norm
referenced). For instance, the submission that meets the
required guidelines in terms of writing
style, analysis, description and / or summary will be awarded
according to the standards set
out. All students’ work is graded to indicate the standard
attained using the criterion referenced
approach.
Table 3: UCD Grading System
Grade Description Grade Point
A +
A
A-

Excellent
4.2
4.0
3.8
B+
B
B-
Very good
3.6
3.4
3.2
C+
C
C-
Good
3.0
2.8

2.6
D+
D
D-
Acceptable
2.4
2.2
2.0
E Marginal 1.6
F Fail (unacceptable, no compensation) 1.0
G Fail (Wholly unacceptable; no compensation) 0.4
NG Fail (Wholly unacceptable; no relevant attempt)
0.0
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More specific grade descriptors are set out for your assessment
components in the following

pages. Table 4 below provides descriptors for Assignment 1 –
please read them prior to
submitting your work.
Table 4: Grade Descriptors –Assignment 1
Grade
Criteria
A The article summary is concise with the purpose of the article
and key terms
(concepts) identified, and their relevance and importance
explained. The submission
is excellent in terms of structure, content, writing style and
presentation and uses
appropriate headings. Reference is made to other theoretical
contributions in the field
and the line of argument used is logical and well supported
citing evidence as
appropriate. The student raises pertinent questions and makes
astute observations
on the chosen theme / topic. The source material / references
used are listed using
an appropriate style (in alphabetical order). The concluding
comments are clearly
spelt out, are original with fresh thinking being evident in the
submission.
B The article is summarized with the main terms and issues
identified. The submission

is very well structured, written and presented. Some use is made
of other theoretical
contributions in the field and a general line of argument is
presented drawing on
evidence from theory and practice. There is some evidence of
fresh thinking and
originality in the submission and effective use is made of source
material. The source
material used in completing the review is listed using an
appropriate style.
C The submission is well written, structured and presented
containing a brief article
summary and detailed critique. It describes the main themes and
issues raised in the
article under review. Some evidence in relation to theory is
presented but there is little
evidence of student reflection or engagement in a comparative
analysis. The source
material used is listed using a proper format.
D The submission deals with the more descriptive aspects of the
task and ignores the
analytical elements. The submission format is acceptable
(structure may have been
better) and the source materials used are detailed.
E The submission is not complete in at least 30% of
requirements. Did not meet
minimum referencing guidelines
F The submission is not complete in at least 50% of

G The submission is not complete in at more than 50% of
requirements. No referencing
throughout the entire assignment
NG No submission
24
Table 5: Grade Descriptors –Assignment 2
Grade Characteristics
A The article summary is concise with the purpose of the article
and key terms
(concepts) identified, and their relevance and importance
explained. The
submission is excellent in terms of structure, content, writing
style and
presentation and uses appropriate headings. Reference is made
to other
theoretical contributions in the field and the line of argument
used is logical and
well supported citing evidence as appropriate. The student
raises pertinent
questions and makes astute observations on the chosen theme /
topic. The
source material / references used are listed using an appropriate
style (in

alphabetical order). The concluding comments are clearly spelt
out, are original
with fresh thinking being evident in the submission.
B The article is summarized with the main terms and issues
identified. The
submission is very well structured, written and presented. Some
use is made of
other theoretical contributions in the field and a general line of
argument is
presented drawing on evidence from theory and practice. There
is some evidence
of fresh thinking and originality in the submission and effective
use is made of
source material. The source material used in completing the
review is listed using
an appropriate style.
C
The submission is well written, structured and presented
containing a brief article
summary and detailed critique. It describes the main themes and
issues raised in
the article under review. Some evidence in relation to theory is
presented but
there is little evidence of student reflection or engagement in a
comparative
analysis. The source material used is listed using a proper
format.
D The submission deals with the more descriptive aspects of

the task and ignores
the analytical elements. The submission format is acceptable
(structure may have
been better) and the source materials used are detailed.
E The submission is not complete in at least 30% of
F The submission is not complete in at least 50% of
G The submission is not complete in at more than 50% of
requirements. No
referencing throughout the entire assignment
NG No submission
25
TABLE 6: Grade Descriptors – Formal Closed Book
Examination
Grade
Characteristics
A

Excellent crafted essay that engages with the full implications
of the question.
Well-developed critical arguments and a clear and complete
understanding of the
material, and vocabulary/terminology Integration of knowledge
and/or
understanding across different modules and/or disciplines where
relevant.
Examples, scenarios and case studies drawn from wide range of
reading.
Originality of thought and interpretation The answer
demonstrates an awareness
of the nature and complexity of the marketing management
tools, methodologies
and interpretations
B
Work that engages with the question concisely deploying
relevant module
content. The structures of the answers were clear with a critical
argument, using
the correct vocabulary. The answer demonstrated a very
relevant literature, themes and issues discussed in the module.
Appropriate
examples and scenarios were used and discussed. The answer
demonstrated
intellectual independence, perhaps drawing on ideas from
elsewhere in the
course. The answer demonstrates an awareness of the nature and
complexity of

the marketing management tools, methodologies and
interpretations.
C Work that engages with the question within the context
relevant module content.
The structures of the answers were clear with some critical
argument, using the
correct vocabulary. The answer demonstrated most of
relevant literature, themes and issues discussed in the module.
Appropriate
examples and scenarios were explored. The answer
demonstrated intellectual
independence, although not beyond the module content. The
answer suggested
an awareness of the nature and complexity of the marketing
management tools,
methodologies and interpretations.
D
Work that understands the question. Most points were covered
from module
content, but included minor factual errors. The structure of the
answer did
breakdown at times and the answer may be predominantly
descriptive or a critical
argument may not be strongly developed. The answer described
some of the key
themes and issues raised in the module, based on standard
reading Examples,
scenarios and case studies were mentioned but their full
potential or significance
was not be recognised. The work did not demonstrate original

thought. The
answer may have acknowledged the nature and complexity of
the marketing
management tools, methodologies and interpretations.
E Somewhat major errors in answers and facts presented.
Unable to structure
answers. No examples and scenarios mentioned.
F Major errors in answers and facts presented. Unable to
structure answers. No
examples and scenarios mentioned.
G Incomplete answers in majority parts of answers. Answers are
totally not
according to questions asked.
NG Did not attempt examination
26
PART 6: CONCLUDING COMMENTS
This Study Guide is designed to assist and guide your learning
for this module. It is important
that you read it regularly and do so in conjunction with the core
text, the assigned readings
and session materials. Should you need clarification on issues

covered, please let me know
during the seminar sessions.
I hope you enjoy the module and wish you good luck with the
rest of your study and for the
future.
Dr Markus Vanharanta
Feb 2016

27
APPENDIX 1
UCD SCHOOL OF BUSINESS
STUDENT CODE OF PRACTICE – TEAM WORK2
There are many reasons for using team work in higher education
such as enhancing student
learning, promoting social interaction among students,
developing generic skills (including
negotiation, delegation and leadership) and the individual
students’ strengths and expertise.
There is an onus on the team to ensure that individual members
provide maximum effort in
completing the assigned task/project. There is evidence to
suggest that individuals frequently
exert less effort on collective tasks than on individual tasks
(Williams and Karau, 1991)3. As
the team size increases the Ringlemann Effect emerges: there
can be an inverse relationship
between the size of the team and effort expended. It is fair to
assume that team effectiveness
will increase when members work on tasks that are mutually
important and when each

member believes they are contributing to an end goal.
UCD School of Business personnel are obliged to ensure that
the operation and management
of assigned team-work are consistent with the integrity of the
university assessment process.
It is also expected that, where the team-work contributes to a
module grade, members are
awarded grades that accurately reflect their contribution to the
completion of the task.
This Code of Practice is developed to guide the work of student
teams within an academic
setting and safeguard the integrity of team-based projects as
part of our assessment of student
learning outcomes.
1. All Team members (whether assigned or self-selected) are
expected to contribute actively
and equitably to the completion of the exercise/project.
2. All teams will set out and agree basic ground rules for their
team in terms of team
communication procedures, performance targets, arranging and
organizing meetings,
records, progress reports, solving problems, finalizing the
project and signing off.

3. Roles (such as leader, convener or facilitator) might be
assigned to particular team
members to facilitate the working of the team and specific
milestones (weekly) agreed.
4. Team membership diversity (cultural, professional etc.) needs
to be acknowledged, valued
and utilized as appropriate.
2Members of the School of Business Teaching and Learning
Committee contributed to the
development of this protocol.
3 Williams, K.D., & Karau, S. J. (1991). Social loafing and
social compensation: The effects of
expectations of co-worker performance. Journal of Personality
and Social Psychology, 61(4), 570-581.
28
5. Team work undertaken by UCD School of Business students
is subject to UCD policy on
academic programmes. For further details on this policy go to
http://www.ucd.ie/registry/academicsecretariat/student_code.pdf
6. UCD promotes an environment upholding the dignity and
respect of all students as set out

in its policy on Dignity and Respect –
University College Dublin is committed to the promotion of an
environment for work
and study which upholds the dignity and respect of the
individual and which supports
every individual’s right to study and/or work in an environment
which is free of any form
of harassment, intimidation or bullying.
The university recognizes the right of every individual to such
an environment and
requires all members of the University community to recognize
their responsibilities in
this regard.
Students are advised to read this policy document
http://www.ucd.ie/equality/policieslegislation/dignity_respect_p
olicy.pdf
7. Any team member who is concerned about a member’s
contribution to the team work (and
associated activities) must firstly communicate this (at the
earliest time possible) to the
team members, and they must strive to resolve the problem.
8. If a team member believes that his/her concerns have not
been addressed satisfactorily

within the team, the matter should be brought to the attention of
the module coordinator.
The module coordinator/learning support officer (LSO) should
strive to resolve the issue
at team level. Where this has not been achieved, the Academic
Coordinator and/or the
School Head of Teaching and Learning will be informed.
Should the issues not be resolved, the parties above, taking into
consideration the
stipulations of this code and the University policy documents to
which it refers, will to seek to
mediate to find a solution, which is acceptable to team members
and which retains the
integrity of the team work assessment process.
http://www.ucd.ie/registry/academicsecretariat/student_code.pdf
http://www.ucd.ie/equality/policieslegislation/dignity_respect_p
olicy.pdf

29
APPENDIX 2: 2 Important Documents
You are advised to read the following important documents
before you commence your
studies on this module:
1. Guidelines for the Late Submission of Coursework
This document provides a detailed outline of the rules and
regulations surrounding the
presentation, submission and marking of assignments. The
guidelines provided must be
adhered at all times to avoid an unnecessary loss of marks.
Further details on
www.ucd.ie/registry/academicsecretariat/late_sub.pdf
2. A Briefing Document for Students on Academic Integrity and
Plagiarism.
The University understands plagiarism to be the inclusion of
another person’s writings or
ideas or works, in any formally presented work (including
essays, theses, examinations,
projects, laboratory reports, oral, poster or slide presentations)
which form part of the

assessment requirements for a module or programme of study,
without due
acknowledgement either wholly or in part of the original source
of the material through
appropriate citation. Further details please go to
www.ucd.ie/registry/academicsecretariat/plag_pol_proc.pdf
Plagiarism is a form of academic dishonesty. In any
assignment, plagiarism means that
you have presented information or ideas belonging to someone
else falsely as being your
own original thoughts on a subject.
All assessments/projects submitted must be the result of your
own work.
The following statement must be included on the cover page of
all assignments
submitted:
I declare that all materials included in this
essay/report/project/dissertation is the end
result of my own work and that due acknowledgement have been
given in the
bibliography and references to ALL sources be they printed,
electronic or personal.

Signed: Student name/s, student number
Date:
http://www.ucd.ie/registry/academicsecretariat/late_sub.pdf
df
30
APPENDIX 3: TEAM AGREEMENT FOR TEAM X [DATE:
]
TEAM MEMBERS
CONTACT DETAILS
MOBILE EMAIL
1
2
3
4
5
6
INFORMAL COMMUNICATION

We have decided
1)
2)
3)
MEETINGS
We have decided
1)
2)
3)
MAKING DECISIONS
We have agreed
1)
2)
3)
4)
5)
SANCTIONS
We hope to work in harmony together. We have different

strengths. We accept that this is
a team piece of work and we are all responsible for doing our
best. However we agree
now that
the task, we will try to
sort them out promptly by talking with each other
- as soon as is possible - from our tutor
for those serious
problems which we cannot resolve ourselves.
SIGNED
31
APPENDIX 4
Note to Students: Providing a copy of this paper does not
signify that future
papers will follow the exact same format.

Choose 3 Questions from 6 provided.
Question 1
Outline the structure and content of an organization’s marketing
plan.
Question 2
Explain how the product life cycle can be used in an
organisation’s marketing audit
process.
Question 3
Describe the range of marketing communication tools available
to a business?
Question 4
Explain the global dimension in affecting the nature of
marketing undertaken by
organizations in an international environmental context.
Question 5
Discuss the importance of service in satisfying customer
requirements and identify the
factors that contribute to the delivery of the service quality.
Question 6
Explain the steps involved in the New Product Development
Cycle.
oOo

Assignment Brief
MARKETING MANAGEMENT
MARKETING PLAN
BBS24

of 20
Dear Students
This brief is to assist you in the development of your
Assignment for both Pre-course
and the Final Marketing Plan .
The samples provided are only to help you write the best
possible structure , which
does not mean you have to copy the ideas and replicate it to
your assignment , which
will be considered as plagiarism and resulting in a fail.
Good Luck
Dr Prasad

of 20
ASSIGNMENT 1-Precourse –SWOT ANALYSIS

of 20
1.0 Background
The MOS Burger franchise is owned by MOS Food Services,

Inc that originated from Japan.
The business mainly deals in relation with the food and service
industry. The first store
opened in June 1972 and was named MOS Burger Narimasu. In
1973, their burger named
“Teriyaki Burger” was introduced and become a major hit to the
public. This would result in
the first store that the MOS Burger franchise would expand in
Japan, November 1973.
MOS Burger franchise continued to expand their ever-growing
and successful business
across different states of Japan with the 50
th
and 100
th
MOS Burger store opened during
October 1976 and January 1979 respectively. MOS Food
Services, Inc was not only able to
expand the growth of their franchise stores, but they managed to
open various subsidiaries
that would benefit their main business. The MOS Burger
franchise continued to expand well
into the 1990s to international markets like Taiwan and

Singapore.
As of August 2012, there are currently 1,412 MOS Burger
outlets in Japan. MOS Burger has
a strong number in employees of 1,122 and capital of the
business is at 11,413 million yen as
of March 2012 figures. It has a current net income of 1.8
million yen in the year of 2011
(MOS Food Services, Inc, 2012).
The current competitors for MOS Burger are ....
2.0 Internal Factors
Identify the internal factors, consisting of strengths and
weaknesses, allows the organisation
to understand the positives and negatives of its current business
strategies and targets.
Strength
Identity

At least 5 points
Weakness
At least 5 points
Opportunities
Advancement
At least 5 points
Threats
consumer sentiments
At least 5 points

of 20
2.1. Strengths
MOS Burger has a strong brand identity within the Japan
market. MOS Burger positions
and markets itself to provide high quality fast food dining
which has resulted in a strong
consumer loyalty (MOS Food Services, Inc, 2011). Providing
consumers with value through
safe food that contributes to their well-being while yet at the
same time being
environmentally conscious. MOS Burger implements smoke-free
environments or separated
smoking areas, and existing stores are gradually being
refurbished, some being made smoke-
free environments and others being equipped with separate
smoking areas that are more
effective than before at containing the smoke (MOS Food
Services, Inc, 2001). Since its
establishment, MOS Burger has always focused on using

differentiation strategy which is to
define the distinctive quality of their products from other fast
food competitors.
MOS Burger makes use of the value chain process by being
customer centric to providing
the customised services and choice of food . MOS Burger has
positioned itself among its
consumer markets that the food served is of a healthier choice
by promoting the amount of
calories that are present in their food (MOS Food Services, Inc,
2010). To meet this
sustaining its brand personality among the group, MOS Burger
changed their cooking oil to
those that are blended with vitamin E which is a healthy source
of fat. By providing healthier
menus, MOS Burger entices a a specific segment of consumers
whom are more health
conscious thus increasing the market share of consumers (MOS
Food Services, Inc, 2008).
MOS Food Services Inc has expanded its business with
subsidiaries that would benefit
MOS Burger. The set-up like MOS Credit, Inc which operates
on the finances and insurance

ensures the stability of the organisation. This enables MOS
Burger to understand their
financial ability to expand or invest (MOS Food Services, Inc,
2012).
MOS Burger has a huge amount of focus on the quality
processes and procedures. MOS
Burger has a basic policy of using healthy and safe foods by
maintaining the standards used
like mineral-rich vegetables and natural beef. The suppliers of
such ingredients are picked via
a careful selection process, ensuring that the quality achieves
the company’s standard (MOS
Food Services, Inc, 2011). MOS Burger does not franchise their
outlets, allowing more
control exerted over their products and services with strict
training procedures at their
training facility. This will not only result in MOS Burger being
able to deliver products and
services that will meet the consumers’ expectation, but also
ensure the experience of the
consumers do not differ with each visit to different outlets. This
is known as value service
which holds on to the consumers’ loyalty.

MOS Burger’s strong financials had allowed constant
expansion of its business. With good
cash flow, there is strong financial stability within the business
and it will enable a higher
availability of capital for the organisation. The latest financial
figures have shown that profit
perspective, operating income, ordinary income and net income
came to 1,024 million yen,
1,173 million yen and 749 million yen, respectively (MOS Food
Services, Inc, 2011).
2.2 Weakness
Page 6 of 20
Price effectiveness is a weakness of MOS Burger. Prices are
premium as compared to major
players within the industry. Their competitors are able to satisfy
the needs of the consumer
and yet achieve this with lower cost. Prices may only differ as
little as few hundred yen but as

MOS Burger has a huge market to appeal to, losing a small
group of consumers across the
country may result in losing out a substantial amount of income.
MOS Burger’s organisational structure of research and
development is not as adequate at
their competitors. Innovative new products are introduced to
their menus at a relatively
slower rate as compared to the competitors. MOS Burger loses
the advantage to rivals like
McDonalds if it fails to constantly reinvent or come up with
new products.
Drawing from PESTLE Framework (Kotler Keller, 2012)
consisting of six components:
demographic environment, economic environment, social
cultural environment, natural
environment, technological environment and political-legal
environment use to assess macro-
environment forces. We have identified the following
opportunities and threats.
2.3. Opportunities

Technological advancement of smartphones and the internet has
open new markets of food
retail shopping as people are living increasingly hectic
lifestyles. MOS Burger can reach out
to more consumers and provide an added convenience through
upgrading its booking system
and extending its delivery service beyond its current 206 stores
and offshore.
The bull run of the Yen against the dollar may provide an
opportunity for MOS Burger to
explore the possibility of new markets that were previously too
costly to expand to as well as
altering sourcing strategy by moving non-core production
overseas improving cost
competiveness. (David W. Conklin, 2006)
2.4. Threats
For two decades, Japan economic growth had been stagnant or
seen minor growth.(Leika
Kihara, 2012). In addition years, the weak economy has been
battling with impacts from the
financial turmoil in Europe and appreciation of the yen eroding
exporter’s profit margins. As

such, Japan is undergoing harsh domestic economic conditions,
dampening consumer
sentiments. (MOS Food Services, Inc, 2011)
A report by the (Foodservice Industry Research Institute) and
(Hiroko Tabuchi, 2010),
indicated that the restaurant industry including fast food stores
revenue is declining;
contracting year on year after its peak in 1997. In 2009,
restaurant revenue, fell 2.3 percent,
to 23.9 trillion yen —20 percent below the peak. Businesses are
locked in fierce price wars as
consumers are seeking affordable dining.
(Ministry of Internal Affairs and Communications, 2012) has
published a report on the
changing demographic in Japan shifting towards an aging
population along with declining
birth rate. MOS burger’s consumers have been teenagers to
younger working adults with
disposable income and it has yet to explore into the emerging
matured market segment. In the
near future, it may face a shrinking customer base as their
consumers ‘outgrow’ and move on

to find alternatives to meet their needs and wants.
Page 7 of 20
The fast food restaurants commonly perceived as “junk food”
has been subjected to greater
scrutiny by the public over increasing obesity numbers and
health concerns. In an effort to
meet changing public’s sentiments, competitors like
McDonalds’ are gradually adding
healthier product offering like apple dips and corn cups and
revamping their menus to reflect
calories. MOS Burger’s target segment of health conscious
consumers have more choices
than ever before while dinning out (Daily Mail UK).
Recent media coverage on escalated dispute over Senkaku
islands between Japan and China
has sparked anti-Japanese sentiments across Asia (Kazunori
Takada and Chris Buckley,
2012). Major Japanese brand name firms have announced

factory shutdowns amidst
widespread protest. Political instability poses a risk to MOS
burger franchisee operations in
China (Masatsugu Horie and Ma Jie, 2012).
MOS burger is founded in Japan, a country situated in a zone
that is prone to earthquakes and
other natural calamities (MOS Food Services, Inc, 2011). In the
aftermath of the Great East
Japan Earthquake, MOS Burger’s 118 stores across devastated
areas suspended operations
due to damages and distribution of goods were affected.
Conclusion
MOS burger’s strong brand and financial capitalisation has
made it a sustainable
organisation within the Japanese food industry sector.
Capitalising on its competitive
advantage within the industry , it is providing premium high end
fast food and incorporating
healthier choice within the LOHAS market in Japan. The
company uses differentiation
strategy based on its price and variety of offerings to stay

competitive within the
Economically unstable situations of the country. Further
analysis will be dealt with during
the overall development of the marketing plan , that will
possibly enable the growth of the
company towards a strategic dimension.
References
1. MOS Food Services, Inc, Corporate.
http://www.mos.co.jp/english/corporateinfo/
2. MOS Food Services, Inc. 2001. MOS Burger Annual Report
& Financial Review.
http://www.mos.co.jp/company/ir/library/business_report/pdf/fi
n_rep0102.pdf
& Financial Review.
http://www.mos.co.jp/company/ir/library/business_report/pdf/B
R2008.pdf
& Financial Review.
R2010.pdf

& Financial Review.
R2012_01.pdf
6. Philip Kotler and Kevin Lane Keller. 2012. Marketing
Management Kotler Keller.
Pearson Education Limited.
http://www.mos.co.jp/english/corporateinfo/
http://www.mos.co.jp/company/ir/library/business_report/pdf/fi
n_rep0102.pdf
R2008.pdf
R2010.pdf
R2012_01.pdf
Page 8 of 20
7. David W. Conklin, 2006. Cases in the environment of
business-international perspective.
Sage Publications.
http://books.google.com.au/books?id=Ppjam4YUSiUC&pg=PA1
43&lpg=PA143&dq=ap
preciation+of+yen+franchise+opportunities&source=bl&ots=v0

d7Z__CWQ&sig=sNH7tl
0Adovd-
ePv2XXVYKggutw&hl=en&sa=X&ei=2hJqUIjzHbHJmAWi5oG
ICw&ved=0CDcQ6AE
wAA#v=onepage&q=appreciation%20of%20yen%20franchise%
20opportunities&f=false
8. Leika Kihara. 2012. Japan eyes end to decades long deflation.
Reuters.
http://www.reuters.com/article/2012/08/17/japan-economy-
estimate-
idUSL4E8JH1TC20120817
9. Hiroko Tabuchi, 2012. For Sushi Chain, Conveyor Belts
Carry Profit. The New York
Times.
http://www.nytimes.com/2010/12/31/business/global/31sushi.ht
ml?_r=1&pagewanted=all
10. Ministry of Internal Affairs and Communications. 2012.
Japan Monthly statistics.
http://www.stat.go.jp/english/data/getujidb/index.htm#b
11. Daily Mail UK. MPs to grill McDonald's over obesity.
http://www.dailymail.co.uk/news/article-202904/MPs-grill-
McDonalds-obesity.html
12. Kazunori Takada and Chris Buckley. 2012. Japan brandname
firms shut China plants
after protest violence. Reuters.
http://www.reuters.com/article/2012/09/17/us-china-japan-

idUSBRE88F00H20120917
13. Masatsugu Horie and Ma Jie. 2012. Toyota Supplier Toyo
Tire Reviews China as Protests
Grow. Bloomberg.
http://www.bloomberg.com/news/2012-09-20/toyota-supplier-
reviews-china-plans-as-
anti-japan-protests-mount.html
14. Ma Jie. 2012. Nissan Surrenders 2012 Rally as Yen
Strengthens, Chinese Protest.
Bloomberg.
http://www.bloomberg.com/news/2012-09-24/nissan-surrenders-
2012-rally-as-yen-
strengthens-chinese-protest.html
43&lpg=PA143&dq=appreciation+of+yen+franchise+opportunit
ies&source=bl&ots=v0d7Z__CWQ&sig=sNH7tl0Adovd-
ICw&ved=0CDcQ6AEwAA#v=onepage&q=appreciation%20of%
20yen%20franchise%20opportunities&f=false

estimate-idUSL4E8JH1TC20120817
estimate-idUSL4E8JH1TC20120817
http://www.nytimes.com/2010/12/31/business/global/31sushi.ht
ml?_r=1&pagewanted=all
http://www.stat.go.jp/english/data/getujidb/index.htm#b
http://www.dailymail.co.uk/news/article-202904/MPs-grill-
McDonalds-obesity.html
http://www.reuters.com/article/2012/09/17/us-china-japan-
idUSBRE88F00H20120917

reviews-china-plans-as-anti-japan-protests-mount.html
reviews-china-plans-as-anti-japan-protests-mount.html
2012-rally-as-yen-strengthens-chinese-protest.html
2012-rally-as-yen-strengthens-chinese-protest.html
Page 9 of 20
ASSIGNMENT 2-MARKETING PLAN

of 20
TABLE OF CONTENTS
Executive Summary
...............................................................................................
.... 2
1.0 Situation Analysis
...............................................................................................
........ 3
1.1 Market Summary
...............................................................................................
.... 3
1.2 SWOT Analysis
...............................................................................................

...... 4
1.3 Competition
...............................................................................................
............ 6
1.4 Product Offering
...............................................................................................
..... 7
1.5 Key to Success
...............................................................................................
........ 8
1.6 Critical Issues
...............................................................................................
.......... 9
2.0 Marketing Strategy
...............................................................................................
..... 9
2.1 Mission
...............................................................................................
................... 9
2.2 Marketing Objectives
.............................................................................................
9
2.3 Financial Objectives
............................................................................................
10
2.4 Target Markets
...............................................................................................

...... 10
2.5 Positioning
...............................................................................................
............ 11
2.6 Strategies
...............................................................................................
............... 11
2.7 Marketing Mix
...............................................................................................
...... 12
3.0 Financials
...............................................................................................
................... 15
3.1 Break-even Analysis
............................................................................................
15
3.2 Sales Forecast
...............................................................................................
....... 15
3.3 Expense Forecast
...............................................................................................
.. 16
4.0 Controls
...............................................................................................
...................... 17
4.1 Implementation
...............................................................................................

..... 18
4.2 Contingency Planning
.......................................................................................... 19
5..0 Conclusion
...............................................................................................
................. 19
References
...............................................................................................
......................... 20
Appendices
Page 11 of 20
1.0 Executive Summary
Metro Parking, both a professional car park operator and system
integrator, provides high-
calibre car park services to meet customers’ needs since 1992
(Metro Parking 2010). They

are well known and respected as Singapore’s first-rate
consultancy, service and equipment
provider in professional car park management. Throughout the
years, Metro Parking has
proved to be incomparable in the industry and is the only car
park management company
with numerous accomplishments.
This plan seeks to generate an increase in the market share in
target market, profit margin, car
park equipment sales and retain existing customers by utilising
the information obtained from
retainer consulting, project consulting and market research,
compared to the previous fiscal
year.
Key focus points of this plan leans towards generating more
brand awareness, gaining a
bigger market presence and the targeted increase in sales-
revenue. The following will be
elaborated in the tables presented in this plan. Figures shown
are based on predictions of the
next three years attainable by meeting the objective of being
customer focused. Procuring

new customers and retaining existing customers would be
essential in the process of
maintaining the positioning as an all-in-one solution provider
while reducing competition,
improve car park equipment pricing, sales and reducing risk.
With the marketing strategies in place and the heightened brand
awareness, Metro Parking
can expect to see an increase in its market share and value.
Therefore, leading up to a greater
success in its revenue growth and enhanced positioning as an
all-in-one solution provider in
the parking industry.
Page 12 of 20

2.0 Situation Analysis
Metro Parking has been both a professional car park operator
and system integrator, which
provides high-calibre car park services to meet customers’
needs since 1992 (Metro Parking
2010). Throughout the years, Metro Parking has proved to be
incomparable in the industry
and is the only car park management company with numerous
accomplishments.
2.1 Market Summary
Metro Parking is well known and respected as Singapore’s first-
rate consultancy, service and
equipment provider in the parking industry (Metro Parking
2010). Therefore, marketing will
be the key to the development of Metro Parking’s product and
service awareness as well as
the growth of the clientele base.
Target Markets
ation Strata Title (MCST)

2.1.1 Geographic Factors
Metro Parking targets business consumers, therefore the target
markets are segmented
geographically instead of using demographics or psychographics
characteristics as these two
types of segmentation are usually more applicable for consumer
markets. Since Metro
Parking’s target market lies solely in Singapore, it is impossible
to differentiate them into
zones because ultimately the company looks forward to
covering as many areas as possible.
The company’s car parks cover almost all parts of Singapore. It
is the preferred partner for
the management of car parking facilities from various industries
such as commercial,
residential, industrial, government and hospital (Metro Parking
2010). Metro Parking is
currently managing 34 car parks varying from car park
management services and sales of
parking equipment in Singapore.

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2.2 SWOT Analysis
2.2.1 Strengths

Diagram 2.2.1 (Self-created 2012)
1. The only car park operator that receives
national awards like Customer-Centric
Initiative (CCI) and Excellent Service Award
(EXSA) from Spring Singapore. It is also a
certified On-The-Job training (OJT) centre
approved by Institute of Technical Education
(ITE). These are the unique selling points for
Metro Parking.
2. The only car park operator which doubles up
its role as an operator as well as a system
integrator that owns and sells car park
equipment. Customers have greater

flexibility in choosing appropriate services
from Metro Parking.
3. Being recognised as the Top 500 Small
Medium Enterprise (SME) companies by
Spring Singapore. This award helps to add
value to the company brand equity.
4. Metro Parking has a good support team in
ensuring the deliverance of after-sale
services. It has dedicated Area Managers to
service the clients and perform regular
maintenance for car park equipment.
Opportunity Matrix
Success Probability
1 2
3
4

A
tt
r
a
c
ti
v
e
n
e
ss
L
o
w
H
ig
h
High Low
Page 14 of 20

2.2.2 Weaknesses
Diagram 2.2.2 (Self-created 2012)
2.2.3 Opportunities
mmercial
buildings are privately
owned) where Metro Parking will face lesser competition and
minimum red tapes
when entering into business dealings with building owners.
-added services such as valet parking, self-online
services for season
holders and various payment modes that provide convenience to
season holders

renewing season passes. These will greatly enhance its image as
professional car park
operators.
customers by fostering
good working relationship.
park design to building
owners who are constructing new buildings.
here the core business is sales
of car park equipment.
1. Metro Parking is not as experienced as
compared to its competitors in terms of the
maturity of its car park equipment. It has less
than 10 years of experience and is considered
in the growth stage.
2. Metro Parking has to strengthen its human
resource management. The turnover rate of

its frontline staff has been constantly high.
This will affect the company branding as it
might not able to fulfill its mission in
providing great parking experience as
promised.
Threat Matrix
Probability of Occurrence
1 2
S
e
r
io
u
sn
e
ss
L
o
w

H
ig
h
High Low
Page 15 of 20
2.2.4 Threats
h staff turnover rate due to irregular working hours and
mundane job scopes
System (EPS) by the only
supplier, Mitsubishi Heavy Industries (MHI) in Singapore
prices if MHI decides to raise
the cost prices in future
2.3 Competition

Diagram 2.3: Five competitive forces model (Self-created 2012)
2.3.1 Intensity of Rivalry
Being the only car park operator receiving continual EXSA
awards, this helps in increasing
customers’ confidence in Metro Parking. Over the years, Metro
Parking has established great
relationships with their customers and maintained greater
customer loyalty. Metro Parking
has to convince its current customers that there will be high
switching costs if the customers
decide to switch to its competitors.
Potential

Entrants
Substitutes
Buyers Suppliers
Industry
Competitors
Rivalry among existing
firms
2.3.2 Threat of
substitute products
or service
2.3.4 Bargaining
power of buyers
2.3.5 Bargaining
power of suppliers
2.3.3 Threat of New
Entrants

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2.3.2 Threat of Substitutes
Although there are currently no substitutes available in the
market for car park operating
equipment such as full and semi EPS, Metro Parking is
however, still susceptible to its
equipment provider, MHI (Mitsubishi Heavy Industries, Ltd
2012). Parking operators may
face the risk of being substituted by MHI if they setup their own
car park management
company in future. As technology evolves, the machineries are
also being substituted.
2.3.3 Threat of New Entrants
As costs are high, it will not be easy to enter the industry as
large amount of capital will be
needed to build, develop and market the services. Inputs such as
research and development,
advertising, managerial expertise and skilled labour are very
expensive. The latest new

entrant in the parking industry is Parkway Investments (Far East
Consortium International
Limited 2012).
2.3.4 Bargaining Power of Buyers
With reference to the five competitive forces, there is a low
bargaining power of buyers as
there are many buyers in the industry and the services provided
by various car park operators
are consistent. Therefore, it makes the industry look attractive
and less competitive, which
also increases the profits potential of the sellers.
2.3.5 Bargaining Power of Suppliers
Suppliers are the businesses that supply commodity and services
to the industry. The cost of
items bought from suppliers, for example the raw materials and
components, can have a
significant impact on a company's profitability. As MHI is the
only supplier for car park
equipment such as antennas and charging units, MHI has higher
bargaining power over Metro
Parking.

2.4 Product Offering
Being a professional car park management provider, Metro
Parking is experienced in
delivering excellent service in car park management and
operation. The company is also
proud to have its very own car park specialists awarded with
EXSA and CCI awards
throughout the years (Metro Parking 2010).
Page 17 of 20
Metro Parking’s customers experience the following benefits:
services
consultancy
consolidation

-trained and service-oriented staff who attend to
customers’ needs.
With reference to the above point, Metro Parking also provides
services that include EPS,
Cash Card / CEPAS (Contactless e-Purse Application) card
systems, Season Parking and
NETS (Network for Electronic Transfers) administration as well
as consultancy services. The
company also provides other value-added services such as valet
parking, traffic control and
parking enforcement.
Metro Parking does not only specialise in management services
but is also an experienced car
parking equipment and systems supplier, which provides
excellent services and valuable
offerings to satisfied clients over the years. The personalised
service benefits include having
dedicated area managers to service accounts and a team of
technical support staff who will be
sent to the site to ensure the car park equipment are functioning
well. Furthermore, there will
also be scheduled maintenance program to ensure the equipment
is maintained along with the

ability to advise and customise a system that best suit
customers’ requirements (Metro
Parking 2010).
2.5 Key to Success
A company’s positioning and differentiation strategy must
change as the product, market, and
competitors change over the product life cycle. As products
have limited life, products sales
pass through distinct stages, posing different challenges,
opportunities and problems. The
profits rise and fall at different stages of the product life cycle.
Therefore, products require different marketing, financial,
manufacturing, purchasing and
human resource strategies in each life cycle stage. One of the
keys to success is adding more
value-added services to the company for the customers and
continues to market, design and
produce products that meet the market demand. This should be
done during the growth and
maturity stage, as it is the crucial stages of a product life. In
addition, Metro Parking also

of 20
needs to ensure total customer satisfaction, which eventually
leads to a profitable and
sustainable company.
2.6 Critical Issues
The critical issues for Metro Parking are to:
-in-one solution provider in
the parking industry
service
g relationship with existing customers and
MHI
3.0 Marketing Summary
Metro Parking is currently the only car park management
company that is both a car park
operator and system integrator in Singapore. With such
competitive advantage, Metro
Parking is able to position itself to be incomparable in the
parking industry.

The primary focus of Metro Parking’s marketing strategy is to
expand the customer base and
retain existing customers. The key to the marketing strategy is
to focus on maintaining a
positive and strong position as well as increasing the visibility
of Metro Parking as an all-in-
one solution provider in the parking industry.
3.1 Mission
Metro Parking’s mission is to provide remarkable parking
experiences for the motorists -
“We provide a great parking experience for motorists in a safe
and secure environment.”
(Metro Parking 2010).
3.2 Marketing Objectives
A strong customer base is the foundation of a successful
business and every business needs to
focus on its customers. In order for Metro Parking to attract
customers and increase the value
of customer base, it has to make itself visible to the customers
through brand recognition.

The marketing objectives for Metro Parking are to:
in target market by three percent
within 12 months
-added and
customised services through
superior customer service
Page 19 of 20
3.3 Financial Objectives
With the increase in new constructions in Singapore, the
parking industry is expected to
grow. Metro Parking can increase profits by leveraging on its
core competencies –
comprehensive range of consultancy services and superb
equipment provider.
Metro Parking shall be looking at the following financial
objectives:
period of 12 months

3.4 Target Markets
The main target market for Metro Parking is the building
developers and commercial
building owners. Some of the building developers and
commercial building owners include
AsiaMalls, Ascendas, CapitaLand, City Developments Limited
(CDL), Far East
Organisation, JTC Corporation and MapleTree.
Many parking facilities are located within office buildings,
hotels and mixed-use projects.
More mixed-use developments are gaining popularity in
Singapore which includes South
Beach @ City Hall by CDL and the redevelopment of the
Capitol site (PropertyGuru Group
2012). With such an increase, it has given Metro Parking more
opportunities to increase its
market share.
In addition, Metro Parking can target the management
corporations that fall under the MCST.
The management corporations include freehold condominium
developments such as Sylvan

Lodge and The Belvedere (Singapore Land Authority 2011). As
most property developers
tend to purchase only the parking system and equipment, Metro
Parking can leverage on its
core competencies and offer value to the developers.
Besides targeting at the building developers, Metro Parking can
also reach out to its
competitors such as Wilson Parking and P-Parking
International. As Metro Parking is
currently the only system integrator in the parking industry, it
can increase its market share
and sales in car park equipment by offering such services to its
competitors.
Page 20 of 20
3.5 Positioning
Metro Parking will position itself as an all-in-one solution
provider primarily focusing its

core business in selling car park equipment to building owners
as well as its competitors.
The company will shift its attention away from car park
management to sales of parking
equipment and value added services such as season pass
administration, NETS settlement
services and central control services.
This will greatly enhance the company profitability as 70
percent of the buildings in
Singapore are privately owned. In the local culture, most of the
building owners would
prefer to manage the car parks by themselves with the
unwillingness in sharing the lucrative
revenue with the car park operators.
Furthermore, the company faces less competition as a system
integrator. There are currently
less than five companies in Singapore that sell car park
equipment. With its vast experiences
accumulated over the years in the business, the company is at a
greater position and
competitive edge as it is both a car park operator and system
integrator. It can also offer its

customers with greater flexibility in choosing the right services
that tailor to their needs.
3.6 Strategies
In line with the primary objectives, the first marketing strategy
is to heighten and create more
brand awareness of the company (Kotler et al. 2009, 270). It
will communicate to its target
markets that the company will shift its focus away from car park
management tenders to car
park equipment sales. This will also lighten and eliminate its
former competitors’ fear
towards Metro Parking. In actual fact, the competitors are one
of the target markets that the
company is targeting at in selling car park equipment. Metro
Parking is adopting the mobile
defense strategy through market broadening and diversification.
The second strategy will be launching a bypass attack by
diverting its attention to the
building owners where this market segment is currently
neglected by majority of the car park
operators (Kotler et al. 2009, 348). The current trend in car park
management services is that

all the car park operators are paying most of the attention in
participating in car park
management tenders invited by Housing and Development
Board (HDB).
Page 21 of 20
The marketing method will be using the company website as one
of the communication
channel. The website will also provide great source of
information on the car park equipment
sale services for interested parties. Concurrently, the company
will mail hard-cover
brochures printed in good glossy paper to all building owners
and its competitors to
communicate the goodness of its car park equipment and value-
added services. Metro
Parking will also organise trade talks and networking lunch to
deliver its intended messages.
Undeniably, the company will spend considerable expenditures
in terms of monetary and

time, but this will be worthwhile as it will showcase and create
positive perceptions of the
target markets toward the company’s professionalism and its
products and services.
3.7 Marketing Mix
Product
Being a professional car park operator, Metro Parking is
committed to deliver a great
experience for its customers through the provision of high-
calibre car park services with the
use of in-house car park system and equipment. As part of the
Top 500 SME companies in
Singapore, Metro Parking is proud to be the only car park
operator and system integrator that
uses its very own in-house equipment.
To further enhance branding for Metro Parking, the company
offers customers a customisable
equipment package specially tailored to their requirements. The
package will include
software and value-added services to meet the specific needs of
the customers. By offering
the choice of option and flexibility, customers can choose from

either engaging Metro
Parking to manage the car park or provide state-of-the-art
parking equipment such as EPS,
vehicle access control systems and cash card parking system
(Metro Parking 2010).
Metro Parking will leverage on information and
communications technology to create a
mobile application that provides drivers with a real-time update
on the nearest Metro
Parking’s car parks as well as the number of parking lots
available in the car parks. The
mobile application will be developed for iPhone and Android
users as smartphones are
gaining dominant in Singapore. In addition, both iPhone and
Android are selected because
they have the largest market share in Singapore (Lee 2011).
Page 22 of 20
Price

To produce a finer match between demand and supply, Metro
Parking will be using
differential pricing where the company will introduce a
premium price for its car park
equipment, which includes the provision of value-added
services. The bundled deal is to
encourage customers to use its in-house equipment. Bearing in
mind on the affordability,
Metro Parking’s prices are priced competitively with its
competitors. Based on its core
competencies, Metro Parking will provide value-added services
to customers. Some of the
value-added services include offering assistance in backend
administrative work that is
offered solely by Metro Parking, generating reports and
updating of season passes.
Place
Metro Parking will be engaging in zero level marketing where
the company will channel its
products through direct marketing without the use of any
intermediary. Also, through channel
differentiation, the company also aims to work in partnership
with major shopping malls

developers such as CapitaMalls Asia, Far East Organisation to
position as a leading car park
operator amongst its competitors such as Wilson Parking and G.
Tech.
Building owners are currently a neglected target market and
thus it is an opportunity for
Metro Parking to venture into and build up the branding as an
all-in-one solution provider. By
working with the developers and building owners, it not only
helps Metro Parking to create
an up-market image but also increases status recognition.
Customers will have a better and
positive perception of Metro Parking if it is partnering with
well-known developers. This will
also increase the credibility of Metro Parking.
Condominiums will be another alternative for Metro Parking to
tap into. It is also a neglected
portion of the target market as competitors usually focus on
gaining the tenders for HDB car
parks. As condominiums are often associated with a higher
social class, this will help to build
up the brand perception of Metro Parking and to further support

the company’s strategy of
using the bypass attack.
Page 23 of 20
Promotion:
Advertising:
In the aspect of advertising, the company will be using print
advertisements such as
brochures. It will be distributed to building owners to entice
them with Metro Parking’s in-
house equipment. The distributions will be done on alternate
months during a period of half a
year as part of the company’s effort in engaging in direct
marketing.
On top of that, Metro Parking will advertise its EXSA awards
on print media such as The

Straits Times. This will further enhance the company’s image
and shape customer’s
perception on the company as being an established and reliable
car park operator.
Events and Experience:
Metro Parking will conduct trade talks and networking lunch
that will be held in the central
business district area such as Raffles Place to increase customer
awareness on the equipment
and bundled package that the company is offering. It provides a
good opportunity for the
company to share the product offering and showcase the
equipment. Metro Parking will
invite the target audience for the networking lunch via
electronic direct mailers. Special
promotion bundle such as free value-added services for the first
three months to the
customers will also be introduced during the networking lunch.
Apart from that, Metro
Parking will also get to know its potential target market better.
Public Relations and Publicity:
As part of the company’s strategy in increasing brand

awareness, another form of promotion
will be collaborating with MediaCorp, the main terrestrial
broadcaster in Singapore to feature
Metro Parking in lifestyle television programmes (MediaCorp
Pte Ltd 2012). The
programmes will focus on how SME companies use information
and communications
technology to increase productivity as being encouraged by
Info-communications
Development Authority of Singapore’s (IDA) initiative. The
initiative was mentioned in the
media release by IDA where companies are encouraged to
develop innovative technology
that will benefit the consumers (Info-communications
Development Authority of Singapore
2012).
Page 24 of 20
Personal Selling:

Door-to-door selling and cold calling will be other forms of
promotional activity for Metro
Parking. To further establish the company’s portfolio, it is
necessary for Metro Parking to
undertake the basic forms of marketing tactics. This will not
only help the company to
promote its products and services, but it also enables Metro
Parking to select and shortlist
potential customers.
4.0 Financials
In view of the finance relating to Metro Parking marketing
activities, the following will seek
to provide insights on the break-even analysis, sales and
expense forecast, and indicate how
these activities link to the marketing strategy.
4.1 Break-even Analysis
Assumptions (Car Park Equipment)
Average Per-unit Revenue $75,000
Average Per-unit Variable Cost $37,500
Estimated Monthly Fixed Cost $22,500

Table 4.1 (Self-created 2012)
4.2 Sales Forecast
In line with the marketing strategies aimed at generating greater
brand awareness, the
company aims to provide and improve its services to reach out
to its targeted markets. This
includes using focused marketing channels such as the company
website to act as the main
source of information on the services. In addition, the company
seeks to invest in below-the-
line collaterals such as hardcover sales kits, promotions and
brochures for meetings and
distribution.
Page 25 of 20

Sales Forecast 2012 2013 2014
Sales of Equipment - Semi EPS $1,200,000 $1,240,000
$1,280,000
Sales of Equipment - Full EPS $2,000,000 $2,060,000
$2,120,000
Maintenance Contracts (Equipment) $180,000 $185,400
$191,000
Value-added Services $24,000 $25,000 $26,000
Total Sales $3,404,000 $3,510,400 $3,617,000
Direct Cost of Sales 2012 2013 2014
Sales of Equipment - Semi EPS $960,000 $980,000 $1,000,000
Sales of Equipment - Full EPS $1,600,000 $1,700,000
$1,800,000
Maintenance Contracts (Equipment) $144,000 $148,000
$150,000
Value-added Services $20,400 $22,000 $23,500
Subtotal Cost of Sales $2,724,400 $2,850,000 $2,973,500
4.3 Expense Forecast
For 2012, the marketing expenses will be high during the first

and second quarter of
operation as Metro Parking will focus on generating product
awareness to the target markets.
Therefore, the sales and marketing expenses is expected to
increase to SGD$ 439,500 in
2012. The expenses will settle a bit during the third and fourth
quarter. The marketing efforts
in 2012 and 2013 will have created sufficient awareness for
Metro Parking. Thus, the sales
and marketing expenses will be reduced to SGD$ 268,000 in
2014.
Marketing Expenses Budget for 2012
Marketing Expenses Budget
FY12
Q1
FY12
Q2
FY12
Q3
FY12
Q4

Advertisements $90,000 $90,000 $35,000 $35,000
Printed Material $5,000 $5,000 $3,000 $2,500
Electronic Direct Mailer $4,000 $5,000 $2,000 $1,000
Agency Retainer (Creative) $500 $500 $500 $500
Events $50,000 $50,000 $50,000 $10,000
Total $149,500 $150,500 $90,500 $49,000
Table 4.3.1 (Self-created 2012)
Page 26 of 20
Marketing Expenses Budget for 2012 to 2014
Marketing Expenses Budget 2012 2013 2014
Advertisements $250,000 $175,000 $150,000
Printed Material $15,500 $10,000 $10,000
Electronic Direct Mailer $12,000 $6,000 $6,000
Agency Retainer (Creative) $2,000 $2,000 $2,000
Events $160,000 $100,000 $100,000

Total Sales and Marketing
Expenses $439,500 $293,000 $268,000
Percent of Sales 12.91% 8.35% 7.41%
Table 4.3.2 (Self-created 2012)
5.0 Controls
Metro Parking’s marketing plan serves as a platform for carving
out the company’s brand
identity, as well as to reinforce its positioning as Singapore’s
preferred car park solutions
provider. To gauge the effectiveness of the above marketing
strategies, the following will be
used to measure the performance of the company through the
financial year:
tion

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5.1 Implementation
The following milestones identify the outline of various
activities that the marketing team
needs to take note of and the deadlines for each individual
activity.
Milestones
Plan
Start Date End Date Budget Manager Department
Marketing plan completion 14-Mar-12 21-Mar-12 $0 A. Poh
Marketing
Media Plan 22-Mar-12 30-Mar-12 $3,200 A. Poh
Media
Agency

New sales kit 22-Mar-12 30-Mar-12 $20,000 M. Lee Marketing
Corporate brochure 22-Mar-12 30-Mar-12 $15,000 Fung SP
Marketing
Upgrading of Website 23-Mar-12 30-Mar-12 $10,000 Faj IT
Electronic document
management system
26-Mar-12 30-Mar-12 $3,000 M. Lee Marketing
Print media advertising 1-Apr-12 31-Dec-12 $80,000 Fung SP
Marketing
Collaboration with
MediaCorp
14-May-12 25-May-12 $10,000 Alvin Marketing
Advertising Campaign #1
- Launch networking lunch
28-May-12 15-Jun-12 $10,000 G. Lee Marketing
Implementation of
networking events
30-Jul-12 4-Sep-12 $40,000 Faj Marketing
Advertising Campaign #2
-Sustenance
20-Jun-12 27-Jul-12 $25,000 G. Lee Marketing

Development of mobile
application
1-Apr-12 20-Apr-12 $2,000 M. Lee Marketing
Total $218,200
Page 28 of 20
5.2 Contingency Planning
Taking into the consideration on the external competition that
Metro Parking faces, the
company should keep a close watch on its pricing strategies.
Thus, it is important for the
company to allow its sales consultants to have a certain degree
of flexibility to adjust
quotations and provide value added services.

Taking into account the high turnover rate of the frontline staff,
Metro Parking has to be in
close contact with the human resource department and its
manpower solutions provider. This
allows the company to upkeep its productivity level and ensures
constant customer
satisfaction at all times.
Monitoring operations should be in place as a crisis
management preventive measure. This
process will aid in revealing any drastic fluctuations in the
financial market place, while
speeding up response time towards problem rectification.
6.0 Conclusion
Throughout its past 20 years in the parking industry including
10 years of experience in sale
of car park equipment, Metro Parking has evidently, gained a
strong and respectable foothold
in the industry. With all these marketing strategies in place,
Metro Parking should see an
increase in its market share within the next financial year, while
enjoying a greater success in

its revenue growth and heightened brand awareness. The
increase in customer satisfaction
would also further enhance its positioning the marketplace as it
continues to strive for
excellence in its mission to being an all-in-one solution
provider in the parking industry.
Page 29 of 20
7.0 References
Info-communications Development Authority of Singapore.
2012. Singapore's Highest
Accolade For Infocomm Innovation is Now Open for
Nominations.

http://www.ida.gov.sg/News%20and%20Events/2012031311535
6.aspx?getPagetype=20.
Far East Consortium International Limited. 2012. Discloseable
Transaction Involving Sale Of
The Property.
http://www.hkexnews.hk/listedco/listconews/sehk/2012/0316/L
TN201203161037.pdf.
Kotler, Philip, Kevin Lane Keller, Swee Hoon Ang, Siew Meng
Leong, and Chin Tiong Tan.
2009. Marketing Management: An Asian Perspective. 5th ed.
Singapore: Pearson Education.
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