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