2. 2
Table of Contents
Marketing Solutions Background 3
Executive Summary 4
Positioning Statement 5
Target Market 5
Marketing Objectives 5
Research Methods 6
Secondary Research 7
Primary Research 8
Surveys 12
SWOT 18
Big Idea 18
Strategy Matrix 19
Media Objectives 20
Media Overview 20
Media Outlets 22
Budget 24
Future Recommendations 26
Conclusions 29
Appendices 31
Addendums 42
Work Cited 43
3. 3
Marketing Solutions Company Background
Marketing Solutions (MKTS) was founded in 2014 by the Aurora University (AU)
collegiate chapter of the American Marketing Association (AMA) in Aurora, IL. The AU/AMA
chapter is ranked in the top 5 in the nation. MKTS is composed of AU business and marketing
students. The purpose of MKTS is to deliver effective marketing strategies. MKTS provides four
services: Social Media Plan, Quantitative Research, Qualitative Research, and Integrated
Marketing Solutions.
4. 4
Executive Summary
The plan for Eich’s is to introduce the online retail experience and create a better
workflow system for its retail locations, to stand out from the competition. The main focus is to
help rebrand Eich’s and build an online profile to include an ecommerce store and improve
online presence by using several social media platforms.
To get a better understanding of the market and Eich’s, several research methods were
used including secondary research from several online sources and completing an online survey,
phone interviews, and in person focus groups. Each aspect of the research contributed to the final
ideas envisioned for Eich’s.
Based on the research results, the primary audience includes coaches, athletic directors,
athletes, and other individuals within the athletic field. The secondary audience includes
organizations in any field that use customization services, preferably in higher volume.
Facebook, Twitter, and Instagram will be incorporated in the integrated marketing plan to
help customers connect with Eich’s. A new ecommerce store is also included in the plan through
website host LemonStand, which will be easy to use and offer several key benefits to Eich’s.
The brick and mortar location also needs attention. A new sign should be put up at the
street and a new logo should be implemented to set the retail location apart from the Sports
Complex to allow Eich’s to extend its business to other industries. A new sales and CRM plan
should be used within the stores to help streamline current business and increase productivity and
sales. The goal is to keep Eich’s competitive and growing.
5. 5
Positioning Statement
Eich’s goal is to be the one stop shop for all customized apparel and merchandise. Eich’s
is the custom apparel and promotional materials establishment that will go above and beyond for
their customers from the moment they cross the threshold, in-person or online.
Target Market
Primary Target Market
The primary target market for Eich’s includes coaches, athletic directors, individuals
involved in club organizations, recreational teams, athletes in high school and college, athletic
organization presidents, owners, administrative assistants, secretaries, and captains located in
Plainfield, Naperville, and other neighboring cities. From our secondary research, we found that
the athletes themselves are the most concerned with brand names. On the contrary, we
discovered through our primary research that other athletic affiliates (such as coaches and
athletic directors) are more concerned with price rather than brand names.
Secondary Target Market
The secondary target market for Eich's includes the majority of local organizations in
Plainfield, Naperville and surrounding areas who use custom embroidery and screen printing
services, promotional products, or other customized products. Small businesses with 1-25
employees and larger businesses with over 500 employees is the main focus of the secondary
market as they make up the majority that require these services based on our primary research.
Marketing Objectives
Eich’s should focus on increasing revenues by building a fully functional ecommerce site
offering screen printing, custom embroidery, and custom promotional items. By rebranding
“Eich’s Sports” into “Eich’s,” separation is created from athletic apparel sales and many
6. 6
limitations will be lifted. The ecommerce site will encompass athletics, as well as capitalize on
traffic from other businesses’ needs for customization services. The design of the website should
clearly target the needs of both markets which should be apparent when arriving at the
ecommerce landing page. The website will be easy to navigate and will direct customers based
on the products being searched for and will not be targeted just at the athletic industry. This
allows for other markets such as event planning organizations, non-profit organizations, clubs,
awareness campaigns, and businesses with branding needs to feel they have found the perfect, all
encompassing, one-stop shop for customization services.
Research Methods
MKTS used several methods during the research processes for Eich’s. Secondary
research was gathered by using several online sources to get background information to start
planning Eich’s future needs. Primary research methods allowed MKTS to gain further insight
by using focus groups and phone interviews with key decision-makers in the athletic and B2B
fields. Another primary research method that offered valuable insight was an online survey
conducted using SurveyMonkey. One survey was geared toward B2B and the other survey was
geared towards those in the athletics industry.
Secondary Research
Basic SEO Analysis
Keywords were used to test for search engine optimization or how easily a web site may
be found. This helped to determine the effectiveness of the website for someone searching for
goods or services provided by Eich’s. Keywords included: sports apparel, team wear, team
apparel, sport type + location, sports Plainfield. Eich’s ranked fairly high in all searches and
almost always appeared on the first search page.
B2B Market Analysis
7. 7
The promotional products industry has estimated revenue of $14 billion per year with an
annual growth rate of 1.8% between 2009 and 2014. Due to a decline in media expenditure and
the threat of external competition, the industry's revenue has been severely pressured. However,
following the financial crisis, the Promotional Products industry has rebounded, posting gains in
the past five years. It is estimated that not one company within this industry holds more than 5%
of the market share. The top 4 operators together represent just over 10% of the market (IBIS
World, 2014).
The three main competitors for the B2B industry include Vistaprint, Quality Logo
Products and Halo Branded Solutions. Vistaprint is a non-local online-only competitor who
allows for real-time virtual customization of products. They show real-time digital proofs of the
products they offer and include anything a business could need for marketing from promotional
products and apparel to business cards and stationery to digital marketing services. Quality Logo
Products is located near Eich’s in Aurora and provides a highly customized promotional product
service that also includes t-shirts and apparel. They allow customers to try a sample of a design
with most products, while offering free digital proofs as well. Halo Branded solutions is another
local online competitor providing promotional products and apparel. They allow customers to
see digital proofs and samples before they purchase.
Athletics Secondary Research
The athletic apparel and active wear industries are doing phenomenally well. The sales
growth for athletic wear is exceeding the market as a whole. Athletic gear and apparel has left
the gym, locker room, and fields and consumers are now wearing these apparel items more and
more in their everyday lives. The industry as a whole is said to be worth around $64 billion. $27
8. 8
billion of which can be attributed to sales of Nike products. E-commerce sales account for 7.8
million in revenue for the sporting goods market (Kell, 2014).
Athletics Competitor analysis
The key competitors within the Plainfield area for Eich’s include: BSN, MC Sports,
Kirhofer’s, Boombah, Sports Authority, and Dick’s Sporting Goods. Many of these competitors
have a robust web presence and will be the main competition when entering the digital space.
These companies also have established brands within the sports and customized materials
industry. Boombah and Kirhofer's tailor more towards highly customizable products. However,
Boombah is the key player in terms of full online customization.
Primary Research
Focus Groups
To obtain accurate information about the sporting goods industry for Eich’s, focus groups
comprised of athletic directors, coaches, business associates, and any decision maker in the
purchasing process of athletic gear and equipment. The focus groups were conducted using two
different formats, one for athletics and the other for B2B. A large portion of the industry insight
was gained via phone interviews, as well as one in-person focus group.
Several key takeaways from the athletic focus groups were evident. Overall contracts
were not favored or used by many schools due to the hindrance to these schools on picking the
most budget friendly company to work with. All decision makers said that they make their
purchase decisions at the start or before the season. However, purchasing cycles vary depending
on school budget and sport. For example, one local varsity team mentioned that they go through
five year cycles before purchasing new uniforms. Situations such as these make contracts
problematic for vendors and athletics alike.
9. 9
Vendors often scout before the beginning of each season. For the fall season, scouting
begins in the summer for sports such as cross country, boys’ soccer, football, volleyball, and
golf. For the winter season, scouting begins in the fall for wrestling, basketball, swimming,
bowling, and cheerleading. For the spring season, scouting will start in the winter for baseball,
softball, track and field, boy’s tennis, and girls’ soccer.
Athletic respondents said that they make their purchases mainly from Boombah, Graphic
Edge, Boomer T’s, and BSN. We also found that two thirds of potential athletics clients are
willing to support small businesses as it can help out with the school district’s community. As for
preferred methods of contact or promotion, 75% of participants said that email was the best
option because school officials are most easily reached through email. It was noted that it is most
beneficial for any sales representative to reach out ahead of time to better facilitate a purchase
decision when the sports specific client deems best. We also found that respondents value many
different traits of ecommerce. All respondents believe that a company should provide quotes
prior to a purchase. Athletic decision makers value customer service being readily available
during online ordering. All focus group respondents said that providing a blank sample of
clothing is vitally important because it allows for better accuracy when satisfying bulk purchases.
The purchaser still has to pay for the secondary corrected gear on top of the initial flawed order.
In regards to factors that affect online purchase decisions, online ordering, ease of website use,
rewards programs and in-store pick up all ranked as necessary. The majority of respondents also
stated that sending a sample or offering additional apparel at no charge was also a factor that
made them choose a particular company. The reason extra clothing is preferable is that many
teams end up getting new members who were originally not accounted for. While there was
10. 10
some brand preference for Nike, Adidas, and Under Armour, many schools purchase lesser
known brands, due to cost (Appendix C, Table 5).
Purchasing Incentives
Focus group participants stated that all competitors offer incentives of some sort for
customized apparel orders. The varsity football coach explained that they absolutely will not
purchase from a vendor unless the company is willing to throw in something for free. All
coaches at the focus group expressed that the incentives are considerably more appealing to them
when the incentive offered directly benefits the coaches. High school coaches need apparel such
as jackets, t-shirts, and sweatshirts that are customized specific for that school. By incentivizing
the coaches’ apparel specifically, often times the athletic director, who has ultimate control over
the athletic budget, is satisfied because it makes for less of the budget allocated to coach specific
gear. In one case, we discovered the coaches are required to pay for their own apparel out of
pocket while in another case, we discovered the school pays for the coaches’ apparel.
Booster Clubs
Another important insight uncovered from the focus group is that booster clubs often play
an important role in purchasing spirit wear for schools. It is important for the sales representative
to contact coaches far enough in advance so they can set up a date for them to bring samples to
the next booster club meeting. The booster club parents can then give feedback and specific
requests to fit their needs. The participants stressed how imperative it is to receive, not only the
athletic teams’ customized order on time, but also the spirit wear. The coaches receive a lot of
unwanted complaints from parents regarding specific apparel requests. The complaints include
but are not limited to consistency of colors and styles to requests for brands. During one school
11. 11
interview, it was said that since schools are tax exempt it becomes a frustration when ordering
online because there is no easy way to put in the option of tax exempt by the 501c law.
Company A, B, C Decisions and insights
Three hypothetical company descriptions were given to the focus group for the
participants to choose the company they felt they would purchase from for customized and non-
customized athletic apparel and equipment. Company A represented a store like Dick’s Sporting
Goods while Company B represented Boombah. Company C was a representative combination
of Eich’s qualities that are not changeable (i.e., not as accessible as larger corporations, and
family owned), and qualities that MKTS theorized would be strategic, re-branding opportunities
(i.e., community involvement). The overall consensus between the respondents was that
Company C was the most preferable when choosing a company to purchase customized apparel.
Company C is a local business and family owned. They also offer a wide variety of name brands
and prices with licensing capabilities to screen print/embroider on a variety of name brand
apparel. The respondents felt that local business is a driver in choosing Company C. One
respondent even said they would choose company C in a heartbeat because of the local business
aspect as well the mentality of keeping it within the community. A personal connection with the
sales rep and readily available access to them was a positive trait for Company C (Addendum C).
From the focus group research, the individuals in our athletic target audience are
interested in a solid relationship with a sales representative, enjoy receiving benefits for their
loyalty, and are excited about their choice company giving back to schools and the community.
Word of mouth and referrals from peers seem to be the most popular form of advertising in this
group; these individuals seem to trust the opinions of those who have had positive experiences
with a company.
12. 12
Business to Business
More takeaways were pulled from our B2B respondents on how these decision makers
decide to spend their money. Two thirds of respondents stated that they do not have contracts
with companies to complete their customization needs. The one-third that uses contracts stated
they are usually built through word of mouth, referrals and connections in most cases. As for
companies not using contracts, it relates to why athletics will not use contracts because of the
gridlock it causes to purchase decisions. One important insight was that the bar industry utilizes
their alcohol sales representatives for any and all product customizing. The interviews conducted
with businesses supported the data showing preferences for competitive pricing over brands
preference and community involvement. Additionally, specific industries have specific product
needs to be customized. One participant was in the Commercial Real Estate industry. His biggest
customized product need was for banners. Without customized banners and signs, his potential
clients do not notice his product, considering the product is plots of land. In this case, customized
leather bound portfolios were also a must. In general, other commonly customized products used
for business promotional needs include pens, cups, T-shirts, folders, and sweatshirts. Investment
cost versus product customized is the largest driver for business; the greatest amount of brand
exposure per dollar spent is ideal. Many businesses and organizations have an order-by-need
basis, with not much consistent scheduling.
Surveys
Business to Business: While many organizations require customization services, the main focus
for Eich's is business-to-business operations. MKTS inquired from 131 respondents about
referrals, preferences specific to making purchases online, types of promotional items/apparel,
and order size. Extensive primary research has also helped MKTS draw useful conclusions about
13. 13
each target segment. In the business to business sector, competitive product prices combined
with free shipping was highly attractive when choosing a customization service. For
organizations with 151 to 200 employees, sweatshirts were the most popular custom item.
Table 1 Business Size 151-200 Product Preference
Total
1-25
employee
s
26-50
employee
s
51-150
employee
s
151-200
employee
s
201-500
employee
s
501+
employee
s
Which of
the
following
promo
items/appar
el might
your
organization
purchase?
(Check all
that apply)
0 Count 24 6 6 3 4 31 75
How would
you
describe the
size of your
organization
’s size?
82.8% 75.0% 50.0% 33.3% 50.0% 79.5%
70.8
%
Sweatshi
rt
(hoodie,
sweater,
zip-up)
Count 5 2 6 6 4 8 31
How would
you
describe the
size of your
organization
’s size?
17.2% 25.0% 50.0% 66.7% 50.0% 20.5%
29.2
%
For organizations with 1 to 25, 51 to 150, 201 to 500, and over 500 employees, cups (including
mugs, tumblers, and water bottles) were the most popular custom item.
Table 2 Business Size 1-25, 51-150, 201-500, 501+ Product Preference
Total
1-25
employee
s
26-50
employee
s
51-150
employee
s
151-200
employee
s
201-500
employee
s
501+
employee
s
Which of the 0 Count 21 4 3 4 2 15 49
14. 14
following
promotional
items/appar
el might
your
organization
purchase?
(Check all
that apply)
% within
How would
you describe
the size of
your
organization'
s size?
72.4% 50.0% 25.0% 44.4% 25.0% 38.5%
46.2
%
Cups
(coffe
e cup,
tumblr
,
water
bottle)
Count 8 4 9 5 6 24 57
% within
How would
you describe
the size of
your
organization'
s size?
27.6% 50.0% 75.0% 55.6% 75.0% 61.5%
53.8
%
Finally, for organizations with 26 to 50 employees, customized bags were the most popular item
when ordering.
Table 3 Business Size 26-50 Product Preference
Total
1-25
employee
s
26-50
employee
s
51-150
employee
s
151-200
employee
s
201-500
employee
s
501+
employee
s
Which of the
following
promotional
items/appar
el might your
organization
purchase?
(Check all
that apply)
0 Count 23 3 4 4 3 16 53
% within
How would
you describe
the size of
your
organization'
s size?
79.3% 37.5% 33.3% 44.4% 37.5% 41.0%
50.0
%
Bags Count 6 5 8 5 5 23 53
15. 15
(tote,
duffe
l
bag,
trave
l
case
)
% within
How would
you describe
the size of
your
organization'
s size?
20.7% 62.5% 66.7% 55.6% 62.5% 59.0%
50.0
%
Most businesses had either over 500 employees, or only 1 to 25 employees, making these the two
organizational sizes to focus on.
Figure 1
Athletics: By surveying 102 members of the athletic target segment, MKTS gained insight about
brand preferences, seasons for bulk purchasing, contractual agreements, and ideal aspects of a
choice customization service. Also, we uncovered information about online services this target
segment might show an interest to benefit Eich's in launching an ecommerce venture. For the
athletic target market, increasing brand exposure was the most important when choosing a
28%
8%
11%
8%
8%
37%
1-25 employees
26-50 employees
51-150 employees
151-200 employees
201-500 employees
501+ employees
Respondent Business Size (B2B)
16. 16
customization service for orders of 26 to 50 and 76 to 100 pieces. For orders of 51 to 75 pieces, it
was highly important for their customization service to give back to charitable causes.
Table 4 Order Size vs. Company Aspects
N Mean
Free shipping
1-25 pieces 12 3.58
26-50 pieces 19 3.89
51-75 pieces 4 2.75
76-100 pieces 3 3.00
100+ pieces 27 4.00
Ability to see sample in person prior to
purchasing
1-25 pieces 11 4.00
26-50 pieces 17 4.18
51-75 pieces 4 2.75
76-100 pieces 3 4.00
100+ pieces 26 4.00
Offers customization of products to increase
brand exposure
1-25 pieces 11 4.18
26-50 pieces 18 4.67
51-75 pieces 4 2.75
76-100 pieces 3 4.67
100+ pieces 27 4.11
Gives back to charitable cause
1-25 pieces 11 2.73
26-50 pieces 18 3.22
51-75 pieces 4 3.50
76-100 pieces 3 3.00
100+ pieces 26 3.19
Variety of brands available
1-25 pieces 11 3.55
26-50 pieces 18 3.22
51-75 pieces 4 3.25
76-100 pieces 3 3.33
100+ pieces 27 3.81
Competitive prices
1-25 pieces 11 4.55
26-50 pieces 18 4.39
51-75 pieces 4 3.25
76-100 pieces 3 4.33
100+ pieces 27 4.44
17. 17
Competitive prices were the most important for athletic orders of 1 to 25 and over 100 pieces.
Every survey respondent (100%) reportedly uses Facebook for social media purposes. Email was
the most preferred method of receiving advertisements amongst this target segment, with a 73%
preference.
Figure 2 Promotional Material Preferences
The most effective advertising combination (if choosing two methods), is radio and television
advertisements simultaneously. Nike was the most popular brand amongst the athletic market,
closely followed by Under Armour and Adidas (Appendix C, Table 5). The combination of an
easy to navigate website and readily available online support will make for a highly successful
ecommerce website, according to this target segment (Appendix C, Table 6).
20%
7%
73%
Disagree
Neutral
Agree
Do You Prefer to Receive Promotional
Materials via Email? (Athletics)
18. 18
SWOT
STRENGTHS WEAKNESSES
• Family Owned/Operated
• Custom screen printing and
embroidery
• Indoor Sports Complex
• Licensing ability to screen print on big
name brands
• Multiple Locations
• Local Business
• Existing relationships with Plainfield
schools
• Logo
• Higher price
• Location
• Signage
• Not sole provider to Plainfield Schools
• Website
• No brand consistency
OPPORTUNITIES THREATS
• Increase social media usage and
reach
• Increase quality of website
• Expand to schools with higher
affluence
• Blank samples
• Sales Reps in schools
• Ecommerce
• Divisions
• Intern
• B2B local provider
• Ecommerce
• Free shipping
• Digital Proofs
• Product Samples
• High in-market competition
Big Idea
Survey research and focus groups highlighted that the store sign was not recognizable
and Eich’s was not one of the commonly mentioned businesses for apparel or customization. To
19. 19
improve this Eich's should revamp the outdoor signing so that it is more visible. The logo should
be updated so that it is more recognizable, easily remembered, and reflects the industry. Eich's
should increase awareness of the website with greater social media presence and further
engagement.
The second area of concern is that only having a brick and mortar location is holding
back Eich’s from online sales potential. Ultimately, Eich’s should open an ecommerce store for
online purchasing options. Keeping the online option in-sync with store sales will help to
increase business by those customers who prefer to make their purchases online.
The last concern is that the custom product ordering process is not streamlined for
customers. The recommendation is to use a CRM service to streamline the browsing and
checkout processes, which will encourage customers to make repeat visits. The transaction will
continue to become smoother for shoppers, which will take some of the pressure off sales
associates, allowing them to focus on the customer and their needs.
Strategic Summary
Athletics:
Marketing conclusions Corresponding strategies
Community involvement is very important to
the athletics target segment
Offer to give a percentage back to the
community and employees offer participation
in community events
Quick turnaround can be key for unexpected
orders, especially for sports teams
Offer next-day pickup if the client needs a few
additional pieces of an existing design
Coach incentives are almost expected With each bulk order a coach incentive should
be provided, varying based on order size
Contracts are relatively unattractive Do not make customers feel "trapped" by the
idea of a contract, make them want to come
back by highlighting the benefits to them
20. 20
Business to Business:
Marketing Conclusions Corresponding strategies
Price is key Use lower-priced brands as a selling point
Quick turnaround can be a selling point Offer next-day pickup if the client needs a few
additional pieces of an existing design
Clients enjoy having a resource for relevant
product suggestions and to answer any
questions promptly
Clients should consistently deal with the same
rep that is familiar with their needs, values,
and order history
Most other vendors require a set-up and
design fee for each new design
Waive the set-up and design fee. If this is not
feasible for every order (cost-wise), offer on
orders over a certain size
Brand exposure is very important Act as a liaison for businesses to set up
sponsorship for local sports teams
Media Objectives
The main objective of the media plan is to increase exposure for Eich’s and to drive
traffic to the website through social media. The entire process of shopping and ultimately making
purchases online should be seamless for customers. Increased traffic and conversions are
essential in a successful online campaign for Eich’s. Increasing engagement will also be a key
part to the media strategy and will be measured based on likes, retweets, and comments left by
the customers on each respective social media site.
Overview of Media Strategy
Marketing Communication Tactics
For each side of the Eich’s business, there is an athletics and business campaign. During
these campaigns the main social media outlets used are Facebook, Instagram and Twitter. Each
platform was chosen based on findings in secondary research for the most effective channels to
21. 21
reach target markets. To achieve maximum engagement, each post will be media-rich in
descriptive texts, photos, hashtags (#) and linking to the Eich’s website and/or ecommerce
website.
Eich’s Athletics
The year-long social media strategy is divided up into four different campaigns. Each
campaign correlates with the pre-season of each sport Eich’s carries. These campaigns are
designed to target potential or current customers before the sports season begins. The first
campaign begins in early summer consisting of posts related to football, boys’ soccer, volleyball,
cheer and poms. The second campaign begins during the fall season for basketball and wrestling.
The winter campaign targets baseball and softball while the last campaign is launched in early
spring for girls’ soccer. To generate the most positive feedback, Facebook, Twitter, and
Instagram will be used throughout the entire campaign. Within the $490 budget allocated for
social media, $400 is appropriated for the athletic posts. The athletic media strategy is divided by
campaign; each assigned $100 for promotional Facebook posts. Each social media platform
gives Eich’s the ability to not only directly interact with users, but provide instantaneous
shopping with links to the ecommerce website.
Eich’s Business
Throughout the duration of the Eich’s athletic campaign, there will also be a business
campaign. As $400 is allocated for athletic posts, the remaining $90 within the social media
budget is organized into two main campaigns during the summer and fall seasons. During each
campaign there is one media-rich post on Facebook targeted to reach businesses in Illinois. The
summer campaign post is assigned $30 to reach an estimated 6,300 to 17,000 users. The fall
campaign is assigned the remaining $60 to reach approximately 13,000 to 35,000 users. The
22. 22
reasoning behind each designated season is to pair engaging posts with peak business purchasing
months of the year. As these posts will initially advertise the business to business goods and
services that Eich’s provides, subsequent posts (with no cost to publish) will follow to
continuously promote this sector of Eich’s.
Media Outlets
Facebook
Facebook is the primary social outlet to utilize for the year-long campaign. Facebook is
the most effective form of communication to reach current and potential new customers within
the athletic and B2B target audience during various peak times. The campaigns will drive traffic
to the new website and ecommerce site. There will be four campaigns, one for each season’s
major sports, namely football season, volleyball/boys’ soccer season, basketball/wrestling
season, girls’ soccer/baseball/softball season. As coaches and board members of school and club
teams purchase sports apparel and equipment months in advance from the actual practices, these
Facebook posts will be launched during the appropriate months. For each campaign season there
will be one promoted post with a budget of $60 that will span during the busiest week of the pre-
season. With a $60 promotion, the post will reach approximately 8,100-21,000 users. Along with
the main post, there will be 2 subsequent posts to follow. These posts will span about 4-5 days
and will reach approximately 3,500-9300 users with a $20 budget. Facebook is the primary outlet
choice as it provides the most opportunities for engagement between Eich’s and customer users
from liking, sharing, commenting, and sharing posts.
Instagram
Instagram is the second social outlet for the campaign. During each campaign, the
Instagram account will feature photos similar to those featured on the Facebook page.
23. 23
Instagram’s ability to tag several schools, club teams, organizations and businesses
simultaneously will expand brand recognition in the Eich’s area. The Instagram posts will feature
announcements of new shipment arrivals, client photos and promotion of Eich’s specialty custom
embroidery and screen printing services.
Twitter
Twitter will be used to encourage current and potential customers to interact with Eich’s.
The Twitter account can be used multiple times during the week at various times of the day to
engage users with Eichs’ products and services. The most successful Twitter accounts post up to
several times hourly, due to the short shelf-life of tweets. Along with company promotion, the
Twitter account will be a gender neutral and optimistic voice, sharing sports-related pictures,
quotes and encouraging shout outs for schools with games. During the campaign, the Twitter
account will pose questions, promote Eich’s brands and seek feedback from current customers
(Addendum G).
Ecommerce Site
LemonStand.com is has been chosen for Eich’s new website and ecommerce storefront,
we have chosen hosting the hosting LemonStand due to the fact that it acts as both a website and
online store. Instead of having a separate website that redirects to a cloud-based site featuring the
items, a singular website can be created through LemonStand that provides all the features of
both while streamlining the service to make it easy to use. This removes excess clutter and
shortens the time that it takes consumers to make purchases.
Some of the key features that LemonStand offers:
● Excellent customer service available on both phone and web
● Full control of site design
24. 24
● Trendy and unexcessive design in site templates
● No transaction fees are taken from online purchases
● Advanced SEO features
● Ability to link with your already owned domain name to the new site
● They do not re-direct consumers away from your website upon purchase
● Integration with ZenDesk customer relationship management software for the highest-
level of customer service and management
● Unlimited product images
MKTS has allocated funds toward a “launch package” with LemonStand where Eich’s is
assigned its own dedicated account manager to go through the entire setup process.
To start this process Eich’s will need to send an email to “sales@lemonstand.com”
with the phrase “Launch Package” in the subject line. Eich’s will need to send an email
mentioning an interest in starting a website/ecommerce storefront for the company and
LemonStand will take over from there.
Budget
The MKTS approach will cost approximately $8,645.46 of $10,000 which was the
mutually agreed upon amount with Eich’s. The budget addresses all items within the IMC plan
that will take financial means to implement.
The first item is Customer-Relationship Management (CRM) software from ZenDesk.
Marketing Solutions has allocated $2,124 (21%) towards a “Plus” plan to manage all sales and
create outstanding customer service management. This plan is priced at $59 per month (if billed
annually), per agent. With two sales representatives and management-level needing accounts to
25. 25
manage customer relationships through this software it comes to the expected amount. This
cloud-based software integrates perfectly with the website/ecommerce store front.
The second item is graphic design fees for hired designer, Chad Jimenez. His fee for the
logo redesign and preliminary design phase was $400 (4%), which also included all revisions
that were made to said logos.
A new website/ecommerce storefront was the fourth item on the budget with $1,500
(15%), being used with a launch package on Lemonstand.com to host and design the website/e-
commerce storefront. LemonStand is ideal due to the company’s synergistic nature with other
software and integrates perfectly with the CRM software, ZenDesk.
The fifth item was one-way window decals that were discussed as advertising avenues for
the front windows of the store. The total pricing of this item is $1,881.46 (19%), through Signs
By Tomorrow of Plainfield, IL (See full estimate in appendix for further breakdown). To begin
installation a deposit of $940.73 is needed. The second payment is due upon completion of the
project.
The next item on the budget is a salary for a paid marketing internship for the summer.
The total cost for a high-quality intern is $1,950 (20%), which breaks down to $10 per hour for
15 hours a week. This was based off the 195 worked hours that are required for Aurora
University internships to count for school credit.
Next, money has been allocated towards pay-per-click advertising through Google at
$250 (3%), and Facebook at $450, respectively. The specific methods and distribution
breakdown is detailed within the social media and digital/SEO strategies.
Finally, money was allocated towards sponsored posts (Post Boosts for Facebook),
targeted towards two specific groups. $400 (4%), boosts targeted towards athletics and $90 (1%),
26. 26
towards B2B targets. The specific strategies and breakdowns are detailed within the social media
strategy.
To conclude, there is a contingency of $1,354.54 (14%), left after all items detailed were
allocated.
Appendix E
Future Recommendations
Sales Representatives
The sales representative role should be improved for Eich’s rebranding operations. To
support the overall cohesive brand messaging, the sales representatives will be titled “Divisional
Account Representatives.” Renaming the position achieves the following things: ownership of
job responsibilities supports the rebranding from the old sales structure to the new sales structure
and exemplifies an attractiveness to fresh, competitive sales professionals seeking new
employment. See Addendums A and B for the full outline of Divisional Account
Representatives’ job description and training guidelines.
LinkedIn
27. 27
To expose the Eich’s brand and their ecommerce possibilities, LinkedIn as a social media
outlet could have great benefits. The surveys conducted showed signs that businesses have a
need for high quantity orders. LinkedIn network capabilities constitute nothing but businesses
with the sole objective to connect with other businesses. Eich’s should interact/write content
using keywords that correlate based on company size and the product most ordered, from the
data gathered through our surveys (Appendix C, Table 1, 2, 3) This allows for a direct line to
Eich’s secondary targeted market (business customized product needs). This should include
paying for sponsored boosts to target these businesses of specific sizes and should follow the
guidelines given from the social media tips sections previously shown in the research
compilation.
Blogging
Eich’s should create blog content that is relevant to Athletics or B2B target market
including content that would pull in Eich’s brand exposure, and potential sales includes Eich’s
company differentiators. Some topic suggestions involve content regarding Eich’s family owned
and operated, Eich’s history, and the values Eich’s runs their business standards by (100%
satisfaction guaranteed even if the products have already been customized, guaranteeing
satisfaction through replacing items that are not what the customer wanted, but also not making
the customer pay to receive the customized items they DO want).
When posting about some of the suggested topics mentioned prior, the content should be
told in the form of a story that is intriguing to the customer reading the blog. For example, if
Eich’s wants to highlight customer satisfaction, a blog would be written as a story of a satisfied
customer. By laying out the blog in a story format with names and characters (i.e., Jill the Breast
Cancer Awareness organizer), the reader can easily relate to the blog/article at hand. This means
28. 28
creating content that follows the IMC social media guidelines (in the Social Media section)
specific to the screen printing and custom embroidery processes. Flow and organization are vital
when creating blog content that highlights educational features or technical process in the
industry (i.e., payment for embroidery thread count method vs. Eich’s highlighting a flat fee rate
that is not confusing for the customer).
A starting place to make a blog is by first making a Gmail and Google+ account. Once
the Google+ account is made, the blog site https://www.blogger.com/home?pli=1 (or
www.blogger.com) is perfect for setting up an easy to use, navigate, and customize blog
template. By using this method of creating blog content, the user can easily link and upload the
completed blog on their Google+ account. Not only is this beneficial for promoting blog content,
but it also easily reaches the secondary target market, since Google+ is forecasted as an emerging
social media market for businesses professionals (King, 2015). By adding the Google+ Eich’s
account and linking the blog content to it, (then linking other Eich’s social media accounts and
social icons, including the Eich’s ecommerce site ALWAYS), the brand message displayed
through the blog strengthens the message and posts across all social media avenues.
Eco Gym
Eco Gym is an eco-friendly run workout facility. Its business model is unique in the
aspect that as the workout equipment runs an energy output goes back into the facility, therefore
assisting in powering a portion of the business. The gym’s other competitive differentiator is the
more the members work out their membership cost is reduced. Their first location is in the
downtown Naperville area. Since, Eco Gym has expanded to Plainfield and Glenview and the co-
founders are closer than ever to solidifying franchise abilities. Eco Gym is a local business with a
29. 29
very specific need for Eich's expertise. Given their situation, they are in the market for a
customization service that:
● Provides attentive sales reps with the willingness to go the extra mile
● Is adaptable to rush orders
○ 24 hour turn-around
○ Rep willing to drop order off if possible
● Has competitive pricing
● Is a local business, smaller in size
● Has a customer centralized atmosphere
● Has the ability to place orders online or over the phone with a rep
● Will act as a liaison to connect Eco Gym with local sports teams in need of sponsorship
Eco Gym's company representative mentioned a few key values which are easily attainable by
Eich's:
● Fit, feel, and quality are more important than brand names, but not more important than
price
● No set-up fee and satisfaction guaranteed free returns
● In need of wristbands, pens, water bottles, and monogrammed folders
● Have previously switched companies due to high prices
Conclusion
By following our recommendations and stepwise IMC plan, Eich’s will push forward and
become a key player in the customization business both locally and online. The marketing
methods will be especially effective for Eich’s because of the integrated use of social media, new
ecommerce store, new sales representative requirements, and signage for the Plainfield store
30. 30
location. By implementing these changes, MKTS can assure an increase brand awareness and
sales, all while staying under a budget of $10,000.
31. 31
Appendices
Appendix A
Athletics Focus Group Script
Contracts
1. Does your organization have contracts with specific vendors for your screen printing/custom
embroidered athletic apparel?
a. If so, what is your relationship with them, or how was the relationship originally formed?
b. Is the relationship with your contracting organization the same if you’re ordering non
customized athletic apparel, or athletic equipment?
If Don’t Have Contracts
2. Where do you go when researching a store for athletic apparel (both non customized and
customized) and equipment?
a. Examples...Word of mouth, search engine (google), social media, reviews, print ads?
Purchasing Habits
3. On average, how often do you make purchases for athletic apparel/equipment/customized apparel
?
a. Is there specific time of year and why?
b. Where do you make that purchase?
c. Which do you purchase the most of?
4. Are you willing to pay more to support a local business and why?
5. Given the following companies to purchase to make customized (and non customized) athletic
apparel and equipment from...which would you choose
a. Read Company A qualities from PowerPoint
b. Read Company B qualities from PowerPoint
c. Read Company C qualities from PowerPoint
6. What do you associate the following brand logos with?
a. Show logo options on PowerPoint
b. Which of the logos do you prefer?
Consumer Preferences
7. Where do you prefer to receive promotional alerts?
a. Direct mail
b. Email
c. Social media
d. Text message
e. Banner Ads
f. Push Notifications
Ecommerce
8. Would you be more likely to use a company that allowed you to customize apparel online?
9. What features of an online store do you value? (On PowerPoint)
a. Can provide quotes prior to purchase
b. Readily available customer service during online ordering
c. Option to be shipped a blank sample of apparel prior to ordering
d. 100% satisfaction guaranteed
e. Free returns
32. 32
f. Immediate shipping (arrival time guaranteed)
10. What factors affect your purchasing decisions regarding online athletic apparel/equipment
purchases: (on PowerPoint)
a. Shipping
b. Rewards program
i. Are you qualified for any rewards benefits?
c. Option of online purchasing
d. Ease of online purchasing
e. Option of in-store pickup
f. Location of store
11. If a company shipped you a sample of the apparel before purchasing online in bulk, would
you be more inclined to make a purchase with them?
Brand Preferences
12. What are some of your brand preferences for apparel? (Nike, Under Armour, Adidas)
a. Does preference differ for your team?
b. Does the brand preference change when purchasing higher end equipment?
c. Which factor has more affect on you: affordable apparel, or brand?
Appendix B
B2B Focus Group Script
Purchasing Habits
1. Who is in charge of ordering customized products at your company?
2. Does your company have contracts with specific vendors for ordering your customized products
with your company’s Brand/logo/contact info?
a. IF YES
i. How did you find or build your relationship with this vendor?
ii. Who are some you currently or previously used?
b. IF NO
i. How do you search for companies to customize particular products, for the
branding needs of your business? (word of mouth, search engine, social media)
ii. Do you often compare prices between vendors?
iii. Do you prefer to do your own research on products online or verbally with a
sales rep?
3. Does your company also have a need for other promotional products aside from apparel?
a. IF YES
i. What kind?
ii. Are you more likely to purchase from a company that offers customizable
promotional products in addition to screen printing/custom embroidery for
apparel?
b. IF NO go to next question
4. Is there a certain style of apparel that you order more than others?
a. IF YES
i. what kind? (polos, zip ups, T-shirts, hats, etc)
ii. Does brand preference differ among function of each style of apparel? (Gildan,
Hanes, IZOD, Carhart, Under Armour, Champion, etc.)
33. 33
iii. Does brand preference differ in regards to athletic apparel?
5. On average, how often do you make purchases for customized apparel/or products ?
a. What are the estimated quantities of these orders?
b. Is there a specific time of year
i. IF YES why?
2. Does your company have a customized products or apparel item, that you may put a higher value
on, (maybe metaphorical or symbolic) possibly that is industry specific? (ex. Realtors put high
value on company customized pens, because of the high dollar contracts signed with them).
3. When considering what product or apparel to screen print or custom embroider on, would levels
of product exposure (or reach) affect your decision to purchase? Why?
a. If a product has a farther reach/exposure, are you willing to pay a higher price?
4. If a company gives back, and is involved with the local schools, and the community, would you
be more inclined to use that company, even if they had on average 5% higher prices than the
competitor?
5. Partnerships
a. Does your company currently hold any partnerships with other companies?
b. Is your company involved in/or holds any events outside of your regular day to day
operations? (Fundraisers, charities, awareness events, social or business
events/conferences)
6. If a screen printing/custom embroidery company were to reach out to you to be
involved/partnership in their charity program, which would include the exposure of your
company’s brand, as well as ability to make a positive impact within the community, would this
entice or interest you in anyway?
a. If yes
i. What amount of involvement would your company being willing to participate
in? (Just sponsorship, for brand exposure? Actual employee volunteer?
Equipment donation, or set up? Continual and equal partnership...such as the
partnership in an annual awareness event?)
7. Are there any companies that offer you discounts/coupons/promotions that you take advantage of
often?
a. IF YES
i. Who are the companies?
ii. What do you like about that particular promotional item
iii. How do you receive it?
iv. Where do you prefer to receive promotional alerts?
a. Direct mail
b. Email
c. Social media
d. Text message
e. Banner Ads
f. Push Notifications
IF NO...
6. If a company allowed you to try out a piece of apparel before purchasing, would you be more
inclined to purchase the item online?
7. Do you prefer to customize your company’s products directly on a website or use a pre-made
design, provided by the website?
8. Amenities & Qualities (PowerPoint)
34. 34
a. Affordability - Lowest price/Large order discounts
b. Free and guaranteed shipping
c. Brand variety offered
d. Employee product knowledge
e. Loyalty or rewards program
f. Ability request a quote
g. Free returns
h. Ability to purchase online and in store
i. Program to connect your company with sports teams/affiliations looking for company
sponsors
j. Family owned/Local
k. No first time setup design cost
Appendix C
Table 1 Business Size 151-200 Product Preference
Total
1-25
employee
s
26-50
employee
s
51-150
employee
s
151-200
employee
s
201-500
employee
s
501+
employee
s
Which of
the
following
promo
items/appar
el might
your
organization
purchase?
(Check all
that apply)
0 Count 24 6 6 3 4 31 75
How would
you
describe the
size of your
organization
’s size?
82.8% 75.0% 50.0% 33.3% 50.0% 79.5%
70.8
%
Sweatshi
rt
(hoodie,
sweater,
zip-up)
Count 5 2 6 6 4 8 31
How would
you
describe the
size of your
organization
’s size?
17.2% 25.0% 50.0% 66.7% 50.0% 20.5%
29.2
%
35. 35
Table 2 Business Size 1-25, 51-150, 201-500, 501+ Product Preference
Total
1-25
employee
s
26-50
employee
s
51-150
employee
s
151-200
employee
s
201-500
employee
s
501+
employee
s
Which of the
following
promotional
items/appar
el might
your
organization
purchase?
(Check all
that apply)
0 Count 21 4 3 4 2 15 49
% within
How would
you describe
the size of
your
organization'
s size?
72.4% 50.0% 25.0% 44.4% 25.0% 38.5%
46.2
%
Cups
(coffe
e cup,
tumblr
,
water
bottle)
Count 8 4 9 5 6 24 57
% within
How would
you describe
the size of
your
organization'
s size?
27.6% 50.0% 75.0% 55.6% 75.0% 61.5%
53.8
%
Table 3 Business Size 26-50 Product Preference
Total
1-25
employee
s
26-50
employee
s
51-150
employee
s
151-200
employee
s
201-500
employee
s
501+
employee
s
Which of the
following
promotional
items/appar
el might your
organization
purchase?
(Check all
that apply)
0 Count 23 3 4 4 3 16 53
% within
How would
you describe
the size of
your
organization'
s size?
79.3% 37.5% 33.3% 44.4% 37.5% 41.0%
50.0
%
Bags Count 6 5 8 5 5 23 53
42. 42
Addendums
Addendum A: Divisional Account Representative: Sales Training
Addendum B: Divisional Account Representative: Job Description
Addendum C: Focus Groups: Generic Company A, B, C Slide
Addendum D: Focus Groups: Brand Logo Options
Addendum E: Athletics Survey
Addendum F: B2B Survey
Addendum G: Social Media Guidelines
43. 43
Works Cited
In Boombah. Retrieved from www.boombah.com
In BSN Sports. Retrieved from www.bsnsports.com
In Custom Ink. Retrieved from http://www.customink.com/
In Dick's Sporting Goods. Retrieved from www.dickssportinggoods.com
In Halo Branded Solutions. Retrieved from www.halo.com
(2014, October). In IBIS World. Retrieved from
http://www.ibisworld.com/industry/default.aspx?indid=1440&partnerid=ValuationResou
rce
Kell, J. (2014, December 25). Athletic apparel: Outperforming the competition in 2014.
In Fortune. Retrieved from Athletic apparel: Outperforming the competition in 2014
In Kirhofer's Sports. Retrieved from www.kirhoferssports.com/
In MC Sports. Retrieved from www.mcsports.com
In Quality Logo Products Inc. Retrieved from www.qualitylogoproducts.com
In Sports Authority. Retrieved from www.sportsauthority.com
Top Ecommerce Platforms & Shopping Carts. (n.d.). In ecommerce platforms. Retrieved
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In Vistaprint. Retrieved from http://www.vistaprint.com/
