SlideShare a Scribd company logo
• Operate in the junction between charitable
efforts and loyalty cards
• Very favourable position to be in
Charities
• People tend to donate more to charities which
they empathise with
• Families, 30-40 year olds, and those with
children tend to donate more to charity
• Nice1 is therefore in an extremely favourable
position
Loyalty Cards
• Generally, loyalty cards do not create loyalty in
customers.
• Instead, customers are more likely to use
them for bargain hunting (i.e. loyalty card use
is economically driven)
• Nice1 however, has a market with built-in
loyalty (via their dedication to the school)
• 1) Increase positive word-of-mouth within the
6-month promotional period.
• 2) Attract & increase awareness and remind
users to use Nice1 loyalty cards via in-store
point of purchase displays, school newsletter
advertisements and online advertising.
• 3) Offer rewards that resonate and add value
to customers of different ethnicities and ages.
Objectives
• 53% of loyalty systems are in the retail
industry so competition may be fierce if Nice1
cannot secure their niche
• Loyalty card competitors are particularly well
established (e.g. Onecard)
• Youth population is decreasing, which may
become a problem in the long term
Weaknesses/ threats
• No competitors in NZ who offer unique per
dollar based service
• Experts in membership programs (although
competitors may match this)
• Unique market positioning
Strengths/ opportunities
• Focused differentiation (decile 7-10 schools)
• Differentiate via a unique loyalty card
experience
• Creating brand equity through advertising and
awareness
Generic Strategy
• Our marketing strategy aims to target student
families to increase usage
• Collectable cards and key chains
• This strategy has previously worked
successfully for New Worlds ‘littlest store’
promotion and Countdown’s Animal Sounds
cards
Marketing Strategy (Tactical)
Animal Card Promotions
Animal Key Chains & Display
School Newsletter Ad
Facebook and Webpage
Budget
• The total budget necessary to cover a six
month growth period with the goal to achieve
5% uptake would be; $24850.00, which is
3.2% of the estimated total revenue.
• $0.04 per card and packaging, key chain 55
cents.
• Lee, Y. K., & Chang, C. T. (2007). Who gives what to charity?
Characteristics affecting donation behavior. Social Behavior and
Personality: an international journal, 35(9), 1173-1180.
• Burks, R. (2015). A new study reveals why some people donate more
to charity than others. Retrieved from
http://www.techtimes.com/articles/11536/20140729/a-new-study-
reveals-why-some-people-donate-to-charity-more-than-others.htm
• Wright, C., & Sparks, L. (1999). Loyalty saturation in retailing:
exploring the end of retail loyalty cards?. International Journal of
Retail & Distribution Management, 27(10), 429-440.
• Strahilevitz, M. A. (1999). The effects of product type and donation
magnitude on willingness to pay more for a charity-linked
brand. Journal of Consumer Psychology, 8(3), 215-241.
ReferencesReferences

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Group presentation (2)

  • 1.
  • 2. • Operate in the junction between charitable efforts and loyalty cards • Very favourable position to be in
  • 3. Charities • People tend to donate more to charities which they empathise with • Families, 30-40 year olds, and those with children tend to donate more to charity • Nice1 is therefore in an extremely favourable position
  • 4. Loyalty Cards • Generally, loyalty cards do not create loyalty in customers. • Instead, customers are more likely to use them for bargain hunting (i.e. loyalty card use is economically driven) • Nice1 however, has a market with built-in loyalty (via their dedication to the school)
  • 5. • 1) Increase positive word-of-mouth within the 6-month promotional period. • 2) Attract & increase awareness and remind users to use Nice1 loyalty cards via in-store point of purchase displays, school newsletter advertisements and online advertising. • 3) Offer rewards that resonate and add value to customers of different ethnicities and ages. Objectives
  • 6. • 53% of loyalty systems are in the retail industry so competition may be fierce if Nice1 cannot secure their niche • Loyalty card competitors are particularly well established (e.g. Onecard) • Youth population is decreasing, which may become a problem in the long term Weaknesses/ threats
  • 7. • No competitors in NZ who offer unique per dollar based service • Experts in membership programs (although competitors may match this) • Unique market positioning Strengths/ opportunities
  • 8. • Focused differentiation (decile 7-10 schools) • Differentiate via a unique loyalty card experience • Creating brand equity through advertising and awareness Generic Strategy
  • 9. • Our marketing strategy aims to target student families to increase usage • Collectable cards and key chains • This strategy has previously worked successfully for New Worlds ‘littlest store’ promotion and Countdown’s Animal Sounds cards Marketing Strategy (Tactical)
  • 11. Animal Key Chains & Display
  • 14. Budget • The total budget necessary to cover a six month growth period with the goal to achieve 5% uptake would be; $24850.00, which is 3.2% of the estimated total revenue. • $0.04 per card and packaging, key chain 55 cents.
  • 15. • Lee, Y. K., & Chang, C. T. (2007). Who gives what to charity? Characteristics affecting donation behavior. Social Behavior and Personality: an international journal, 35(9), 1173-1180. • Burks, R. (2015). A new study reveals why some people donate more to charity than others. Retrieved from http://www.techtimes.com/articles/11536/20140729/a-new-study- reveals-why-some-people-donate-to-charity-more-than-others.htm • Wright, C., & Sparks, L. (1999). Loyalty saturation in retailing: exploring the end of retail loyalty cards?. International Journal of Retail & Distribution Management, 27(10), 429-440. • Strahilevitz, M. A. (1999). The effects of product type and donation magnitude on willingness to pay more for a charity-linked brand. Journal of Consumer Psychology, 8(3), 215-241. ReferencesReferences