This document outlines an integrated marketing communications plan for ConsoE's new product, ChargeIt, a portable solar-powered battery. The plan aims to drive collaboration across ConsoE departments and create awareness of ChargeIt. Stakeholders like executives and Wall Street are skeptical of ConsoE entering the consumer market. The plan includes messaging tailored to each stakeholder, and an implementation timeline with tactics like trade shows and earned media to generate interest over six months for $250,000. Metrics will track social media engagement, trade show leads, and media stories to measure success.

1. •
Integrated Marketing Communication
USC CMGT 502-B, PEGS Group: Felicia Pratt, Patricia Espinosa, Kevin Gonzalez, Lauren Shaffer

2. Background
• For the first time on its 55 year history, ConsoE has the golden opportunity to
deliver an innovative and differentiated consumer electronics product
• The product name is “ChargeIt” - an inexpensive solar-powered portable
battery that can be used to charge phones, PDAs and laptops
• This integrated marketing communications plan aligns the ways in which
ConsoE will communicate with its stakeholders about ChargeIt
• Aligns the internal efforts from various departments including Media
Relations, Marketing, Advertising, Investor Communications, Manufacturing
and Employee and Executive Communications
• Provides the core values and brand anchoring for ChargeIt
• Exciting opportunity despite the potential for pitfalls
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3. Strategy
Strategic Goals Communication Plan Goals
Become the #1 supplier of
electrical equipment to large and
mid-size companies.
Drive alignment and collaboration among all of
ConsoE departments, from top to bottom, in order
to successfully implement the new “ChargeIt”
integrated marketing communication plan.
Create media awareness about new power
source product for the consumer market, and
attract consumer attention to the revolutionary
application advantages of the product.

4. Stakeholder Identification & Analysis
Stakeholder List
1. Board of Directors
2. Employees
3. VP Marketing
4. VP Media Relations
5. VP Advertising
6. Wall Street Investors
7. VP R&D and
Manufacturing
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IMPACT
ATTITUDES
Positive
Advocates
AlliesAnti’s
Adversaries High
Low
CMGT502: Case Information. Stakeholders in green have the most impact.
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4
5
6
Negative
7
1
2

5. Stakeholder Analysis
Stakeholder List What do they think? Implication
Board of
Directors
Previous documents from class (week 1) suggest the Board of
Documents will support Shane in his activities
“CE's Board of Directors is firmly behind D. Emmett Shane III.”
This is important because according to
Zara & Pearce (1985) and Arnwine
(2002), board of directors can make
decisions controlling the strategic
direction of a company. (Advocates)
Employees Employees feel that ConsoE does not value their employees and
only care about the bottomline
Having employees on board could help
generate organic buzz as they use the
product themselves. (Allies)
VP Marketing What they really think
“You've got some nerve. I've seen around for a while but you've
never even come and introduced yourself. And when you finally
do, what is it for -- to try and take over my turf?! I'll smile and nod
at your little ideas, but trust me, I won't let you change how we do
marketing around here.”
Marketing thinks this is great and wants
to build a buzz which is great and can
create interest. However, they feel as if
we (communications) are taking over
their turf, and seem to want to be
roadblocks when it comes to generating
ideas. Negative attitude/impact high
(Adversary)
5ConsoE stakeholder information from USC MCM-502 course materials

6. Stakeholder Analysis
Stakeholder List What do they think? Implication
VP Media
Relations
What they really think
"First off, this sounds like a lot of work. Second, it won't even help
my department. I've got enough on my plate without trying to do
the Marketing's work, too."
Can help to create buzz, however,
because they feel this is a ton of work
they can be reluctant to work with us on
this project. Negative attitude/Impact ??
(Anti)
VP Advertising “Forget that budget of Shane’s – I’ll make him see that we need
four, five times that amount…”
What they really think
Says: "Call my secretary and schedule some time. I'll make it top
priority." Thinks: "Who are you exactly? And why should I care?"
A high budget can possibly backfire on
ConsoE positive attitudes towards the
project, ambivalent towards VP
Communication, impact on project
medium (Allies)
Wall Street
Investors
“Isn’t going to go over well on Wall Street.” “…lots of consumers
companies went into the toilet when they tried to create a
consumer product.” “..downplay the importance”
Investors can potentially cause ConsoE
stocks to drop by talking bad about the
company and the product. (Adversaries)
VP R&D and
Manufacturing
“Nowhere near being ready to sell” “We’re doing the first batch of
mass production this week and we’ll be lucky if 50% of them pass
quality assurance”
If there is no product to show then there
is no success in sales. Negative attitude
towards the project, Impact is high
because the product is needed
(Adversaries) 6ConsoE stakeholder information from USC MCM-502 course materials

7. Environment

8. Communication Climate
• ConsoE’s first opportunity with a product for the consumer market.
• No official communications out to all stakeholders groups.
• Internal executives have mixed feelings about the new product’s potential for success
• The VP’s of Marketing and Media Relations were not happy about the additional workload
for this IMC plan.
• There have only been about 12 dozen prototypes produced, and manufacturing does not
think it will be ready for mass distribution for many weeks.
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9. Environment
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10. Environment
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11. SWOT Analysis
Strengths:
•The ConsoE brand name is strong among its
current B2B customers. This brand image may be
leveraged to the consumer market.
•The product is convenient, useful and green
•The low budget provides a minimal financial risk
to the company
Weaknesses:
•The heads of several necessary departments
are already against collaborating on an IMC, due
to time, budget or power
•ConsoE executives are not experienced in
consumer electronics; mass production or B2C
product launch.
Opportunities:
•ConsoE employees could feel more engaged
with a relatable consumer product
•ChargeIt could open up new consumer-based
revenues for the company
•Possibility to partner with an experienced B2C
company for product launch, keep all options
open for the Board of Directors
Threats:
● ConsoE might not be able to successfully
execute the conversion to the consumer
market, could be a distraction from current
B2B customer base
● Possible negative reactions from Wall
Street and consumers if the product launch
is flawed
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Class materials USC MCM 502. Fall 2017.

12. Implementation Plan

13. Implementation Plan
What are we trying to achieve?
Collaboration among the ConsoE CEO and
executives for the new ChargeIt integrated
marketing communication plan (Kitchen &
Bergmann, 2010).
Generate media awareness, and public demand
for ChargeIt through media relations and social
media (Cornelissen, 2014).
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14. Stakeholder Messaging
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Stakeholder:
Employees
Perceptions:
We’re growing
Stakeholder:
Executives
Perceptions:
This is a great product
Stakeholder:
Wall Street
Perceptions:
ConsoE is not consumer goods
Stakeholder:
Board of Directors
Perceptions:
ConsoE is B2B centric

15. Implementation - Goals
15
Objective Audience Channels
Inspire collaboration among all of ConsoE, from top to
bottom, in order to successfully implement the new
ChargeIt integrated marketing communication plan.
Internal Hold leadership team meetings about
plan details, review with Board of
Directors, and communicate IMC plan
overview to employees.
Increase media awareness about new power source
product for the consumer market.
Internal and
External
Share ChargeIt news through press
release, media interactions, and social
media posts.

16. Timeline & Budget
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CEO authorized budget limit of $250,000. (Sorry VP Advertising, no Brad Pitt dollars for the campaign).
Focus immediately on earned media opportunities for ChargeIt by doing product demos with media contacts.
Provide complimentary product samples for consumer electronic industry reporters and tech bloggers, ASAP.
There could be limited paid advertising in those outlets to enhance the buzz through their audience reach.
Pursue joint-marketing efforts with manufacturers of devices that ChargeIt can power, in order to align with
their current presence at consumer electronics trade shows. Leverage their expertise in B2C by partnering to
provide an emergency power solution for their customers, creating a Win-Win scenario.
Leverage free social media exposure by encouraging ConsoE employees to help generate viral interest.
Support a contest for employees to come up with creative ways of showing potential customers the benefits of
ChargeIt.

17. Metrics

18. Metrics
18
Tactic Methods Success Criteria Accountable
Hits on social
media sites,
including hashtags,
visits, retweets
Tracking each time the
facebook site, hashtag or
ConsoE website is used or
visited
The popularity of each method keeps
increasing
Internal & External
Trade Shows - Track amount of people to
complete interest form.
- Track length of time one
stays at the booth (shows
interest in product)
- Number of presales generated.
- If someone stays at booth for longer 3
minutes or more inquiring about the
product.
Internal & External
Earned Media Media pitched to the press
and published
Number of stories produced through
relationships and/or press releases
Internal & External

19. 19
References:
Arnwine, D. L. (2002). Effective governance: the roles and responsibilities of board members. Proceedings (Baylor University. Medical Center), 15(1), 19–22
ConsoE stakeholder information from USC MCM-502 course materials.
Cornelissen, J. (2014). Corporate Communication: A guide to theory & practice (4th ed.) Thousand Oaks: Sage.
Kitchen, P.J., & Burgmann, I. (2010). Integrated marketing communication. J. Sheth & N.K. Malhotra (Eds.) Wiley International Encyclopedia of Marketing.
Hoboken: John Wiley & Sons.
Luxton, S., Reid, M., & Mavondo, F. (2015). Integrated marketing communication capability and brand performance. Journal of Advertising, 44(1), 37-46.
Zahra, S., & Pearce, J. (1989). Boards of Directors and Corporate Financial Performance: A Review and Integrative Model. Journal of Management, 15(2),
291-334.