STRATEGIC MARKETING PLAN 1 MIS.docx

STRATEGIC MARKETING PLAN
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MISSION STATEMENT
Blue Star Recyclers provides Southern Colorado businesses and
residents the most convenient
and affordable electronics recycling services available — as a
way to serve, sustain and create
community. Blue Star Recyclers recycles electronics in order to
create jobs for people with
autism and other disabilities. By choosing to recycle your
electronics with Blue Star Recyclers
you help our economy, our environment, and enable our
business to produce positive triple

bottom-line results People, Planet and Profit.
EXECUTIVE SUMMARY
Blue Star Recyclers is a non-profit e-waste recycling company
based in Colorado Springs,
Colorado. It is estimated that land-filling or illegal dumping of
e-waste is over 3 million pounds
in Southern Colorado. This demonstrates that the potential for
e-waste recycling in this area is
large, especially when the trends in electronics purchasing are
continuously rising.
There are two separate market segments that Blue Star
Recyclers must focus on to make
this expansion a success: business customers and residential
consumers. It is important to note
that business customers bring in the majority of the revenue for
BSR. The company recently
received a grant to focus on residential customers.
To gain market share in both of these segments Blue Star
Recyclers will need to
concentrate on customer needs. The customer needs include:
education about the importance of
recycling e-waste, convenience of recycling, and receiving

rewards and feedback. This plan will
outline how BSR will align the four P’s with the customer’s
needs to create a balanced, strategic
marketing plan.
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MARKET OPPORTUNITY ANALYSIS
Market Summary
Recycling of electronic waste (e-waste) has become a necessity
due to the mass consumption of
millions or new televisions, computers, cell phone and
electronic devices. Although recycling of
food & beverage waste in the food and beverage industry has
become widely practiced and its
disposal widely available through service providers, only an
estimated 15-20% of used
electronics are collected (Resources, 2010). Materials collected
through traditional waste
disposal processes are sent to landfills.

In Southern Colorado, the scope of this market analysis, it is
estimated that land-filling or
illegal dumping of e-waste is over 3 million pounds including
over four hundred thousand
pounds of toxic metals found in the components (Recycling
Resources Economice Opportunity
Fund Grant Program 2011-2012 Project Applicaton, 2011).
Market Needs and Demographics
The markets targeted for Blue Star Recyclers for e-waste
recycling are businesses and
consumers. Although recycling is becoming more popular and
accepted, there are still several
needs required by those wanting to recycle electronics:
convenience and consistency.
The market requires that recycling be as easy as throwing the
away the electronic device.
This means that locations for dropping off waste be nearby,
picked up from their residence or
located in a place of frequent travel. The market requirement of
consistency means that the
services are predictable such as pick up at residences or deposit

locations. In addition, if
recycling events are related to community events they should be
repeated to build familiarity and
confidence to bring recyclable items to the event.
There are three rural counties that need recycling services for e-
waste: La Junta, Pueblo
and Canon City. This plan is focused on expanding services to
those areas.
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In general the median age in Colorado is 36 with the average
household size being 2.49
people per household. Housing was 65.5% owned compared to
34.5% rented (Census, 2010
Interactive Population Search, 2010).
Pueblo County’s total population is 160K with 126K being
white 3K being African
American and 19K of other races. Total housing units are 69K
with 42K being owner occupied
and 20K being renter occupied. Housing with minors constituted

17K of total homes. Males were
78K and females are 80K of total population. 85K of the total
population is over 35 years of age
with 32K being between 50 and 64 years of age (Census, 2010
Interactive Population Search,
2010).
Business in Pueblo County total 2.8K firms and 3.2K
establishments employ 47K people.
Firms and establishments employing more than 500 people are
320 and 594 respectively
employing 22K people (Census, Statistics of U.S. Businesses,
2008).
La Junta, within Otero county total population is 18K with 14K
being White. Total
housing units are 8K with 5K being owner occupied and 2.7K
being renter occupied. Housing
with minors constituted 2K. Males are 9K and females 9K. 10K
of the total population is over
the age over 35 with 3.8K being between the 50 and 64 years of
age (Census, 2010 Interactive
Population Search, 2010).

Business in Otero county total 460 firms and 493 establishments
employ 4.8K people.
Firms and establishments employing more than 500 people are
42 and 55 respectively employing
982 people (Census, Statistics of U.S. Businesses, 2008).
Canon City, within Fremont county, total population is 46K
with 42K being White. Total
housing units are 19K with 12K being owner occupied and 4K
being renter occupied. Housing
with minors constituted 3.8K. Males are 27K and females 19K.
28K of the total population is
over the age over 35 with 10K being between the 50 and 64
years of age and 10K being between
the ages of 35 and 49 (Census, 2010 Interactive Population
Search, 2010).
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Business in Fremont county total 905 firms and 940
establishments employ 8.5K people. Firms
and establishments employing more than 500 people are 71 and
93 respectively employing 2.4K

people (Census, Statistics of U.S. Businesses, 2008).
Market Trends & Market Growth
Consumer Perspective
According to the Consumer Electronics Association (CEA),
consumers were expected to
purchase $211 billion in consumer electronics in 2014 and there
are now over 24 electronic
products per household.1
E-Waste Perspective
Although electronic waste is less than 10% of the current solid
waste stream, it is growing 2-3
times faster than any other waste stream. In 1998, of the 20
million computers taken out of
service, only 2.3 million, which is slightly more than 10%, were
recycled (EPA, eCycling).
Coloradans currently throw away between 40,000 and 161,000
tons of electronic waste a year -
while they recycle about 8,000 tons of waste. (Denver Post,
2012)
Industry Perspective
As an industry, BCC Research (http://www.bccresearch.com) in
a June 2010 report estimated

that the global market for revenues from electronic waste
materials recycling is projected to grow
from $8.5 billion in 2009 to nearly $13 billion in 2014, a
compound annual growth rate (CAGR)
of 8.9%.
Southern Colorado Region Perspective
It is estimated that the entire population targeted is over 275K
with 209K of e-waste ready to
recycle. The corresponding weight is 3.3M lbs and over 429K
lbs of toxic materials (Recycling
Resources Economice Opportunity Fund Grant Program 2011-
2012 Project Applicaton, 2011).
1 Consumer Electronics Association. Market Research Report:
Trends in CE Reuse, Recycle and
Removal. April 2008.
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http://www.bccresearch.com/

External Environment
Political
Colorado has enacted some state laws regarding recycling
including SB133 which makes
dumping of electronics in landfills by consumers or businesses
illegal.
Socio-Cultural
Recycling electronics creates jobs and is well suited to
individuals that have found it difficult to
find work such as the disabled. Rural areas in southern
Colorado have an unemployment rate of
over 90% for individuals with disabilities.
Internal Environment
Company Overview
Blue Star Recyclers is an electronics recycling company that
specializes in end-of-life recycling.
They are based in Colorado Springs, CO and are locally owned
and operated. Because Blue Star
Recyclers is the only community based e-waste recycling
program in Colorado Springs, they
offer a benefit that all profits remain within the community and

therefore help to improve the
local economy. The company does much more than that to
improve the Colorado Springs
community; they also support many local organizations with
fundraising and donations.
Market Type
Blue Star Recyclers participates in both business-to-business (B
to B) markets and business-to-
consumer (B to C) markets. This is evident through the many
different programs they provide.
As far as business-to-business, Blue Star Recyclers offers a
business pick up program that
allows businesses to schedule a onetime pick up or regular
pickups depending on their needs. By
choosing this option companies request Blue Star to come to
them and handle all aspects of the
e-waste removal process. Also, as part of this program they
offer two payment options: flat rate
by item, and pay by weight.
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Core Competencies
• Offer many different options to both businesses and
residential customers (i.e. drop off
sites, scheduled pickups, and collection events
• Have the ability to securely destroy data containing devices
• Have many partners within the community
• Are locally owned so the revenue stays within the community,
strengthening its economy
• Give back to the community to maintain status as a nonprofit
SWOT Analysis
Strengths
1) Employs with people with disabilities to take apart
electronics
2) Community Relations – Building strong partnerships with
other local business
3) Nonprofit status
Opportunities
1) Growing market –Has large growth potential around
Colorado
2) People are upgrading devices at a record pace. This can
positively impact the amount of
products that BSR can recycle
3) Increased Social Pressure to Recycle – The country is moving
forward with sustainable
resources and the movement is growing. Growth plans for this
market of recycling is

starting to take hold all over the country.
Weaknesses
1) Small time operation – Need to gain products to recycle so
they can employ more people.
2) Startup Marketing budget –With a smaller budget, they need
to be creative to gain market
share.
Threats
1) Competition from Denver market – Much larger network/ A
Denver group could move
into the Co Springs area and with size under cut and over
market this small group.
2) Other companies that offer daily or quarterly interaction to
business customers. (Paper
Shredder companies, Document solutions, IT support groups)
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COMPETITIVE LANDSCAPE ANALYSIS
Competitor Profile: ForeRunner Recycling
ForeRunner Recycling is based in Kansas City and has been

operating in Pueblo, CO for nearly
15 years. They provide electronics recycling services to both
businesses and residential
consumers. For business customers, they offer a pickup service;
for their residential customers
they have a mail in service for added convenience. In most
cases, the services ForeRunner
Recycling provides are free because they make money by
reselling usable equipment. However,
they do charge minimal fees to recycle copiers, large printers,
battery backups (UPS), and any
item that contains a monitor (CRT or LCD).
ForeRunner Recycling does its part to help the Pueblo, CO
community by making many
charitable contributions each year. They many donate usable
computer equipment and other
electronic devices to nonprofit organizations that serve the
community. ForeRunner Recycling
will become a main competitor for Blue Star Recyclers as they
expand into other regions in
Southern Colorado, mainly Pueblo. ForeRunner Recycling has a
few advantages over Blue Star
Recyclers: they are already established in the community,
services are inexpensive, and they

offer a mail in service. Another advantage ForeRunner has is
that they already have relationships
with local nonprofits; which may make it difficult for Blue Star
to carry out their current
business model that relies on partnerships with this type of
organization.
Competitor Profile: BETTR Recycling
BETTR Recycling is a small, women owned business that offers
education and consulting on
sustainability. They also provide consultations for businesses on
how and where they can recycle
unwanted items, including computers and other electronics.
While BETTR Recycling does not
actually recycle items themselves, they do recommend
companies that provide these services.
This company can be considered a competitor for Blue Star
Recycling for a few reasons: they
may be eligible for many of the same grants that Blue Star
Recycling is and they advocate for
other recycling companies because of the partnerships that they
have with those companies and
organizations.

One advantage or strength that BETTR Recycling has over Blue
Star Recyclers is that
they provide education to their customers on a variety of issues
that surround sustainability. This
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means that they can provide all-inclusive services to their
customers who strive to make their
own business more sustainable.
Competitor Profile: Waste Connections Colorado Springs
Waste Connections Colorado Springs is a public company
(WCN) with subsidiaries in 29 states
that provides solid waste collection, transfer, disposal and
recycling services in mostly secondary
markets in the Western and Southern U.S. The Company serves
more than two million
residential, commercial and industrial customers. In Colorado,
Waste Connections Colorado
Springs (WCN), has recycling services in the regions pertaining
to this marketing plan. They
provide Residential, Commercial and Construction Recycling
services. They have hauling

locations in Canon City and Pueblo. To entice residential
customers, WCN has created a loyalty
and rewards program to motivate households to recycle. In this
program, called Recycle Bank,
participants earn points for their efforts and can redeem them at
restaurants like McDonalds or at
retailers such as Sam’s Club. WCN provides a calendar
detailing recycling pickups from
residences. In addition customers have an option for online bill
payment. This provides both
convenience and consistency.
A significant weakness of is that WCN does not collect e-waste.
However, if consumer
demand of e-waste services rise, WCN, with strength of 1.34
billion in revenue and 144 million
in net income it is entirely feasible that they could expand
operations to include e-waste.
With the convenient and consistent recycling services and
programs provided by WCN,
consumers may feel they are doing “enough” recycling and may
be more difficult to persuade to
do “more” by recycling e-waste.

Competitor Profile: Waste Management (AKA the Trash Can)
Waste Management is the largest waste removal company in the
area; they are often referred to
as “the garbage man.” Waste Management is a competitor in two
different aspects: often people
improperly dispose of e-waste by just throwing it in the garbage
and they also offer convenient
recycling services.
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Waste Management has a solution for this; they also provide
convenient recycling
services for just about any type of recyclable materials. They
pride themselves on being the
nation’s only coat-to-coast electronics recycler.
Competitor Matrix
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Conclusions about Competition
The purpose of this competitive landscape analysis is to identify
the competition that Blue Star
Recyclers faces, gather information about the competition’s
strengths and weaknesses, and
ultimately come up with a marketing strategy that positions
Blue Star Recyclers favorably
against their competitors.
A strength that is common among multiple competitors is that
they offer mail in
recycling. This is an option that Blue Star Recyclers will either
have to match or at least address
to stay in line with these competitors.
There are a few weaknesses that are apparent when analyzing
the competition. One,
many competitors offer e-waste drop off sites; however they do
not have many so they are not as
convenient for customers as they might think. Another issue
that arises is that many of the
players in the electronics recycling industry do not do much to

build awareness of their programs
or the need for disposing of e-waste properly.
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CUSTOMER ANALYSIS
Customer Needs
The customers for Blue Star Recyclers are recycling individuals
and businesses within the target
geographic counties, mainly in Southern Colorado. Because e-
waste recycling is a specialized
and new category of recycling, it requires a higher level of
Recycling Competence (Robert
Pocock, 2008). Recycling Competence is a consumer behavior
model of the conceptual barriers
individuals face to becoming highly motivated recyclers. The
lowest levels (1-2) {Table 1} are
individuals with little or no desire to recycle. The highest levels
(5-7) are motivated and
committed recyclers. The qualitative study found that to move
up the Recycling Competence

scale individuals needed certain “messages” and “actions” to
overcome barriers in attitudes and
perceptions about recycling. The learning about Recycling
Competence will be used to develop
Blue Star Recyclers’ service and communications that meets the
needs of the recycler whether
they are a business or individual. From a needs perspective the
level targeted should be level 5
or above which is defined as a rate of recycling as “A fair
amount” to 100% from competency
level of “Trying their best” to “The complete Recycler”. Levels
5 through 7 constitute an
estimated 71% of individuals that recycle. (Robert Pocock,
2008).
Businesses are made up of individuals. In many cases
corporations adopt recycling
behaviors because of the motivation of recyclers within their
organization. These individuals are
also high on the Recycling Competence scale. A key target of
Blue Star Recyclers would be to
target these individuals in companies and organizations to
sponsor initiatives. The needs of all of
these customers are the same throughout the area. The
customers for BSR need safe, reliable,

and friendly e-waste recycling. BSR has a great model to
deliver these three items to help satisfy
these needs for both businesses and residential customers.
Table 1
Description Level
Super Committed Recycler 7
Committed Recycler 5-6
Not a Committed Recycler 3-4
Non Recycler 1-2
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Explanations & Education
Customers, whether they are individuals, corporations,
governments or other organizations need
to know why it is important to recycle e-waste and why it
requires a separate effort to collect.
They need to understand the impact on the environment above
and beyond traditional
recyclables. They need to know exactly what e-waste is with
lists of specific e-waste named.

They also need to know what happens to the recyclables. BSR
can help these groups of people
and business more effectively once they have some basic
knowledge of the service and good
BSR is delivering with their services. Customers, who BSR
target, have s basic knowledge of e-
waste recycling. By educating this group, they will become
better recyclers and advocates for
BSR in the future.
Convenience
Customers need to be able to dispose of e-waste in locations
that are located near their home or
where they frequently travel. Ideally, they would expect to use
their current recycling services
so having to go through another process and location could be
seen as inconvenient.
Depositories need to be large enough to dispose of all of their e-
waste recyclables. Business
users also need to have access to easy recycling, just like
residential consumers. Business pickup
service is a great way to meet a business and service them on
their own terms. Currently BSR

has a business route that makes its way weekly around Colorado
Springs to help out business
users.
Rewards & Feedback
Customers need to know about the impact their recycling efforts
are making and how their
county compares to other parts of the Colorado. They also need
to be thanked for participating in
collection activities to keep them motivated. Recording, ranking
and reporting individual and
organizational contributions to e-waste disposal can serve to
motivate and create a competitive
environment to drive more recycling.
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Other Needs
Governments support the needs of individuals with
developmental disabilities. These individuals
are supported by tax dollars. With employment, these

individuals can be productive and lesson
the taxes required for their care.
The Southern Colorado Region has a limited electronic waste
collection sites. This
presents a significant need because many electronic components
contain lead, cadmium,
beryllium, mercury and other toxic metals that can leak into soil
and water if not disposed of
properly. BSR is providing a solution for the target customers
by having more accessible drop
off locations for residential and business customers
Most of the collection of e-waste is done through annual events.
This limited availability
only decreases the amount of electronic waste that is disposed
of properly. Local and consistent
locations are needed.
Current Customers
Currently, Blue Star Recyclers operates in the Colorado Springs
area. They cater to both
businesses and residential customers. According to estimated
information pulled from current

drop off locations and from management, customers who use the
drop off locations travel from
all around the area to deposit e-waste. They are generally
between the ages of 25 to 40 and their
average household income is just over $49,000 per year.
Blue Star Recyclers provides e-waste pick up service to
businesses in the Colorado Springs area,
but according to our contact at the company they also have
“accounts as far north as Denver and
Aurora, as far south as Trinidad, east as Lamar, and west as
Cripple Creek.” This means that they
have been able to reach out to customers in a large area of the
state as far as their pickup service
is concerned. In general, Blue Star Recyclers has over 200
business clients. These business
customers are businesses with anywhere from 1 to 250
employees. Businesses who utilize Blue
Star Recyclers have a need to recycle e-waste. This is due to
the laws in Colorado around e-
waste and recycling of office equipment.
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Potential Customers
When expanding their business to Pueblo, La Junta, and Canon
City Blue Star Recyclers will
need to focus on two different types of customers: businesses
and residential consumers. To
ensure success in these new markets it s important that Blue
Star Recyclers narrow their target
markets to strengthen their impact and generate awareness.
To identify potential business customers in the expansion area
(Pueblo, La Junta, and
Canon City) Blue Star should focus on small to mid-sized
businesses (by pay rolled employees)
that utilize multiple electronic items to conduct their business
because they are most likely to
replace these devices often and have a greater need for and e-
waste recycler to pick up their
unwanted equipment.
As far as the residential market is concerned, Blue Star
Recyclers should target a similar
audience in the expansion area as the segment that currently

recycles e-waste with Blue Star
Recycling in Colorado Springs. From the data that we collected
on drop off sites, this group is
between the ages of 25 and 40 years old and lives near the drop
off sites. This also correlates
with information from the WRAP study that indicates that
members of this age group are already
avid recyclers.
A secondary group that should be targeted is consumers
between the ages of 18 and 25.
This segment is very in tune with technology and is likely to
upgrade their electronics more often
than older members of the population because they tend to be
early adopters of technology. They
are also more likely to have multiple forms of electronics that
will eventually become e-waste
such as computers, cell phones, MP3 players, e-readers, video
game consoles, and more. An
added benefit to targeting a group of younger people is that they
are likely to continue to be
customers for many years to come.
When targeting these segments it is necessary for Blue Star
Recyclers to narrow their

target audience even further to make the most impact with their
marketing efforts. The company
should begin by targeting consumers who are passionate about
the environment and
sustainability efforts. They should also look for consumers who
realize the importance of
employing and giving opportunities to disabled citizens. In
many cases these may be people who
know someone who is disabled or work with other organizations
that support disabled citizens.
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OBJECTIVES & GOALS
Through the grant to help the expansion into the cities of
Pueblo, Canon City, and La Junta, Blue
Star will have the following goals:
• Surplus: Create enough revenue to remain self-sufficient and
sustain four drop-off
locations, 1 in La Junta, 1 in Canon City, and 2 in Pueblo.
• Share: Increase recycling efforts throughout the communities
by 15%
• Social: Create 3 new jobs in co-operation with CI and other

community partners to help
employee adults with DD.
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PRODUCT STRATEGY & TACTICAL PLAN
Product Rationale
Blue Star Recyclers (BSR) has two main services they provide
the residential consumer and
business customers. The service overall is e-waste recycling.
However for the consumer it
would be more of a specialty product. The business consumers
see the service as more of a
professional service that is needed to fill a need that the
business cannot do for itself. Most
businesses produce e-waste in bulk every year. Having an
outside company that can assist in the
safe removal of that waste allows for the business to focus on
their own strengths. BSR provides
many different ways to help companies who call on them for e-

waste recycling. BSR uses a
standard pick up route and a convenient pick up service to help
businesses.
Product Tactical Plan
Product Attributes
BSR’s product attributes fall with the two primary attributes
preferred by customers, recycling
capabilities and social impact. BSR brings services that are
unique in many ways; therefore they
must play on these features to gain business in the expansion
area. The main product sub-
attributes within recycling capabilities that BSR services
provide are: secure data destruction,
environmentally friendly disposal of e-waste, convenient pick
up services for businesses and
drop off services for residential consumers, jobs for adults with
developmental disabilities, and
support for the local economy.
The first product attribute that BSR needs to educate their
customers on is the secure data
destruction. This is because it is a key benefit to consumers
who recycle e-waste over disposing

of it in other ways, such as throwing it in the garbage. BSR’s
website states: “Data containing
devices sent to Blue Star Recyclers are securely shredded on
our premises. As noted in recent
news stories, wiping drives and disks does not ensure that data
cannot be accessed. Only
completely shredding these devices will keep your information
secure.” It is important for the
company to emphasize that when electronics are improperly
disposed of it is possible for other to
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retrieve the data that is stored on them, which can lead to
identity theft or other personal safety
issues.
Another unique attribute of BSR services is that they offer
convenient e-waste pick up to
businesses and local drop off locations to collect e-waste from
individuals. Many of the
competitors in the area either do not handle the recycling of e-
waste or do not offer convenient
methods of disposing of it. For example, Waste Management
offers a mail in service to

customers, but they have to purchase expensive mail-in kits,
pack their unwanted electronics, and
then take the box to the post office. This process can be an
inconvenience for consumers and
many do not want to put in the extra effort to participate in e-
waste recycling via this method.
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PRICE STRATEGY & TACTICAL PLAN
Price Strategy for Businesses
The current model of billing the business customers by product
weight is a great way to
create basic business model. However, as new recycling rules
are created and enforced
politically and with the expected increase of recycling volume
at BSR, a premium needs to be
placed on the products that are being touched by BSR. Moving
BSR to a flexible pricing
structure is best for the growth of their business service line.

Using this new type of price
strategy will allow for the company to process customers at a
rate that is more in line with the
distance traveled to pick up the product and the amount of
product being processed by BSR. A
flexible price model will also make the rates for business
customers competitive for all sized
companies. Using a flexible price strategy will also help
complete more sales transactions and
will make the sales better in terms of profit or break even points
for BSR.
Price Tactics for Businesses
The price structure today consists of per pound weight
management after the product is
collected from the business client. The current cost per pound
is .29 cents for most business
users. However the company does use a .19 cents price for
some customers. Moving forward,
the business users will have a more fluid pricing structure
where repeat business, distance, and
pickup weight will all be calculated to generate a price for the
customer. This flexible pricing
model will allow for BSR to make sure they are competitive and

profitable in the long run to
continue providing service.
BSR will start with the distance they are sending the trucks to
pick up the product from
the company. Distance will be calculated and a fixed dollar
price will be expected and charged
for companies in certain ranges of travel distance; $5-7 charge
for every 30 miles of travel.
Companies inside the first 30 miles would not have a charge and
then each additional 30 miles
will incur the charge. This will help offset the costs and labor
of moving the trucks outside the
home area of the company.
Secondly, repeat customers will have .02 cents removed from
their total per pound
weight. This will show how BSR wants to be a partner with that
company for life. If BSR can
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continue to work with existing customers, as much as possible,
any discount will be offset by the
sales that don’t have to be completed by the company. Finally,

weight should also be tracked on
a rate range. For more poundage, a lower weight cost should be
levered to the customer. It will
mean starting the pound price higher for smaller loads, but
overall the pound costs will need to
increase to make sure people are employed by the company. It
is approximated that the business
customers will need to pay towards .35 cents per pound/average
to make sure BSR continues to
grow employees at the goal rate. Starting smaller load pickups
at .39 cents a pound inside the 30
mile loop would be the best way to start the flexible pickup
pricing. Here are some examples of
the flexible pricing structure.
Distance Cost Weight cost per pd Repeat Total
Client 1 25 miles $ - 300 $ 0.39 n $ 117.00
Client 2 50 miles $ 10.00 500 $ 0.29 n $ 155.00
Client 3 15 miles $ - 1000 $ 0.29 -0.02 $
270.00
Using this new model, BSR is poised to help position their
enterprise as a superior
community, business, and environmental company who using
price strategy to compete for
tomorrows’ competitive business.

Price Strategy and Rationale for Consumers
The second market segment that BSR is focusing on is
residential consumers. The pricing
strategy for this group is different from the pricing strategy that
best fits the business segment.
For the residential segment BSR will utilize the cost-plus
pricing strategy. This strategy means
that the company will take the price that they will sell the
broken down electronics for and then
add a margin for administration and profit, or surplus.
This pricing strategy makes sense for BSR because it is aligned
with their goal, or
objective, to earn enough in the expansion area (Pueblo, La
Junta, and Canon City) to hire three
additional employees with developmental disabilities. By
utilizing this strategy, BSR will be able
to better forecast their profit; and therefore better identify when
they will be able to hire new
employees.
Another reason for this pricing strategy is because it will help
BSR gain customers in the
expansion areas by not overpricing their service. Consumers in

this area are not currently
educated on the importance of recycling e-waste and would not
be likely to spend much money
20
on this service. The cost-plus method will help to ensure that
BSR’s prices are not excessive, but
will allow for enough profit to achieve their goals.
Price Tactical Plan for Consumers
Blue Star Recyclers currently has a list of items that they will
take for e-waste recycling;
however there are no prices listed. The first step in the pricing
tactical plan is for the company to
develop a list with rates listed for specific items, or at least a
fair rate range. Along with this list
they will include information about what the consumer’s money
will be used for in terms of
helping the community and hiring citizens with developmental
disabilities. Statements like “X
number of recycled flat screen TVs can help BSR employee an
adult with developmental

disabilities for one year.” Can be very motivational for
consumers and add value, which will
encourage consumers to spend the money on e-waste recycling.
Also, the list of prices will help
Blue Star Recyclers illustrate to customers that recycling e-
waste is very affordable.
Another part of the tactical plan is measuring profit and sales.
This is an important step
for Blue Star Recyclers because they need to be able to
determine the effectiveness of this
pricing strategy; if this strategy is not effective they will need
to reassess the situation. At the end
of every quarter BSR will assess how much money they have
earned and the benchmark earnings
for the rest of the year. They may find that they are not on
target with their earnings projections;
in this situation BSR will partner with more community
organizations and have e-waste
recycling events to bring in more revenue.
21

PLACE STRATEGY & TACTICAL PLAN
Place Strategy and Rationale for Consumers
BSR provides a service, e-waste recycling; therefore the
distribution strategy that they
will utilize is direct distribution. This method means that
services will be delivered directly to the
consumers. One advantage to a direct distribution channel is
that changes can be made to the
tactical plan or any element of the marketing mix more quickly
than in an indirect distribution
channel.
One benefit of a direct distribution channel is that it enables
BSR to have direct, or face-
to-face contact with consumers. This will assist BSR in meeting
multiple needs of their
customers including: education about e-waste. The ability to
manage what the customer sees as
part of BSR’s e-waste recycling service is a huge part of the
education process. One way that the
company will reach consumers directly is through the collection

events that they sponsor with
other community organizations.
Place Tactical Plan for Consumers
In terms of the marketing mix, the place tactics refers to the
logistics of operating the
business, or selling the product. There are many components
that BSR will consider in regards to
place tactics, including: the locations of drop off sites, the size
and space of drop off sites,
signage, and customer service/ interaction with customers.
With the grant BSR will expanding
into newer markets. These newer markets have both businesses
and consumers who are close to
the demographics as their current home market of Colorado
Springs. Even though they are
similar, BSR needs to view this new area with open minds and
ideas. Businesses and consumers
might react differently that their neighbors to the north. Using
a strong place tactic is important
to make sure that BSR is a strong consideration for e-waste
recycling in the new area.
The first tactic that needs to be considered as BSR expands into
Pueblo, La Junta, and

Canon City is where to place the new drop off sites in order to
best serve this segment of the
target market. To do this, Blue Star will examine the
demographics of each town in the
expansion area and then place the drop off sites in the part of
town the most closely aligns with
their primary customer in Colorado Springs. As stated
previously, these new drop off sites will
22
be placed in high-traffic areas such as grocery store parking lots
or a local Wal-Mart, etc.
Especially in the smaller towns, La Junta and Canon City, these
are places that everyone
patronizes and will be highly visible to all consumers in the
towns. It might be difficult for BSR
to arrange to have permanent drop off depots in these stores; so
the other possibility is to arrange
to have monthly or bi-weekly pick-ups at these locations.
Another element BSR considers to be part of the place tactical
plan is signage. This is an
important part of the plan because signage is the main way that

Blue Star Recyclers will attract
consumers to their drop off locations. The signs at each location
should be large and visible from
the street.
The new markets will still utilize the BSR headquarters in
Colorado Springs. The places
in the new markets will all have a new relationship with this
central processing plant. All
products will be processed and moved through this location.
This location needs to be able to
handle new and old volume of product while maintaining
customer service levels. If BSR grows
too fast they will need to find or open a new processing
location. With all of the primary
services being completed in Colorado Springs this headquarters
needs to be easy to access and
secure.
Place Strategy for Businesses
The current and future place strategy for the business unit
within BSR is onsite pickup, or
direct distribution. Onsite pickup is currently working
extremely well for their business clients.

Businesses use BSR services to help remove and dispose of
equipment from their offices. Onsite
pickup is a great way to make an impact service call with these
customers. BSR’s first impact is
made by being flexible enough to pick up the products on the
schedule of the client. The second
impact is the safety and concern for the data or equipment that
BSR is removing. This value
added service is great for a business who doesn’t know what it
will take to dispose of all the
equipment. Being a direct distribution service, BSR will make
sure their brand is fully integrated
with their trucks, uniforms, and communications with the
business customers.
Place Tactics for Businesses
BSR uses direct to business-to-business selling and distribution.
This allows for BSR to
maintain their place for business purchasers as anywhere they
could possibly go throughout the
23
state of Colorado. This overall place model for BSR uses a

recycling truck to help set the
company brand and logistically move product from the onsite
pickup to the holding and tear
down facility in Colorado Springs. With estimated growth and
expansion to other markets, BSR
will apply for a grant to purchase two new branded trucks (Ford
Transit). Moving into the newer
markets will mean that the current truck will need to expand its
current usage. The truck today
currently has two functions, one it runs a known business route
picking up product, and two it
does the on call onsite pickups. With the place strategy being
fully integrated into onsite pickups
at random locations; the truck is the visible company on wheels.
Downtime for a truck would mean the company cannot service
anyone else at that same
time. This would be devastating for a company who is growing.
Opening up the fleet (maybe
two sizes) will allow for the company to make better decisions
on which customers receive
which truck, due to size of the pickup or distance of the pickup.
With business making up the
bulk of the sales and forecasted sales, having another van is
very important to help create a safe

and reliable transportation option for the company. It will also
allow for 6 or 7 day a week
service to companies throughout the region. This service
availability is paramount to keeping the
place strategy moving forward towards growth. Another way to
help improve the place strategy
is to make sure every business pickup has up to date BSR
handouts and documents on the
recycling process. This will make sure the business who is
getting service from BSR
understands everything that BSR will be doing for them over the
next few days. The dress code
will be a BSR logoed polo shirt with dark or black slacks or
blue jeans. Providing information is
very important to keep the clients educated about the process.
Along with a well-dressed
uniformed driver, a handout will help seal the brand; which
BSR is working so hard to keep
updated.
24
http://www.ford.com/commercial-trucks/transitconnect-

commercial/
PROMOTIONAL STRATEGY AND TACTICAL PLAN
Marketing and Communication Objectives
• Create brand awareness among businesses and residential
consumers in the expansion
area – Pueblo, La Junta, and Canon City. This objective will be
measured by the number
of searches online, visits to the website, and attendance at
promotional events.
• Gain 20 new businesses pick up customers within one year.
• Increase residential consumer participation in e-waste
recycling. This will be measured
by the amount (in pounds) of e-waste that is collected between
the community collection
events and the drop off depots.
Promotional Strategy and Rationale
Expanding the business into new markets: Pueblo, La Junta, and
Canon City means that Blue
Star Recyclers will need to ramp up promotions in these new
markets. There is a lot of area to
cover in this new market and the funds are fairly low; therefore

BSR will need to think outside
the box with the promotional strategy.
Promotional Tactical Plan & Budget
Search Engine Optimization
Search Engine Optimization is the process of improving the
visibility of a website in search
engines via un-paid search results. The months of March and
April where unique users visiting
the site spiked to 865 and 1637 respectively. This demonstrates
the importance of referring links
(embedded links on web pages of reputable sites) can drive
traffic to BSR website. However
once the web pages are no longer current, as with news articles,
the traffic returns to normal
levels.
Page Rank is an important indicator with search engines. It
indicates the “reputation” of
the site for search engines. The higher the page rank the higher
it will show up on search results
for certain keywords.

Purchasing Truck Wraps
25
Moving into the new markets will put a stress on Blue Star
Recyclers with their pickup service
for businesses. Also the consumer side of the business that
supports community events will need
proper transit for the products that are collected. The last
section stated that BSR will purchase
two new transit trucks through a grant, if possible. Wrapping
the trucks in the BSR logo, mission
statement and/or slogan will help build the brand and promotion
of the company while these
trucks are on the road. Through all the business pickup trips,
planned and special run, along with
community events for residential customers BSR will be able to
service three different groups at
the same time.
• Wrap two Ford Transit Trucks – Cost $3,000 a truck, $6,000
total
Business Lunch and Learns with Local Chamber of Commerce

Blue Star Recyclers makes the majority of their profit from
their business pick up services;
therefore they will focus mainly on businesses in the expansion
area. One way that they will
reach out to business owners is through lunch and learns in
partnership with the local chambers
of commerce. All three main cities in the expansion area,
Pueblo, La Junta, and Canon City, have
well-established chambers of commerce to help support local
businesses.
Hosting these lunch and learns is a fairly inexpensive way to
reach out to business
owners and also provide a chance for networking and mingling,
which is one of the main
purposes of local chambers of commerce. The expenses that
BSR would incur with these events
are: room rental, meal costs, and invitations. The following
chart represents estimated costs for
each event.
Room Rental $500.00
Meals $750.00
Invitations (direct
marketing) $800.00
Total $2,050.00

Consumer Direct Mail
Blue Star Recyclers will spend the majority of the promotional
budget on gaining new business
customer because this market segment generates most of their
revenue. However, they cannot
ignore the residential consumer. In addition to the community
collection events, BSR will send
out a direct mail piece to consumers who reside in specific zip
code areas in each of the cities in
26
the expansion area (Pueblo, La Junta, and Canon City). BSR
will send out mailers announcing
the new drop off locations in these towns. The mail piece will
also contain a few simple facts
about why recycling e-waste is important and what Blue Star
Recyclers does to support the local
community and the fact that they provide jobs for
developmentally disable citizens. This tactic
will help BSR achieve their goals of educating the consumer on
e-waste recycling, gaining new
customers, and will exhibit their community involvement.

Promotional Costs
Promotion Planning Grid
Objective Target
Audience
Promotion Tactic
and Positioning
Cost Implementation
Dates
Results
SEO
Optimization for
Website
Core
Customers
and new
Customers
Direct Web
Marketing / Brand
Identity Online
$3000 to
$7,650
July - October
with Quarterly
Updates

Website Hits
will Track
the progress
Truck Wraps
Consumer and
Business
Clients
Brand Identity and
Professionalism
$6,000 July Customer
Comments
on Vehicles
Event
Sponsorship
Residential
Customers
Public Relations $4,000 Throughout the year Increased
awareness
Business Lunch
and Learns
Business
Customers
Direct Marketing $4,600 One a Quarter Goals for
New Clients

Consumer Mailer Residential
Customers
Direct Marketing $2,500 August See who
brings in the
mailer with
their product
TOTALS $20,100 to
$24,750
27
CUSTOMER KNOWLEDGE AND MANAGEMENT
Control Plan
Throughout the year Blue Star Recyclers will need to monitor
their progress of this plan and
determine whether it is successful. If the plan seems to be
failing they will make adjustments to
get it back on track. BSR will utilize multiple forms of
measurement to determine success

depending on the customer group. For business customers they
will initiate focus groups.
Customer surveys are the most feasible option for residential
customers. In order to stay true to
BSR’s plan and get the most accurate information, BSR will
collect data from both businesses
and residential consumers on a semi-annual basis (twice per
year).
Blue Star Recyclers has a more direct relationship with their
business customers;
therefore focus groups are the best way for them to monitor
progress with this particular market
segment. There are businesses that request multiple pick-ups per
year and these are prime
candidates for focus groups discussions.
BSR will also create ROI reports for market share increase in
the grant area using a
spreadsheet to track the pounds that they have recycled in the
new area. BSR will use grant
metrics to baseline the market share over the coming year.
28

FINANCIAL REPORTS
Projected Profit and Loss Statement
Over the next 3 years, it is the goal of BSR to reduce the deficit
required by operations thus
lowering the current BSR contribution of 46K to 20K (see P&L
Spreadsheet). Currently BSR
requires an investment of 136K from to fund operations.
BSR charges $.29/lb of e-waste. BSR estimates that each
customer recycles 12lbs of e-
waste per visit. Year 1 of marketing and promotion via events,
internet marketing and signage
will drive 23,900 customers (a 15% population conversion rate)
to recycle 286K lbs of
recyclable e-waste for revenue of $94.7K. Cost of goods
(COGS) consisted of labor and
materials of $28K in year 1 for a gross profit margin of 69.8%.
Selling and operating expenses
totaled $111k resulting in a net income deficit of $46K.
Continued investments in marketing will
produced an estimated 15% increase in revenue of $108K and
$125K in year 2 and 3

respectively due to growing awareness of BSR via promotional
activities. This increase also
includes Salary increases of 5% in variable labor and
administration can occur without additional
headcount.
29
Blue Star Recycling P & L Statement
Year 1 Year 2 Year 3
Revenue:
Gross Sales 94,733 108,943 125,284
Less:
Net Sales 94,733 108,943 125,284
Cost of Goods:
Materials 9,319 9,319 9,319
Variable Labor 19,200 $20,160 $21,168
Misc.
28,519 29,479 30,487
Less:
Cost of Goods Sold 28,519 29,479 30,487
Gross Profit (Loss) 66,214 79,464 94,797
Selling Expenses

Advertising 24,750 24,750 24,750
Admin/Sales/marketing Payroll 19,600 20,580 21,609
Payroll Taxes and Benefits
Sales Commissions
Professional Fees
Operating Supplies
Travel 11,168 11,726 12,313
Communications
Operating Expenses:
Permits and Licenses
Interest
*Depreciation 1,744 1,744 1,744
Property Taxes
Rent 27,600 27,600 27,600
Insurance
Utilities
Other 26748 26748 26748
Bank Service Charges
Amortization
Total Expenses 111,610 113,148 114,764
Net Operating Income -45,396 -33,684 -19,966
Net Income (Loss) -45,396 -33,684 -19,966
Taxes
Net Income (Loss) after taxes -45,396 -33,684 -19,966
30
*Capital Purchases 3 locations $8719 depreciated over 5 years

P&L Drivers (Year 1) Default Plan
Customers Recyclables(lb
)
Revenue
($0.29/lb)
La Junta 3,274 39,288 $11,394
Canon
City
6,621 79,452 $23,041
Pueblo 14,005 168,060 $48,737
Total 23,900 286,800 $83,172
Material Separation
Revenue
$11,561
Total $11,561
Payback Analysis
BSR marketing and promotional budget is currently $24,750 for
year 1
Sales
Estimated Sales for period without promotion:

7.5% conversion rate = 11,950 customers x 12lbs x $.29 =
$41.5K
Estimated gross margin dollars for period without promotion:
($41.5K – 28.5K(COGS))/$41.5K = 31%
Estimated Sales with this promotion:
15% conversion rate = 23,900 customers x 12lbs x $.29 = 94.7K
Estimated gross profit margin sales dollars with promotion:
($94.7K – 28.5K)/$94.7K = 69%
Expenses
Estimated ongoing advertising and media costs without
promotion: $3,900
Total Advertising and media costs with promotion: $24,750
Payout
Incremental gross profit margin sales minus incremental
advertising and media expenses:
$66.2K - $13K = $53.2K
See Spreadsheet for 3 year projections
31
Bibliography
Association, C. E. (2010, 5 6). Consumer Electronics
Association Press Release,. Retrieved from

Consumer Electronics Association Press Release,:
http://www.ce.org/Press/CurrentNews/press_release_detail.asp?i
d=11900
CEA Industry Statistics. Retrieved 5 2011.
http://www.ce.org/Research/Sales_Stats/default.asp
Census, U. (2010). 2010 Interactive Population Search.
Retrieved from 2010 Interactive
Population Search: http://2010.census.gov/2010census/popmap/
Census, U. (2008). Statistics of U.S. Businesses. Retrieved from
Statistics of U.S. Businesses:
http://www.census.gov/econ/susb/
Compete.com. (n.d.). Retrieved from Compete.com:
http://www.compete.com
EPA. (n.d.). eCycling. Retrieved 5 2011, 2011, from eCycling:
http://www.epa.gov/region08/recycling/ecycling.html
EPA. (2009). Municipal Solid Waste Generation, Recycling, and
Disposal in the United States:
Facts and Figures for 2009. Washington DC: EPA.
PR Checker. (n.d.). Retrieved from PR Checker:
http://www.prchecker.info/
Recyclers, I. A. (n.d.). International Association of Electronics
Recyclers Industry Report.

Retrieved 5 21, 2011, from International Association of
Electronics Recyclers Industry Report:
http://www.iaer.org/communications/indreport.htm
(2011). Recycling Resources Economice Opportunity Fund
Grant Program 2011-2012 Project
Applicaton. Colorodo Springs: Blue Star Recyclers.
Resources, T. (2010). GAO Reports on Federal and State Efforts
to Promote the Reuse and
Recycling of Electronic Wastes. Technical Resources , 28 (6).
Robert Pocock, I. S. (2008). Barriers to recycling at home.
WRAP.
32
MARKET OPPORTUNITY ANALYSISCompetitor Profile:
ForeRunner RecyclingCompetitor Profile: Waste Connections
Colorado SpringsProduct Tactical PlanPromotional
CostsBibliography
Running head: SHORTENED TITLE 1
SHORTENED TITLE 4
Police Wearing Body Cameras
FirstNameLastName
ENG122: English Composition II

Instructor FirstNameLastName
August 1, 2016
I. Introduction
A. Thesis statement: The use of body cameras by the policemen
will serve to create better relations between the American
public and the police force as it will reduce the chances of
misconduct and controversial cases among the officers.
II. Body Paragraph
A. Claim: Body cameras improve how police interact with the
public.
1. Evidence: Some people feel offended when they are stopped
by the police for frisking, this does not have to happen with the
use of body cameras.
2. Evidence: More citations for ordinance violations by 23.1%
hence reducing crimes and creating a more peaceful
environment.
3. Discussion: Better relations are created when the police do
not have to stop everyone for frisking. Reduction in crimes
makes the police friends of the public.
III. Body Paragraph
A. More interactions with citizens
1. Police think of the criminal policies and procedures more
carefully
2. With evidence of their work there is close supervision by the
superiors.
IV. Body Paragraph
A. Officers perceive the instruments more helpful
1. There is no long procedures to prove whether a citizen broke
the law as there is video evidence.
2. The instruments bring more accountability but less civil
liability.
V. Body Paragraph
A. Reduced use of force while dealing with the public
1. Police are more careful while dealing with the public as their

actions are being monitored.
2. Suspects also have to cool down as they do not want to
escalate the charges.
VI. Body Paragraph
A. Counterargument: Interferes with police officers’ rights.
Discretion amongst the police officers is reduced but it is good
for a while.
B. Rebuttal: Discretion is not necessary at work.
1. No rights are interfered with by monitoring police activities
at work.
2. Discretion is one of the issues that supervisors want to get rid
of.
VII. Conclusion
A. Body cameras are a good enhancement in the law
enforcement as they improve self-awareness amongst the police
officers, better public police relations and suspects’ behavior.
B. Concluding statement: though the cost of having these
cameras is high, it is important to consider the cost benefit
analysis. The benefits that these body cameras bring cannot be
compared with the situation of not having them, therefore, this
technology should gain some legitimacy and be used widely.
References
Braswell, M., McCarthy, B. & McCarthy, B. (2014). Justice,
crime, and ethics.
Amsterdam: Anderson.
Gaines, L. & Kappeler, V. (2014). Policing in America.
Amsterdam: Anderson.
Green, J. (2013). Decision Point Real-Life Ethical Dilemmas in
Law Enforcement.
Hoboken: CRC Press.
Peak, K. (2016). Justice administration: police, courts, and
corrections management.
Boston: Pearson.
Pollock, J. (2007). Ethical dilemmas and decisions in criminal
justice. Belmont, CA:
Thomson/Wadsworth.

Running head:
SHORTENED TITLE
1
FirstNameLastName
Instructor FirstNameLastName
August
1, 2016
Running head: RESCUE AND SHELTER DOGS 1

Rescue and Shelter Dogs: Outline
Yolanda B. Student
Professor I. M. Jackson
August 31, 2016
ENG122
Sticky Note
The shortened title is no more than 50 characters in length. This
count includes both letters and spaces.
ENG122
Sticky Note
This title block is accurately formatted according to Ashford
University's requirements.
RESCUE AND SHELTER DOGS 2
Rescue and Shelter Dogs: Outline
I. Introduction
A. Thesis statement: Due to the pet overpopulation in America
and the exacerbated

medical ramifications of selective breeding, people should
adopt rescued dogs
rather than purchase a puppy from any type of breeder or pet
store.
II. Body Paragraph: Pet overpopulation
A. Pet overpopulation is causing environmental and social
problems.
1. Pet waste left behind by unsupervised and/or homeless
animals have an
impact on ground water quality (Paterson, 2011).
B. Rescue organizations reduce the pet population in America
by spaying and
neutering all animals before they are released.
1. There were 3,500 individual animal shelters operating at
capacity in the
United States in the mid 1990s (Motavalli, 1995). The numbers
grow because
too many pets are allowed to breed freely without control.
2. According to environmentalist Jim Motavalli (1995), the
average female dog
can produce two litters a year, which means that one un-spayed
girl dog can
be responsible for 67,000 births during her fertile years if her

offspring are
also left intact and not spayed or neutered.
III. Body Paragraph: Genetic modification
A. Designer and purebred dogs are created by artificial genetic
modification through
selective breeding practices.
ENG122
Sticky Note
Notice that the student has correctly started the paper with the
full title centered on the first line.
ENG122
Sticky Note
Notice the alphanumeric formatting of this outline. The student
begins with main ideas, then breaks those ideas down into
subtopics that cover claims, evidence, and analysis. Proper
alphanumeric outline format is necessary for the outline to be
useful.
ENG122
Sticky Note
Each Roman numeral section indicates a new paragraph and a
new piece of the argument.
ENG122
Sticky Note
The working thesis statement is written here, illustrating some
refinement and revision.
ENG122

Comment on Text
Notice that the in-text citation for paraphrased information
includes the author's last name and the year of publication,
separated by a comma. The citation is located at the end of the
sentence, before the period.
ENG122
Comment on Text
Here, the author's name is included in the body of the sentence.
Therefore, only the year of publication needs to be cited within
parentheses.
ENG122
Sticky Note
Each capitalized letter section indicates a new claim related to
the topic of the paragraph.
ENG122
Sticky Note
Each Arabic numeral section indicates a a piece of evidence that
supports the claim above.
ENG122
Sticky Note
This section presents a second claim related to the same
paragraph topic.
1. Since humans have selectively bred dogs for physical and
behavioral
characteristics through inbreeding, pedigree dogs can be
plagued by genetic

disease (Farrell, Schoenebeck, Wiener, Clements, & Summers,
2015).
B. Selective breeding practices result in exacerbated medical
conditions in canines.
1. Previously, breed standards were focused on aesthetics and
temperament with
disregard for health, leading to increased medical issues in
pedigree dogs.
Indrebø (2008) found that it will take “several generations to
change the breed
through genetic selection in order to eradicate the unhealthy
over-typed dogs”
(pp. 1-2).
C. Rescue organizations do not participate in selective breeding
for designer or
purebred animals.
IV. Body paragraph: Commercial breeding
A. Pet stores do not take the steps necessary to ensure healthy
pets.
1. The only way breeders can ethically create healthy litters is
through ongoing
diagnostic screening of all dogs along with genetic testing
regardless of

arbitrarily chosen aesthetics of the animal (Farrell et al., 2015).
2. There are ten recommendations for ethical breeding programs
that require all
breeders to only breed very healthy dogs, calculate percentages
for breeding
stock, limit “matador breeding,” exclude female dogs who are
unable to give
birth naturally, screen for polygenetic diseases, conduct DNA
testing, and
practice natural puppy-rearing with birth mothers (Indrebø,
2009).
V. Body paragraph: Preservation of breeds and standards
A. Counterargument: Pedigree dogs represent a cultural history.
ENG122
Sticky Note
The student has already written a strong topic sentence for this
paragraph. The topic sentence will be a guide for the next
week's paragraph development.
ENG122
Comment on Text
Notice how this quotation is already properly introduced
through the ICE method.
ENG122
Comment on Text
Since the student mentioned the author and the year while

introducing the quote, she only includes the page number in the
in-text citation.
ENG122
Sticky Note
Incorporating the proper APA citation for each quote will help
you avoid unintentional plagiarism when you use this quote in
your paper.
ENG122
Sticky Note
Each Latin letter contains a claim that moves the argument
forward. One of the purposes of an outline is to show the
connection between the thesis and each claim or topic sentence.
ENG122
Highlight
The full in-text citation with all authors listed was used the first
time the source was cited. From this point forward, the citation
can be shortened with the first author's last name and the phrase
"et al." which is shortened Latin for "and other people."
ENG122
Sticky Note
Remember to acknowledge the counterargument that you have
uncovered during the research process.
ENG122
Sticky Note
The student has found more than one piece of supporting
evidence for the claim above.
1. Desire for a pure-bred dog may be based upon popular culture

trends
rather than more rational or logical decision-making processes
(Ghirlanda,
Acerbi, & Herzog, 2014).
VI. Body paragraph: Guarantees of health
A. Counterargument: There is no guarantee of a healthy pet
when adopted from a
shelter where the animal’s history is unknown.
B. Rebuttal: While it’s true that there is no guarantee of health
when a pet is adopted
from a shelter, it is not financially supporting breeders who are
breeding animals
with disregard for health and welfare.
1. Many municipalities are banning the sale of puppy-mill
animals due to
the animal welfare concerns (Taylor, 2015).
2. Purebred dogs suffer needlessly and genetic diversity, as
exhibited in
mutts from the pound, is preferable for a healthy and stable pet
(Jeppsson,
2014).
VII. Conclusion

A. Call to action: The sale of commercially-bred puppies from
pet stores should be
banned unless all ethical recommendations become legally
mandatory.
B. Concluding statement: In the meantime, many mixed-breed
dogs in shelters are in
need of homes. Therefore, families should first consider
adopting a dog from a
shelter or rescue organization rather than purchasing a puppy
from an unregulated
commercial enterprise like a pet store or large breeding
enterprise.
ENG122
Sticky Note
Use Arabic numerals to organize your rebuttal evidence for each
counterargument.
ENG122
Sticky Note
This rebuttal will be strong because it is supported by evidence
from multiple credible sources.
ENG122
Sticky Note
Notice that all information written at this level appears in
complete sentences with formal academic voice and APA

styling.
ENG122
Sticky Note
The conclusion already contains a restated thesis in the form of
a call to action.
ENG122
Sticky Note
Notice that there is a page break at the end of the outline. The
references list will begin at the start of a new page.
ENG122
Comment on Text
Notice that the word "and" is abbreviated with the ampersand
symbol (&) in APA citations.
ENG122
Comment on Text
Remember, in-text citations only use author's last name. First
and middle initials do not appear in in-text citations and are
only used within the full reference citation in the reference list.
References
Farrell, L. L., Schoenebeck, J. J., Wiener, P., Clements, D. N.,
& Summers, K. M. (2015). The
challenges of pedigree dog health: Approaches to combating
inherited disease. Canine
Genetics And Epidemiology, doi:10.1186/s40575-015-0014-9

Ghirlanda, S., Acerbi, A., & Herzog, H. (2014). Dog movie
stars and dog breed popularity: A
case study in media influence on choice. PLoS One, 9(9), 1-5.
doi:10.1371/journal.pone.0106565
Indrebø, A. (2008). Animal welfare in modern dog breeding
[Special Section]. Acta Veterinaria
Scandinavica, 50(56), 1-6. doi:10.1186/1751-0147-50-S1-S6
Jeppsson, S. (2014). Purebred dogs and canine wellbeing.
Journal of Agricultural and
Environmental Ethics, 27(3), 417-430.
doi:http://dx.doi.org/10.1007/s10806-013-9470-y
Motavalli, J. (1995). Our agony over animals. E: The
Environmental Magazine, 6(5), 28.
Paterson, J. (2011). A greener pawprint. E: The Environmental
Magazine, 22(3), 22-27.
Taylor, J. S. (2015). Anti-puppy mill legislation across the
country is dogging pet stores. ABA
Journal. Retrieved from
http://www.abajournal.com/magazine/article/anti_puppy_mill_le
gislation_across_the_co
untry_is_dogging_pet_stores
ENG122

Sticky Note
Each in-text citation in the paper must also have a
corresponding entry in the References list. The list begins on a
new page with the heading centered on the first line of the page.
ENG122
Sticky Note
Many of these reference citations were already created for the
Week 1 Annotated Bibliography. This student was able to re-use
those citations because they were done correctly the first time.
Be sure to review your Week 1 gradebook feedback, including
the marked-up paper, to make corrections to your reference list
before moving forward.
ENG122
Sticky Note
The reference list is double-spaced with no extra spaces. Notice
that the list is also alphabetized, as required in APA style.
ENG122
Sticky Note
Notice that each entry is properly formatted with a hanging
indent.
2) You Be the CEO Paper
In this assignment, you play the role of the CEO of a recycling
company. Your team brings you a marketing plan they would
like to implement. Their plan requires an investment and
promises success. (See the Marketing Plan for Blue Star
Recyclers below.)
Marketing Plan for Blue Star Recyclers
Utilize information from the text, Elements of a Strong
Marketing Plan from the FTE material, and other course
material to assess each section of the plan to determine if it is
worth the stated investment. Review each section of the plan

using some of the guideline questions shown below. Note these
questions are not intended to be answered in a yes or no
fashion. They are offered to help you consider and then explain
whether the material in the plan is important. Identify
information that is missing, incomplete, or needs additional data
to be effective.
Your analysis should also include assessment
and explanation for the following:
1. Customer Need – does the description state the need from the
customer’s point of view or does it describe a product?
2. Customer Analysis – Are the description and definition clear?
Are buyer motivations clearly described? Can you estimate how
many customers fit the target market description and confirm
the need exists? Why or why not?
3. Market Analysis – Does the market analysis demonstrate
external trends that might influence the ability to meet customer
needs? Does the internal analysis show company capabilities in
meeting customer needs?
4. Objectives – Are specific objectives stated in the context of
meeting the needs of the target market or are they general
company objectives. Explain.
5. Product – are the product attributes and brand fully aligned
with customer needs?
6. Place – Is the location or distribution channel consistent with
Product type and customer needs?
7. Price – Are price objectives and policies consistent with
Product attributes, distribution channels and customer needs?
8. Promotion – Are the promotion tactics clearly described and
aligned with the marketing mix and customer needs? Are costs
and results stated quantitatively?
9. Tracking and Controls – Are systems established to track
plan results and are those plans aligned with the resources of
the company?
10. Financial Results – Are projected financial results
consistent with information shown in the rest of the marketing
plan and do they deliver results expected by the organization?

At the conclusion of the analysis, explain why you would or
would not approve implementation of this plan. Compile your
assessment in a 5-10 page paper and submit as directed by your
facilitator. Include citations and reference material to support
your assessment.

STRATEGIC MARKETING PLAN 1 MIS.docx

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