Marketing strategy of Proactive Planning Before Crises Happen

Posted by Zander Henry on Aug-22-2018

1. The vision of Proactive Planning Before Crises Happen

The vision of Proactive Planning Before Crises Happen is to be the leading quality service and product provider for customers. Being the best and the leading player means that Proactive Planning Before Crises Happen marketing strategy and operations focus on:

• Providing high quality of products and services
• Providing value to customers
• Concentrate on building customer experience

2. The mission of Proactive Planning Before Crises Happen

Proactive Planning Before Crises Happen marketing strategy is grounded in its mission. The mission for Proactive Planning Before Crises Happen is to be the favorite brand of the customers. This mission is essential for the marketing strategy of Proactive Planning Before Crises Happen as it focuses on all operations and marketing activities in the direction of:

• Consumer centrism
• Using research to understand and influence consumers

3. Brand Equity of Proactive Planning Before Crises Happen

Understanding and knowing the brand equity is vital for directing and giving meaning to the marketing strategy of Proactive Planning Before Crises Happen. The knowledge of brand equity will help in shaping Proactive Planning Before Crises Happen marketing strategy effectively – thereby facilitating the growth of business for Proactive Planning Before Crises Happen.

3.1. Brand awareness

• Proactive Planning Before Crises Happen has high brand awareness because of international operations
• The company focuses on higher budget allocation in the country of origin
• Each market for Proactive Planning Before Crises Happen has modified marketing and strategic directives and plans

3.2. Brand association

• Proactive Planning Before Crises Happen is directly associated with the brand name and product category
• Proactive Planning Before Crises Happen has a broad product portfolio
• Proactive Planning Before Crises Happen is associated with promising and delivering quality and innovative products
• Proactive Planning Before Crises Happen is also associated with excellent customer service

3.3. Brand loyalty

• Proactive Planning Before Crises Happen has been successful at gaining high consumer loyalty because of unique and influential marketing strategy
• Proactive Planning Before Crises Happen has a global customer base
• Proactive Planning Before Crises Happen keeps adding value addition to the products and product portfolio to keep consumers engaged

3.4. Brand asset

• Proactive Planning Before Crises Happen has a substantial brand value
• Proactive Planning Before Crises Happen also enjoys the high financial worth
• Proactive Planning Before Crises Happen focuses on building a reliable and robust employee base

3.5. Brand element

• Proactive Planning Before Crises Happen uses the brand element as a means of competitive advantage
• Uses adaptability in product, services, and marketing to meet different cultural demands

4. Situational Analysis of Proactive Planning Before Crises Happen

The situational analysis will help in developing the marketing strategy of Proactive Planning Before Crises Happen by conducting a thorough market analysis. This market analysis will aid in understanding the compatibility between external opportunities and other factors, and internal strengths – to be used to maximize the marketing influence of Proactive Planning Before Crises Happen.

4.1. SWOT

4.1.1. Strengths

Proactive Planning Before Crises Happen marketing strategy can benefit from the following internal advantages:

• Strong brand image
• Global distribution network
• Investment in market research
• Innovation

4.1.2. Weakness

Proactive Planning Before Crises Happen faces challenges in marketing strategy because of the following weakness:

• Slow organizational processes
• High product prices

4.1.3. Opportunity

Proactive Planning Before Crises Happen has the following possibilities of business growth:

• Green lifestyles
• Regional expansion
• Diversification

4.1.4. Threats

Proactive Planning Before Crises Happen faces business threats because of the following factors:

• Increased competition
• Increased imitation

4.2. PESTEL

4.2.1. Political

• Proactive Planning Before Crises Happen operates I markets with political stability
• Proactive Planning Before Crises Happen has funding support from the government for small businesses

4.2.2. Economic

• Proactive Planning Before Crises Happen enjoys high sales because of higher GDP
• Lower interest rates make business expansion and loaning easier for Proactive Planning Before Crises Happen
• Low inflation strengthens the financial position of Proactive Planning Before Crises Happen

4.2.3. Social

• Higher education and awareness increases sales of Proactive Planning Before Crises Happen predict
• Proactive Planning Before Crises Happen focuses on understanding consumers and fulfilling their demands through its offerings

4.2.4. Environmental

• Proactive Planning Before Crises Happen has an active CSR program
• Proactive Planning Before Crises Happen ensures environmental safety in all its operations

4.2.5. Legal

• Proactive Planning Before Crises Happen is aware of local and global laws of business and human resource management
• Proactive Planning Before Crises Happen abides by all statutes – especially labour law, discrimination law, and employee safety laws

4.3. Porter’s Five Forces

4.3.1. Threat of substitutes

• High risk of replacements
• Substitutes offer similar products at low prices

4.3.2. The threat of new entrants

• New entrants need high financial investment
• New entrants need updated technology for keeping par with industry progress

4.3.3. Bargaining power of buyers

• Sales made to end consumer directly
• Stocking of products at retailers, as well as own-controlled retail outlets

4.3.4. Bargaining power of suppliers

• Multiple suppliers of raw materials
• Suppliers are chosen after careful inspection, and through contracts

4.3.5. Industry rivalry

• High industry rivalry
• Players offer similar products
• Players compete through marketing to influence consumers

5. Marketing Objectives for Proactive Planning Before Crises Happen: The Marketing Strategy of Proactive Planning Before Crises Happen

Proactive Planning Before Crises Happen marketing strategy has the following objectives for the current financial year:

5.1. Increased market penetration

• Increase top of mind recall for Proactive Planning Before Crises Happen brand and products by 30%
• Increase sales for Proactive Planning Before Crises Happen by 40% by the third quarter of the financial year
• Achieve a trial rate for new products of 10% during the first quarter of the launch
• Increase consumption rate of existing products by 45% during the current financial year

5.2. Enhanced brand recognition

• Increase top of mind recall by 65% during the current fiscal year
• Increase brand recognition by 80% during the first two quarters of the current financial year

5.3. Increased use of digital marketing

• Acquire 25,000 new online customers during the financial year
• Increase website traffic through using blogging and email tactics effectively by 505 during the first two quarters of the year
• Acquire 65,000 likes on the official Facebook page of Proactive Planning Before Crises Happen during the first quarter of the financial year

5.4. Retail Growth

• Contract with five more leading supermarkets in the first quarter of the year to stock product at eye level shelving
• Contract with two leading online retail sites – eBay and Amazon – to stock our products, and increase accessibility for consumers globally by the second quarter of the financial year

6. Segmentation of Proactive Planning Before Crises Happen

Proactive Planning Before Crises Happen marketing strategy uses different means of segmentation to reach an increase in market penetration.

6.1. Demographic segmentation

6.1.1. Age

Proactive Planning Before Crises Happen has consumers of age groups

• 20-45 years
• 45-60 years

6.1.2. Gender

• Proactive Planning Before Crises Happen has a broad product portfolio for both males and females

6.1.3. Life-cycle stage

Consumers for Proactive Planning Before Crises Happen, according to the marketing strategy, are in the following various life cycle stages:

• Single students
• Single graduates
• Single people living at home/not living at home
• Young couples without children
• Married couples with one to four children – all at home
• Married couples with one or two children in college
• Old married couples with an empty nest

6.1.4. Occupation

The marketing strategy devises the following occupations for Proactive Planning Before Crises Happen consumers:

• Professionals
• Students
• House makers

6.2. Psychographic segmentation

6.2.1. Social class

• Proactive Planning Before Crises Happen focuses on segments of middle-upper and upper social classes

6.2.2. Lifestyle

Proactive Planning Before Crises Happen consumer segments have the following lifestyle characteristics:

• They aspire towards a better and higher living standard
• They want to be successful – professionally and socially
• They are not hesitant to try new things, products and services in life
• They are confident in their behaviour and attitude
• They are mainstreamers in their fields

6.3. Geographic segmentation

6.3.1. Region

• Proactive Planning Before Crises Happen has operations spread across the western developed countries such as America, the united kingdom, and the Netherlands
• It also has operations in emerging markets such as Brazil, India, and China

6.3.2. Density

• The focus of Proactive Planning Before Crises Happen remains on the urban part of the population

6.4. Behavioural segmentation

6.4.1. Personality

The marketing strategy defines personality characteristics for the consumers of the brand of Proactive Planning Before Crises Happen, such as:

• Determined
• Confident
• Ambitious
• Hardworking

6.4.2. Usage frequency

• The consumer segments for Proactive Planning Before Crises Happen are regular and frequent users of the product

6.4.3. Benefits sought

• Consumers seek functional benefits
• The focus, however, is more on the emotional benefits reaped from the consumption of the brand

6.4.4. Degree of loyalty

• Consumers are very loyal
• Have an emotional attachment with the brand

7. Targeting of Proactive Planning Before Crises Happen Positioning of Proactive Planning Before Crises Happen

The marketing strategy of Proactive Planning Before Crises Happen targets consumer groups based on segmentation as follows:

7.1. Target market

• The target market for Proactive Planning Before Crises Happen is from middle to upper class
• The target market is ambitious and desires to purchase high-end consumer products
• This target market also seeks affordability
• To meet target market expectations, the Proactive Planning Before Crises Happen focuses on quality control

7.2. Mass marketing

• The marketing strategy of Proactive Planning Before Crises Happen focuses on mass marketing
• This also requires unique marketing designs and product promotion programs
• Proactive Planning Before Crises Happen makes use of one strategy to influence all segments

7.3. Undifferentiated marketing strategy

• Proactive Planning Before Crises Happen does not differentiate between market segments
• It uses a single marketing strategy to target all segments and consumer groups
• Based on this, Proactive Planning Before Crises Happen also created the marketing mix under the marketing strategy as a singular one for the whole market – regardless of the segmentation divides.

7.4. Focus on quality

• Proactive Planning Before Crises Happen has created, developed, and maintained a brand that satisfies all consumers under the undifferentiated marketing strategy and mass marketing
• No compromise on quality has been made in the broad product portfolio
• To ensure the influence of a single marketing strategy, the Proactive Planning Before Crises Happen has also adopted a consumer-centric approach in its overall marketing strategy and operations as well
• This was used for targeting strategy as well as for maintaining growth

8. Company Competitive Advantage in the marketing strategy of Proactive Planning Before Crises Happen

The marketing strategy of Proactive Planning Before Crises Happen stands out from the clutter and competition. Proactive Planning Before Crises Happen has also achieved a sustainable competitive advantage in its marketing strategy. This is because of the following factors that Proactive Planning Before Crises Happen has utilized:

8.1. Cost-effectiveness

• Proactive Planning Before Crises Happen focuses on reaching consumers effectively rather than grandeur
• Proactive Planning Before Crises Happen focuses on developing an integrated marketing approach
• The use of digital marketing efficiently and expertly has helped the company reach a wider audience at a lower cost
• Proactive Planning Before Crises Happen has in-house copywriters for marketing campaigns which also helps in controlling costs
• Proactive Planning Before Crises Happen also focuses efforts on ground activities – which are less expensive than commercial marketing tactics

8.2. Innovation

• Proactive Planning Before Crises Happen has stayed updated with latest developments in marketing research and marketing knowledge
• Proactive Planning Before Crises Happen makes use of new and innovative tactics to reach its target consumers
• Proactive Planning Before Crises Happen also employs top of the field marketers to facilitate its marketing strategy and promotional campaigns
• Each marketing campaign launched by Proactive Planning Before Crises Happen is effective catchier and more influential than the previous one

8.3. Strong market research and consumer understanding grounded

• Proactive Planning Before Crises Happen marketing strategy is strongly grounded in consumer and market research
• Proactive Planning Before Crises Happen makes informed marketing campaigns and goals based on consumers’ behavioural feedback
• Proactive Planning Before Crises Happen also incorporates consumer feedback in its marketing strategy
• Proactive Planning Before Crises Happen marketing strategy is based on market trends, and consumer needs and wants

8.4. Making effective use of emotional appeals

• Consumers’ emotional needs strongly influence all marketing objectives and marketing goals set by Proactive Planning Before Crises Happen
• In addition to fulfilling functional needs, Proactive Planning Before Crises Happen also tries to fulfil the emotional and psychological needs of the consumer
• Proactive Planning Before Crises Happen tries to build a strong emotional bond with the consumer, which also results in high consumer loyalty

9. Distribution Strategy of Proactive Planning Before Crises Happen

Proactive Planning Before Crises Happen marketing strategy highlights the use of the following distribution strategy to maximize reach and accessibility for consumers.

9.1. Intensive distribution strategy

• Proactive Planning Before Crises Happen makes use of intensive distribution strategy because it is mass marketing
• Proactive Planning Before Crises Happen’s marketing strategy is based on undifferentiated segments, and thus an intensive distribution strategy allows high penetration and reaches in the overall market
• With the use of the intensive distribution, Proactive Planning Before Crises Happen tries to maximise its coverage of the markets where it's present
• For achieving the intensive strategy, the company uses hardcore 360-degree integrated marketing strategy and campaign to reach all consumers, across all segments in the market.

9.2. Direct distribution strategy

• Proactive Planning Before Crises Happen uses direct distribution country of origin as well as in locations where it has subsidiary operations
• The Proactive Planning Before Crises Happen also makes use of modern retailing channels
• Also, Proactive Planning Before Crises Happen makes use of e-commerce and makes a sale through online retailers, as well as through the company website
• Direct distributions have allowed Proactive Planning Before Crises Happen to increase market penetration and accessibility for consumers

9.3. Indirect distribution strategy

• This strategy is largely used for offshore operations where the Proactive Planning Before Crises Happen does not have a subsidiary
• In these offshore locations, Proactive Planning Before Crises Happen largely works through the export model
• This makes use of several intermediaries in between, before the product by Proactive Planning Before Crises Happen reaches the target consumers
• Intermediaries for Proactive Planning Before Crises Happen include not only the end retail outlets, but also sales agents, retail agents, and distribution agents in offshore locations

9.4. Selective distribution strategy

• For some products of its portfolio which are premium in nature, Proactive Planning Before Crises Happen makes use of selective distribution channel
• Proactive Planning Before Crises Happen has maintained a few outlets in the country of origin, and in selected offshore markets for these products
• These placements and locations are chosen based on the niche market that Proactive Planning Before Crises Happen has for its premium products
• These locations, placements, and marketing strategy helps make the company’s product selectively, but readily accessible for its niche target audience

10. Competition Analysis in the marketing strategy of Proactive Planning Before Crises Happen

The industry in which Proactive Planning Before Crises Happen operates is very responsive to market and consumer trends. Proactive Planning Before Crises Happen, therefore, needs to be vigilant in its market strategy towards competition – to make sure that it maintains its competitive advantage.

10.1. Strategic Group Analysis

• Proactive Planning Before Crises Happen competes with direct and close competition based on quality and price
• Consumers choose between different companies from the industry based on their functional offering
• Consumers have progressively evolved to strengthen loyalty and form an emotional bond with products that they consume
• Proactive Planning Before Crises Happen also competes, thereby, with close competition for building stronger brand image, increasing consume loyalty, and for forming strong emotional ties with the consumer

10.2. Industry rivalry

• Proactive Planning Before Crises Happen experiences high industry rivalry
• The barriers to entry for the industry are low, and new entrants gain easy access in the industry
• The number of local as well as global players is increasing

11. Marketing mix of Proactive Planning Before Crises Happen

The marketing mix for Proactive Planning Before Crises Happen as per the marketing strategy is the following:

11.1. Product

• Proactive Planning Before Crises Happen has a broad product portfolio
• Proactive Planning Before Crises Happen provides mass marketed products for all segments across the market undifferentiated
• Proactive Planning Before Crises Happen also provides some selected, premium products to niche customer groups
• All products in the portfolio consistently maintain high quality
• All products are tailored to meet consumer specifications, demands and needs across different regional markets
• The Proactive Planning Before Crises Happen maintains a high focus on innovation in products and introduces new products frequently to keep the consumers engaged

11.2. Place

• Proactive Planning Before Crises Happen wants to have a close, emotional and personal relationship with its consumers
• The company maintains high control in its distribution strategies – especially through direct distribution strategy
• The company has a presence in leading supermarkets
• The Proactive Planning Before Crises Happen also has company-operated stores in malls, and otherwise to make products accessible to consumers easily
• Proactive Planning Before Crises Happen also makes use of e-commerce to increase penetration and sales

11.3. Price

• The Proactive Planning Before Crises Happen prices its products so that its target consumers can afford it easily
• Proactive Planning Before Crises Happen uses relative pricing strategy for its products
• The price of Proactive Planning Before Crises Happen’s products include not only the high quality raw materials and value additions but also the enhanced customer experience they deliver
• The company’s pricing strategy allows it to enjoy stable revenue and profit growth

11.4. Promotion

• The Proactive Planning Before Crises Happen has a high budget allocated towards marketing activities
• The Proactive Planning Before Crises Happen invests substantially in digital marketing activities to reap high and effective results
• Use of digital marketing has also allowed Proactive Planning Before Crises Happen marketing strategy to cap costs and expenses
• Proactive Planning Before Crises Happen also takes part in direct consumer engagement through on-ground activities where the company initiates trials
• Proactive Planning Before Crises Happen also invests in traditional media channels to reach maximum consumers in the market

11.5. People

• Proactive Planning Before Crises Happen has a large workforce across different companies
• This workforce is continually trained to become experts in their respective fields of operations
• Proactive Planning Before Crises Happen hires without discrimination
• Proactive Planning Before Crises Happen ensures that its employees remain motivated through building an inspirational and creative organizational culture
• Proactive Planning Before Crises Happen focuses on also building and maintaining organizational commitment and loyalty in its employees

11.6. Process

• All activities at Proactive Planning Before Crises Happen - from raw material procurement to the final sale to the end consumer - undergo systematic processes
• The processes at Proactive Planning Before Crises Happen are well defined, and well communicated to all employees
• All employees are trained to follow the processes internally to ensure consistently high quality as well as timely production and deliveries
• The systematic processes also ensure a smooth running of operations at the Proactive Planning Before Crises Happen

11.7. Physical evidence

• The physical evidence for Proactive Planning Before Crises Happen includes the company logo, company store designs, and the product packaging
• Satisfied and excited customers in the retail spaces of Proactive Planning Before Crises Happen, as well as during product consumption create a bubbling and an inviting atmosphere
• The e-commerce website for retail by Proactive Planning Before Crises Happen is also designed with a friendly customer interface to allow maximum interaction with the brand
• The store designs created by Proactive Planning Before Crises Happen for its retail space allow consumers maximum interaction with the products directly.

12. Promotional tactics for the marketing strategy of Proactive Planning Before Crises Happen

12.1. Digital marketing

• The company uses social media for reaching consumers effectively
• The Proactive Planning Before Crises Happen interacts with the consumers directly, and engages with them, answers their queries and takes their feedback
• The company also shares information and build relationships with consumers through digital marketing
• Proactive Planning Before Crises Happen also makes use of blogging, emails, and content creations as a means of digital marketing

12.2. Conventional marketing

• The company uses a 360-degree approach in its marketing strategy
• This means that the company makes use of traditional marketing channels as well – such as TV, magazine adverts, and out of house placements

12.3. Influencers

• For direct, on-ground engagement, the company uses influencers
• Influencers interact with consumers directly, or through their channels of communication as a means of content creation and endorsing the Proactive Planning Before Crises Happen brand

13. Monitoring and evaluation of the marketing strategy of Proactive Planning Before Crises Happen

13.1. Changes in sales

• Proactive Planning Before Crises Happen regularly tracks its sales to identify the effectiveness of its marketing strategy
• Increase in sales reflect the success of marketing strategy of Proactive Planning Before Crises Happen
• Sometimes, Proactive Planning Before Crises Happen experiences increase ins ae after some time of the launch of the marketing promotions

13.2. Surveys and focus groups

• Proactive Planning Before Crises Happen frequently conducts focus groups and surveys to identify its brand worth
• These methods also help the company identify brand value, brand recall, and brand recognition
• Focus groups allow Proactive Planning Before Crises Happen to gather feedback on its marketing strategy and helps it understand consumers better

13.3. ROI

• Effectiveness of marketing strategy of Proactive Planning Before Crises Happen can also be seen through the revenue and profit growth
• Return on investment allows Proactive Planning Before Crises Happen to effective gauge the effect and influence of the marketing strategy, and measure its success

13.4. Attainment of marketing objectives

• All marketing objectives set by Proactive Planning Before Crises Happen are SMART
• The quantitative set against each of the marketing objective can facilitate attainment evaluation for the overall marketing strategy
• Successful and timely attainment of these marketing objectives highlight the success of the marketing strategy of Proactive Planning Before Crises Happen