455 01 team 4 bombeck center ppt 4-12-10
DESCRIPTION
Voted as team leader and guided a 5 person student team to first place for our marketing strategy plan for the Bombeck Family Learning Center. This presentation outlines our target markets (backed by marketing research analysis), marketing goals and objectives, and creative promotional materials, such as logo, slogan and pens/mugs/t-shirts/polos.TRANSCRIPT
Team 4: Catherine Glynn, Ashley Hough, Dave Hritz, Michael Jackson, and Sean Julien
Marketing Strategy Plan
SITUATION ANALYSISPresented by Michael Jackson
The Competitive Environment
Competitive Pressures
• The Goddard School– National franchise- 47 locations nationwide– 12 locations in Miami Valley area– Hours are flexible: half or whole days– Before and after school programs
• First School– One location in Centerville– Program intends to inspire intellectual curiosity
Competitive Pressures
• La Petite Academy– National franchise with 4 locations in Miami Valley
area
• Mini University– 4 centers in Dayton area: Wright State University,
Miami Valley Hospital, Montgomery County Center, and Miami University
– Accredited by NAEYC
Competitive Pressures
• Primrose Schools– National franchise in 15 states– Education-based
• KinderCare Learning Centers– Eleven locations in Miami Valley– Accredited by NAEYC
Economic Conditions• Worst of recession is over• Jobless recovery
Political, Legal and Regulatory Issues
• National Association for the Education of the Young Children
• Resources for Infant Educators• Ohio Department of Education
Changes in Technology
• Increasing emphasis on web search
• Computers in the classroom • Social media gaining ground
• Importance of CRM
Sociocultural Trends
• Overall decrease in birth rates in the United States• Birth rates for women over thirty-five have increased• National childcare franchises increase marketing
spending to boost enrollment• These campaigns can improve poor perceptions of
quality standards• Smaller centers are at a disadvantage
Current and Potential Clients
• Demographic– UD faculty/staff– UD students– General public
• Geographic– Live and work in Dayton area
• Psychographic– Mothers key players, father influence
Product Uses
• Users-Parents use the Bombeck Center for educational childcare for their children during workdays
• Influencers-Clients’ friends, family, and colleagues can influence the decision to purchase
• Purchase-Usually purchase for an entire year for one child
• Options to pay monthly and weekly
Purchase
• Where– Tuition paid directly by cash or check– Title XX- paid for by Ohio’s Department of Job and
Family Services• When– 7:30am-6:00pm– Calendar synched with UD’s
• Registration:– Priority rank– Seasonal registration: 4 new students each January,
May and August
Reasons for Non Purchase
• Waiting list• More expensive than its competitors• Clients unaware of educational curriculum• Only one location
Current Marketing Goals/Objectives
• Increase awareness• Congruent• Encourage stronger brand presence• Differentiate itself– ECE
Review of Current Marketing Performance
• Current Performance- steady but poor• Great word of mouth exposure• Other marketing efforts could use
improvement
Organizational ResourcesTable 11: Annual Income
Income Amount in $11,13
Income Source
1,212,000 Tuition (85% enrollment)50,000 Food Program
Compensation24,000 SUTQ Award20,000 Leadership and Advocacy
Program50,000 Sponsorship by School of
Education and Allied Professions Dean
1,356,100 Total Income
Table 12: Annual IncomeExpense Amount
in $11,13
Expense Source
160,000 Operating Budget
1,200,000 Personnel
1,360,000 Total Expenses
Capital Resources
• Main facility• HR– SOEAP administration– Staff
• Resource Development– No plans for expansion in Master Plan for 2020
Culture and Structure
• Morale is currently optimum• Open communication• Basis on ECE• Share Marianist values with UD• Structural change: new dean, Dr. Kevin Kelly
SWOT ANALYSISPresented by Sean Julien
Internal Strengths
• Strength 1: Demonstration school offering high quality learning- based childcare and play – ECE Undergraduate students– SOEAP on the cutting edge of research
• Strength 2: Diverse faculty and administrative body– Childrens’ experience: exposure to many
perspectives and cultures while they learn and play• Enhances learning experiences
Internal Strengths
• Strength 3: Kids remain with their own specific teacher for the entire academic year– The parents know that their
children are in familiar hands• Sense of security for parents• Kids gain trust from the same
instructor
Internal Strengths
• Strength 4: The highly qualified faculty and staff– Parents assured that the instructors are equipped
with education degrees • Better suit their children’s needs
– Other childcare providers do not have the same credentials
Internal Weaknesses
• Weakness 1: Lack of experience with business and marketing– Limited in its abilities to successfully promote the
educational benefits that it offers– Other childcare centers in the area are franchises• Corporate support for marketing the benefits they offer
Internal Weaknesses
• Weakness 2: Unable to expand its current facility– Cannot build a second floor– Cannot purchase directly surrounding land
because of zoning restrictions– Most other childcare centers have the opportunity
to expand current location
Internal Weaknesses
• Weakness 3: Poor Website– Not controlled by Bombeck Center staff– No online payment system– Not user friendly– Some of our competitors have a professionally
done website• designed to fit their brand needs
Current Website
Have they ever visited the website?
Table 8: Have you ever visited the website?
Answer % of Respondents
Yes 80
No 20
Total 100
What do they think of the website?
Table 9: How would you rate the website?
Rating % of Respondents
Good 51
Fair 27
Excellent 14
Poor 5
Don’t Know 3
Total 100
What can we do to improve the website?
What can we do to improve the website?
Table 10: Suggestions for Website Improvement
Suggestion % of Respondents
Update it 38
Info on programs and closings 19
Links to parent resources 13
Info on pricing and waiting list 6
Designed to distinguish Bobmeck from other centers 6
Create their own 6
Total 100
External Opportunities
• Opportunity 1: Potential for national recognition for its ACCESS Curriculum– Get published in academic journals– Post published achievements on
website
External Opportunities
• Opportunity 2: Capitalize on the increased use of social media among its clients– Use Facebook and Twitter to more easily
communicate with current and potential clients• News, events, and daily activities
External Opportunities
• Opportunity 3: Use UD’s acquisition of the NCR property as a means of expanding to another location– Offer UD employees and the public more
convenient access to childcare
External Threats
• Threat 1: Slowly recovering economy- clients could lose jobs – Remind clients that ECE is an “investment” that
will “pay off” after troubled times pass– Consider creating need based scholarships
External Threats
• Threat 2: SOEAP recently hired a new dean– Sense of uncertainty about
policies/procedures– Show value of Bombeck Center– Continue mutually beneficial
relationship with SOEAP– Ensure that all actions are in step with
the Bombeck Center
SWOT MATRIXSTRENGTHS:• Demonstration School for the School of Education• A diverse faculty and administrative body• Close relationships between children and staff• Qualified faculty and staff
OPPORTUNITIES:• Spread nationally recognized education program• Marketing using social media• Expand into recently purchased NCR property
WEAKNESSES:• Lack of business and marketing expertise• Lack of technology expertise• Unable to physically expand facility
THREATS:• Jobless economic recovery: parents may find cheaper childcare elsewhere• Uncertainty about policies of new dean of the School of Education
MARKETING GOALS & OBJECTIVESSTRATEGIC OPPORTUNITY MATRIXPresented by Ashley Hough
Current Mission Statement
The Bombeck Family Learning Center’s mission is to provide a high quality early childhood care and education program for young children, and a best practice demonstration setting for early childhood professionals.
What should a Mission Statement include?
1. Who are we?2. Who are our clients and what do they
value?3. What does our organization stand for?4. What makes our organization unique?5. What impression does this organization
want key publics to have of us?
Proposed Mission Statement
The mission of the Bombeck Family Learning Center is to satisfy the wants and needs of families, the early childhood education profession, and society by providing a high quality early childhood care and education program for young children, in a best practice demonstration setting for early childhood professionals, in the Marianist tradition.
Current Vision Statement
The University of Dayton’s Bombeck Family Learning Center is a learning community which provides leadership in the early childhood education field through implementation and demonstration of research based, developmentally appropriate practice for young children and professional development for early childhood professionals in a collegial, collaborative and quality environment.
Proposed Vision Statement
The Bombeck Family Learning Center aspires to become a national leader in early childhood education by promoting physical, cognitive, social and emotional development in young children while building strong relationships with client families and early childhood education professionals.
Marketing Goal 1Achieve national recognition for best
practices in early childhood education and childcare
Objective 1: Attend national conferences on early childhood education
Objective 2: Attain a Top 10 National Childcare Ranking by the U.S. News and World Report
Objective 3: Investigate the practices and curriculums at other demonstration schools at a national level
Marketing Goal 2Maintain enrollment
Objective 1: Build stronger relationships with parents through social media marketing
Objective 2: Devise a CRM system to store and gather information about clients
Marketing Goal 3Spread the word about the quality educational
childcare at the Bombeck Center
Objective 1: Create and maintain a social media presence with clients that emphasizes achieved accreditation standards, awards received, and unique relationship with the University of Dayton
Objective 2: Use promotional materials via the University of Dayton to ensure that present and future clients understand the fact that the Bombeck Center is a demonstration school
Marketing Goal 4Possess and update a website that is
independent of the University of Dayton
Objective 1: Acquire full ownership of website from UDit and SOEAP
Objective 2: Increase visits to website of current and potential clients
Marketing Goal 5Create an internal marketing program
Objective 1: Marketing intern provides a seminar to the staff about the marketing goals and objectives so they can better market to current and potential clients
Objective 2: Create marketing strategy plan for future marketing interns to use and implement with personnel of the Bombeck Center
Marketing Goal 6Long-term expansion that parallels the
University’s Master Plan for 2020
Objective 1: Acquire University support by becoming integrated in the Master Plan
Objective 2: Find a facility to provide another location for the Bombeck Center - possibly at the new UD facility at the former NCR headquarters
Objective 3: Acquire necessary financial resources to fund a second location of the Bombeck Center
Objective 4: Hire necessary personnel to work at the second location of the Bombeck Center
Strategic Opportunity MatrixPRESENTPRODUCT
NEWPRODUCT
PRESENTMARKET
MARKET PENETRATION STRATEGY
Marketing researchProduct differentiation
Gain market shareLowest risk
“Product Positioning”
PRODUCT DEVELOPMENT STRATEGY
Marketing researchProduct development
Product differentiationMedium risk
“Flanker Brand”
NEWMARKET
MARKET DEVELOPMENT STRATEGY
Marketing researchMarket segmentation
Product differentiationHeavy promotion
Medium risk“Market Segmentation”
DIVERSIFICATION STRATEGYMarketing research
Market segmentationProduct differentiation
Mergers, acquisitions, joint venturesHighest risk
“Diversification”
MARKETING STRATEGIESIMPLEMENTATIONPresented by David Hritz
First Target Market
Caring Caroline and Carl
Caring Caroline and Carl
• Benefit sought: – Quality childcare during weekdays
• Identifying characteristics:– Married– Caucasian– Live in South Dayton neighborhoods- Oakwood, Kettering, Centerville,
Washington Twp– Usually have at least a 4 year college degree– Work full time in the Dayton area– Professionals– Annual Household income: $50,000-$100,000
Marital Status of Respondents
Table 1: Marital Status of Respondents
Marital Status % of Respondents
Married 92
Divorced 4
Separated 2
Single, Never Married 2
Total 100
Average Household IncomeTable 6: Average Household Income
Average Household Income % of Respondents
$1-$50,000 7
$50,001-$100,000 39
$100,001-$150,000 32
. $150,001-$200,000 16
$200,001-$250,000 2
.$250,001-$300,000 5
$300,001-$350,000 0
$350,001-$400,000 0
$400,001 or more 0
Total 100
Behavioral Characteristics
• Think of the childcare service provided by the Bombeck Center as a specialty product– Talk about childcare with their friends, colleagues,
and neighbors • Create a sustainable competitive advantage
through:– High quality care that stems from qualified staff– Research-based methodology – Early Childhood Education students
Respondents’ Family Career Situation
Table 2: Family Career Situation
Family Career Situation % of Respondents
Dual Career Family 57
Full Time Career with Part Time Working Spouse 28
Single Career Family 7
Single Working Parent 9
Total 100
• Value Proposition: Safe, loving and nurturing childcare and education is offered at the Bombeck Center for working parents who seek loving care for their children.
• Integrated Marketing Communications– Images of nurturing, loving, and safe– Instructors speak with clients about quality care– Refer a Friend– Highlight relationship with UD
Second Target Market
Learning Oriented Lisa and Luke
Learning Oriented Lisa and Luke
• Benefit sought: – Quality education for their kids during weekdays
• Identifying characteristics:– Married– Caucasian– Live in South Dayton neighborhoods- Oakwood, Kettering, Centerville,
Washington Twp– Have at least 4 year college degree, or graduate degree– Work full time in the Dayton area– Professionals– Annual Household income: $100,000
Respondents’ Level of Education
Table 3: Respondents’ Level of Education
Level of Education
% of Respondents
Postgraduate Work/Degree 72
4 Year College Graduate 21
Some College 6
Total 100
Behavioral Characteristics
• Think of the childcare service provided by the Bombeck Center as a specialty product– Not satisfied with “just childcare”
• Create a sustainable competitive advantage through:– High quality education from qualified staff– Research-based methodology – Early Childhood Education students
• Value Proposition: Early childhood learning and personal development are the benefits offered by the Bombeck Center to parents who highly value their young children’s education and growth.
• Integrated Marketing Communications– Images of kids learning– Highest quality ECE – Highlight relationship with UD
Marketing Strategy and Implementation
MARKETING STRATEGY
APPROPRIATE INAPPROPRIATE
MARKETINGIMPLEMENTATI
ON
EFFECTIVESuccess
All measurable targets met for sales growth, market share,
and profits
RouletteGood execution mitigates poor
strategy, and gives management time to see and correct mistakes; or it could
hasten failure.
INEFFECTIVE
TroublePoor execution hampers good strategy. Management may never become aware of how
good the strategy is.
FailureThe appropriateness of the strategy is hard to diagnose because a poor strategy is masked by the inability to
execute effectively.
Structural Issues
• Director, SOEAP administration and instructors should understand marketing goals and objectives
• Marketing Intern– Internship lasts 1 year– Start at 10 hours per week
• Marketing Advisor– UD Marketing Faculty– 1.5% increase in pay for efforts
Overcoming Resistance to Change• Understand “what’s going on”– Introductory seminar to employees– Updates as necessary on changes– Understand how employees fit in the bigger
picture of promoting the Bombeck Center brand
• Open lines of communication• Coordination with SOEAP• Employee empowerment
Tactical Marketing ActivitiesSpecific Tactical Activities
PersonResponsible
RequiredBudget
CompletionDate
Product Activities1. Continue researching best practices2. Step Up to Quality award3. Internal Marketing4. Follow-up Survey
Diana Smith & StaffDiana Smith & Staff
InternIntern
$ 500.00 2.8 %$ 500.00 2.8 %$ 0.00 0.0 %$ 571.00 3.0 %
ContinuousContinuousContinuousJan., 2015
Pricing Activities1. Discount for multiple children enrolled at the same time – 15% off2. Referral program – 10% off for six months
Diana Smith & StaffDiana Smith & Staff
$ 1,000.00 5.6 %$ 1,000.00 5.6 %
ContinuousContinuous
Tactical Marketing Activities Cont’dSpecific Tactical Activities
PersonResponsible
RequiredBudget
CompletionDate
IMC Activities1. Advertising2. Personal Selling3. Sales Promotion Items a. Magnet b. Mouse pad Calendar c. Travel Mug d. Shirts e. Pen4. Publicity5. Public Relations a. E-mails b. Monthly Newsletters – mailed c. Update Website
InternDiana Smith, Staff, &
InternIntern
Diana Smith, Staff, & Intern
Diana Smith, Staff, & Intern
$ 3,000.00 16.8 %$ 1,000.00 0.0 %$ 4,240.00 23.8 %$ 125.00 0.7 %$ 900.00 5.0 %$ 800.00 4.5 %$ 2,100.00 11.8 %$ 315.00 1.8 %$ 500.00 2.8 %$ 1,200.00 6.7 %$ 1,000.00 0.0 %$ 1,000.00 5.6 %$ 200.00 1.1 %
Dec., 2010ContinuousDec., 2010
ContinuousContinuous
Human Resources Activities1. Marketing Intern2. Marketing Advisor
Diana SmithDiana Smith
$ 4,300.00 24.1 %$ 1,500.00 8.4 %
Aug., 2010Aug., 2010
TOTAL BUDGET $17,840.00 100.0 %
EVALUATION & CONTROLRESEARCH RECOMMENDATIONSPresented by Catherine Glynn
Formal Marketing Control
• Recruitment and selection procedures– Instructor recruitment: on basis of KSAs in Early
Childhood Education and qualifications– Training: Continue necessary programs from
SOEAP– Internal Marketing: introduction training seminar,
weekly updates to Diana Smith
Formal Marketing Control
• Recruitment and selection procedures– Marketing Intern: MKT student who has taken or
currently enrolled in MKT 455– Marketing Advisor: current full-time faculty in
MKT department– Consideration for another Marketing Intern if
needed
Formal Marketing Control
• Financial Resources– Control per present system, under Diana Smith
and SOEAP– Meet with SOEAP Dean to discuss additional
funding for expansion
• Capital Outlays– Develop plans with SOEAP to address expansion
to former NCR headquarters
Research and Development Expenditures
• Trends in childcare and ECE fields• Competitive Intelligence• Customer Intelligence• Situation Analysis• Modify Marketing Strategy Plan
based on changes in environment
Process Control Mechanisms
• Evaluation and Compensation– Intern gives weekly status reports– Intern receives $9 per hour– Internal marketing: employees’ commitment
• Authority and Empowerment– Empower employees with information regarding
marketing strategy plan
Internal Communication
• Intern is key• Brief presentation to employees on marketing
strategy plan– Highlight what employees can do to help achieve
our goals and objectives
• 360 degree communication
Organizational Chart
Management Commitment
• Management commitment to strategic marketing plan– Diana Smith’s commitment– Support from SOEAP administration
• Management commitment to employees– Diana Smith’s commitment and support to staff
and intern– Address questions and concerns as necessary
Performance Standards• Product– Evaluated by continued achievement of Step Up
to Quality award– Positive internal marketing program– Feedback from follow-up questionnaire in 2015– Corrective actions• Employee feedback• Punishment at discretion of Diana Smith
Performance Standards
• Price– Evaluated based on success of discount programs
• Multiple children- 15% off• Refer-a-Friend- 10% off for first 6 months
– Corrective Actions• Discretion of Diana Smith, Marketing Intern and Marketing
Advisor
• IMC– Evaluated by accordance with marketing strategy plan– Corrective Actions
• Keep adjusting until standards are met or exceeded
Marketing Audits
• Marketing activities directly monitored by:– Marketing Advisor– Diana Smith– SOEAP
• Also responsible for conducting marketing audit
• Follow-up questionnaire on performance of IMC campaign
Informal Marketing Control
• Employee self-control– Satisfaction with jobs – Commitment to: organization and marketing strategy
plan• Employee social control– Share Bombeck Center’s values– Act in the Marianist tradition
• Sense of community and respect for everyone
• Employee cultural control– Currently conducive to successful implementation
Recommendations for Future Marketing Research
• Secondary Research Recommendations:– Continue researching best practices in ECE field– Research best marketing practices at ECE Centers
around the country
• Primary Research Recommendations:– Follow-up questionnaire in 2015 to gauge
marketing performance
Proposed Logo and Slogan
Proposed Promotional Items
Travel Mug & Mug
Polo
T-Shirt
Front Back
Questionsand
Comments