Strategic Marketing and Planning

MRKT19040

The Ark Veterinary Surgery

Situation Analysis Report

Student: XXXX XXXXX

Student Number: XXXXXXXX

Unit Coordinator: Elena Konovalov

Due Date: 31st August 2018

Word Count: 2084

All information pertaining to The Ark Veterinary Surgery (not otherwise referenced) has been gathered through personal conversations with staff and/or personal observations. Information contained in this Marketing Plan is

subject to commercial in confidence and is not for further publication or distribution.

Executive SummaryThe Ark Veterinary Surgery is a small, independent veterinary practice which is located in Aspley, Brisbane. The surgery was first opened in 1994, and later taken over by David Marchant in 2012. The Ark has 4,902 active clients in the customer database. Throughout the last eight years the company’s turnover has gradually increased by approximately twenty percent. The last two years the turnover has remained stable. Veterinary practices in Aspley and surrounding suburbs are presenting the Ark with competition for customers.

The PEST analysis highlighted the following macro-environmental factors which may influence the Ark’s business operations:

Cat and dog ownership is on the rise in Queensland Expected population growth from 52,832 in 2017 to 63,774 in 2036 (Aspley, Carseldine,

Chermside, Chermside West, Geebung and Zillmere) changing government regulations regarding pet ownership Rising unemployment rates, rent prices, and household expenses High technological developments & advancements during recent years; Competitors offering

advanced procedures

The customer analysis revealed that customers can be targeted based on geographic, demographic, and behavior segmentation. Consumers of veterinary services are not generally willing to travel far, preferring a practice location that is convenient. Some consumers are also more concerned with quality and location over the price of the service.

Analysis into the Ark’s competitors revealed that many are offering a longer list of services, such as grooming, hydro-bathing, and puppy classes. While this may be viewed as a weakness of the Ark, it was also decided to be a strength; the practice is focused on providing the highest quality of the services which are already offered instead of focusing on many services which may not be performed to a high quality standard.

Analysis into the Ark’s internal environment resulted in the following recommendations:

Social media efforts by the Ark are not effective at engaging followers; this is evident by the low number of likes and shares per post

The company website needs to be updated to include new information regarding team members, and links to the company newsletter

The human resources may need to be examined; one full-time vet may not be able to cater to an increase in the demand for services

The building is outdated, not cosmetically appealing unlike other practices, which may deter clients who presume the practice is inferior to competitors

Table of ContentsExecutive Summary.....................................................................................................................................2

Table of Figures...........................................................................................................................................4

1. Introduction.............................................................................................................................................5

2. Internal Analysis......................................................................................................................................5

2.1.1 Mission Statement & Brand Identity...........................................................................................5

2.1.3 Corporate Objectives..................................................................................................................5

2.1.4 Product & Service Portfolio........................................................................................................6

2.1.5 Marketing Plan Scope.................................................................................................................6

2.2 Internal Resources Assessment..........................................................................................................6

2.2.1 Human Resources.......................................................................................................................6

2.2.2 Financial Resources....................................................................................................................7

2.2.3 Operational Resources................................................................................................................7

2.3 Marketing Mix Strategies..................................................................................................................7

2.3.1 Product........................................................................................................................................7

2.3.2 Promotion...................................................................................................................................8

2.3.3 Physical Evidence.......................................................................................................................9

2.3.4 Place.........................................................................................................................................10

2.3.5 Price..........................................................................................................................................10

2.3.6 People.......................................................................................................................................10

2.3.7 Process......................................................................................................................................10

3. External Environment Analysis.............................................................................................................11

4. Customer Analysis.................................................................................................................................11

4.1 Geographic Segmentation................................................................................................................12

4.2 Demographic Segmentation.............................................................................................................12

4.3 Behavioural Segmentation...............................................................................................................13

5. Competitor Analysis..............................................................................................................................13

6. SWOT Analysis.......................................................................................................................................14

7. Conclusion.............................................................................................................................................15

Appendix A: Letter of Authorisation..........................................................................................................17

Appendix B – Vet Locations.......................................................................................................................18

References.................................................................................................................................................19

Table of FiguresTable 1 – Marketing Mix Strategy - Promotion............................................................................................8Table 2 - Marketing Mix Strategy - Physical Evidence..................................................................................9Table 3 - PEST Analysis..............................................................................................................................11Table 4 - Population & Family numbers.....................................................................................................12Table 5 - Competitor Analysis....................................................................................................................13Table 6 - SWOT Analysis............................................................................................................................14

1. IntroductionThe Ark is a small, independently owned veterinary practice located in Aspley, Brisbane. The

main goal of the practice is to provide a quality service like that of the old family doctor, before

large corporations took over and customers became just a number. To enable the Ark to remain

competitive, an analysis of the internal and external forces needs to be performed to understand

how these forces are affecting the business. The internal analysis will examine the internal

resources and the marketing mix strategies used by The Ark. The external analysis will include a

PEST analysis to identify the political, economic, social and technological forces influencing the

industry. Analysis into the current customers of the Ark will then be performed, followed by a

competitor analysis. A SWOT analysis will then be performed to summarise the strengths and

weaknesses of the company as well as any opportunities and threats from the external

environment.

2. Internal AnalysisThe practice first opened in 1994 and was taken over by David Marchant in 2012. In Aspley and

the surrounding suburbs (within a 5km radius), there are multiple veterinary practices which

present competition for the Ark. The Ark has 4,902 active clients in the customer database.

Throughout the last eight years the company’s turnover has gradually increased by

approximately twenty percent. The last two years the turnover has remained stable. The previous

financial year’s turnover was $667,000 excluding GST (David Marchant, personal

communication June 2018).

2.1.1 Mission Statement & Brand Identity

The surgery has a simple mission statement: “You’ll get to know and trust us at The Ark as your

family vet”. This mission statement ties into the brand’s identity as the family vet. The team

promise continual care from the same vet, for the pet and family’s lifetime. David wishes to

build on his brand’s identity to ensure consumers think of The Ark when they consider a

veterinary practice to visit.

2.1.3 Corporate Objectives

The Ark has no formal corporate objectives. There are no KPIs or sales targets set for the team,

and no pressure to up-sell products or services. David and the team instead focus on providing

quality information to customers to enable them to reach an informed decision regarding their

pet’s care and health.

2.1.4 Product & Service Portfolio

The following services and products are provided by the Ark:

General health care; health checks, vaccinations, preventative health care, geriatric care

Medicine; diagnostic services, mostly in-house testing

Surgery; de-sexing, lump/tumor removals, dentistry, cruciate & patella surgeries, eyelid

surgery, fine needle aspirates, biopsies & cytology

Imagery & endoscopy

Behaviour advice

Nutrition; advice, personal weight control program, weigh-ins

Cat boarding

Pet Products; Prescription Diets, Advance Pet Food, parasite prevention, medicated

shampoos, Nutriceuticals (The Ark n.d).

2.1.5 Marketing Plan Scope

The overall goal of the marketing plan is to build on The Ark’s identity as the family vet, increase

awareness of the brand, increase customer numbers, and reduce brand switching. The Scope of the

marketing plan is therefore to develop strategy which will:

Raise Brand Awareness by 50% among the target market within twelve months

Increase client base by 20% (from 4,902 to 5,883) in the next twelve months

Increase social media followers by 30% (from 358 to 465 Facebook followers) within three

months.

2.2 Internal Resources Assessment

2.2.1 Human Resources

The Ark is currently a team of four but will shortly become a team of three as one of the vet

nurses is leaving.

David (owner and principal vet) works full-time

Kay (head vet tech) works part-time Monday to Wednesday

Bonnie (close to completing veterinary nursing studies) will soon be working Thursday

and Friday on top of her current Saturday role, replacing the resigning vet nurse.

Kay maintains the company’s website and social media pages. Kay aims to add a new article to

the website each month. Kay also adds to the social media pages at least once a week (photos of

pets who visit the surgery). The time equivalent for this work is approximately an extra day each

fortnight (Personal communication 2018).

The staff roster may need to be adjusted to support any increase in the demand for services. One

vet working full-time will not be sufficient. The practice may need to examine the possibility of

increasing Kay’s working days or adding another part-time vet.

2.2.2 Financial Resources

Currently David estimates that $7-8,000 per year is directed to marketing efforts – this figure is

derived from the extra time Kay spends on updating the website and social media channels.

David is not wanting to increase the marketing budget (Personal communication, August 2018).

2.2.3 Operational Resources

The Ark is a small practice, equipped to provide diagnostic services with an in-house lab. The

surgery is equipped to handle x-rays, ultrasound and endoscopy and routine dental procedures

and surgeries. More complex procedures are referred to a specialist veterinarian. David and the

team offer recommendations to customers for services not provided (personal communication,

August 2018).

2.3 Marketing Mix Strategies

The individual elements of the marketing mix all work together to form an image in consumers’

minds of what they can expect from a service company, and their level of satisfaction with the

service (Loo & , Leung 2018).

2.3.1 Product

The Ark provides a quality service. When asked if there was any thought on adding puppy

training or grooming to the services currently offered, David stated “you don’t go to the doctor

for a haircut”. David believes it’s important to focus on what services they already provide

instead of offering many that are not of a high-quality standard. For services not offered by The

Ark, David refers customers to other businesses that specialize in those areas (personal

communication August 2018).

2.3.2 Promotion

The Ark has used the following promotional techniques to attract and retain customers:

Table 1 – Marketing Mix Strategy - Promotion

Yellow Pages Found to be ineffective and costly, no

increase in customer numbers

Aspley East State School Newsletter Fortnightly release – found to be ineffective,

no increase in customer numbers

Postcard Reminders Postcards were 47c each to print and $1 each

to post. In the last year there have been issues

with Australia Post. Customers were

receiving three months’ worth of reminders in

one batch of mail.

Text message reminders Implemented after the failure of postcards.

More effective for reaching customers, lower

cost

Podcast – collaboration with “Press Paws”

and ZED Digital

Ending shortly. 219 followers on Facebook

The Ark Newsletter customers can subscribe – the link is

supposedly on the company website, but after

searching no link was found – no hits from

Google either. There was however a link to

the newsletter on one of the company’s

Facebook posts.

Facebook since January this year, there have been an

average of 10.5 posts per month, page has 357

likes, small number of ‘likes’ or comments on

each post.

Instagram Less posts than Facebook, 326 followers

Pinterest 7 followers

YouTube 3 subscribers, 5 videoscreated for the purpose of this assignment, with information from The Ark’s Facebook page, Website, Instagram, YouTube channel, Pinterest, and personal communication with The Ark staff members.

2.3.3 Physical Evidence

The physical evidence element of the marketing mix is a crucial element for a service company

to consider. A customer’s evaluation of a company is determined by the physical evidence,

especially for first time customers (Lovelock, Patterson, Wirtz 2015), who may evaluate the

company based solely on the physical aspects when deciding which company would provide the

most satisfactory service. The following physical evidence is utilised by The Ark:

Table 2 - Marketing Mix Strategy - Physical Evidence

Logo Cat, dog, bird in a bowl shape – company

name, and “we’re for happy pets” underneath.

Used on stationary, signage – in and outside

of practice.

Website Use of logo, informative, professional,

contact information, links to social media

pages – needs to have team information

updated

Parking Convenient – out front of practice as well as

underneath the Robinson Road Marketplace

Social Media Informative posts, customer reviews on

Facebook

Staff Members Skilled, friendly, welcoming on arrival

Practice Clean, welcoming, waiting area large enough

for a few customers and their pets,

consultation rooms clean, exterior needs

renovating – older building which may deter

clients - This may indicate to consumers that

the practice is inferior to competitors.

created for purpose of this assignment from observations of surgery, website, social media pages, and personal communication with The Ark.

2.3.4 Place

The Ark is located in a highly convenient position, next-door to the busy Robinson Road

Marketplace, which provides a one-stop destination for groceries, newsagent, hair salon, chemist

and gym. However, the building which contains the Ark and other service providers needs a

renovation. The building is older and compared to other practices, is not as visually appealing

from the outside.

2.3.5 Price

The pricing for services is determined by the what is being provided to the client. Prices are not

discounted to compete with other companies. For the pricing of products however, David sets

prices that will compete with major online pet stores. David examines the major pet store

company websites and prices products at the same standard pricing as these competitors. This

enables The Ark to compete and adds to customer satisfaction as the wait for products to be

delivered is eliminated.

2.3.6 People

A professional team that place the importance of caring for pets and providing quality care over

the importance of pushing products and services to simply boost sales. David and Kay work well

as a team. Bonnie is due to complete studies soon and will be a qualified vet nurse.

2.3.7 Process

The Ark utilizes a database system for recording customer information and pet information; such

as the breed, sex, age, health history, and medications the pet is on, as well as procedures that

have been performed on the animal. This enables the vets to keep track of any health issues, and

previous recommendations for quality care to be continued. The database informs staff of clients

who are due for their next visit.

Customers receive the same vet for each visit. This enables stronger relationships to be built

between the vets and their clients as a better understanding of the animal is able to be formed,

and a more effective treatment plan is created.

3. External Environment AnalysisTable 3 - PEST Analysis

Political/Legal EconomicHeavily regulated industry: State and Territory Governments are responsible for administering legislation relating to animal welfare and veterinary services for their jurisdiction.

Local Government hold the power to regulate the management of ‘companion’ animals; such as the power to limit the number of cats and dogs per house, microchipping, sterilization.

Rising unemployment rates of 6.1% in 2016 compared to 4.8% in 2011 (North Brisbane).

Median rent prices rose from $330 in 2011 to $370 in 2016 (North Brisbane).

Rising household expenses – fuel & power (25.8%), medical care and health (25.6%), education (43.5%), and goods & services (15%) since 2009/2010.

Social/Cultural/Demographic TechnologicalRise in Cat and Dog ownership in Queensland (dogs up 2.8%, cats up 6.5% since 2013). 38% households own dogs, while 26% households own cats in QLD.

Expected population growth from 52,832 in 2017 to 63,774 in 2036 (Aspley, Carseldine, Chermside, Chermside West, Geebung and Zillmere).

High technological developments & advancements during recent years in diagnostic and imaging equipment, anesthetic equipment, drugs and autoclaves.

- Competitors offering advanced procedures

- Political/Legal legislation information, and Technological information sourced from Allday (2018). Economic information for North Brisbane sourced from ABS (2011 Census QuickStats, 2016 Census QuickStats), household expenses from ABS (2017), Social/Cultural/ Demographic data – Pet ownership sourced from Animal Medicines Australia (2016). Population numbers sourced from Queensland Government Statistician’s Office (2017).

4. Customer AnalysisDavid has indicated that most customers of the surgery are in Aspley and the neighbouring

suburbs. Customers range in age, marital status, and family composition. Families make up the

main customer base for the company. Consumers aged in their early 40’s also represent a large

portion of customers. It is essential to examine how geographic, demographic and behavioural

elements impact purchase decisions for consumers of veterinary services and products.

4.1 Geographic Segmentation

Clients are situated in Aspley and surrounding suburbs. Many pet owners will not travel far for

veterinary services. They are more concerned with the convenience of location of the practice

than they are over the pricing of the services (Gabay, Moskowitz, Rotondo, & Aspros 2014). The

table below provides the population figures for each of these suburbs as well as the number of

families in each.

Table 4 - Population & Family numbers

Suburb Population Families

Aspley 12,108 3,338

Zillmere 8,967 2,312

Carseldine 9,541 2,643

Geebung 4,626 1,291

Wavell Heights 9,684 2,640

Kedron 9,359 2,328

Chermside 9,315 2,196

Chermside West 6,458 1,835

created for this assignment from information sourced from the ABS (Census QuickStats 2016)

Population of North Brisbane suburbs is set to increase significantly by 2036 (as previously

noted). This may see an increase in customers from these suburbs. According to Allday (2018),

the demand for veterinary services may rise with an increase in household numbers.

4.2 Demographic Segmentation

As consumers move through the different life cycle stages, so to do their needs and preferences

for goods and services (Cleveland, Papadopoulos, & Laroche 2011). Customers aged in their

early 40’s, particularly families (adults with school age children), account for a large portion of

the client base followed by elderly clients (personal communication, August 2018). Each of these

groups of consumers will respond differently to marketing efforts.

4.3 Behavioural Segmentation

The quality of the service can be used to market to consumers. Some consumers may be

completely loyal to a brand, other consumers may show no loyalty, switching between brands

depending on price (Armstrong, Adam, Denize, & Kotler 2015).

Some customers have visited The Ark for the past twelve to fourteen years. These customers

may be returning due to the quality and personalisation of the service, which in turn creates

loyalty. It has been reported that pet owners, especially those without children, think of pets as

their own children, and are more concerned about the service quality (Gabay et al. 2014). David

also notes that there are also ‘price shoppers’ who will search for the lowest price for procedures

and products and will jump from veterinarian to veterinarian to secure the lowest price. These

consumers are not loyal to one veterinarian (personal communication, August 2018).

5. Competitor AnalysisSix competitors were identified from Aspley and surrounding suburbs. Each of these competitor

locations have been pinned on a map in Appendix B.

Table 5 - Competitor Analysis

Services and ProductsAspley

Veterinary Practice

Greencross Vets-

Kedron

GreencrossVets

Bald Hills

Zillmere Veterinary

Surgery

AnvetKedronSurgery

St. VincentsVet

Virginia

Kedron Veterinary

ClinicVaccinations Y Y Y Y Y Y YPreventative health care/health checks Y Y Y Y Y Y Yparasite prevention Y Y Y Y Y Y Ydentistry Y Y Y Y Y Ynutrition advice & weightloss Y Y Y Y Ypuppy training/preschool Y Y Y Ydesexing Y Y Y Y Y Y Ymicrochipping Y Y Y Y Ymedical imaging & diagnostics Y Y Y Y Y Y Yemergency medicine Y Y Yexotic pet medicine Y Y Ysurgery - orthopedic and soft tissue Y Y Y Y Y Y Yoncology & chemotherapy/palliative care Y Yhospitalisation Y Y Ycryosurgery Ynuclear medicine Ygrooming Y Y Y Y YD.I.Y Dogwash Yhydrobathing Y Ycat boarding/small dog boarding Y Yhome visits Y**stem cell therapy Yk-laser therapy YPennHIP Y

created for the purposes of this assessment with information sourced from the company websites Aspley Veterinary Practice - Vetwell (n.d), Greencross Kedron and Bald Hills Greencross (n.d), Zillmere Veterinary Surgery (n.d), Anvet Kedron Surgery (n.d), St. Vincents Vet Virginia (n.d), Kedron Veterinary Clinic (n.d)

David believes the main competition for the Ark comes from Aspley Veterinary Practice and

Zillmere Veterinary Surgery.

Aspley Veterinary Practice is in the closest proximation to the Ark and offers a greater range of

services including grooming and hydrobathing. The company runs a ‘Vetwell Friends’ loyalty

program, which customers are able to use for discounts on products and services. The practice is

also in a newer building which is more aesthetically pleasing and may suggest to consumers that

it is better equipped to care for their pets. The exterior appearance of the building influences

consumer decisions and contributes to customer satisfaction (Thusyanthy, Senthilnathan 2012).

David has noted that customers will switch between the Ark and Aspley Veterinary Practice

depending on price or dissatisfaction with customer service (personal communication, August

2018).

Zillmere Veterinary Surgery is the next closest to the Ark, for people in the Aspley area, and

offers the same range of services. Greencross Kedron is also a major threat; it is located inside a

Petbarn store; while visiting the vet, customers can also purchase pet products and have their pet

groomed within the one visit. Greencross offers a loyalty program where customers accumulate

points which turn into vouchers. This practice relies on the ‘convenience’ offering, where all

products and services are in the one location for busy consumers.

While the Ark does not provide the amount of services as some competitors, the Ark promises a

higher quality service, convenience of location for Aspley and surrounding residents, and the

same vet every time they visit.

6. SWOT AnalysisTable 6 - SWOT Analysis

Strengths Limited number of services offered

compared to some other competitors; no hydro-bathing, grooming, or puppy training classes – focus on providing a better standard of care and quality service.

Team committed to providing quality care – not focused on KPIs.

Same vet each visit enables relationship to be established – customer loyalty increased.

Convenient location – next to Robinson Road Marketplace.

Weaknesses Less services offered than some of the

competitors: no puppy training classes, grooming, or hydro-bathing.

Social Media presence is lacking – followers not engaging with the brand.

Only one veterinarian full-time, which limits the number of consultations available for half of the week.

Website not current; old team photo and description, no link to newsletter.

Building is older, needs renovation (not cosmetically appealing).

Opportunities Population growth expected for

northern Brisbane suburbs surrounding The Ark – new customer prospects.

Rising number of Cat and Dog ownership in Queensland.

Government legislation regarding pet ownership – may continue to change – more services may be in demand.

Threats Rising unemployment rates may result

in less demand for services. Rising cost of living – consumers have

less capital to spend on pet health – especially target market (families) with rising education costs.

Government legislation regarding pet ownership – may continue to change – may dissuade people from owning pets.

Competitors offering more services and using new technologies for procedures may encourage The Ark customers to visit competitors.

7. ConclusionThe external analysis revealed that competition to the Ark is strong from veterinary practices in

Aspley and immediate surrounding suburbs. Each of the competitors provides a different service

offering; from convenient operating hours for consumers who work long hours, to puppy training

and grooming, to being equipped with advanced technological facilities for advanced procedures.

Ongoing changes in government regulations on pet ownership and predicted population growth

of the Brisbane area will provide further opportunities for the Ark to attract new clients and

increase the demand for services.

Analysis into the Ark’s internal environment has revealed that while there is a high-quality

service provided, current marketing efforts are not effectively engaging consumers. The

company website needs to be updated, and social media marketing efforts need to be further

examined to identify more effective ways to increase the brand’s presence and raise awareness

with the target market.

Appendix A: Letter of Authorisation

Appendix B – Vet Locations

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