JITHU JOSEPHJ J

A PRIMARY ANALYSIS REPORT

BATHLINE NEW MARKET ENTRY STRATEGY

JITHU JOSEPHJ J

A PRIMARY ANALYSIS REPORT - 26th Sept 2011

BATHLINE NEW MARKET ENTRY STRATEGY

FOR REFERENCE ONLY

TOPICS

Luxury - A Personal Perspective

Bathline - Primary Understandings

Ceramic & Sanitary ware Industry - India

Strategic Planning - The Process

Strategic Planning - The Structure

Strategic Planning - Situational Analysis

Situational Analysis - Macro & Micro Environments

Situational Analysis - Tools

Strategic Planning - Strategy Generation

Strategic Planning - Marketing Budget

Startegic Planning - Marketing Calendar

Assumptions & Suggestions - New Market Entry

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LUXURY - A PERSONAL PERSPECTIVE

What is luxury? It is one of those big questions which have been put forward many times however never answered undoubtedly.

My reply to that was luxury is a state of mind. It is about how you carry yourself and fulfill yours as well as others desires.

My thought focused on the issue of luxury from the position of self and society. One does not consume luxury for just self but it is very much socially tailored use. For example, why do we wear the high-quality suit (dress) when going for an strategic meeting or interview? Why do we make a point that we do not utilize a low-quality fragrance when going on a date? The aspect of self-indulgence is laced with the socially targeted motives when it gets to luxury.

The concept of luxury has been present in divergent shapes since the starting of civilization. Its purpose was just as key in older western and eastern empires as it is in present day marketplace. With the unmistakable differences between social classes in earliest civilizations, the uptake of luxury was specific to the elite classes. It also signified the definition of luxury was pretty clear. Whatever the poor cannot have and the elite can was placed as luxury.

With accelerating democratization, different new product classes were created within the luxury market place which was suitably labeled accessible luxury. This form of luxury is

specifically aimed at the upper class. As luxury pervaded into the masses, defining luxury has become ever so difficult.

In contemporary marketing usage, luxury is defined as a unique (i.e. higher-priced) grade of offer in almost any product or service category. However, despite the significant body of knowledge gathered during the past decades, analysts still haven't arrived on a standard definition of luxury.

While the word luxury is used in everyday lives to allude to certain life style, the underlying concepts definition is customer and situation specific. The word luxury arises from the Latin term luxus meaning, soft or extravagant living, indulgence, sumptuousness or opulence. However, luxury is quite a tricky term to specify because of the noticeable involvement of human element and value recognition from society.

Academics, uses an experiential approach and specifies luxury as things which provide additional joy by flattering all sense at the same time. The debate above highlights the extremely subjective and multidimensional nature of the luxury concept. The attempts greatly define a dimension of luxury such as high price, high quality, uniqueness, exclusivity etc.

QUALITY AUTHENTICITY UNIQUENESS.

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1. BATHLINE SENSATIONS - PRIMARY UNDERSTANDING

- Established in India for over 30 years

- Designs Hand picked from Italy, Germany & Spain

- Customer Service oriented – from initial enquiry till excellent after sale services

- Manufacturing Division - Aquaplus Global

- Previous years concentrating more on export market (Eastern Europe, Eastern

--Asia, Western Europe) – Now on domestic home Indian Markets.

- Both Project Sales (B2B) & Retail Sales (B2C)

- European EU approved standards

- Combining European designs to work within Indian Market.

- Backed fully by an Indian company with 10 years non-argument warranty on the

--products.

- R&D division to test and modify as necessary to work in Indian conditions.

- Exclusive products not run on mills which is preferred more by interior designer

--and architects.

- Live Display of Spas, Showers and Faucets to understand the new technologies

--that are introduced by clients.

- PRODUCT LINE

--TAP WEAR – Graff & Aquaplus, SANITARY WEAR – Imperial Wear , OXO,

--Disegno, Antonio lupi, BATH TUB - Acqua viva, Aero Spa, Kasch, Domovari,

--SHOWER PRODUCTS: Tropical Rain Showers, Aqua Plus, VANITIES: Glass

--(tropical rain showers), Wooden (Aqua plus), and Stainless Steel (Aqua Plus),

--TILES: Under construction, ACCESSORIES: Aqua Plus.

--

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2. CERAMIC & SANITARY WARE INDUSTRY - INDIA

- Sector with an average growth rate of 22% per annum.

- Indian sanitary ware market is the second largest market in South Asia

- Started shifting from un-organized to the organized sector.

- Reason for growth - Boom in construction and housing and the increase in per

--capita consumption.

- Main Issue – High Customs duty on raw material has (By Government).

- Unorganized sector – 55% and the rest 45% Organized.

- Players are all attaining a cumulative growth percent of 20% and above and

--doubled their production capacity.

- Organized Sector Companies – M / s. Hindustan Sanitary Industries Limited,M / s.

--EID Parry, M / s. Swastik Sanitarywares Limited, M / s. Madhusudan Ceramics

--M / s. Neycer India Limited.

- New expansion strategies and promotion strategies by players using incentives

--offering and increased sales outlets.

- Rajastan and Gujarat – Major industry location due to the availability of raw mat-

ererials. Rich variety of metallic as well as industrial (non-metallic) minerals

--(including rocks). With excellent availability of clay and feldspar.

- New production methods including battery casting and casting & beam baking

--technology.

-Very strong market for the last 6-7 years and a small downfall during recession in

--2008.

- Premium sanitary ware market is growing by 25 per cent annually and the

--momentum is expected to continue. The total sanitary ware market in the country

--was estimated to be around Rs 2000 crore of which the premium segment

--constituted about Rs 250 crore.

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JITHU JOSEPHJ J

3. STRATEGIC MARKETING PLAN - THE PROCESS

Planning is one of the most important roles of management. A company’s corporate

or business plan runs the business. Company’s marketing plan is a key input to the

business plan. It should identify the most promising business opportunities for the

company and outline how to penetrate, capture and maintain positions in identified

markets. It is a communication tool combining all the elements of the marketing mix

in a coordinated action plan. It spells out who will do what, when, where and how,

to achieve its ends.

Throughout my career in strategic planning I have always tried to follow the inter-

nationally accepted pattern or structure for outlining a company’s marketing plan.

The structure can be used for both small (individual product or area) and large

(company) plans as per the occasion requires. Working the way through the plan

structure will broaden the understanding of company and will be able to carry out

the background work necessary to put together the required marketing strategies.

AIMS...

- Long term planning & comparingly less risk factor

- Focus efforts on achieving specific goals and objectives

- Opens up new oppurtunities

- Enables to measure how the company is progressing

- Spend budget more efficiently and effectively

- Understand what marketing works and doesn’t work for business

- Get smarter about marketing every year

- Provides your outside financiers with confidence

- Define your business as well as your customers and your future plans

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JITHU JOSEPHJ J

3.1. STRATEGIC MARKETING PLAN - STRUCTURE

Planning is one of the most important roles of management. A company’s corporate

or business plan runs the business. Company’s marketing plan is a key input to the

business plan. It should identify the most promising business opportunities for the

company and outline how to penetrate, capture and maintain positions in identified

markets. It is a communication tool combining all the elements of the marketing mix

in a coordinated action plan. It spells out who will do what, when, where and how,

to achieve its ends.

Throughout my career in strategic planning I have always tried to follow the inter-

nationally accepted pattern or structure for outlining a company’s marketing plan.

The structure can be used for both small (individual product or area) and large

(company) plans as per the occasion requires. Working the way through the plan

structure will broaden the understanding of company and will be able to carry out

the background work necessary to put together the required marketing strategies.

AIMS...

- Long term planning & comparingly less risk factor

- Focus efforts on achieving specific goals and objectives

- Opens up new oppurtunities

- Enables to measure how the company is progressing

- Spend budget more efficiently and effectively

- Understand what marketing works and doesn’t work for business

- Get smarter about marketing every year

- Provides your outside financiers with confidence

- Define your business as well as your customers and your future plans

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JITHU JOSEPHJ J

The Marketing Planning Process

Set Corporate Objectives

Carry out external marketing research

Carry out internal marketing research

Carry Out SWOT, PESTEL, & GAP Analysis

Make Assumptions

Set marketing objectives & estimate expected results

Generate marketing strategies & action plans

Define programmes including advertising and promotion plan

Set Budgets

Write Plan

Communicate Plan

Use Control System

Review & Update

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JITHU JOSEPHJ J

3.2. STRATEGIC MARKETING PLAN - SITUATION ANALYSIS

Situation analysis is “the systematic collection and study of past and present data

to identify trends, forces, and conditions with the potential to influence the perfor-

mance of the business and the choice of appropriate strategies.” The situation analy-

sis involves a thorough review of the company, market and competition. Utilizing

market research, a situational analysis will define potential customers, projected

growth, competitors and a realistic assessment of your business. It involves target-

ing the specific objectives in the business and identifying the factors that will sup-

port or hinder those objectives.

It is the primary step in preparing the marketing plan to identify the current position

of the company. By completing the process of situation analysis, the researcher gets

the idea on what needs to be worked on and should be given more importance to

ascertain the strategic goals and objectives. I have included some of the situational

analysis tools that I have used in Green Bird Group Planning process in the follow-

ing pages.

AIMS...

- Identification of internal and external forces that may influence the organization's

--performance and choice of strategies.

- Assessment of the organization's current and future strengths, weaknesses, oppor-

--tunities, and strengths.

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The Situation Analysis Process

Situation Analysis

Macro Environmental Analysis(External)

Micro Environmental Analysis(Internal)

Qualitative ResearchQuantitative Research

SWOT Analysis

GAP Analysis & Assumptions

PESTLE AnalysisCompetitor Analysis

Industry AnalysisCustomer Analysis

Company AnalysisSales History Analysis

Marketing History Analysis

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3.2.1. MACRO & MICRO ENVIRONMENT ANALYSIS

Strategic planning commences with an analysis phase, where you seek to refresh

your understanding of your businesses 2 key strategic environments, these three

strategic enviroments that you analyse during your strategic analysis are the:

Macro Environment Analysis: is traditionally the first step of a strategic analysis; it

is sometimes referred to as an external analysis, a pest analysis or a pestle

analysis.The purpose of the Macro Environment Analysis is to identify possible

opportunities and threats to your industry as a whole that are outside the control of

your industry.

Micro Environment Analysis: is about identifying your businesses value proposition

or core competencies. These are sometimes referred to as your core capabilities;

strategic competitive advantages or competitive advantage these terms all represent

essentially the same thing.

TOOLS USED...

- SWOT analysis

- PEST analysis

- Porter’s five forces analysis

- Four corner’s analysis

- Value chain analysis

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The Macro & Micro Environments

Economic Political

Social

Technological Environmental

Legal

MACRO ENVIRONMENT

MICRO ENVIRONMENT

Company Product

Promotions Sales

Strategies Budget

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3.2.2. STRATEGIC ANALYSIS TOOLS

Analytical methods and tools are key to ensuring that consistency and an appropri-

ate level of rigour is applied to the analysis. Below are some of the major tools I use

in preparing the strategic marketing plans.

3.2.2.1. SWOT Analysis - Strength - Weakness - Oppurtunities - Threats

A SWOT analysis is a simple but widely used tool that helps in understanding the

strengths, weaknesses, opportunities and threats involved in a project or business

activity.It starts by defining the objective of the project or business activity and iden-

tifies the internal and external factors that are important to achieving that objective.

strengths and weaknesses are usually internal to the organisation, while opportuni-

ties and threats are usually external. Often these are plotted on a simple 2x2 matrix.

When using SWOT analysis, it should be ensured that:

• Only specific, verifiable statements are used. An example might be ‘price is £1.50

per unit lower than competition’ rather than ‘good value for money’.

• Internal and external factors are prioritised so that time is spent concentrating on

the most significant factors. This should include a risk assessment to ensure that

high risk or high impact threats and opportunities are clearly identified and are dealt

with in priority order.

• Issues identified are retained for later in the strategy formation process.

• The analysis is pitched at the project or business activity level rather than at a total

company level, which may be less actionable.

• It is not used in exclusivity. No one tool is likely to be completely comprehensive,

so a mixture of option-generating tools should be used.

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JITHU JOSEPHJ J

SWOT Analysis Process

Strengths • What does your organisation do better

than others?

• What are your unique selling points?

• What do you competitors and customers in your market perceive as your strengths?

• What is your organisations competitive edge?

Opportunities • What political, economic, social-cultural,

or technology (PEST) changes are taking place that could be favourable to you?

• Where are there currently gaps in the market or unful�lled demand?

• What new innovation could your organisation bring to the market?

Weakness • What do other organisations do better

than you?

• What elements of your business add little or no value?

• What do competitors and customers in your market perceive as your weakness?

Threats • What political, economic, social-cultural,

or technology (PEST) changes are taking place that could be unfavourable to you?

• What restraints to you face?

• What is your competition doing that could negatively impact you?

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3.2.2.2. PEST/ PESTLE Analysis

PEST analysis is a scan of the external macro-environment in which an organisation

exists. It is a useful tool for understanding the political, economic, socio-cultural and

technological environment that an organisation operates in. It can be used for evalu-

ating market growth or decline, and as such the position, potential and direction for

a business.

Political factors: These include government regulations such as employment laws,

environmental regulations and tax policy. Other political factors are trade restric-

tions and political stability.

Economic factors: These affect the cost of capital and purchasing power of an

organisation. Economic factors include economic growth, interest rates, inflation

and currency exchange rates.

Social factors: These impact on the consumer’s need and the potential market size

for an organisation’s goods and services. Social factors include population growth,

age demographics and attitudes towards health.

Technological factors: These influence barriers to entry, make or buy decisions and

investment in innovation, such as automation, investment incentives and the rate of

technological change.

PEST factors can be classified as opportunities or threats in a SWOT analysis. It is

often useful to complete a PEST analysis before completing a SWOT analysis.It is

also worth noting that the four paradigms of PEST vary in significance depending

on the type of business.

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JITHU JOSEPHJ J

PEST/PESTLE Analysis Process

Political (incl. Legal)

Economic Social Technological

Environmental regula-tions and protection

Economic growth Income distribution Government / university re-search spending

Taxation policies Interest rates & monetary policies

Demographics, Population growth rates, Age distribution

Industry focus on technological effort

International trade regula-tions and restrictions / growth of EU

Government spending Labour / social mobility New inventions and develop-ment

Contract enforcement law

Consumer protection

Unemployment policy Lifestyle changes Rate of technology transfer

Employment laws Taxation Work/career and leisure atti-tudes

Entrepreneurial spirit

Life cycle and speed of techno-logical obsolescence

Government organisa-tion / attitude—move from planned to market economies

Exchange rates Education, - access to/ growth of higher education sector

Energy use and costs

Competition regulation Inflation rates Fashion, hypes (Changes in) Information Technology

Political Stability Stage of the business cycle Health consciousness & welfare, feelings on safety

(Changes in) Internet use

Safety regulations Consumer confidence Living conditions (Changes in) Mobile Technol-ogy use and cost

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JITHU JOSEPHJ J

3.2.2.3. Porter’s Five Forces Model

This theory is based on the concept that there are five forces which determine the

competitive intensity and attractiveness of a market. Porter’s five forces helps to

identify where power lies in a business situation. This is useful both in understand-

ing the strength of an organisation’s current competitive position, and the strength of

a position that an organisation may look to move into.

Strategic analysts often use Porter’s five forces to understand whether new products

or services are potentially profitable. By understanding where power lies, the theory

can also be used to identify areas of strength, to improve weaknesses and to avoid

mistakes.

The five forces are:

- Supplier power

- Buyer power

- Competitive rivalry

- Threat of substitution

- Threat of new entry

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•••••

Michael Porter's five forces of competitive position model

Threats of substitutione.g.

• Buyer switching cost • Buyer propensity to

substitute • Product di�erentiation

Rivaltry e.g. • Number of competitors • Size of competitors • Industry growth rate • Di�erentiation • Exit barriers

Threat of new entry e.g.

• Switching costs • Economies of scale • Learning curve • Capital requirements • Patents

Buyer power e.g .

Buyer information Buyer volume Buyer price sensitivity Buyer switching costs Bargaining leverage

Supplier power e.g. • Supplier concentration • Importance of volume

to supplier • Cost relative to selling

price

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JITHU JOSEPHJ J

3.2.2.4. Four corner’s analysis

It emphasises that the objective of competitive analysis should always be on gener-

ating insights into the future.

The model can be used to:

- develop a profile of the likely strategy changes a competitor might make and how

--successful they may be

- determine each competitor’s probable response to the range of feasible strategic

--moves other competitors might make

- determine each competitor’s probable reaction to the range of industry shifts and

--environmental changes that may occur.

The ‘four corners’ refers to four diagnostic components that are essential to competi-

tor analysis: future goals; current strategy; assumptions; and capabilities.

Understanding the following four components can help predict how a competitor

may respond to a given situation.

- Motivation – drivers

- Motivation – management assumptions

- Actions – strategy

- Actions – capabilities

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JITHU JOSEPHJ J

Porter's four corner's analysis

Drivers• Financial goals • Corporate culture • Organisational structure • Leadership team backgrounds • External constraints • Business philosophy

Current strategy• How the business creates value • Where the business is choosing to

invest • Relationships and networks the

business has developed

Management assumptions• Company’s perceptions of its

strengths and weaknesses • Cultural traits • Organisational value • Perceived industry forces • Belief about competitor’s goals

Capabilities• Marketing skills • Ability to service channels • Skills and training to work force • Patents and copyrights • Financial strength • Leadership qualities of CEO

COMPETITOR’S FUTURE STRATEGY

MOTIVATION ACTIONS

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3.2.2.5. Value Chain Analysis

Value chain analysis is based on the principle that organisations exist to create value

for their customers. In the analysis, the organisation’s activities are divided into

separate sets of activities that add value. The organisation can more effectively

evaluate its internal capabilities by identifying and examining each of these activi-

ties. Each value adding activity is considered to be a source of competitive advan-

tage.

The three steps for conducting a value chain analysis are:

1. Separate the organisation’s operations into primary and support activities.

Primary activities are those that physically create a product, as well as market the

product, deliver the product to the customer and provide after-sales support. Support

activities are those that facilitate the primary activities.

2. Allocate cost to each activity. Activity cost information provides managers with

valuable insight into the internal capabilities of an organisation.

3. Identify the activities that are critical to customer’s satisfaction and market suc-

cess. There are three important considerations in evaluating the role of each activity

in the value chain.

- Company mission. This influences the choice of activities an organisation under-

--takes.

- Industry type. The nature of the industry influences the relative importance of

--activities.

- Value system. This includes the value chains of an organisation’s upstream and

--downstream partners in providing products to end customers.

--source of competitive advantage.

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Value Chain Analysis

Infrastructure

Human Resource Management

Technology Development

Procurement

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3.3. STRATEGIC MARKETING PLAN - STRATEGY GENERATION

Identification of key streghts and weaknesses, the oppurtunities and threats to the

business is done and assumptions are generated. The position is now to set the mar-

keting objectives, strategies and the action plans.

Marketing Objectives: What the company needs to achieve

Marketing Strategies: Means by which marketing objectives are achieved

(7 P’s of Marketing)

Marketing Action Plan: Structured programmes that enable the execution of

---------------------------------strategies.

Return on Marketing Investment (ROMI) Calculation: Knowing the ROMI of

---------------------------------your marketing strategies helps you to identify which

------------------------------- techniques are most effective in generating income for

---------------------------------your business.

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JITHU JOSEPHJ J

Strategies Built on the 7 P’sof Marketing

Place

Product Price

Physical Evidence Promotion

Process People

Tareget Market (7 P’s)

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STRATEGY: 07

STRATEGY: 01

STRATEGY: 02

STRATEGY: 06 STRATEGY: 03

STRATEGY: 05 STRATEGY: 04

JITHU JOSEPHJ J

3.4. STRATEGIC MARKETING PLAN - MARKETING BUDGET

A marketing budget is an estimate of projected costs to market your products or

services. A typical marketing budget will take into account all marketing costs e.g.

marketing communications, salaries for marketing managers, cost of office space

etc. However much of the budget is concerned with marketing communications e.g.

public relations, website, advertising, etc. Both are considered here.

The costs in a marketing budget will be allocated according to the campaign and the

media to be utilized. Some prior research will be necessary for the cost estimates to

be as realistic as possible. This is called advertising or marketing communications

research

.

Helpful Pre-budgeting Research...

- Industry and Market Research

- Competitor Analysis/SWOT

- Internal marketing performance records e.g. marketing metrics, marketing con-

--trols.

- Marketing Audit.

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2011 Marketing Budget9/18/2011

Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Proj Actual Dif

Jan 3 0 0 0%Jan 10 0 0Jan 17 0 0Jan 24 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Jan 31 0 0Feb 7 0 0Feb 14 0 0Feb 21 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Feb 28 0 0Mar 7 0 0Mar 14 0 0Mar 21 0 0Mar 28 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Apr 4 0 0Apr 11 0 0Apr 18 0 0Apr 25 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0May 2 0 0May 9 0 0

Total 1Q

Apr Total

Jan Total

Feb Total

Mar Total

Monday Start hcraeseRgnisitrevdAetaD Interactive

Totals by Month, Quarter & Year-to-DateSales Support

PublicRelations

Week of

May 16 0 0May 23 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0May 30 0 0Jun 6 0 0Jun 13 0 0Jun 20 0 0Jun 27 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Jul 4 0 0Jul 11 0 0Jul 18 0 0Jul 25 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Aug 1 0 0Aug 8 0 0Aug 15 0 0Aug 22 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Aug 29 0 0Sep 5 0 0Sep 12 0 0Sep 19 0 0Sep 26 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Oct 3 0 0

May Total

Jun Total

Total 3Q

Total 2Q

July Total

Aug Total

Sept Total

Oct 10 0 0Oct 17 0 0Oct 24 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Oct 31 0 0Nov 7 0 0Nov 14 0 0Nov 21 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Nov 28 0 0Dec 5 0 0Dec 12 0 0Dec 19 0 0Dec 26 0 0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

0$gnidnepS 1102 detcejorP0$etaD oT gnidnepS lautcA

0$tnepS lautcA .sV detcejorP

Dec TotalTotal 4Q

Total 2011

Oct Total

Nov Total

JITHU JOSEPHJ J

24

MARKETING BUDGET

JITHU JOSEPHJ J

3.5. STRATEGIC MARKETING PLAN - MARKETING CALENDAR

We will continue with our marketing efforts as a marketing means that every

entrepreneur must to consider. After marketing plan as one of that marketing weap-

ons now we will continue with a marketing calendar as a part of one solid marketing

plan. Marketing tasks, such as brochures, flyers, radio and TV campaigns, mailings,

phone calls, networking techniques, etc. must to be managed and implemented in

the real time.

A marketing calendar must to be part of any successful marketing plan. Simply, mar-

keting calendar is a 12 month description of what you plan to do about your market-

ing efforts as an entrepreneur. This mean that marketing calendar is a written road

map for your marketing activities for a period of time. Marketing calendar is a

dynamic, living document that will change over time.

Marketing calendar is a tool that must include:

- How you will market,

- Who you will market to,

- How much it will cost,

- When you will market,

- How many potential customers you will reach,

- How to make it,

- Results or how many customers you reach with that marketing effort.

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JITHU JOSEPHJ J

4. ASSUMPTIONS & SUGGESTIONS - PRIMARY ANALYSIS

Based o the primary analysis on Bathline Sensations fom very limited resources I

can bring out the following assumtions & suggestions for the company. Thsese are

made just based only on the initial analysis and therefore should not considered as a

precise and actual report. The report serves the pupose of identifying my perspec-

tive and contribution ability in Bathline for the new market entry startegies as a Mar-

keting Professional.

To start with:

- Need more luxury branding support to enter into new markets - Should create

--USP or core competency elements for the brand or the company.

- Need more attention to detail handling Niche Market (High End) - --World class

--service provided by BMW or AUDI or JAGUAR will be the comparitive scale at

--which customers measure luxury - Effect of Globalisation.

- PAN India Franchise concept should only be initiated after proper internal and

--external research. (Detailed study using marketing teams) - Fran Corp must have

--done thier part but thier should be a proper strategic plan from the company side.

- Concentrate more on the on the newly developed 3P’s of marketing - Process,

--People and Physical Evidence to develop strategies.

- Make Marketing Trial Runs in the potential markets and develop regional

--marketing teams with limited investment.

27

JITHU JOSEPHJ J

- Work more on incentives schemes (Staff) and referal schemes (Customers).

- Identify regional effective marketing tools after market research and do the

--branding respectively. Build good PR contact database in the potential regions to

--identify the most effective promotions.

- Should have detailed regular competitor study and should generate strategies to

--counter thier moves.

- ROMI (Return on Marketing Investment) calculation system should be installed to

--find out the effectiveness of each marketing tool used by the company in each

--region.

- Work based on Marketing Calendars and specific pre-approved budgets for each

--region.

- Build Flexibility to Cope with and Macro and Micro Environmental Turbulence.

- Develop a well structured marketing team in the corporate office to make proper

--research studies on potential markets, competitors, products, promotions; generate

--plans and tackle unceratainities.

NOTE: These are suggestions based only on assumptions made during my primary

research. Unless, proper researches are made none of these above points will be

justified or having supporting documents to back.

28

JITHU JOSEPHJ J

THANK YOU...