The Boulder Stop - Sample Marketing Plan

WAYMAKER PRINCIPLES OF MARKETING
Sample Marketing Plan: The Boulder Stop Sports Marketing Event
SAMPLE MARKETING PLAN:
THE BOULDER STOP SPORTS MARKETING EVENT
CONTENTS
Executive Summary
Company Profile
Market Segmentation & Targeting
Situation and Company Analysis
Ethics and Social Responsibility
Marketing Information and Research
Customer Decision-Making Profile
Positioning and Differentiation
Branding
Marketing Mix (4Ps)
Product Strategy
Pricing Strategy
Place: Distribution Strategy
Promotion: Integrated Marketing Communications Strategy
Budget and Controls
Action Plan
Executive Summary
Company Description
This marketing plan is designed to give us a blueprint for marketing our new retail store, The Boulder
Stop.
Our ambitions for this marketing plan include:

 Using our existing Internet and direct-mail marketing expertise to build local promotions and
marketing literature.
 Devising lucrative promotions that will draw sponsorships from possible strategic partners.
These promotions are key to our strategy of increasing our strategic alliances through cross-
promotions.
 Identifying our strengths, weaknesses, opportunities, and threats.
 Identifying the local market forces, target markets, and promotional opportunities.
Disclaimer: This Marketing Plan Template is a learning tool. The provider of this template, the instructors and educational
institutions using it are not responsible for any business outcomes that may result from applying this template or student work
associated with it.
1
We hope this marketing plan creates a long-term growth model for our retail success. The Boulder Stop
has been successful at direct mail and Internet sales, and we hope to make a smooth transition into
retail.
Target Segment
 Hard-core climbers: the “because it’s there” group, who climb as often as possible
 Weekend warriors: those with serious interest but limited time to climb
Competitive Advantage
Our store location gives us a competitive advantage. The Boulder Stop is walking distance from Smith
Rock State Park, the birthplace of modern sport climbing.
Positioning Statement
For climbers who need a place to stop for gear and coffee near Smith Rock, The Boulder Stop offers
high-quality climbing gear, gourmet espresso drinks, and a comfortable place to meet and talk. We will
position The Boulder Stop as a community-involved organization that creates value for the community
while minimizing environmental impact.
Marketing Plan Objectives

Our objective is to make The Boulder Stop the number-one destination for rock climbing equipment
customers in Oregon and to achieve 30 percent of the region’s rock climbing gear market share.
Company Profile
● Company Name: The Boulder Stop
● Industry: Rock-climbing equipment
● Headquarters (city, state, country): Redmond, Oregon, U.S.A
● Year founded: 1997
● Number of employees: 4
● Annual revenue (estimated): $150,000
● Major products and/or services: rock-climbing gear and coffee/espresso drinks
● Target customers: hard-core rock climbers and weekend warriors
● Distribution channel(s): Wholesale marketers, including GearX, Liberty Mountain. Local coffee
roaster, The Wandering Goat.
● Key retail equipment competitors: REI, Redpoint Climbers Supply, Mountain Supply. We also
face a variety of online competitors.
● Link to Web site: www.theboulderstop.com
associated with it.
2
Market Segmentation & Targeting

Rock climbing is as much about storytelling and nostalgia as it is about routes and gear. The Boulder
Stop provides a “campfire” social setting in a retail location.
While all climbers and hikers are potential customers, we aim to serve the “hard-core” climbers and the
weekend warriors. These groups share a similar love of the sport, and are separated mainly by the time
they have available to pursue it. Both groups value high-end equipment and are willing to pay premium
prices for the safety and convenience that high-end equipment provides.
The proximity of several large cities in Western Oregon helps fuel our business, as does the status of
Smith Rock as an international destination for rock climbing enthusiasts. Individuals from as far away as
Japan, Europe, South America, and Australia travel to Smith Rock to recreate.
Hard-core climbers, especially, but also weekend warriors are currently underserved in their technical
equipment needs by local retailers. They rely on online purchases, which limits the ability they have to
see and touch items to gauge their applicability for their needs. The Boulder Stop will combine the
advantages of a physical retail location, employees with expertise, and a café location to share stories
and plan future expeditions.
Situation and Company Analysis
Economic Environment
In a 2010 state-generated report, consumer expenditures for espresso beverages and rock climbing
equipment combined rose to $7,000,000 in Central Oregon. We expect sales to increase steadily as
Oregon's population grows and the rock climbing industry becomes increasingly popular.
The Bend area is currently in an economic growth phase, with high consumer confidence and a high rate
of job growth.
We predict that the number of hard-core climbers will grow faster than the number of weekend
warriors. Climbing is becoming more and more technical, an "insider's sport," and we believe this will
fuel the growth of dedicated, highly sophisticated climbers. At the same time, amateur growth is
leveling off.
Technical Environment
We see technological advances in climbing gear as a factor that will work in our favor. As climbing
equipment grows more advanced—lighter, stronger, more durable—it will drive repeat customers to
our store.
associated with it.
3
Social media trends, particularly the increasing proliferation of GoPro video distribution as a way of
connecting serious climbers, is something we’ll continue to monitor. Workshop offerings for making and
sharing climbing videos will be one way to wed online technology and our physical store.
Industry Environment
Rock Climbing
The rock climbing industry is growing faster than ever. Although the gear is expensive, people buy it
because it provides them with long-term fun. And safety.
Coffee and Espresso

High profit margins on coffee sales and low overhead costs lead to high profit margins in the espresso
industry. Expansion of coffee and espresso retail outlets has increased exponentially in the last five years
as large companies such as Starbucks[tm] have increased their reach to the East Coast in cities such as
Boston, New York, and Washington D.C. Coffee shops that offer a social setting for interacting and
connecting with other patrons–the Starbucks model–can succeed in drawing loyal customers from the
local community.
Competitive Environment
Our main physical competitors selling climbing gear are REI, Redpoint Climbers Supply, Mountain Supply
and, to a lesser extent, area coffee shops and eateries such as Dutch Brothers Coffee, Starbucks and
McDonald’s. Redpoint Climbers Supply is our most direct competitor, since it offers gear and beer, but
their equipment selection is very limited, and the atmosphere is less friendly, less suited to weekend
warrior types and their families.
We also face online competitors for climbing gear. Our physical location will have the advantage of
immediacy, add-on purchases, strong customer service, and an inviting locale.
Political Environment
The Boulder Stop may need to “prove itself” as a community member and show that it’s invested in
thoughtful development and the preservation of Central Oregon’s natural beauty.
Many locals in Redmond believe that growth, for the sake of growth, is a political disease. They are right.
We must make sure our physical and sociological impact is kept to a minimum, and that locals maintain
the quality way of life they deserve.
associated with it.
4
SWOT Analysis
Instruction: Complete the table below with descriptive responses and explanation as you answer the
questions below.
Strengths Weaknesses
 Community commitment  Limited cash

 Experience in the sport of rock climbing  Limited experience dealing with
 Nationwide marketing experience contractors/builders
 Little experience with local politics
Our most significant strength lies in our
management team's skills in both rock climbing The Boulder Stop has access to a limited amount
and running a small business. After years of of cash. Initial financing will not be difficult due to
working the pro circuit, Bill Walsh has gained solid credit and the low inventory depreciation
insight into the history, ethics, and progressive rate, but ongoing financing will be more difficult
nature of traditional wall and sport climbing. Pan to obtain.
Silverton has worked a number of years with
small business clients looking for direction and Nobody at the Boulder Stop has experience in
strategic cohesion. His insight has led to multi- negotiating with contractors. This is a liability due
million-dollar finance deals that helped put some to the difficulty in managing and maintaining the
small businesses on the map. The combination of timeliness and budget for a contractor. We will
experience and proven business acumen compensate for this weakness by retaining an
represent a strength for The Boulder Stop. expert contractual lawyer to negotiate our side of
the construction contract.
The Boulder Stop has been successful at direct
mail and online sales, and we have a strong Eastern Oregon can be very “status quo” and any
reputation as a source of high-quality gear and new player threatens the old order and puts the
excellent service. We expect that reputation and locals on the defensive. We will pull the
credibility to carry into our retail setting. community together through events hosted at
our location. We're also sponsoring the "Run For
Their Lives" event which will raise money for
children from broken and violent homes,
donating medical care and clothing.
As a reseller of name-brand products, we have

very little control over how our customers view
each individual product.
Opportunities Threats
 No well-focused, well-marketed competition  Locals are very sensitive to land use
 The cost of Internet and other direct  La Niña weather

marketing opportunities have decreased in
recent years Locals are sensitive to the manner in which we
develop our land for commercial use. The land is
associated with it.
5
 Climbers and hikers are not as price-sensitive state owned. Oregon will lease one, 1/4 acre
as other outdoor enthusiasts parcel to The Boulder Stop. Since it is public land,
the public can revoke our lease without offering
The market for rock climbing and hiking gear, just cause.
good coffee, and ice cream in Redmond is far
below saturation level. Our two local competitors The last three years have been 'La Nina' years,
do very little in the way of marketing. This gives pummeling Oregon with rain and cold weather.
us the opportunity to develop the market and Last year, the rock climbing season began in May.
brand ourselves as the market 'original'. When the season begins as late as May, it means
we have two to three fewer months of revenue
The cost of selling via e-commerce has decreased with which to pay for our leased land and
tremendously in recent years. Our inventory equipment (fixed costs). Although we can hope
system allows for tracking products for online and for an Indian summer, this doesn't happen very
physical sales, and we can develop streamlining often in Oregon. By early October, the vacation
practices between the two revenue streams, with season is over, kids are back in school, and there
the investment of Web- authoring tools and are few people around to buy our coffee and
training. gear.
Weekend warriors and hard core climbers will Our local competition is not as fierce as our direct
pay virtually anything to get into the latest gear. mail and Web competition. They currently do
The average climber carries around $1,200 of very little marketing and very few company-
equipment. Since climbers place their lives on the sponsored events. We won't rule out the
line when they use their equipment, the majority possibility that they may do so in the future as a
of them buy only name-brand gear at a price response to our projected success in such
premium. Climbers associate high price with marketing. The competition for coffee is an issue,
premium quality. yet we aren't directly competing with the
downtown Starbucks, since we don't cater to the
urban culture, but rather the natural explorers,
Rock climbing service companies offer us a
those who would rather go to a state park than
unique opportunity. We can team up with these
city shops.
services to promote our events and store, and in
return we will give them “shelf space.” This gives
service companies cost-effective market
exposure. We will partner with companies such
as First Ascent LLC and other American Mountain
Guides Association (AMGA) accreditees.
Mission, Objectives, and Goals

Our mission is to provide an entertaining, fun, and knowledgeable atmosphere to climbers who
experience nothing but a rock face and nutrition bars all day.
Objectives:
associated with it.
6
1. To make The Boulder Stop the number-one destination for rock climbing equipment customers
in Oregon, and to achieve the largest market share in the region for rock climbing gear.
2. To be an active and vocal member of the community and to provide continual reinvestment
through participation in community activities and financial contributions. We will sponsor two to
three events during the year, including the Pacific Amateur (PA) Golf Classic, charity events, and
celebrity-hosted competitions.
3. To achieve 30% market share of area climbing equipment sales by August of 2014.
4. To grow direct retail sales by a conservative minimum of 12% per year.
5. To achieve sales of $190,000 in year one.
Ethics and Social Responsibility
Current Status
The Boulder Stop’s plans to sponsor community benefit events and to establish a very eco-conscious
business demonstrate our commitment to socially responsible business. Additionally, The Boulder Stop
has implemented a plan to give each employee the option of participating in company-sponsored
training courses, outside curricula, and community-volunteer opportunities that build on their interests
and skill sets.
Recommendations
Investigate eco-friendly disposable food containers and composting options for food/beverage waste.
Initiate carpooling/ride-share bulletin board in the store to cut down on traffic to and from Smith Rock
and other Central Oregon climbing destinations.
Marketing Information and Research
Research Question and Information Needed

What are the market share figures for climbing equipment in our local market? Currently no ready
resources are available.
Research Recommendations
State of Oregon provides yearly economic data by region, which can serve as basis for an estimate of
market share goals for 2014.
We can obtain feedback from in-store customer comment cards and the local Chamber of Commerce.
We can also survey members of the local climbing community to learn more about how much they
spend annually on climbing gear and where they buy gear.
associated with it.
7
Customer Decision-Making Profile
Identifying the Customer and Problem

Buyer Persona: Geoff
Geoff is a 27-year-old college graduate who works seasonal outdoors jobs. He has “rock on the brain,”
and most of his free time is spent climbing or in technical preparation for his next climb. Most of his
social life and online presence revolve around his passion for climbing. He is seen as a leader in his
climbing community and offers informal mentoring to inexperienced but enthusiastic climbers.
Geoff researches big purchases extensively, using online reviews and recommendations from friends in
the community. He is also susceptible to impulse buys when he sees an item that he feels will make his
next climb safer or allow him to push his technique further.
The Boulder Stop will allow Geoff a “home base” to relax, connect with climbing buddies, and become
more knowledgeable about the available equipment.
Factors Influencing Customer Decisions

Demographics:
Geography: 90% U.S. customers
9% European customers
1% Other countries
Age: 15–45
Sex: 62% male
38% female
Males buy gear through catalogs and the Web more often than women. This skews the direct sales
toward male customers. In-store customers tend to be younger than catalog shoppers, and a larger
percentage of them are locals or native to the United States. Purchasing decisions are strongly
influenced by peer and community recommendations, as well as online and expert reviews. Proximity is
also a big factor: if a new piece of gear is available here and now to use on the next climb, it is very
attractive as an impulse buy.
Reaching the Customer

 We will build strategic partnerships with climbing service companies. We will benefit from the
association of trust these companies already enjoy with their clients.
associated with it.
8
 We will differentiate The Boulder Stop from competitors through aggressive advertising and
promotional campaigns that demonstrate our community support and commitment. Redmond
is a unique community with a fiercely loyal local population, and we want to show that we put
the best interest of the community first.
 We will build retail store awareness through our direct mail and Web campaigns, leading to
greater word-of-mouth marketing. Since Smith Rock is a draw for tourists and climbers world-
wide, we want to make a visit to our retail store a vital part of the Smith Rock experience.
Positioning and Differentiation
Competitive Advantages
Our store and location give us a competitive advantage. The Boulder Stop is located within 1/4 mile of
Smith Rock itself and within walking distance of the park.
Market Niche and Positioning Strategy

There are two important underlying needs, and the combination of gear and coffee serves both. The
Boulder Stop's function is similar to that of the ski lodge at the bottom of the slopes: selling important
gear while providing a place for snacks, beverages, and talk. We are the rock climber's version of the ski
lodge.
1. There is a real need for a highly professional provider of climbing gear near the Smith Rock
location. People forget to pack exactly what they need, and things break.
2. There is a practical need for coffee, a meeting place, and conversation. This is part of the activity
focus of the location.
3. There is a need for “one-stop” shopping. Climbers and recreationalists don't want to have to buy
their gear at one store, and drive miles to enjoy good coffee and conversation at another. The
Boulder Stop fulfills this need.
Positioning Statement
“To hard-core rock climbers and weekend warriors, The Boulder Stop is the only place in Central Oregon
to buy high-quality climbing gear and enjoy a great cup of coffee in a fun, relaxing environment with
like-minded adventurers.”
Repositioning Considerations
No. The Boulder Stop retail location is a new position.
associated with it.
9
Branding
Brand Description
The Boulder Stop is extending off its existing direct-mail and online brand, which is that of a convenient
and experienced high-quality climbing gear provider. Our retail location will embrace the physical
location as a community gathering place and one-stop-shop on the way to Smith Rock.
Brand Promise
The Boulder Stop delivers gear you can trust and coffee you can enjoy.
Brand Voice and Personality

● The Boulder Stop is: Focused, Knowledgeable and Fun
● The Boulder Stop is never: Slack
Brand Positioning and Strategy

Since the physical location of The Boulder Stop is so unique, we should take care to incorporate the
environmental concerns and community needs around us. This will lead to an established sense of trust
in Redmond and the greater community of climbers worldwide.
Marketing Mix (Four Ps)
Product Strategy
As a reseller of name-brand products, we have very little control over how our customers view each
individual product. We do, however, have control over the customer environment and the manner in
which we display our products. From a standard retail standpoint, product marketing appears to be very
simple - display the products in an aesthetically pleasing manner, and they will come. It is more
complicated for us. We have identified two types of customers, and each has its own buying pattern.
The hard-core climbers need a great selection of gear, and will be disappointed if they aren't offered a
“bargain bin” of last year’s model gear. We will host climber discussion groups, with free coffee on
Friday and Saturday nights after 7:00 p.m. This will give hard-core climbers an opportunity to exchange
stories and relax in our café. They will be our most consistent customer base throughout the season.
The weekend warriors will also be drawn to the quality and selection of gear, and will also partake of
the bargain bin, though less than the hard-core climbers. The warriors will find comfort in the café area,
and bring family members who will sip drinks while the warriors shop. They are more likely to shop on
weekends and at the start of the season, and we will adjust our staffing accordingly.
associated with it.
10
Service is important to our mix. We have an obligation to provide quality products and cheerful service,
fast and efficiently. Our service goals are simple and easy to maintain.
We will only accept returns or exchanges with a receipt and within 30 days of purchase, to enforce our
seriousness as a business. We will take seriously every issue of product quality, to show the value we
place on consumer trust.
Pricing Strategy
We are a store that is positioned for impulse buying; therefore it is important that we maintain a flexible
pricing strategy.
● Our pricing strategy will be based on competitive parity guidelines. We will not exceed
competitors' prices by more than 10%.
● Price says a lot about a product. The products that are innovative and not available elsewhere in
the region will be marked up to meet the demand curve. We are not afraid of premium pricing a
premium product.
● Espresso beverages will be priced a little below the industry average. Although we will still make
money off the beverages, we consider this a "Loss Leader" strategy whereby word-of-mouth
advertising brings customers in for the drinks, simply to make them aware of our additional
products and services.
Place: Distribution Strategy

Our new retail distribution strategy will be similar to our existing online sales distribution strategy: work
with established wholesale vendors who are reputable and reliable.
In order to promote the community-friendly atmosphere in our store, we will partner with a local coffee
roaster, The Whole Goat, for our café needs. Espresso beans will be delivered twice-weekly, to ensure
freshness.
We will also create partnerships with local, reputable rock climbing service companies to host events,
promote each others’ products and services, and word-of-mouth recommendations.
Promotion: Integrated Marketing Communications Strategy

Goal: To increase sales to weekend warriors by 15% as a result of community relationships.
Call to action: Attend the “Llama Run” community event at our store.
Strategy
Bring community members with an interest in outdoor events and charity sponsorship to our location,
and catch interest with the unique “Llama Run” event.
Messages:
associated with it.
11
Key Message: The Boulder Stop promotes community engagement and a spirit of adventure.
Proof Point: The annual Llama Run event takes people outside of their comfort zones and raises money
for the St. Charles Medical Center.
Call to Action: Attend the “Llama Run” community event at our store.
IMC Tools:
Web Site: information about the event will be placed prominently on the store’s home page
Email marketing: send event information, including pictures of llamas mid-race, to customer base
Advertising: banner sign advertising the event outside the store location
Community involvement: local vendors are invited to set up booths at the event
Social Media: build awareness and post updates about the event on Facebook, Twitter, and Instagram
Contest: owners of the top 3 winning llamas will receive cash prizes. A drawing during the event will
award store gift certificates to attendees.
Public Relations: outreach to local media outlets and community information boards to publicize the
Llama Run. Proceeds of the event will be donated to St. Charles Medical Center in Bend, OR. The
hospital will have community outreach staff at the event to answer health-related questions.
Sales Alignment: the Llama Run event will support the sales funnel in several ways:
 Generating new leads among the local community, as new people visit our location for the first
time
 Building relationships with the community and discovering needs, as we establish deeper roots
with committed climbers and learn what we can do to better meet their needs
 Presenting a solution, as climbing enthusiasts visit our store, they will find an attractive space for
great gear, good coffee and a place to meet and share with other like-minded adventurers. They
will recognize this is the place for them.
Awareness: it brings locals to the store who may not have visited since its opening.
Measurement (KPIs—Key Performance Indicators)

 Number of attendees
 Number of net new customers
 Dollar amount raised for charity
 Increase in store traffic sales attributed to the event: day of and in weeks following the event
 Social media followers and shares—Facebook, Twitter, Instagram
associated with it.
12
Budget and Controls

Item Purpose Cost Estimate
Item #1: Staffing Event set-up, coordination, management, and break-down $2000
Item #2: Sound For announcing events of the day and the Llama Race in $750
Equipment action
Item #3: Food Samples of café products and light refreshments provided $1000
Giveaways during event
Item #4: Temporary Keep the animals and public safe during the event $750
Fencing and Troughs
Item #5: Fliers and Swag Print items relevant to the event; giveaway of small $300
carabiners marked with The Boulder Stop logo
Item #6: Event Planning Provide relief from other job duties while 2 members of $1000
staff plan and make arrangements ahead of event and
publicize it on social media
Estimated campaign impact:

The Llama Run event will bring community recognition to The Boulder Stop and establish its validity as a
retailer and social gathering location. It will attract new business. It will attract followers to social media
streams, for building a future customer base.
Contingency plans and risk management:
Risks to marketing plan overall:

Our biggest potential problems, the ones that will limit our ability to create programs, are financial. Our
budget relies on sales figures that are reliable and well-researched, but are also affected by such things
as weather and political difficulties. Our first plan is a “scale-down” plan; that is, we will eliminate the
Llama Run, and other planned sponsorships and wait out the year, relying on website and direct sales to
cover our cost of doing business. The direct business alone will not support our financial commitments,
but with excellent credit, inventory as collateral, and basic Smith Rock foot traffic, we will survive
without popular marketing programs.
If we lose a part-time employee, there will be plenty to find elsewhere. If we lose Pan Silverton, his skills
will be difficult to replace, but we will have plenty of quality applicants living in the Bend/Redmond area.
Will also have the option of hiring away competitors' employees, as they are poorly paid and are given
very little company ownership.
associated with it.
13
Our climbing gear supply chain will survive as long as there are many competitors making climbing gear
and powerful international service companies to deliver the gear. We will never have difficulty finding
coffee, because this IS the Pacific Northwest and fresh-roasted coffee/espresso beans are available in
abundance.
Risks to specific Llama Run event:

The biggest risk is that of inclement weather. While Oregonians are used to rain, poor weather will
decrease attendance and planned outdoor components considerably. We would still be able to hold the
llama race itself, but otherwise have contingencies in place to move other major components indoors.
With enough notice, we can use the warehouse storage space to move vendors, and host all food events
in the café. We could move all tables out, and rely on a standing-room only approach. We will have a
couple of indoor activities for children to use if needed.
Action Plan
Timing Activity Type Brief Description Audience
Date 7/1 Strategy Session Designate key figures in event planning and Internal
outline major tasks
Date 7/5 Order Materials Price carabiner giveaways, trophies for events, Vendors
and food supplies. Place orders.
Date 7/5 Contact Align event planning with St. Charles Medical Community Partners
community Center and Chamber of Commerce. Extend
partners invitations to local llama owners.
Date 7/10 Reserve event Order appropriate animal fencing and supplies Vendors
necessities and arrange delivery/pickup on event day. Order
sound system equipment for event day.
Date 7/10 Update website Change home page of website to feature Llama Customers
Run event details. Add links to St. Charles,
Chamber of Commerce, and other community
partners. Include call for llama contestants.
Date 7/10 Press Release Identify key event details for local news outlets. Media outlets
Include call for llama contestants.
Date 7/10 Social Media Post event details on Facebook, Twitter, and Social media
Updates Instagram. (This activity will continue twice- followers
weekly until event.)
Date 7/20 Finalize community Coordinate with all vendors and other community Community partners
participants groups who wish to set up tables at the event.
Date 7/31 Take delivery of Prepare event site the day before. Establish Internal
associated with it.
14
event items parking and animal-only areas.
Launch Date 8/1 Llama Race Day Community and

Customers
Date 8/3 Event follow-up Overview of event attendance; input received Internal
from attendees and vendors; social media
responses
Date 8/7 Next steps Establish best practices for future on-site events Internal
and off-site event sponsorships.
Attributions:
CC LICENSED CONTENT, SHARED PREVIOUSLY
Flinders Business School Marketing Plan Template. Authored by David Medlow-Smith. Located at:
https://archive.org/details/FlindersBusinessSchoolMarketingPlan2. License: CC BY-SA.
ORIGINAL CONTENT
SWOT and Integrated Marketing Communications Templates. Authored by Melissa Barker. License: CC
BY: Attribution.
Revision and adaptation. Authored by Lumen Learning. License: CC BY-SA.
“Sample Marketing Plan: The Boulder Stop Sports Marketing Event" was adapted from "Sports
Equipment Marketing Plan: The Boulder Stop." Used by permission, Palo Alto Software.
associated with it.
15

The Boulder Stop - Sample Marketing Plan

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

The Boulder Stop - Sample Marketing Plan

Uploaded by

Copyright:

Available Formats

WAYMAKER PRINCIPLES OF MARKETING

Sample Marketing Plan: The Boulder Stop Sports Marketing Event

SAMPLE MARKETING PLAN:

THE BOULDER STOP SPORTS MARKETING EVENT

Our ambitions for this marketing plan include:

Marketing Plan Objectives

Market Segmentation & Targeting

Situation and Company Analysis

Coffee and Espresso

 Community commitment  Limited cash

As a reseller of name-brand products, we have

 No well-focused, well-marketed competition  Locals are very sensitive to land use

 The cost of Internet and other direct  La Niña weather

Mission, Objectives, and Goals

Ethics and Social Responsibility

Marketing Information and Research

Research Question and Information Needed

Customer Decision-Making Profile

Identifying the Customer and Problem

Factors Influencing Customer Decisions

Sex: 62% male

Reaching the Customer

Positioning and Differentiation

Market Niche and Positioning Strategy

Brand Voice and Personality

Brand Positioning and Strategy

Marketing Mix (Four Ps)

Place: Distribution Strategy

Promotion: Integrated Marketing Communications Strategy

Measurement (KPIs—Key Performance Indicators)

Budget and Controls

Estimated campaign impact:

Contingency plans and risk management:

Risks to marketing plan overall:

Risks to specific Llama Run event:

event items parking and animal-only areas.

Launch Date 8/1 Llama Race Day Community and

CC LICENSED CONTENT, SHARED PREVIOUSLY

Revision and adaptation. Authored by Lumen Learning. License: CC BY-SA.

You might also like