Running head: MARKETING PLAN

Marketing Plan

MARKETING PLAN Executive Summary The _____Animal Shelter Name_______ aims to increase contribution and its revenues by implementing a marketing plan. By examining both the internal and external factors the shelter can determine areas of opportunities as well as gaps in which it can fill or improve to better attend to the needs of the market. An analysis of the primary target markets can also help the company in achieving its goals through increased contribution as well as revenues from the paid services it offers. Concrete strategies with its time frame would be implemented to reach the desired goals of the shelter. Situation Analysis a) External Analysis There is an increasing need for taking care of unwanted pets especially in todays fast moving lifestyle where individuals often dedicate their time in work. Providing animal owners an opportunity to relieve them of their duties and responsibilities on their pets in a humane manner is perhaps the gap in which the organization is willing to fill. In many cities, there are inadequacies in shelters and, more often than not, animals are disposed in a faster rate than they

are adopted. Further, majority of city-operated establishments primarily concentrate on cats and dogs and do not accommodate other small pet owners. b) Customer Analysis As much as there are problems with pets being recklessly abandoned, there are still opportunities in many animal lovers. Moreover, small pets are more likely to be adopted and, often, would need little maintenance both in food and space. This would make them more appealing as compared to traditional pets such as dogs and cats.

MARKETING PLAN More importantly, animal lovers, pet owners and children would be the main source of income for the shelter. By offering veterinary services, the company not only provides help but also fully utilizes its resources to raise income. c) Internal Analysis One of the expected problems of the shelter would be primarily on the financial aspect.

Monetary resources are required to sustain operations, house the animals, pay for utilities as well as compensate for non-volunteers. However, the strong social responsibility of the shelter can provide the necessary exposure to allow contributions, donations as well as volunteers reducing the operating cost of the shelter (Maloney, p 8) Further professionals often see similar organizations as an opportunity to contribute back to the community, if not, enhancing their resumes. Nonetheless, this increases the opportunity of the shelter to receive help from concerned individuals who share the same cause as the organization. SWOT a) Strengths - Strong social responsibility and ties to the community - Dedication of the human resource of the shelter - Ability to form relationship and partnership with other companies related to the industry b) Weakness - Weak financial opportunities and limited revenue streams - High operational cost (Maloney, p 8) - Labor intensive - High capital structure required (Maloney, p 8)

MARKETING PLAN - High cost for marketing and advertising may reduce acquired funds c) Opportunities - Number of tax incentives available - Large market potential - Assistance from various organizations with the same initiative - Grants and subsidies by city and state - Internet as cheap alternative to market and advertise - Low competition industry d) Threats - Pet shops still preferred as primary means of acquiring pets - Number of licenses and permits required - Zoning may require shelter to be of considerable distance from communities and neighborhoods (Maloney, p 4) Target Audience a) Primary The primary market of the shelter would focus on those who would be seeking the primary service offered, adoption. The shelter would be the mediator between those who are willing to give up their small pets and those who are willing to adopt them. However, the primary market has limited potential for revenues and income while being the primary cost center of the shelter. b) Secondary The secondary audience of the shelter would be focused on the financial sustainability. This primarily deals with the market that avails of the service offered other than adoption which

MARKETING PLAN includes the veterinary service, those visiting the zoo, volunteers, partner organizations and contributors during fund raising. These are the market that would allow the shelter to sustain operations through voluntary contributions as well as paying minimal cost for the services offered. Key Consumer Insight Consumers would see the shelter to be a social organization rather than a private company aiming for profit. The market is expected to be sympathetic to the cause of the shelter giving it preference to other players in the industry such as competing pet shops. Further, the shelter can be seen to be one of the organizations responsible in maintaining high quality of

living in the community it serves by riding it of unwanted animals in the streets, thus, increasing the probability of volunteers from the community. Competition The company is in direct competition with private pet shops as well as veterinaries. Private pet shops have the advantage in offering a wide selection of animals as well as quality of breed and type. However, since adoption is free, thrifty animal lovers may see the shelter to be more economical. On the other hand, private veterinary services can also compete with the shelter though its services are relatively higher despite similar procedures and expertise. Further, because of the possibility of vets being volunteers in the shelter, their availability may not be ensured and owners may seek services that are more reliable. Despite the disadvantage of the shelter compared to its competitors, people who are sharing the same initiatives of the shelter may find it more appealing to use its service with the notion that they are contributing by availing of the services.

MARKETING PLAN Marketing Objectives - Increase sponsorships and contribution annually by 10 percent - Increase adoption rate by 10 percent in the first year and 25 percent by the second year - Establish additional partnerships with private companies - Increase volunteers annually by at least 20 percent - Reach 10,000 newsletter subscribers - Increase visitor to zoo and vet patients by 20 percent annually for 3 years Marketing Strategies a) Services - Diversify services but maintain its relationship to the main service offered - Use services to attract potential clients for adoption, e.g. zoo and seminars to educate visitors - Ensure quality of paid services such as vet to maintain customer satisfaction and loyalty b) Cost - With subsidy coming from contributors, partners and possibly from the government, charges would be maintained at a minimal c) Promotion - Local advertising, e.g. TV stations, radio and print would be utilized to minimize cost while increasing effectiveness to reach target market - Website will be established providing information on the shelter, services as well as the activities and fund raisers - Email will be used for newsletter (Maloney, p 10)

MARKETING PLAN Implementation Activity 1: Update and distribution of shelter portfolio Cost: $ 1,500 Completion Time: 1 month after start of project Activity 2: Visit and negotiation with private organizations for possible partnerships Cost: $ 1,000 Completion Time: 3 months after start of project Activity 3: Increase advertising in all mediums Cost: $ 4,500 Completion Time: 3 months after start of project Activity 4: Update and improve website Cost: $ 500 Completion Time: 1 month after start of project Activity 5: Evaluation of marketing strategy Cost: None Completion Time: Annually for 3 years

MARKETING PLAN Reference Maloney, F. (n.d.). How to Start an Animal Sanctuary. Retrieved March 4, 2011 from http://www.bestfriends.org/nomorehomelesspets/pdf/startsanc.pdf.