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Here’s what I think it should look like. Feel free to put in your own Ideas and thoughts. We need to collaborate on it. This is just one version but it hits all the major points. Our marketing strategy is designed to support our successful entrance into the competitive PDA market. We plan to build brand awareness and image while emphasizing our competitive superiority based on innovation quality, and value.

Using all elements of the marketing mix, as well as service and internal marketing, we will educate our targeted segments about the features and benefits of our new PDA and motivate purchases by first-time users as well as PDA owners seeking to trade up. Although television advertising is not affordable under start-up budget constraints, we vill use radio, online, and other media to reach our targeted segments in creative and effective ways.

The following sections examine our mission, marketing and financial objectives, target markets, positioning, strategy, marketing-mix elements, service and internal marketing, and marketing research plans. MISSION Sonic’s mission is to produce and market high-quality, value-priced PDA products that enable U. S. consumers and business users to use voice recognition to organize data and stay in touch whenever and wherever they choose. As this mission indicates, we have chosen to operate in the U. S. market for handheld computing devices.

Our core competence is producing quality electronics with innovative features, notably the incorporation of unique voice recognition technology for hands-free operation. We define our vertical scope as manufacturing Sonic-branded products for distribution through a network of select online and computer retailers and office supply superstores in the top 50 U. S. markets. Geographically, our scope initially covers the 50 states; in later years, we will consider expanding to the Canadian market and, if demand is strong, beyond. MARKETING OBJECTIVES

Our primary marketing objectives are to: Achieve first-year unit sales volume of 240,000, which represents a projected market share of 6 percent with one model in product line. Increase second-year share to 10 percent, based on sales of two models in product line. Generate 40 percent brand awareness within the consumer target market and 50 percent brand awareness within the business target market by the end of next year. Arrange for distribution through Amazon. com and through the leading computer and office-supply retailers in the top 50 U.

S. markets within 3 months, followed by distribution coverage in the remaining major metropolitan areas within 6 months. FINANCIAL OBJECTIVES Sonic’s primary financial objectives are to: Restrict first-year losses to less than $10 million and seek a 10 percent profit on second-year sales of the original product. Achieve first-year total sales revenue of $60 million, based on an average wholesale price of $250 per unit. Earn an annual rate of return on investment of 15 percent after taxes within the first 4 years. TARGET MARKETS

On the consumer side, the primary target market is middle- to upper-income professionals who need one portable device to coordinate their busy schedules and communicate with family and colleagues. These consumers prefer lower-priced PDAs with expandable memory and functionality. The secondary consumer target is college students and graduate students who want to organize their school, work, and personal schedules, input and access information at any time from any location, and stay in touch with family and friends.

On the business side, the target market is mid- to large-sized corporations that want to help their workforce stay in touch and input or access critical data on the go. These buyers want durable, powerful, easy-to-use PDAs that can operate customized business applications. The secondary business target consists of entrepreneurs and small business owners who need to stay in touch and organize their busy schedules at all times. A possible tertiary business target is medical users, doctors and nurses who want to reduce paperwork and quickly update or access patients’ medical records.

POSITIONING Using product differentiation, we are positioning the Sonic PDA as the most versatile, convenient, value-added model for personal and professional Use. We are focusing on the voice recognition system as the main feature differentiating the Sonic PDA from all other competing models, because it provides versatility and convenience. STRATEGY Because of the intensely competitive nature of the market, our most important strategy relates to the need for clear differentiation to position Sonic as the most versatile, convenient, value-added model for personal and professional use.

Supporting that positioning, key points to be emphasized include: versatility (the ability to use any Palm-compatible peripheral or software application; the incorporation of /vIP3 music functionality; case wardrobe as a standard feature) convenience (voice recognition software for hands-off operation; wireless e-mail and Web functionality; size and portability) value-added (retail price of about $350; standard features that are only available on competing high-end models or as user-installed options) Marketing Mix

We will move toward our marketing and financial objectives using a variety of product, pricing, promotion, and distribution programs. The following sections are a sample of our marketing-mix programs to support the PDA introduction. PRODUCT

Our basic PDA model, to be introduced at $250 wholesale $350 estimated retail price per unit, incorporates voice recognition system for hands-free operation; wireless Web access; /vIP3 capabilities; use with Palm-compatible peripherals for expanded functionality; use with Palm-compatible software applications; slots for additional memory; black/white sharp text display screen; full range of organization and communication functions, including calendar, address book, memo pad, world clock, Web browser, email program, and expense organizer; cradle for synchronizing data with PC; and interchangeable case wardrobe of different colors and patterns.

The product will be sold with a full I-year warranty; repairs will be provided on a contract basis by a nationwide service organization. We will focus our research and development efforts on creating a more compact, powerful high-end model for introduction the following year. This second model, to be priced at $350 wholesale per unit, will have even more standard features that are currently available only as options on competing models, including color display, cell phone functionality, and GPS locator functionality.

This product will be accompanied by a special subscription offer of cell phone service (arranged through partnerships with regional service providers). The Sonic brand is an integral part of our product strategy. The brand and logo (Sonic’s distinctive yellow thunderbolt) will be displayed on the product and its packaging, and reinforced by its prominence in the introductory marketing campaign. The packaging will protect the product from damage in transit and incorporate security features so the boxes can be displayed store shelves as well as in store showcases.

It will also include a competitive comparison chart emphasizing the product’s unique features and value-added benefits. PRICING Our introductory PDA model will carry a first-year average retail price of $350, which is in the mid-range of the market yet offers unusually high value for so many standard features that are optional on competing models. We expect to lower the price of this first model when we expand the product line by launching a higher-end model in the second year.

According to our first-year financial objectives, we plan to limit our losses to $10 million or less. Our pricing objective is to support the sale of 240,000 units in the fIrst year and achieve our market-share objective of capturing 6 percent of the U. S. PDA market. To encourage retailers to stock our PDAs in larger quantities, Sonic will extend payment terms for an additional 30 days for volume orders. We will also support cooperative advertising ‘by channel partners that agree to specially feature the Sonic product in their display ads, catalogs, and Web sites. PROMOTION

One set of marketing objectives to be supported by promotion activities is to generate 40 percent brand awareness within the consumer target market and 50 percent brand awareness within the business target market by the end of next year. To achieve these objectives, we will create a multimedia advertising campaign to build brand awareness and differentiate the product from competitors. We also will emphasize trade sales promotion to support our distribution strategy and develop a high-profile product launch strategy to generate publicity and media coverage. Highlights of our initial 6 month romotion activities: January. We will initiate a $500,000 trade sales promotion campaign to educate dealers and generate excitement for the product launch in February. As part of this trade push, we will exhibit at the major consumer electronics trade show and invite head-to-head comparisons with leading PDA competitors to showcase the speed and convenience of our product’s voice recognition capabilities. We will also provide Sonic PDAs to selected product reviewers, opinion leaders, and celebrities as part of our public relations strategy to generate prelaunch buzz.

In addition, our training staff will work with sales personnel at major retail chains to explain Sonic’s features, benefits, and competitive advantages. Finally, we will work with key channel partners to initiate sales activities targeting the corporate PDA market. February. We will start an integrated print/radio/Internet campaign targeting professionals and consumers. The centerpiece of this campaign will be a competitive comparison ad for print and online media showing how much faster Sonic PDA users can accomplish tasks using voice recognition, compared with traditional PDA models.

This multimedia campaign will be supported by point-of-sale signage and demonstrations as well as online-only specials. March. As the multimedia advertising campaign continues, we will add consumer sales promotion tactics such as discounting selected accessories to encourage purchases during a period when sales are traditionally lower. We will also distribute new point-of-purchase displays to generate retail excitement and continue supporting the corporate sales activities of our channel partners. April.

Our main focus this month will be on a trade sales contest offering prizes for the salesperson and chain that sells the most Sonic PDAs during the 4-week period. To support this contest, we will launch a new trade ad campaign emphasizing Sonic’s unique features and value-added pricing. May. We plan to roll out a new national campaign this month. The radio ads will feature celebrity voices using the voice recognition system to operate their Sonic PDAs. The print ads will show these celebrities holding their Sonic PDAs. Coordinated point-of-purchase displays will carry through the theme and graphics of the national campaign.

June. Our radio campaign will add a voice-over tag line promoting Sonic PDAs as a graduation gift. We will also exhibit at the semiannual electronics trade show and provide channel partners with new competitive comparison handouts as a sales aid. In addition, we will tally and analyze the results of our first customer satisfaction survey for possible use in future promotions and to provide feedback for product and marketing activities. Finally, we will work with the top retail chains to plan holiday season promotions and new corporate sales drives. CHANNELS

Our channel strategy is to use selective distribution to have Sonic PDAs sold through the best-known computer stores and online retailers, starting with the top 50 U. S. markets. During the first year, we will add channel partners until we have coverage in all major U. S. markets and the product is included in all major electronics catalogs. This phase-in· approach will allow our training staff to familiarize retail sales personnel with our PDA’s unique features and benefits. We will put special emphasis on key points of competitive differentiation, including our unique voice recognition system.

In support of our channel partners, Sonic will provide demonstration products, detailed specification handouts, and full-color photos and displays featuring the product. We will also arrange special trade terms for retailers that place volume orders. Channel partners will be able to access Sonic’s Web-based system to place orders, check on inventory and shipments, and receive information about trade promotions and other details. Sonic will ship all orders via air or fastest available method to ensure minimal stock-out situations.

We also will work with channel partners to plan optimal order quantities and ensure adequate stock levels for peak sales periods. SERVICE AND INTERNAL MARKETING Sonic plans a multifaceted service strategy. Buyers will receive a 1-year warranty on parts and labor, with repairs handled by a nationwide service provider on a contract basis. The service provider will be trained by Sonic engineers and will provide Sonic with weekly reports on service issues so we can quickly identify any problems and address them through manufacturing or design adjustments.

To ensure that customers are receiving the expected level of warranty service, we will conduct quarterly customer satisfaction surveys. Sonic will provide comprehensive training and point-of-sale service for retail partners. Customers and retailers will be able to contact service support 24 hours a day, 7 days a week, on the Web or by calling a toll-free hotline. Sonic will also survey a sample of customers monthly and annually to track service satisfaction and pinpoint areas for improvement.

Our director of service quality, who reports to the CEO, is responsible for establishing appropriately high service quality standards and ensuring that the company consistently meets those standards, backing up our brand image. To build internal support for the product launch and improve internal knowledge of our target markets and their needs, we will use internal marketing as follows: Conduct monthly staff meetings to update the entire company on current plans and achievements. Issue a weekly bulletin via e-mail to communicate each week’s activities and any changes that are being made.

Invite staff members to beta-test pre-production models and offer feedback. Coordinate joint planning of marketing and production schedules. Provide recognition and rewards for exceeding planned sales levels. Marketing Research Sonic is using marketing research to support marketing planning in a number of ways: Product development. Through concept testing, surveys, focus groups, and market tests, we have identified and incorporated the most highly valued features and benefits of a PDA product.

As we plan for our second PDA model, we are collecting additional data on usability, quality and value perceptions, and new features needed by consumer and business users. We are continuing to measure and analyze customers’ attitudes toward the Sonic brand compared with those of Palm, Apple, and other competitive brands. Marketing communication. We plan to measure brand awareness before, during, and after our major national marketing campaign begins. In particular, we want to determine the effectiveness of each medium in reaching the targeted audience and stimulating response.

We also want to analyze how customers receive and interpret each message so we can refine our communications for more impact. Customer satisfaction. Customer satisfaction is critical to creating a buzz through positive word-of-mouth communication. Therefore, we are planning comprehensive studies to gauge customer satisfaction with the initial Sonic PDA model and with warranty services; this will help us quickly identify any product or warranty service ssues that require immediate attention. Pricing. To support the pricing process for our second Sonic model, we will conduct marketing research to test different offerings at different price levels and to examine the role of pricing in helping Sonic compete with specific rival models. Financials Total first-year sales revenue for the Sonic PDA is projected at $60 million, with an average wholesale price of $250 per unit and variable cost per unit of $150 on unit sales volume of 240,000.

On a quarterly basis, we project sales of $8 million, $12 million, $11 million, and $29 million, based on cumulatively higher business sales and a spike in year-end consumer PDA sales . Heavy investments in product development, promotion, and channel support are expected to contribute to a first-year loss of up to $10 million on the initial PDA model. However, longer term projections call for achieving a 10% profit on second-year sales of the original PDA model, a realistic profit level given the lower margins in the PDA market.

Break-even calculations indicate that Sonic will begin to profit from the sale of the initial PDA product once sales volume exceeds 267,500, early in the product’s second year. At that time, we plan to lower the wholesale price of the first model- in line with standard industry practice-to lower the retail price and increase sales volume. (Each individual action program will carry its own financial assumptions, managerial assignments, and scheduling, not shown in this sample plan. The full marketing plan also would include a detailed profit and loss analysis for each product.

All these financial projections lay the foundation for planning in the manufacturing, human resources, research and development, and finance and accounting departments. ) BREAK-EVEN ANALYSIS , Our break-even analysis of Sonic’s first PDA product assumes; • per-unit wholesale revenue of $250 per unit variable cost of $150 per unit estimated first-year fixed costs of $26,750,000 (including investments in product development and design, manufacturing setup and overhead, marketing, and other fixed costs) Based on these assumptions, the break-even calculation is: 26,750,000 250 – 150 67,5000 units Projections call for selling 240,000 units in the introductory year; therefore, we will reach the break-even point early in the second year of sales, just when we will be lowering the wholesale price as we launch the higher-end second product in our line. SALES FORECAST For our initial PDA model, we project sales to each targeted segment in the first year of product availability. In line with these sales projections, we are putting more marketing emphasis on the consumer market while working through channel partners to reach the corporate and entrepreneur market.

Consumer market Professionals College/graduate students Business market Corporations Entrepreneurs Total Unit sales 84,000 48,000 74,000 240,000 MARKETING EXPENSE BUDGET We are budgeting for first-year marketing expenses relating to advertising, sales collateral, point-of-purchase displays, consumer sales promotion, trade sales promotion, public relations, online marketing, channel allowances, travel, marketing research, new product development, sales training and support, shipping, and customer service support.

Controls Because Sonic’s PDA is a new product, we are planning special control activities to monitor quality and customer service satisfaction. This will enable us to react very quickly in correcting any problems that may occur. We are also monitoring customer service communications to detect any early signs of customer concern or confusion. Other early warning signals that will be monitored for signs of deviation from the plan include monthly sales (by segment and channel) and monthly expenses.

In addition, we are tightly controlling marketing schedules to assure timely implementation of planned programs. A contingency plan also has been developed for immediate implementation in the case of severe downward pricing pressure on PDA products. To guide implementation, our complete marketing plan will include detailed week-by-week schedules for each marketing activity and program, including budget and managerial responsibility. This will enable us to coordinate and track our resource commitments as planned.