Mad Keen Motors
Strategy and Implementation Summary
The marketing budget for this website is limited, so we will be relying on grassroots and viral marketing to spread the word about the site. In addition, the narrow geographical focus of the business does not necessitate large scale advertising and marketing support. We will focus on communicating with neighbours, nearby businesses, and existing customers to get the word out about the new website.
5.1 Competitive Edge
The website’s competitive edge is that it:
- Provides a local service for Backwater Downs car owners and wannabe car owners;
- Has the benefit of over 60 years of automobile repair experience to draw from;
- Provides an additional mode of communication for customers.
In addition, the website itself will be a competitive edge for the company as a whole, opening up new methods of communicating with our customers and potential customers, and making bookings and customer service faster and more convenient.
5.2 Marketing Strategy
Each of the car-owning groups identified in the Market Segmentation will be targeted, with different portions of the website directed at their unique needs.
Our marketing strategy for the website itself involves mailing fliers to all existing customers in our database, as well as to nearby neighbours and businesses. The fliers will include a special savings code – by going to the website and entering the code on the mailer, they access a 10% off coupon they can use on their next visit.
5.3 Sales Strategy
Mad Keen closes the sale by always putting our best face forward. Employees are thoroughly trained in customer service, the facilities are attractive and clean, and estimates for repair work are prepared promptly. A customer who is not suffering an immediate emergency will “shop around” until he finds a shop that feels trustworthy – it is our job to earn that trust in every encounter and contract.
5.3.1 Sales Forecast
“Standard revenues” represents projections of existing revenue streams over the next three years. The second line shows projections for additional sales and costs directly related to the new website, either from increased visibility or online coupons.
By the end of the 2006, we expect almost 2.5% of monthly sales to be directly traceable to the website, rising to 4% by the end of 2008.
| Sales Forecast | |||
| FY 2006 | FY 2007 | FY 2008 | |
| Sales | |||
| Revenue from all Standard Streams | £804,000 | £820,080 | £836,482 |
| Increased Sales through website | £18,360 | £23,000 | £35,000 |
| Other | £0 | £0 | £0 |
| Total Sales | £822,360 | £843,080 | £871,482 |
| Direct Cost of Sales | FY 2006 | FY 2007 | FY 2008 |
| Direct Costs | £32,894 | £33,723 | £34,859 |
| Other | £0 | £0 | £0 |
| Subtotal Direct Cost of Sales | £32,894 | £33,723 | £34,859 |
5.4 Milestones
The following milestones illustrate the timeline for the development and implementation of our website.
| Milestones | |||||
| Milestone | Start Date | End Date | Budget | Manager | Department |
| Draft layout to owners | 2/1/2006 | 2/10/2006 | £250 | Adrian | Consultant |
| Website Content Developed | 2/1/2006 | 3/1/2006 | £0 | Mark/Barry | Owners |
| Initial UI Completed | 2/10/2006 | 3/1/2006 | £500 | Adrian | Consultant |
| Back End Developed | 3/1/2006 | 3/15/2006 | £700 | Adrian | Consultant |
| Design Approved | 3/16/2006 | 3/20/2006 | £0 | Mark/Barry | Owners |
| Graphics & Logos Completed | 3/20/2006 | 3/30/2006 | £0 | Elisabeth | Admin |
| BETA Complete | 3/20/2006 | 3/30/2006 | £500 | Adrian | Consultant |
| User Testing | 4/1/2006 | 4/7/2006 | £200 | Adrian | Consultant |
| Necessary Changes | 4/7/2006 | 4/11/2006 | £200 | Adrian | Consultant |
| Site Launch | 4/12/2006 | 4/12/2006 | £0 | Adrian | Consultant |
| Totals | £2,350 | ||||
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