marketing strategy questionnaire - myrvadvantage > …€¦ · · 2009-07-10marketing strategy...

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Marketing Strategy Questionnaire

Prepared by: Steven Webster Date: 7/3/09

Purpose Use this template to capture the key information that you need to develop a thorough marketing strategy. Then use the information that you collect, along with other development tools, to build your key marketing strategy.

This template is divided into the following question sections:

1. Background ................................................................................................................ 2 2. Market ........................................................................................................................... 4 3. Target Audience ........................................................................................................ 7 4. Competition .............................................................................................................. 10 5. Offering ...................................................................................................................... 13 6. Messages ................................................................................................................... 16 7. Sales and Buying Process .................................................................................... 19 8. Pricing ........................................................................................................................ 22


1. Background

A. What business are we in? (What needs does our business meet in the marketplace?)

(2–3 sentences)

Tom - Lead Generation & Marketing Delivery Company Mack – Building, delivering, and servicing high quality technology products to the RV Marine, and University markets. Paul - Lead Generation and Marketing Delivery for RV/Marine Market Performance based services for the dealership market (RV/Marine) Fills the gaps that dealerships have with high quality, low cost marketing, follow-up and lead generation. Steven - We help dealerships generate, cultivate and convert leads into sales. We do this through online and offline programs designed to capture, engage, cultivate and convert browsers into buyers.

B. What services and/or products do we provide? (1 paragraph)

Tom - We provide a variety of tools to engage consumers and find actual prospects with a common goal to get them into the dealership faster than your competitors can and improve your current closing ratios. We use a web platform rich with dynamic features that is geared toward engagement through “live chat”. Our knowledgeable account managers are here to drive the correct strategies for your business. Once we profile consumers we use our marketing delivery system to keep them engaged with your brand, your inventory and while promoting a specific revenue opportunity through the life cycle of that consumer. Mack – Online Chat, Website development, Website serves, and CRM Paul – We generate qualified leads: web based- dealership website We manage and deliver dealership marketing and follow up to qualified buyers Steven - Outsourced (virtual) business development and online marketing. Our solutions include websites, online marketing, live engagement, lead capture, led qualification, SEO, design and production, marketing planning and lead quality assurance management.

C.

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D. What are our business objectives over the next two years? Be as specific as possible, and make sure to address the following goals: • Number of customers • Revenue • Profit • Market share

Tom - 306 customers 3.6M No Idea of P&L 10% Mack – Keep the lights on and grow foot print in the RV space while looking at other veridical markets to help the company gain stability. Paul – 350 customers $7 million per year in revenue $3 million per year in profit 25% Market Share in RV ? Market Share in Marine Steven - 500 Customers $4M 30% 30%

D. What compelled us to start this business?

Tom – Wasn’t with the company Mack – We were stuck in the classic web developer trap. We would win large projects; hire expensive developers and once the projects where over we would have to start again. We found the RV vertical market and started building and selling products that we could offer everyone. Paul – Make money and work for self Steven - To make money in a scalable business models that does not rely on a few single mission critical points of business.

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2. Market

A. What is the market opportunity? What is the market size? Be sure to look at market size with respect to geography and to industry.

Tom – 5k RV & Marine Dealers, I think we can own 10% of market share Mack – 30 billion including manufacture, dealers, suppliers, and campgrounds. 1700 dealerships. We focus on the RV dealer. Paul – 2000 RV Dealers 2000 Marine Dealers Untapped 2ndary Market: Consumer to Consumer Untapped 2nd Tier Markets: Suppliers Steven - There are an estimated 5,000 dealership in the RV space. More in Marine. I would guess than only 2,000 of these dealerships are capable of supporting our programs. That means with an average store revenue goal of $750 the market opportunity is $18 Million.

B. How can the market be segmented into logical customer groupings?

Tom – Profile our current customers that are successful and identify opportunity Mack – The RV industry is broken into 4 major groups. Manufacturing, Dealers, Suppliers, and Campgrounds. Our focus is on RV dealers so I like to put them into groups based on revenue. 10 million, 15 million, 20 million and above. By looking at a dealer based on revenue it gives me some idea of the overall marketing budget for the dealership Paul - Dealers RV/Marine Suppliers: Parts, Camp Grounds Consumers; Social Networking Steven - By memberships (RVDA, Route 66, REDEX, etc), by region or state, by product lines (Winnebago, Jayco) and/or by dealership size.

C.

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D. What are the key industry trends that are fueling our success? What industry trends can inhibit our success?

Tom – Economic recession has made our pay for performance attractive. Lower sales volumes will make our performance suffer. Mack – Performance based pricing for our RV dealers and Sullivan. The major trend in the RV space is to cut cost. While universities are experiencing record growth. Paul – Low sales, fewer qualified buyers, lots of used units on the market, Channelblade acquired by parts company, other competitors suffering Steven - Consumers have moved online forcing dealership to focus on their storefronts as the first point of contact with their store. Additionally, market conditions position online marketing as a very inexpensive but effective alternative to traditional marketing.

E. What is the economic climate now and in the next couple of years? How will the economic climate affect our business?

Tom – Deepest recession in 90 years. Our business is well positioned because there is little no economic risk with our offerings. Mack – According to the RVIA the RV market is going to continue to shrink the rest of 2009. I think we can use this as a positive. We need to continue performance based pricing and build footprint in the RV market. Once the market begins to recover the RV dealer should increase budget. Paul – The economic climate will continue to be depressed and should fuel

dealer’s need for performance based pricing for services. The value for qualified leads will remain high as well as the need for low cost targeted marketing.

Steven - The RV industry is down 50% and not expected to see a recovery until

late 2010. This has both a positive and negative effect on our business. Obviously the number of solvent dealerships and manufacturers is reducing (correcting). This makes it hard to position ourselves as a priority decision for dealers facing survival however, for those dealers who are looking to reduce marketing expenses our performance based model is well received.

Additionally, our competitors are likely feeling the same crunch as their customers dissolve or change expenses. This represents unique opportunity to “eat their lunch” when the market is down (grab market share) and as things recover find ourselves in a position of market share leader.

F.

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G. Is our business or market affected by business cycles or seasons? If so, describe how it is affected.

Tom – Some of our dealers are have seasonal sales cycles. This effects our ability to generate leads Mack – Yes Feb, March, and April are always hard months to pick up new dealers because of the cycle of the RV dealerships. Much like a sleeping bare that needs to eat after a long winter, dealers wake up and start doing shows. Paul – We are affected by seasonality. Beginning in October through January, consumers are not focused on making large purchases that will be used during the spring and summer months. Therefore, our performance generated revenues will decline during those months. Steven - Yes, seasonal cycles in RV purchases. Winter shows, summer sales, northern dealers shuttering through the winters, etc all impact our ability to manage a steady sales pipeline. Actual patterns from consumers are still unknown but suspect a seasonal change in our ability to generate leads.

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3. Target Audience

A. What market segments are we targeting (list segment name and characteristics)? What segments are we not targeting?

Tom – Currently there is no profiling or targeting Mack – We are targeting RV dealers that offer new and used RV for sales to consumers. We are NOT targeting manufactures, suppliers, or campgrounds. Paul - Today, we are targeting the owners and decision makers for RV/Marine dealerships.We are not targeting consumers, camp grounds, suppliers or universities. Steven - We are not currently targeting any specific segments

B. What kind of audience are we targeting? What are its members' demographics and psychographics (for example, what keeps them awake at night, including both fears and opportunities)? List multiple audiences in order of priority.

Tom – See above Mack – RV dealers are out core audience. The biggest fear for RV dealers is financing. Not only consumer but also floor plan. The biggest opportunity is market share. The smart rv dealer will pick up market share as his competitors go out of business. Paul – The owners of RV/Marine dealerships want to drive dealership sales at the lowest possible cost. That also bleeds into their needs and desire for low cost, yet effective marketing. The traditional avenues for broadcast marketing is expensive and takes resources that they do not necessarily have today. Steven - Dealer principles. Typically a second or third generation owner. Works in store every day. Often the “buck stops here” person in store. Also very often the key driver for all initiatives in store. Likely worries about floorplan, overhead, inventory turns, employee issues, sales, revenue and profits

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C. What is our customer’s primary reason for buying or wanting to use our product or service?

Tom – Results driven services and flexible spending allow the customer to control spending that is very attractive for most Mack – Reputation, price, quality of goods and service. Paul – They wish to purchase high quality leads that have a high percentage of closing. They do not wish to be on a fixed monthly expenditure. They want to be in control of their expenditures. Dealers want sales! Steven – To increase lead captures and close rations while improving their marketing presence on very controllable expense model

D. Why would someone prefer our offering versus that offered by the competition? (You might want to answer the section on competition and then come back to this question.)

Tom – Better quality, more innovation, performance based pricing and knowledgeable staff are driven to provide a customer centric experience Mack – The dealer understands what they are buying and can control budgets Paul – believe that dealers would want to use us because they perceive us to be Risk Free. They also want leads that will turn into sales. I think that ultimately, they will want our low cost and effective marketing and followup services as well. Today, no other company in this market really provides the bundle of services and products that we offer. Steven – Best products, people, experience, innovations, etc. Mostly I would suspect because they only pay for leads from us.

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E. Are there any issues or concerns that the target audience might have regarding this type of product or service?

Tom – Successful dealers must be engaged with our account mangers to drive the correct strategies, not all customers will be or care to be Mack – Yes we might hurt the amount of form leads and phone calls that come in off the website. Paul – We do not communicate clearly as to what we really offer and how it affects their dealership. They need to be educated. They may not be able to handle, process or manage the leads we send them properly. They may not be able to or do not actually manage the close ratio for the leads we provide, therefore, we lose the value proposition. They may not be able to give us the needed information: inventory, prospects, sold clients…there are physical communication constraints in the dealership and our company. Steven – Reliability, quality and loss of sales process control,

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4. Competition

A. What categories of competition threaten our success? Label each category, and identify its key characteristics. Prioritize the categories from greatest to least threatening.

Tom – Not sure what this means Mack – Our biggest competition is technology. As it becomes easier and cheaper to build and maintain websites RV dealers will start to migrate to internal operations. Furthermore, the local web developer will start to pop back up as a cheap alterative. Our competitors are: Interact RV, UVS, PSN and CB. Each competitor is pushing hard on developing new software to win RV dealer business. Paul – Generic Lead Generation: typical website leads, mfg leads, etc= those leads are not typically well followed up on, thus low closing ratios, thus “devalues” what they may perceive that we send them and they may not want to give us a try. Email Marketing has not traditionally been a big budget or focus for dealers and therefore may not value its importance. Continued commoditization of website and web offerings to dealers. Lack of Differentiation. Steven – Website Companies, low cost, specific feature or service differentiation. Marketing/Advertising Agencies, controls larger marketing budget and therefore online as well Dealer Management Systems offer integrated (direct or partner) solution. Independent/Internal Teams often connected personally to the dealership they work to replicate or replace external solutions. These are typical only in large dealerships Network Vendors dealer network approved vendors often include revenue to the network. Portal Vendors provide large classified solutions and often include a dealer website for little extra cost.

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B. Which companies pose the greatest threat, and how do they differentiate themselves? What strategic or tactical elements do they use that threaten our success? List the strengths and weaknesses for each of these elements.

Tom – UVS – Provide network affiliation offering, this gives them access to large market share, however we know how that can turn out. Interact RV – Provide 100% custom solutions, this is an attractive offering for dealers, however this offering does not allow for large scalability PSN – Provide cheap out of the box, simple web solution, however, solution is not flexible Mack – We need to treat each of them equally. Any of them can pop up and come after us. Paul – We are our greatest competition! We do not market and sell well into our markets at all. Our targeted markets do not know who we are and or what we do? We are not a focused sales and marketing company. I sincerely believe we have no competition in our markets. The markets just don’t know us!! Steven – Website Companies. Specific features (video) or services (seo) or offerings (exclusivity) focus dealers on a few selling points. Our solution is so broad it can be difficult to move a dealer off a specific feature. Network Vendors are difficult to displace the network promotes and sometimes profits from the relationship (Route 66)

C. Which competitors have the largest market share within our target market segments? Which competitors have the greatest visibility with our target audience?

Tom – Not sure Mack – Not sure it is a split between the 4 major plays in the RV market Paul – RV Trader #1 Everyone else is a very distant follower by hundreds of dealers Steven – Market Share: RVTraderOnline, RVUSA Visibility: RV Video Showcase

D. How will we differentiate ourselves to best combat competition?

Tom – Customer centric experiences, performance based pricing and results driven services Mack – Performance based pricing, great technology, and fantastic serves. Paul – Metrics and $$ converted revenues to the dealership: gotta prove it! Steven – Focus on results, expertise, outsourcing that works & innovation,

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E. What barriers to entry into the marketplace are we creating for ourselves?

Tom – No marketing hurts dramatically Mack – Lack of marketing and incomplete product set. Paul – Lack of voice, lack of marketing footprint, lack of succinct messaging Steven – unknown

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5. Offering

A. What need is our offering designed to fill? Identify the need for each target audience.

Tom – Leads make the world go round, improving closing ratio’s is the end all goal Mack – We need to help RV dealers sell RV’s. Paul – We are filtering through leads and delivered high quality, targeted leads to a dealership for their sales team to close. We are delivering some level of dealership follow up marketing to as to stay in front of the consumer We are providing a quality web presence …all on performance based pricing Steven – Capture & cultivate leads from online sources where the dealership is typically weak on execution and management

B.

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What features and associated benefits does our offering provide? Identify features and associated benefits for each target audience.

Tom – Web Development - Intelligent web site that drives very dynamic marketing message Live Engagement – engage the thousands of people that visit your online dealership just like you would when they drive on your lot. Take serious buyers from browsing and put them into a sales process within minutes. Get them on the lot faster than your competitors. Life Cycle Marketing - this system offers you the ability for dynamic one to one marketing to your suspects, prospects or sold customers, keep your brand, your inventory and market specific revenue opportunities based on their life cycle with the dealership Mack – We give dealers a clear view of the ROI. They understand what they are spending money on. Paul – We deliver leads based upon a pre-set qualification criteria: name, number and unit id: we manage, filter, qualify and deliver leads We do provide some limited email follow up for consumers that we engage with: turn key email marketing We do provide a website: web infrastructure that they dealer does not have to directly pay for and the site just “happens”. No hassle or management required… And it is all generated on a performance based pricing Steven – turn key web online marketing, virtual business development. Low cost, high expertise and measurable value in the form of leads generated

C. How do we deliver the features identified in item B? Be specific—this is the proof that we can do what we say.

Tom – We provide experienced account management to drive the correct strategies using these tools and give the dealerships tools to manage results based on sold units. Mack – We can show dealers how many leads turned into sales. Paul – Anecdotal evidence through testimonial. Steven – Demonstrable solutions. Ratios and demonstrated improvements in volume between traffic, engagements, leads and sales.

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D. Of these features, which ones differentiate us from the competition?

Tom – All of them do Mack – Our pricing model is very different and our competitor are still trying to sell websites Paul – none Steven – They all differential us from competition.

E. What improvements can we make to our offering to better meet customer needs?

Tom – Better online applications will enhance engagement with our customers to prove our results Mack – We need to have some type of light CRM and an inventory connector. Paul – We must be able to prove our conversion ratios and thus our direct $$ revenue value to our dealer. Steven – Competitive conversions, more inventory points of presence, more automated and track-able cultivation.

F. What new offerings would our customers most like us to develop?

Tom – Not necessarily new but a complete “sales bridge system” Mack – CRM National inventory portals Inventory feeds (imports and exports) Consumer profiling SEO tools Great looking websites Social networking Paul – I honestly don’t know and don’t know if the dealers really understand either. If I had to guess, I think it is an automated follow-up delivery mechanism so as to take their salespeople out of the mix; improve follow-up, reduce headcount I also think they would like us to be able to truly sell units for them… and just send them the margin on a unit. Steven – unknown

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6. Messages

A. What does each of our identified target audiences know and believe about us today?

Tom – Perception? We are website company that is expensive and charges too Mack – It is split some of our dealers loves and some feel like we took advantage of them. Our reputation is starting to improve. Paul – The great vast majority of RV dealers do not know we exist. If by chance they do, they think we are an expensive website company. We are completely unheard of in the Marine Markets. Steven – No knowledge of MRVA. Otherwise, expensive, difficult to work with, software provider, mixed results.

B. What is the single most important message that we must communicate to ALL of our target audiences?

Tom – Results driven Mack – Performance based pricing and results drive Paul – We generate increased revenues for your dealership and our value is great Steven – Expert partners that deliver performance based results

C. What evidence can be used to support the claim that we make in our single most important message?

Tom – Higher than normal closing ratios Mack – We need to have our dealers support our message. For example “we use mrva and sold X amount of units. Paul – We have only testimonials. Nothing else Steven – Measurable metrics (Google Analytics) for online and dealer information on closes should give us a complete funnel perspective along with specific customer testimonials

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D. List the single most important message that we must communicate to EACH target audience. (This might or might not be the same answer as in item A.)

Tom – Same as “B” Mack – Use mrva and you will sell more RV. Paul – Same as B Steven – same

E. What evidence can be used to support the claims for each message listed in item D?

Tom – Performance based pricing, no contracts or terms mean we are serious about delivering results Mack – testimonials Paul – I don’t know. Steven – Testimonials, Success Stories

F. What happy clients do we have today that we can reference in our communications? What did they buy from us, and why are they happy?

Tom – You can find a list of happy customers on our new website. The bought into the idea of us being customer centric and trying to deliver back to the dealership qualified leads. They are happy because those leads close at a higher than normal rate. Mack – Longview, Stinnette, Beuadry, Alpin, Dandy, Richardson, and more. I would say overall most of our dealers are happy Paul – They are happy because we do what we say and they convert a high percentage of delivered leads into sales. Steven – Many happy dealers. They may have bought from us for different reasons than we offer today. Currently happy with our program based on shift to pay per lead and high customer service and attention.

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G. What kind of personality do we want to portray in our communications? What tone? What flavor?

Tom – Upbeat…positive…we are here to make a difference in a tough economic environment. Mack – Enthusiastic, well spoken, good listener, tech-savvy, and funny Paul – Smart, market savvy, understand dealership challenges, care about their revenues and are dedicated to that end. Loyal to Customer Steven – Experts, approachable, friendly, helpful, accountable people who can move your dealership sales forward.

H. What is the net impression about our company or offering that we want clients and partners to take away after each interaction with our company?

Tom – Great customer service and a feeling of true partnership Mack – Good people, smart, and can deliver Paul – Great Value and Great Service. Can’t live without us. Steven – Could not do this on their own. Valuable partner.

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7. Sales and Buying Process

A. What is the process for selling our services or products (list the key milestones in the process)? Do we use any of the following processes? • Direct personal sale • Direct online sale • Indirect through channels Tom – Identify prospects Initial call to gauge interest Set demo Demo prospect Answer questions Close deal Mack – Identify new dealers. Most of the time we network into the dealership or get a referral Setup an online demo Ask a lot of questions Close the deal and get started Paul – All 100% direct sales via phone calls: mostly via associations Steven – Direct sales only. Contact, connect, education, demonstrate, position as solution. Close.

B. Who is involved, both from our company and from our sales channel partners, in each step of the sales process?

Tom – Sales rep and dealership principal Mack – Mack and Tom are on point. Tom then hands the dealers off to the team Paul – Salesperson individually and solely Steven – MRVA – Sales, Paul Customer – Principle, web person, sales manager

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C. How does our target audience buy our type of offering? Is the purchase an impulse buy or a planned purchase?

Tom – I’d say impulse…the dealer is looking for any help and can associate with our offering Mack – The RV dealer shops us very hard. Most of the time they will look ant Interact and PSN Paul – I would say rather impulse Steven – unknown

D. What purchase process steps do the members of our target audience follow? Does this process vary based on the vendor that they select? If the process does vary, explain how and/or why?

Tom – Not sure Mack – It is import that once the demo is complete the salesman closes the deal within a week. The sales process should be quick Paul – Calculate the risk, how can they quit if they don’t like… What do they have to lose and what will it take to implement. How tight do they have to get with us? Steven – unkown

E. What buying criteria does our target audience use to select an offering?

Tom – References are big, association and affiliations help, economic risk factors have become very important Mack – The dealers want great looking and functioning websites. Backed with a team of people that will help them sell RV’s. Paul – What is my financial Risk and who do I know that uses you Steven – who do I know who uses this, will it improve my business, do I believe their story?

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F. What criteria does our target audience use when selecting a vendor or a manufacturer?

Tom – Not sure Mack – This is very much “The Herd Mentality” who is using us and how is it going got that dealer. The dealer 20 groups play a very import role in the RV dealer selecting a technology vendor. Paul – How much money can this relationship make me and what do I have to do to manage the relationship? They want to most bang for their buck with no work, relationship or risk Steven – unkown

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8. Pricing

A. How important is price in the decision process? (See the “Sales and Buying Process section” above.)

Tom – May be biggest factor Mack – Never sell to price sell to results. Our pricing model is perfect, let the dealer make that call. Paul – I don’t think Pricing is important… it is about the value pitch and proof Steven – cost control is important. So is the ROI. (this is a new factor)

B. What is our current pricing structure, including discounts, product options, rebates, and so on? Do our customers understand it?

Tom – Performance based pricing allows the customer total control of spending, they only spend money with our company if they are happy to do so. Yes they do Mack – RV dealer defines budget. Over time it is our goal to grow that budget. It takes some time to educate our dealers but once they understand it seems to be an easy decision. Paul – $50 per delivered lead. Dealers understand it…but do not know or understand what they get beyond a delivered lead. Steven – $50 per lead, flexible spending control. Direct relationship between budget and leads.

C. Which of our competitors is considered the price leader? What does the price leader charge for its offering? How does the price leader determine its price?

Tom – Not sure if there is a perceived price leader in the market, most are static charges for websites usually between $250 - $600 per month Mack – Everyone is around the same price 3,500 setup and 500 bucks per-month. We are set up very differently. Paul – I don’t know that there really is a true apples-to-apples competitor. I don’t think there is a price leader or one competitive leader in either market. Steven – I don’t know. I would suspect UVG/RVUSA

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D. What are our other competitors charging for their offerings?

Tom – See above Mack – UVS 3,500 setup 475 basic package Interact RV 3,500 + setup 400 per month basic plus service (IE SEO) PSN 2000 setup 99 per month Not sure on the rest Paul – For our many “competitors”, the price ranges per offering Leads; Redzia- $15 RV Trader- $400 + Interact RV- $600+ Ultimate Video- $500 + Steven – unknown ($300 - $1000 per month range)

E. What can be done to reduce costs without affecting quality?

Tom – Customer dictates spending, we offer quality upfront before any charges are applied. This promotes partnership mentality Mack – I think we are good Paul – Don’t know Steven – Add automation in setup/maintenance to reduce account management effort. Add content syndication for site maintenance. Add automated lead cultivation.

F. What tradeoffs of price or value, or of both price and value, do customers make?

Tom – None with our company Mack – NA Paul – I think price first and then value…cheap but somewhat effective is better than expensive but more value to the dealer… Dealers have hard time quantifying value Steven – none.

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G. What is the perceived value of our offering as compared to its price?

Tom – Upfront, per lead we generate the cost is high, for the entire scope of what we provide for the dealers and results that we generate, value perception is great Mack – The dealer sets the budget so the price is off the table Paul – I don’t know Steven – not sure. Converted customers seem to connect the value. Not sure on new customers.

H. What service(s) do we currently include in the price of our product? What services can we consider now and in the future?

Tom – Website, Account Manager, Live Engagement, Marketing Delivery System Future… National portal to include listings and expanded lead generation True BDC support where we handle the leads internal for dealers Consumer broker where we match consumers across our wide dealer network Mack – Full website, account management, e-marketing, SEO, and free upgrades. Paul – Website, chat Lead and email follow-up: Later: Loyalty programs and in store follow-up, virtual phone assistant, etc… Steven – Website, Virtual BDC, SEO, Engagement, Cultivation, Quality Control. Future: portals, more points of entry for cultivation/loyalty.

I. Are competitive price changes anticipated in the near future?

Tom – At this time no…but should always be reviewed once a quarter Mack – Not sure Paul – I don’t know Steven – no

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J. What industry trends are going to drive prices down? What industry trends are going to drive prices up?

Tom – More buyers, higher volumes could promote volume discounts Less buyers, lower volumes made need higher prices to support P&L Mack – The RV industry is going to continue be very concerned with cost for the next 2 years. Paul – I don’t think the price is going to go up or down…I think we will add more value to the current pricing mechanisms. Steven – Competition matching offer will drive price down. Added value to offering would drive price up.

marketing strategy questionnaire - myrvadvantage > …€¦ · · 2009-07-10marketing strategy...

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