An Integrated Marketing Approach

for Small Businesses

Michelle Perez

University College University of Denver

Capstone Project

for

Master of Applied Communication

August 15, 2008

_________________
Steven Reiquam, Ph.D.
Capstone Advisor

_________________
Amy Kelsall, Ph.D.
Academic Director

Upon the Recommendation of the Department

________________
Jim Davis, Ph.D.
Dean
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ABSTRACT

As consumer market segments become increasingly fragmented, a new

method of developing customer-focused marketing strategies is garnering

attention from marketing professionals and business owners. Termed

integrated marketing communication (IMC), this model of marketing

communication is a data-driven approach to defining specific groups of a

business’s consumers and developing messages relevant to these core

consumers via the information channels they frequent. As businesses

successfully implement IMC strategies into their marketing programs they

are able to raise consumer awareness about their company’s products. The

IMC model described in this Capstone serves as a foundation for the

development of a marketing firm providing marketing and public relations

services to small business owners in Central Oregon.

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TABLE OF CONTENTS

INTRODUCTION....................................................................................1

LITERATURE REVIEW ............................................................................3

What is small business? .............................................................3

Product Development.................................................................5

Integrated Marketing Communication ..........................................6

Target Market ...........................................................................8

Research ................................................................................ 10

Marketing Strategy .................................................................. 13

Marketing mix......................................................................... 14

Promotional elements .............................................................. 16

Advertising .......................................................................... 17

Direct Selling ....................................................................... 18

Sales Promotion ................................................................... 18

Public Relations .................................................................... 20

New media ............................................................................. 23

Branding ................................................................................ 26

VERVE MARKETING IMC STRATEGY ...................................................... 28

APPENDIX A: MARKETING PLAN ........................................................... 33

APPENDIX B: WEBSITE MAP................................................................. 55

APPENDIX C: LOGO ............................................................................ 56

REFERENCES ..................................................................................... 57
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INTRODUCTION

Old rules of marketing are being rewritten as businesses

compete for revenue and market share in an increasingly aggressive

marketplace, all while customers are becoming harder to reach. The

old rules of marketing rely on clever media ads and mass marketing to

attain customers. However, as media have become saturated with

advertising, consumers inundated with choices learn to tune out the

constant drone of product pitches and sales jingles. With few

exceptions, consumers no longer buy the hype; they demand the

whole package.

Fortunately, companies have started to pay attention. Marketing

is no longer limited to one-way communication wherein companies

transmit their messaging to a passive public. Consumers today are

smarter and better connected to the world than ever before. They post

comments in chat rooms and blogs to sing the praises of companies

they admire and circle the wolves around companies they don’t. Smart

companies monitor customer feedback posted online, and many even

ask consumers directly how to improve the customer experience. Even

more importantly, smart businesses then work toward implementing

their customers’ ideas.

This new marketing paradigm, often referred to as integrated

marketing communication (IMC), is based on building specific

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marketing strategies for a clearly defined customer segment. IMC

revolves around creating a dialogue with customers to address their

specific needs and deliver targeted messaging in ways that are

meaningful to the consumer. This form of consumer-focused marketing

is achievable, and desirable, for large and small businesses alike.

Small businesses may not have access to all of the new technology

relating to customer information management, but their proximity to

their customers and interactions with them can offer valuable insight

into how to develop and maintain contact with core consumers.

The oft-stated phrase “small business is big business” bears

repeating in this Capstone because small businesses exert tremendous

influence on how business is conducted today. Hanging out a sign

stating “Open for business” once would suffice for attracting customers

to a store. However, in today’s business environment, companies often

find themselves overshadowed by competition from other businesses

both small and large. Unfortunately, little relevant data exists about

how small companies can proactively and comprehensively address

these issues to secure the market share necessary to succeed.

The purpose of the Capstone project is to analyze the elements

of integrated marketing communication and how they can be applied

to small business. The goal of the author is to create a comprehensive

marketing plan for Verve Marketing, a start-up marketing firm, based

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on IMC strategy. By developing a clearly outlined IMC strategy, Verve

Marketing will illustrate how small businesses can implement this new

marketing model.

LITERATURE REVIEW

What is small business?

The Small Business Administration (SBA) defines small business,

for the purpose of research, as an independent business employing

fewer than 500 employees (SBA 2008a). This definition can be more

narrowly defined based on size standards that vary between

industries, but in general, the Small Business Act states that a small

business is “one that is independently owned and operated and which

is not dominant in its field of operation” (SBA 2008b). A more

comprehensive definition of small business states that a small business

typically possesses at least two of these four characteristics:

1. Management of the firm is independent. Usually the managers

are also owners.

2. Capital is supplied and the ownership is held by an individual or

a small group.

3. The area of operations is mainly local, with the workers and

owners living in one home community. However, the market

need not be local.

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4. The relative size of the firm within its industry must be small

when compared to the biggest units in the field. This measure

can be in terms of sales volume, number of employees or other

significant comparisons.

(Lambkin and Meenaghan 1994, 147)

Despite the classification of business as “small,” as a group small

businesses’ contribution to the workforce and the economy is

staggering. According to the most recent data published by the SBA,

small firms represent 99 percent of all employer firms and employ

roughly half of all private sector employees in the United States. They

comprise 26.8 million businesses in the U.S., have created 60 percent

to 80 percent of net new jobs annually over the last decade, and

generated more than half of nonfarm private gross domestic product

(SBA 2008a). Although a small business is defined as having 500

employees or fewer, the definition can be more narrowly defined. In

fact, of 26.8 million small businesses in the U.S. 19.5 million firms are

sole proprietorships (ibid.) and roughly 5.3 million small business

employers have fewer than twenty employees (SBA 2008b). These

“very small businesses” (VSBs) account for approximately 99 percent

of all small businesses. By comparison, only about 600,000 small

businesses have twenty employees or more (ibid.). Given that the

overwhelming majority of small business can be classified as VSBs,

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this Capstone seeks to address the marketing needs for this segment

of U.S. companies.

Product Development

The foundation of any solid business idea is developing a product

for which there is a “need” in the marketplace. New business

entrepreneurs often get inspiration for a new product based on work

experiences, education, hobbies, and recognition of an unmet need

within the market (Abrams 2000). With respect to meeting a “need”, a

product must bring value to its customer base. This can be

accomplished by offering a new or better product, satisfying the need

in an underserved or new market or providing new delivery systems,

distribution channels, or product integration (ibid.). Thus the term

“product” can refer to a durable good, a soft good, or a service.

A business or marketing plan is critical to effectively estimating

the potential for success of a new business. Evaluating need from an

unbiased perspective is an important element of successfully launching

a new product. Additionally, implementing a marketing strategy with

measurable goals provides for quantifiable analysis of various

approaches and opportunities. When assessing market need, business

owners must evaluate their product to determine its unique aspects

and how they’ll appeal to customers. As many marketing experts note,

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successful product launches focus on the customer benefits, not the

product itself (Kerin, Hartley, and Rudelius 2007).

Integrated marketing communication seeks to close the gap

between products and consumers by developing strategies that define

and target specific groups with relevant marketing based on their

needs and expectations. To achieve this segmented level of marketing,

IMC relies heavily on research and the accumulation of information

about consumers in order to streamline messaging and distribution

channels. Rather than simply accumulating customer data, IMC seeks

to create a dialogue with consumers to measure response to a

company’s products. These dialogues provide information essential for

developing business strategies intended to improve the customer

experience.

Integrated Marketing Communication

With traditional media, marketing and public relations were

divided neatly into two camps and, although crossover was not

uncommon, the two communication types were distinct. Indeed,

experts in both fields still maintain that marketing, public relations,

and even advertising are three distinct disciplines (Guth and Marsh

2007). However, as target markets have continued to fragment and

information distribution evolved, a new model has emerged for

reaching consumers. Integrated marketing communication is a form of

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marketing that combines advertising, marketing, and public relations

to communicate with specific niches of customers, rather than

grouping them into long-used demographics. Whereas traditional

marketing has centered on product messaging and public relations

focused on communicating to the public, IMC integrates aspects of the

two fields to deliver targeted messages to specifically defined

consumers.

Guth and Marsh cite some ways IMC has redesigned the

customer communications platform:

1. Focusing on individual consumers and providing products

addressing their needs

2. Using databases to target individuals rather then addressing

mass audiences

3. Sending specifically crafted messaging using the consumer’s

preferred method of media

4. Actively soliciting customer feedback

(Guth and Marsh 2007)

Using these strategies, IMC ensures that the target market is the

central focus, not the product.

This new marketing model illustrates a profound shift in

customer interaction by developing two-way communication with

consumers and the public at large, rather than trying to influence

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consumer taste and opinion without effectively soliciting their input. In

a tremendously crowded marketplace filled with messages consumers

have learned to ignore, businesses are learning that it’s often not the

company with the largest marketing budget that will win over

consumers, but the company that speaks — and listens — to its

customers with relevant messaging. Perhaps ironically, companies

have slowly realized that the best way to serve their customers is to

give them what they want.

Target Market

For businesses of any size, it is critical to understand the target

market of consumers who comprise the cornerstone of their success.

Rather than simply relying on long-used demographics of age, income,

gender, education, and ethnicity, businesses have begun to segment

their markets to improve their products and messaging (Strauss, El-

Ansary, and Frost 2006). Geographics provide information about

where consumers are located, and psychographics track traits such as

personality, values, lifestyle, activities, interests, and opinions to offer

insight into the consumer (ibid.). Behavior segmentation further

defines target markets by analyzing what consumers buy, what

benefits are important to them, how loyal they are to a brand or

product, among other variables (ibid.). Using a combination of these

segmentation bases to gain understanding about a target market can

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enable the company to define the target markets and improve

messaging to consumers.

Businesses with clearly defined target markets are able to

market to their audience using a clear, consistent message that is

visible in the marketing channels frequented by the audience. By

researching target markets, a business can understand a variety of

things about the audience such as what they read, what they watch on

television, where they shop, and how they buy. In addition, a well-

defined target market helps businesses identify trends or changes in

the marketplace and respond to those changes accordingly. This

information is particularly valuable for small businesses competing

with huge corporations for market share and revenue. The speed and

agility with which VSBs can respond to changing customer demands

can provide a substantial advantage over the often-bureaucratic and

lumbering response by large corporations. To effectively capitalize on

this advantage, it is imperative that small businesses identify and

maintain contact with their target markets. Another advantage of

understanding the company’s target market is the opportunity to

develop a reputation as an expert within the industry. A company that

understands its target market often is able to anticipate concerns and

expectations. Rather than being viewed as a one-size-fits-all business,

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a company with a well-defined target market often becomes a

resource for information and products.

Classifying a business’s target market requires the identification

of certain criteria: market size, expected growth, competitive position,

the cost of reaching the segment, and the target market’s

compatibility with the company’s objectives and resources (Kerin,

Hartley, and Rudelius 2007). Addressing these criteria with careful

research and planning allows small businesses to decipher the

company’s target markets and use that information to develop

messaging that resonates with the audience. The criteria listed above

can be determined using a variety of methods depending on the type

of business, as well as its resources.

Determining a company’s target market can be accomplished in

a number of ways, ranging from informal observation of current

customers to highly structured quantitative research involving

gathering and analyzing hard data.

Research

For most large companies, research is a critical component in

virtually every aspect of business. The finance department collects and

monitors data to evaluate costs, profit, loss, and the overall financial

position of the company. A research and development department

uses exhaustive research to create products and test issues such as

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usability, speed, efficacy, and countless other criteria. Likewise, public

relations and marketing research can play a critical role in determining

the viability of a product or service within the marketplace and building

awareness with consumers. So although large businesses rely heavily

on research data to make business decisions, companies of any size

can benefit from research.

Well-executed research can yield valuable information about a

business’ product and target markets, which can be used to maximize

revenue streams and growth opportunities. Given that target

marketing insight is garnered by collecting and analyzing consumer

data, research plays a critical role in the IMC process. For that reason,

research can help provide a “roadmap” to determine how to develop a

public relations or marketing campaign, how to manage the research

process, and how to determine the outcome or effectiveness of a

marketing strategy.

Marketing and public relations research usually involves

gathering data through informal and formal channels. Informal

research typically comes from case studies, interviews, focus groups

and participant-observation from which the researcher will draw

conclusions (Stacks 2002). For some small businesses, informal

research may be as simple as talking to their target market to gain

insight into views about the company’s products, product selection,

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and other factors that influence the consumer’s decision to patronize

the business. This form of low-level, grassroots research can yield

valuable information about how to improve a customer’s interaction

with a small business.

By comparison, formal research is defined as the “controlled,

objective and systematic gathering of data” (Stacks 2002, 6).

Methodology for this type of research often includes sampling,

surveying, polling, and experimenting in order to quantitatively

measure responses and draw calculated conclusions about the

outcome. A small-business owner often will decide to use formal

research to make business decisions that require substantial financial

investment or involve higher degrees of risk.

Thus, while formal, or quantitative, research can draw analytical,

statistics-based conclusions for what will happen, it is the role of

informal, or qualitative, research to help the researcher learn why

consumers make certain choices. In fact, informal research plays a

tremendous role in the public relations and marketing process of a

business. Although formal research could tell an automaker how many

cars to produce and in what color, informal research can tell the

marketers why a consumer will buy a certain car and provide insight

into how to reach the target audience.

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Small businesses should use research to continually evaluate the

characteristics of the target market needs, wants, and communication

preferences. A thorough understanding of a company’s target market

can offer a competitive advantage by building trust and loyalty among

core consumers. In addition, providing relevant messaging addressed

to target markets through the information channels they frequent can

offer cost savings to businesses as they work toward building a

marketing strategy.

Marketing Strategy

Once the target market has been identified, businesses can

begin creating an IMC strategy specific to their target market. The

American Marketing Association defines marketing as “an

organizational function and a set of processes for creating,

communicating and delivering value to customers and for managing

relationships in ways that benefit the organization and its

stakeholders” (Kerin, Hartley, and Rudelius 2007, 8). Although people

often associate marketing with simply advertising or selling, IMC

marketing is largely about creating a dialogue with consumers. Rather

than communicating to consumers, IMC focuses on communicating

with a company’s target markets.

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Marketing mix

Prior to IMC strategy, one tenet of a sound marketing plan

addressed the “marketing mix” of product, promotion, price, and

placement. The presumption under this approach was that if a

business implements the proper mix of marketing elements, it would

successfully attract customers and sell products. Although the premise

has merit, the IMC model has modified these elements to develop a

marketing strategy focusing on the consumer (Dev and Schultz 2005).

The authors of one article re-named the marketing mix by offering

solutions, information, value, and access (SIVA) to better address the

needs of the consumers (ibid.).

IMC product development focuses on the needs or wants of the

consumer. Using the SIVA model, a product must offer a solution to a

consumer’s need or want (ibid.). A consumer deciding to purchase a

better, faster, cheaper, or smaller product ultimately bases the

decision on how the product offers a solution to the need.

In lieu of promotion, information involves creating relevant

messaging for consumers that is available in the appropriate media for

the target market. Instead of trying to sell to customers, providing

relevant information to consumers encourages them to make informed

choices about products. Given that the average American sees more

than 3,000 advertisements each day, it comes as no surprise that

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consumers increasingly rely on information related to their specific

needs or interests to influence their buying behavior (ibid.).

In addition, rather than focusing strictly on price, consumers

analyze value in relation to their purchasing. Factors that influence

value include convenience, quality, customer service, and ease–of-use.

Like businesses, buyers want to ensure an acceptable return on their

investment. Even bargain-hunting customers have a threshold in

terms of their expectations for a product. Conversely, consumers

seeking products that offer specific solutions to their needs and wants

are often willing to pay more for the product (ibid.). Accordingly,

businesses must carefully measure the total value of their product in

relation to customer expectations to ensure that it appropriately meets

those expectations.

The final element of SIVA focuses on providing access to

consumers by enabling them to purchase a product. Once a consumer

determines that a product offers a valuable solution to a need, there

must be access to a means of purchasing it (ibid.). In many cases it

may be as simple as buying a product at a store or online. However, a

company must ensure that consumers have simplified access to

purchasing a product. Examples of this can include experimenting with

product delivery options or amending business operations to meet the

needs of a customer. For some small business retailers, extending or

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modifying business hours to better accommodate a target market is

one way to improve access for customers.

SIVA is not a dramatically different marketing concept; it is

simply a variation of the marketing mix conceived with the consumer

in mind. By implementing the information outlined in the SIVA

framework, businesses can more effectively serve customers by

making valuable solutions and information accessible to their target

markets. One way this can be achieved is by incorporating a variety of

promotional elements to reach a company’s target market.

Promotional elements

All too often, small businesses employ a “one-size-fits-all”

marketing strategy with the expectation that their marketing efforts

will provide a maximum return on investment. In the process,

however, many companies end up diluting their messaging to the

extent that the marketing fails to have an impact with any consumers

at all. Despite the misconception held by some small-business owners,

the purpose of marketing is not to simply raise awareness about a

company or product but to create a message that has an impact and

resonates with the company’s target market.

Some of the ways marketing can be used to reach consumers

include advertising, personal selling, public relations, sales promotions,

and direct marketing. These promotional elements can vary with

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respect to their interaction with customers. Traditional advertising,

such as television, has been used to raise product awareness among

large groups of prospective buyers. Other forms of marketing, such as

direct marketing, are becoming increasingly customized to reach

specific segments of consumers. This section will examine a few of the

main promotional elements and illustrate how a well-crafted IMC

strategy can be utilized to reach target markets and improve the

effectiveness of marketing.

Advertising

Advertising is denoted as “any paid form of nonpersonal

communication about an organization, good, service, or idea by an

identified sponsor” (Kerin, Hartley, and Rudelius 2007, 335). Some of

the most commonly recognized types of advertising include television,

radio, magazines, newspapers, Yellow Pages, Internet, outdoor, and

direct mail (ibid.). Of all the forms of marketing, advertising is often

the most vilified. The public increasingly views the constant flow of

advertising as an intrusion. As a result, there is mixed data concerning

the effectiveness of this form of marketing (Aitken, Gray, and Lawson

2008). Even though advertising can be effective at raising brand or

product awareness, this marketing channel does not have the stand-

alone success that incites purchasing behavior of other elements of

marketing. Although advertising may offer exposure, it should be used

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in conjunction with other marketing elements, such as sales

promotions or strong public relations efforts in order to facilitate the

buyer’s decision-making process (Anantachart 2004). For many small

business owners, the costs associated with advertising will be

prohibitively expensive. In those circumstances, advertising should

play a marginal role in the company’s overall marketing strategy.

Direct Selling

By comparison, personal selling, wherein salespeople have direct

contact with prospective buyers, offers a much higher sales success

rate. Direct selling allows for reaching a specifically targeted audience

and delivering a personalized and detailed message. Sellers are able to

customize their communication based on the needs of the prospective

clients and receive fairly immediate feedback about their product or

organization (Kerin, Hartley, and Rudelius 2007). However, one of the

notable disadvantages of direct selling is the high cost-per-consumer

compared to other promotional media. In addition, if a business fails to

properly train and monitor its salespeople, it can result in competing or

inconsistent information for prospective clients (ibid.).

Sales Promotion

Another promotional element that typically garners success is

sales promotion. Examples of sales promotion include coupons,

rebates, samples, and other offers designed to arouse interest in

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buying a product (Kerin, Hartley, and Rudelius 2007). Sales

promotions can be very effective for businesses because they can

dramatically increase sales activity and raise awareness about a

company or product. Large stores frequently use promotions because

studies show that shoppers are drawn to promotional or sales events

and often purchase non-sale items as well.

Other promotions, such as bundling services or offering group

discounts, are effective at lowering the cost-per-customer sale. It is

much less expensive for a business to sell ten products to one

customer rather than to sell one item to ten customers. With sales

promotions there is a clear message for consumers: buy now and

save. This clear call to action can have an immediate impact on

consumer buying behavior by inciting them to act immediately rather

than putting off the purchase for a later date.

Although sales promotions can have an immediate effect on

purchasing behavior, they can have negative consequences.

Customers who purchase based solely on price can be difficult to retain

once the promotion ends. Competitors often will imitate successful

promotions, which can lead to “price wars” that ultimately affect a

business’ bottom line. In addition, a promotion that is perceived as

ongoing eventually loses its effectiveness as buyers begin to take it for

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granted. Conversely, if a promotion is not in effect, consumers may

delay making their purchase until a new promotion is offered (ibid.).

Nonetheless, well-executed promotions can serve as an effective

tool for businesses of any size by building company awareness and

providing consumers with a compelling reason to sample a new

product or service.

The chart below illustrates the strengths and weaknesses

associated with the various marketing channels.

Promotional Mass versus Payment Strengths Weaknesses

Element Customized

Advertising Mass Fees paid for space • Efficient means for • High absolute costs
or time reaching large • Difficult to receive
number of people good feedback

• Immediate feedback • Extremely

Personal
Fees paid to • Very persuasive expensive per
Selling
Customized salespeople as • Can select audience exposure
either salaries or • Can give complex • Messages may
commissions information differ between
salespeople
• Often most credible
Mass No direct payment source in the
Public
to media consumer’s mind • Difficult to get
Relations
media cooperation
• Effective at changing
Wide range of fees
behavior in short run
Mass paid, depending of • Easily abused
Sales • Very flexible
promotion selected
Promotion • Can lead to
promotion wars
Cost of
• Messages can be • Easily duplicated
communication
prepared quickly
through mail,
• Facilitates • Declining customer
Direct Customized telephone, or
relationship with response
Marketing computer
customer • Database
management is
expensive

Figure 1. The promotional mix (Kerin, Hartley, and

Rudelius 2007).

Public Relations

Although public relations (PR) can serve many roles within an

organization, the IMC strategy places PR as one of the most effective

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marketing communications tools. Termed marketing public relations

(MPR), this form of PR focuses on building relationships with

consumers via unpaid media exposure, trade shows, special events

and other media (Guth and Marsh 2007). Unlike traditional advertising,

a favorable mention of a product or company by the media tends to

hold more credibility with the public (Kerin, Hartley, and Rudelius

2007). Such an unpaid endorsement can garner substantial publicity

for a product and reach groups otherwise inaccessible by traditional

advertising (Anantachart 2004). However, the challenge of publicity is

that, unlike other forms of marketing, a business has little control over

how, or even if the message is conveyed (Kerin, Hartley, and Rudelius

2007). Unless consistently able to garner attention for issues that are

considered newsworthy, most businesses cannot rely on public

relations as the foundation for building company awareness (ibid.).

Press releases are a core component of an effective public

relations campaign because they offer substantial opportunities to

obtain free media coverage for a company or a product. Press releases

are a form of persuasive communication informing the media about

issues relating to a company or product. Newsworthy press releases

must answer the questions of who, what, when, where, and why,

much like traditional journalism. More importantly, releases must

answer the question of “so what?” — or why should the public care
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about this story (Newsom and Haynes 2005). To effectively answer

this question, companies must address it in an objective manner— it

may be important to the business, but why should it matter to the

public? Raising the question of how to make it matter to the public will

enable a business to begin drafting a PR strategy that will garner the

attention of the target market.

In addition to obtaining media attention, innovative public

relations promotions such as special events, sponsorships, and

community involvement campaigns can be integrated with other

marketing elements in a way that creates a seamless message for the

public about a company or product.

Coordinating and balancing promotional elements such as

advertising, sales promotions, and public relations helps a small

business develop a marketing strategy that successfully reaches the

company’s target market. Although relying on one strategy alone may

fail to achieve desired results, the integration of various marketing

components creates a synergy wherein the sum is greater than its

parts (Anantachart 2004). IMC facilitates the marketing process by

directing specific messages to a target audience in order to achieve

maximum results in the form of revenue for a company.

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New media

Despite the abundance of traditional media that proliferate in

marketing strategy, no medium provides more comprehensive IMC

management tools than the Internet. The Internet provides a platform

to integrate traditional marketing elements such as advertising or

sales promotions with a new forum that allows customers to

communicate directly with businesses in new ways. Businesses can

use IMC to reach target markets with relevant messaging and obtain

feedback about how customers interact with their website and

information. As a result, the Internet offers a dynamic and fluid tool

that enables businesses to constantly refine and personalize messages

to their target markets.

Nonetheless, the necessity of building an Internet infrastructure

and marketing strategy must be determined by a business’s target

market. Indeed, the Internet infrastructure for a company targeting

sixty-year-old women using dial-up Internet services is markedly

different than a company targeting eighteen-year-old male gamers.

For that reason, this section will provide a high-level overview of

Internet marketing strategy for businesses incorporating IMC into their

business strategy.

The Internet increasingly serves as a resource that consumers

use for the purpose of communication, entertainment, information,

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and trade (Strauss, El-Ansary, and Frost 2006). In fact, the Pew

Research Center found that although the Internet has changed how

consumers engage in these activities, people only do these four things

online (ibid.). Thus, businesses considering implementing or expanding

their Internet marketing strategy must remain mindful of how their

target markets will receive their messaging and its impact on their

overall business strategy.

For some small businesses, their online marketing strategy may

begin and end with a simple website offering a homepage with the

company name and contact information. However, even small

businesses have recognized that websites can provide a cost-effective

alternative to printed marketing materials such as catalogs or other

literature that can require frequent editing. Websites serve as a form

of marketing public relations because they can inform consumers

about a company or service (ibid.). By providing relevant information

relating to a business, a company’s website can influence consumer

perception about a product and the decision to buy from a company.

For that reason, businesses must ensure that their website, and their

Internet marketing strategy, is consistent with their offline marketing

efforts.

In conjunction with developing a content-rich, informative

website, search engine optimization (SEO) plays an important role in

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driving traffic to a company’s website. SEO involves altering or

amending a company’s website to improve how a company is ranked

in search engine results listings. This is relevant to businesses because

nearly 47 percent of Web users rely on search engines such as Google

or Yahoo! to find products or online stores. In addition, companies

listed in the top ten results receive 78 percent more traffic than

subsequent listings (ibid.). For that reason, businesses seeking to

increase visitors to their website should employ in-house talent or

contact a business specializing in SEO techniques to maximize traffic

to their website.

In addition to providing information to their consumers,

businesses can use the Internet to engage in two-way communication

with their consumers. They may create chatrooms or bulletin boards

on a company website where customers can interact. Furthermore,

incoming email can offer a valuable resource by encouraging

consumers to ask questions or address concerns or complaints about a

company or product (ibid.).

A unique feature of Internet marketing is that it allows

marketers to create a database of user activity in order to increasingly

customize a consumer’s user experience. Tools used to compile

information include cookies, web logs, data mining, real-time profiling

and collaborative filtering. By compiling information relating to a

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website user’s site navigation habits and preferences, a company can

glean insight into how to increasingly customize and improve a user’s

experience (ibid.). For example, companies like Netflix use

collaborative filtering agents to make movie recommendations to

registered users based on their rental history and user reviews.

Developing an IMC Internet strategy can offer mutual benefits to

the consumer and to the company. Consumers can enjoy increasingly

relevant messaging from companies that offer solutions to their needs.

Meanwhile, businesses can garner increased profitability and establish

trust and loyalty among their target markets.

Branding

As previously discussed, businesses must convey a uniform

message to their target markets via their mix of marketing

communications tools including advertising, sales promotions, public

relations, and Internet marketing. This form of seamless messaging

enables consumers to develop trust about a company or product when

seeking information. The net effect of coordinating the marketing

elements is that it serves to create a brand for a company or product.

The topic of branding has been increasingly touted by marketing

and PR firms as an effective tool for increasing top-of-mind awareness

among consumers. Although the American Marketing Association

identifies branding as a “name, term, sign, symbol, or design, or a

 Perez-27

combination of them, intended to identify the goods and services of

one seller or group of sellers and to differentiate them from those of

competition”, a brand represents more than mere graphic designs or

catchy jingles (Keller 2008, 2). As one expert notes, the power of a

brand resides in the minds of consumers (Keller 2008). Thus, brands

are not merely logos or slogans; rather, they provide symbolic

messaging to consumers about what a company or product represents.

Branding is an important component of IMC because brands can

take on special meaning for consumers as they engage in information-

gathering or decision-making processes. Marketing communications

strategies that effectively reach their target markets will help

consumers develop a positive brand image about a product.

Consequently, this favorable association with a brand, and the product

it represents, can influence the immediate and long-term decision-

making process for a consumer (Anantachart 2004).

By capitalizing on this positive experience, a brand can build

equity, or value, that carries over into future interactions with the

brand. By delivering on their promise to their customers, companies

can gain a competitive advantage over lesser-known brands and

engender trust and loyalty among their consumers.

One text notes that most customers want brand loyalty just as

much as companies do. Rather than having to reevaluate their myriad

 Perez-28

choices each time they select a product, consumers want products that

deliver, either implicitly or explicitly, on their promise (Strauss, El-

Ansary, and Frost 2006). By using integrated marketing

communications to maintain contact with the target markets,

businesses can use their brand, combined with other marketing

elements, to maintain the devotion of the core consumer group.

VERVE MARKETING IMC STRATEGY

Verve Marketing is a start-up marketing firm seeking to

implement IMC strategy to deliver customer-focused marketing

services to small businesses in Central Oregon. Verve Marketing will

provide clients with services relating to the various aspects of

marketing including public relations, print advertising, sales promotion

development, branding, copywriting, editing, and strategic plan

development.

Recent meetings with the Marketing Director of the Redmond

Chamber of Commerce, as well as business owners, and community

leaders in Bend and Redmond have elicited support for a marketing

firm focusing specifically on VSBs in Central Oregon. The city of

Redmond has been selected as the primary target market for Verve

Marketing based on recent economic growth and development within

the city.
 Perez-29

With a population of nearly 25,000 residents (Redmond Chamber

of Commerce 2008a), Redmond is one of the fastest growing

communities in the state of Oregon (Economic Development for

Central Oregon 2008a). With the influx of residents has come the

insurgence of large retailers and small businesses. This growth trend is

expected to continue (Redmond Chamber of Commerce 2008b). Small

businesses opening in Redmond include wine vendors, bookstores,

clothing and home furnishing retailers, and numerous restaurants

(ibid.).

The city of Redmond has unveiled plans to develop the

downtown area into a pedestrian-friendly area with large sidewalks,

and scenic landscaping, in addition to numerous entertainment, dining,

and shopping opportunities (McDonald 2007). These revitalization

projects will further serve to spur economic growth in the city and

establish Redmond as a tourist destination. To further bolster

awareness about Redmond’s downtown amenities, the city’s Urban

Renewal District Agency recently approved $110,000 in funding for a

branding campaign intended to promote downtown Redmond as a

shopping and dining destination (McDonald 2008a). Verve Marketing

intends to capitalize on the city’s branding effort by working with small

businesses to increase visibility and awareness among their targeted

consumers.
 Perez-30

Using the customer-focused IMC strategy, Verve Marketing has

begun developing a database related to the specifics of its target

market. Verve Marketing is focusing on marketing to retailers and

service industries in the area of downtown Redmond. Most research

relating to opportunities in Redmond has been conducted through

secondary sources such as census and survey information, in addition

to informal interviews. However, research will be an ongoing process

for Verve Marketing as it seeks to build a presence in the Redmond

community.

With respect to marketing mix, or SIVA, Verve Marketing will

cultivate its image as an edgy and interactive marketing solutions

provider for small businesses seeking marketing and public relations

assistance. Establishing a strong presence in the Redmond community

through networking and volunteerism will reinforce the image of Verve

Marketing as an active community member. Verve Marketing will

specifically target businesses seeking a creative alternative to

traditional advertising. More explicitly, Verve Marketing is targeting

entrepreneurial risk-takers who are willing to work with a start-up

marketing firm to develop meaningful market messaging for the

client’s core consumers.

Internet communications will be central to Verve Marketing’s

IMC strategy. Verve Marketing’s website, vervecore.com, will include

 Perez-31

relevant information regarding the company in addition to client

testimonials and samples of services offered. In addition, Verve

Marketing will have a resources section offering small businesses

information on how to improve marketing efforts and a blog offering

information, personal observations and insight relating to trends in the

marketing community in Central Oregon. A map of the website is

provided in Appendix B. Traffic to Verve Marketing’s website will be

tracked by Google Analytics to garner insight into how the site is used

and how it can be improved.

In addition to the website, Verve Marketing will develop

promotional materials such as brochures, print advertising, and press

releases to obtain optimal media coverage relative to their start-up

operating budget. Most importantly, Verve Marketing will work to

attract clients by building relationships with business owners, personal

selling, and word-of-mouth marketing. A detailed summary of Verve

Marketing’s marketing mix is provided in the appendices.

Verve Marketing seeks to offer value to its target market by

developing marketing strategies in line with the budget and marketing

objectives of small businesses. Accordingly, Verve Marketing will offer

project-specific pricing for services such as special events planning,

one-time pricing for developing products such as newsletters or

brochures, and retainer-based pricing wherein businesses with ongoing

 Perez-32

marketing needs can retain Verve Marketing to manage the marketing

campaign. By offering these varying levels of service solutions, Verve

Marketing aims to provide value to customers in various stages of the

marketing process. For businesses with a strategic marketing plan in

place, Verve Marketing can execute their requests by providing one-

time or project-specific marketing materials. For businesses seeking

more guidance and marketing process management services, the

company can work on a retainer-based system to develop and

implement a marketing strategy.

By developing an integrated marketing communication strategy

focused on building relationships with business owners in Redmond

and all of Central Oregon, Verve Marketing is confident that it can

establish a long-term presence within the growing community.

 Perez-33

Appendix A

Verve Marketing

Marketing Plan
 Perez-34

EXECUTIVE SUMMARY

Verve Marketing is a start-up marketing firm located in Bend,

Oregon, providing marketing and public relations services including

marketing plan development and implementation, copywriting and

editing, promotional development, and other services to small

businesses in Central Oregon. Verve Marketing is committed to

developing innovative, customer-focused marketing materials that

help deliver measurable revenue to a small business’ bottom line.

During its first year of operations, Verve Marketing will target

Redmond, Oregon, due to its rapidly growing industries and the large

number of small businesses that reside in the city.

This marketing plan is designed to provide Verve Marketing with

a roadmap for its marketing efforts. Included in the plan is a target

market summary, an analysis of the company’s strengths,

weaknesses, opportunities, and threats (SWOT analysis), a marketing

strategy, a competitive analysis, financials, milestones, and other

relevant information intended to facilitate Verve Marketing’s growth.

Verve Marketing’s objectives for the first year of operations

include:

• Develop a presence in Redmond as a small-business marketing

expert;
 Perez-35

• Implement a marketing strategy that successfully delivers

customer-focused marketing to the company’s target markets;

• Generate $75,000 in gross revenue during the first year of

operations.

Verve Marketing prides itself on its ability to develop and

maintain relationships in the Central Oregon community that will

bolster its success. The company is intent on offering innovative and

impactful marketing messaging for its clients.

 Perez-36

COMPANY OVERVIEW

Verve Marketing is a sole proprietorship being founded by

Michelle Perez. The company will provide marketing and public

relations services to small businesses in Central Oregon. During first-

year operations, Verve Marketing will focus on acquiring clients in

Redmond, and later target prospective clients in Bend and Sunriver.

Although numerous marketing and public relations firms exist in

Central Oregon and surrounding areas, Verve Marketing sees an

opportunity to capitalize on the entrepreneurial spirit that thrives in

the area and provide marketing services that reflect the area’s

dynamic business owners. Quite simply, Verve Marketing is intent on

providing better marketing products and more a creative vision for its

clients.

Market Summary

Marketing Research

The primary target market for Verve Marketing is retail and

tourism-related small businesses located in Redmond, Oregon.

According to recent data, Redmond is among the fastest-growing cities

in Oregon, with the population expected to grow another 54 percent

by 2015 (Economic Development for Central Oregon 2008b).

Redmond is home to Central Oregon’s only commercial airport

and it offers direct flights to major cities such as Portland, Seattle, Los
 Perez-37

Angeles, Las Vegas, Salt Lake City and more. Redmond’s passenger

traffic is second only to Portland in the state (Economic Development

for Central Oregon 2008c), and traffic is expected to grow. To

accommodate the visitors and allow for more flights into Central

Oregon, the Redmond airport is currently being expanded from its

existing size of twenty-three thousand feet to over nearly 140,000

square feet (Redmond Chamber of Commerce 2008b).

In addition, Redmond is currently immersed in a downtown

redevelopment project aimed at creating a pedestrian-friendly area

with numerous entertainment, dining, and shopping opportunities. This

redevelopment project is expected to revitalize downtown Redmond

and create a visitor destination within the city (McDonald 2007).

Recent data indicates that the Central Oregon tourism industry

accounts for more that $500 million in annual revenue (McDonald

2008b). By creating a shopping and entertainment destination in

downtown Redmond, businesses are working to capitalize on the

booming tourism industry.

In an effort to bolster awareness about Redmond’s downtown

amenities, the city’s Urban Renewal District Agency recently approved

$110,000 in funding for a branding campaign intended to promote

downtown Redmond as a shopping and dining destination (McDonald

2008a). Verve Marketing intends to capitalize on the city’s branding

 Perez-38

effort by working with small businesses to increase visibility and

awareness among their targeted consumers.

Situation Analysis

SWOT Analysis

The SWOT analysis addresses Verve Marketing’s strengths,

weaknesses, opportunities, and threats. Whereas the strengths and

weaknesses are generally internal attributes relating to the company’s

structure, the opportunities and threats are generally external factors

such as competition or economic issues.

STRENGTHS

Low start-up and overhead costs—Verve Marketing operates out

of a home office in order to mitigate overheard costs. Initial client

visits most often take place at the client’s workplace. By meeting with

clients at their place of business, Verve Marketing is able to gain

insight about the client’s business culture. This enables Verve to create

a seamless marketing image consistent with a business’ image.

Flexible workforce—Verve Marketing subcontracts graphic design

services rather than maintaining an in-house staff. By offering a good

selection of styles and specialties, Verve Marketing can ensure that the

graphic design element blends well with a client’s specific need.

 Perez-39

Focused target market—Verve Marketing will focus specifically on

small businesses in Redmond, Oregon. Particular attention will be paid

to clients in the retail and tourism-related industries.

Unique perspective on clients’ businesses—Drawing upon

personal experiences with businesses in the Central Oregon area,

Verve Marketing will be able to utilize personal experience to

accomplish marketing objectives for clients.

Member of local community—Verve Marketing is working to

become an active member of the local community through

volunteerism and other activities. Offering insight into the region’s

needs and wants, Verve Marketing is well positioned to work directly

with prospective clients to gain trust and demonstrate an

understanding of their particular needs in Central Oregon’s business

climate.

Affordable for small businesses—Low overhead and a flexible

workforce will allow Verve Marketing to price its services in a manner

that is affordable for small businesses.

Response to market changes—Given its location in Central

Oregon, Verve Marketing is well positioned to monitor changes in the

economy and in various industries, in order to proactively capitalize on

opportunities and respond to the changing market needs.

WEAKNESSES
 Perez-40

Brand—As with most new businesses, Verve Marketing faces the

challenge of having virtually no brand awareness upon entering the

market.

Limited Services—Unlike some advertising and marketing

companies in Central Oregon, Verve Marketing is not a full-service

firm. Services such as television advertising or website design will not

be offered as part of Verve Marketing’s selection of services.

Limited Resources—As a start-up business, Verve Marketing has

a limited first-year operating budget.

Staff—Without a large in-house staff, the bulk of responsibilities

will fall to the company’s founder, Michelle Perez. Additionally, the lack

of graphic designers on staff can present logistical challenges relating

to project turnaround times and other expectations. These issues will

have to be addressed prior to establishing agreements with graphic

designers, as well as prior to commencing a client project.

OPPORTUNITIES

Untapped market growth—Redmond presents a variety of factors

indicating tremendous market potential. The downtown development

project and airport expansion are primary indicators of Redmond’s

determination in capitalizing on the untapped market potential.

Competitors’ focus—Competitors in Central Oregon appear to be

primarily focused on building clientele in Bend, but Verve Marketing

 Perez-41

will spend the majority of its first year working on building a strong

presence in Redmond.

THREATS

Existing competition—There are currently more than three dozen

marketing and public relations related services located in Central

Oregon, the majority in Bend.

New competition—As Redmond continues to demonstrate its

potential as a new destination center, it is reasonable to assume that

other marketing agencies will seek to establish a presence in the

Redmond community.

Small business owner skepticism—Small businesses can be

reluctant about investing in marketing services, particularly from an

outside vendor. It is critical that Verve Marketing overcome any

business’ hesitation by developing strong relationships and

demonstrating the integrity of its services.

Economy—The recent downturn in the Central Oregon economy

is similar to the challenges seen nationwide with respect to rising gas

prices and the sluggish real estate market. The economic challenges

nationwide are posing a threat to tourism-focused industries. As small

businesses adjust to changes in consumer spending, they may become

less likely to allocate the funds for marketing services.

Competition
 Perez-42

Small business in-house marketing services—Small businesses

with a wide array of marketing needs often have an in-house

marketing department. Although they may subcontract a portion of

their marketing needs, the bulk of their marketing and public relations

will be managed by in-house staff.

Newspapers and radio station staff—As a selling point for their

services, most newspapers serving Central Oregon will design display

ad materials for clients seeking ad space. Additionally, radio stations

will write the ad copy for clients seeking radio ad time. Although these

services aren’t as strategic or well-written as the services Verve

Marketing provides, the appeal of free copywriting with the purchase

of advertising space could entice prospective clients away from using a

marketing and public relations firm.

Other marketing and public relations firms—The Cascade

Business News 2008 Book of Lists named thirty marketing and public

relations firms in Central Oregon (Cascade Business News 2008). Many

specialize in certain industries, such as book publishing or leisure

resorts. Others provide more generalized marketing and public

relations services.

Full-service advertising agencies— The Central Oregon Book of

Lists listed nineteen full-service ad agencies in the Central Oregon

region. These agencies provide services such as “marketing, public

 Perez-43

relations, print, web, multimedia design and production, strategic

planning, branding, messaging/positioning, packaging, website, logo

and graphic design, and complete ad campaign creation and

placement.” (Cascade Business News 2008, 8)

Service Offering

Verve Marketing will offer a variety of marketing and public

relations services to small businesses in Central Oregon:

• Marketing plan development and implementation;

• Copywriting;

• Copyediting;

• Promotional development;

• Branding consultation;

• Radio ad scripting and production.

Marketing Strategy

As a start-up marketing and PR firm, Verve Marketing intends to

lead by example and demonstrate to small business that effective

marketing does not have to be outrageously expensive to reach their

core customers. Outlined below are some the ways Verve Marketing

intends to connect with their target market.

Marketing Objectives

Verve Marketing’s first-year marketing objectives are:

 Perez-44

• To create awareness among small businesses about Verve

Marketing and its ability to meet the needs of small businesses

in Redmond.

• To develop an online portal that becomes a destination resource

for small businesses in Central Oregon. The site will address

issues relevant to small business owners and encourage

networking and idea-sharing among small business owners.

• To write and publish two news articles relating to small business

marketing in Central Oregon.

Strategy

1. Establish Verve Marketing’s credibility as an expert in the field of

small-business marketing and public relations.

• Publish marketing-related articles providing advice and

suggestions to small-business owners.

• Develop a marketing campaign that serves to “lead by

example” for other small-business owners.

• Create a minimum of two news articles relating to marketing

strategy for publication in local and online newspapers.

• Drive visitor traffic to Verve Marketing’s website where

business owners can access marketing-related resources.

• Develop distribution list for published material.

 Perez-45

2. Develop and publish compelling web material to drive traffic to

Verve Marketing’s website.

• Work with local web designer to create an engaging, easy-to-

use website.

• Use SEO strategy to make Verve Marketing easy to find for

small businesses seeking marketing ideas and assistance.

• Create blog related to small business marketing.

• Publish marketing-related and regional news stories online.

• Develop a resource library for small business owners.

• Use Google Analytics to track website traffic to continually

improve Verve Marketing’s website.

3. Create company and brand awareness.

• Publish at least eight press releases relating to Verve

Marketing during the first year of operation.

• Participate in Chamber and other area functions for the

purpose of networking.

• Sponsor one Chamber After Hours function for Chamber of

Commerce members.

• Offer volunteer services to Redmond Downtown Alliance.

• Devote a full day to prospecting new clients at least one day

per week.
 Perez-46

• Develop a comprehensive media list of contacts for press

release distribution.

Marketing Mix

Verve Marketing is committed to establishing a company with

widespread brand awareness among small businesses in Central

Oregon. The company strives to develop comprehensive and cutting-

edge marketing products for clients to keep their businesses in the

forefront of consumers’ minds.

Establishing a rapport with clients in order to understand their

needs, the company’s goals and expectations will be central to Verve

Marketing’s success. Onsite visits to the client’s place of business will

enable Verve Marketing to experience the client’s products or services

and ensure the development of a seamless marketing message.

Service Solutions

Verve Marketing’s services will provide a wide range of

marketing and public relations materials for small businesses. Verve

Marketing’s strong commitment to customer service will be

demonstrated by its client relationship management.

Clients will have an opportunity to utilize Verve Marketing’s

services to manage all aspects of their marketing efforts, for specific

projects, or for a la carte services such as press release writing. As the

company’s client base grows, clients will be able to keep Verve

 Perez-47

Marketing on a retainer to ensure that Verve’s services are available

on an ongoing basis.

Information and Access

Verve Marketing will promote its services through different

channels in order to attract clients, maximize brand awareness, and

generate sales opportunities.

Public Relations

During its first fiscal year, Verve Marketing will create and

submit no less than eight press releases for publication. Press releases

will announce the launch of Verve Marketing, obtaining new clients,

and company milestones or achievements.

Another effort to establish brand awareness involves writing and

submitting marketing- and PR-related articles to newspapers and

magazines in Central Oregon. The information will serve as a resource

to small business owners and help establish Verve’s credibility as an

expert in the field.

Personal Selling

In-person promotion will be an essential component in Verve

Marketing’s success. Sales calls will provide Verve Marketing with the

opportunity to establish a rapport with potential clients, and onsite

visits to their businesses will provide first-hand information about their

company.
 Perez-48

Advertising

Verve Marketing will promote its services via advertising in the

local alternative weekly paper. This promotional avenue is primarily for

the purpose of generating brand awareness about Verve Marketing.

Website

Verve Marketing’s website will serve as its primary online portal

and will serve as the medium by which potential clients can read

samples of past work, see testimonials, learn about Verve Marketing’s

services, and get an overview of the company’s prices.

Value

Verve Marketing’s services are customized to meet the needs of

each of its clients and will bill for services based on the type of work

being performed. Billable time will include all time spent on planning,

research, administrative tasks, creative development, and project

implementation. Fees for contracted services, printing, postage, and

other costs will be billed accordingly.

Based on a client’s needs, they may elect to be billed in one of

three ways:

Project Based

Clients in need of Verve Marketing services for a particular

project will be able to retain the company’s services for a contracted

fee based on the type of project, the amount of time involved, and
 Perez-49

other factors. Clients will be quoted an estimated fee prior to

beginning a project and a contract providing an outline of the project

will be drafted and signed by the client and by Verve Marketing. Any

changes or additions to the project may be subject to additional

charges. Clients will be responsible for paying a portion of the

estimated cost upon signing the contract; other costs must be paid in

accordance with the terms listed in the contract.

Ongoing

Clients seeking ongoing services from Verve Marketing will be

able to secure the company’s services on an ongoing basis based on

their marketing needs. Clients may elect to outsource all of their

marketing needs to Verve Marketing, or use the company for quarterly

promotions or ongoing periodic services. As Verve Marketing’s client

base grows, it may become necessary to implement a retainer

requirement for ongoing clients.

One-time

One-time services will be available to clients seeking specific

services such as press releases, copyediting, or copywriting. These

á la carte services maybe used to gain the buy-in of prospective clients

before they enter into a longer term commitment to our services.

Availability of these one-time services may depend on the client’s

 Perez-50

needs and the business demands of providing service to contracted

and ongoing clients.

Verve Marketing’s pricing structure assumes a base cost of $65

per hour plus expenses. This cost is commensurate with other small

marketing firms in Central Oregon. Clients seeking services on an

ongoing basis may be eligible for discounts based on volume; and

referral bonuses will be offered to existing clients. In most cases, á la

carte services will be billed at a flat rate based on the quantity and

type of work being requested.

Financials

Financial Overview

In its first year of operations Verve Marketing seeks to generate

$75,000 in gross revenue. This revenue goal is based on billing clients

for approximately 1000 hours at the rate of $65 per hour. Assuming a

profit margin of 30 percent, Verve Marketing will secure $28,000 in

profit to cover first-year operating expenses. Verve Marketing’s

strategy for first-year operations relies on a lean operating budget with

low overhead and minimal advertising through traditional media.

Most profit earned in the first year of operations will be

reinvested in the business in an effort to increase brand awareness

within the Central Oregon community.

 Perez-51

Following its conservative goals for a first-year operating budget,

Verve Marketing intends to pursue an aggressive growth strategy in

the second year and increase revenues by 50 percent. However, in

order to stay flexible and responsive to the rapidly changing economy,

Verve Marketing is focusing exclusively on the first-year operating plan

for the company. Specific information relating to Verve Marketing’s

projected expenses and revenues is outlined below.

Verve Marketing
Projected First-Year Revenue &
Expenses ANNUAL
Public Relations 43,680
Branding Consultation 6,240
Promotional Development 6,240
Marketing plan Development 6,240
Fees 12,000
Total Revenue 74,400

Total Cost of Services 9,600

Gross margin 64,800

percent of revenue 87%

Phone-office 240
Phone- Cell 600
Website 1,400
Advertising 5,492
Technical support 480
It/computer equip 1,200
Meals / entertainment 668
Travel expenses 1,831
WAGES 19,344
Payroll taxes 2,708
Office supplies 240
Postage 180
Trade subscriptions 60
 Perez-52

Memberships 460
Printed materials 600
Business license 50
Web domain registration 15
Legal counsel (contracts) 300
Total Expenses 35,868
percent of revenue 48%
NET INCOME 28,932

Implementation Plan

Verve Marketing will manage the implementation plan listed

below to ensure that the company is achieving the milestones outlined

below. Once a month, the company will review and evaluate the

marketing strategy and the company’s financial position in order to

maximize opportunities and minimize weaknesses or threats. In the

third quarter of the fiscal year, Verve Marketing will conduct a

comprehensive assessment of the company’s successes, challenges,

and failures in order to aggressively grow the company in its second

year.

Implementation steps

Public Relations Start Frequency Annual

Date
Develop media list 8/18/08 One-time $0

Write and distribute press release #1 10/1/08 One-time $0

Write and distribute press release #2 11/15/08 One-time $0

Write and distribute press release #3 1/1/09 One-time $0

Write and distribute press release #4 2/1/08 One-time $0

 Perez-53

Write and distribute press release #5 4/1/09 One-time $0

Write and distribute press release #6 5/1/09 One-time $0

Write and distribute press release #7 7/1/09 One-time $0

Write and distribute press release #8 9/1/09 One-time $0

Write news article for publication 10/15/08 One-time $0

Write news article for publication 3/1/09 One-time $0

Host Chamber of Commerce after 11/1/08 One-time $500

hours event
Volunteer with Redmond Downtown 11/15/08 One-time $0
Alliance
Total Public Relations Cost
$500

Website Development

Register website domain name 7/24/08 One-time $15

Interview and evaluate prospective 8/18/08 One-time $0

website designers
Develop website copy 8/18/08 $0
As needed
Develop Verve Marketing Website 9/1/08 One-time $1,400

Launch Verve Marketing website 9/27/08 One-time $0

Website management and updates (in- $0

10/1/08 As needed
house)
Total Website Marketing Cost $1,415

Direct Selling

Visit five prospective clients (Travel & 10/1/08 Annually $2,500

Meals)
Marketing Materials 10/1/08 Quarterly $1,000
 Perez-54

Total Direct Selling Cost $3,500

Total Marketing Cost $5,415

Appendix B

Verve Marketing Website Map

Verve
Marketing
Home
Page

Services Portfolio Multimedia Clients About Resources

Verve

Pricing Testimonials Clients Blog RSS Feed Collage Sunriver Britz Michelle News Other
Greetings Soaring Beads Perez Articles
Profile
 Perez-56

Appendix C

Verve Marketing Logo

 Perez-57

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_____2008b. Central Oregon Facts: Population.

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_____2008c. Communities: Development.

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 Perez-58

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_____.2008a. Redmond funds its downtown publicity drive. The

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