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Marketing Concepts
Doing it Right
Marketing is a general term used to describe all the steps that lead to final sales. It is the process of planning and executing pricing, promotion and distribution to satisfy individual and organizational needs. From this definition it is easy to see that marketing is more than just the process of selling a product or service. Marketing is an essential part of business, and without marketing, even the best products and services fail. Companies constantly fail because they do not know what is happening in the marketplace and as a result, they are not fully meeting their customer’s needs. They mistakenly believe that with the proper amount of advertising, customers will buy whatever they are offered. Marketing consists of making decisions on the four P’s:
- Product
- Place/Distribution
- Promotion
- Pricing Before a business owner can make decisions on the four P’s, he/she must devise a plan. A plan provides a business with guidance on making decisions. This chapter includes directions on how to devise a plan that will assist in making decisions about the four P’s. This type of plan is a six- stage process that is commonly referred to as strategic marketing; a strategic marketing plan is an important part of a business plan.
Stage 1:
The Mission Statement
The first stage in strategic marketing is the development of a mission statement. A mission statement is a brief description of a company, generally no more that a few lines, that describes where the company is and where it wants to go. A good mission statement should contain:
- target customers/markets
- principal products/services
- core technologies used
- commitment to survival, growth and profitability
- key parts of the company’s philosophy
- company self-concept
- company’s desired images Do not expect a mission statement to be developed quickly. It generally takes various revisions before a complete mission statement is written.
Stage 2: Overall
Company Objectives
Once a mission statement has been created, the company can develop objectives. Objectives are specific goals to be achieved by the business. They are plans that will help a company move toward the mission statement. A business normally creates both one- and three-year objectives. Examples of company objectives are:
- To earn at least 20% after-tax rate of return on our net investment during this year
- To make our cookies the best selling cookies in terms of units sold in Kansas
Types of Objectives
1. Profitability - Net profit as a percent of sales - Net profit as percent of total investment - Net profit per share of common stock 2. Volume - Market share - Percentage growth in sales - Sales rank in the market - Production capacity utilization 3. Stability - Variance in annual sales volume - Variance in seasonal sales volume - Variance in profitability 4. Nonfinancial - Maintenance of family control - Improved corporate image - Enhancement of technology or quality of life
Each objective should meet the following basic criteria: Suitable: Do they fit with the corpor- ate mission? Measurable: What will happen and when? Feasible: Are they possible to achieve? Acceptable: Do they fit with the values of the company and the employees? Flexible: Can they be adapted and changed should unforeseen events arise? Motivating: Are they neither too difficult nor too easy to achieve? Understanding: Are they stated simply? Commitment: Are people committed to doing what is necessary to achieve them? Participation: Are the people responsible for achieving the objectives included in the objective-setting process? Companies need to ensure that they do not set too many objectives. When too many objectives are set, the company runs the risk of having objectives contradict and interfere with each other.
Stage 3:
Competitive Strategies
Once a company has determined objectives a competitive strategy can be developed. A competitive strategy is developed so that a company can create advantages over the competition.
Examples of creating a competitive strategy include:
- offering buyers a standard product at a lower price; or
- making the product different than the competition on attributes con- sidered important to the customer.
Types of Competitive
Strategies
Overall Cost Leadership This refers to being a low-cost manufacturer and should not be confused with setting low prices. Cost
(^1) Adapted from Reference Guide for Kansas Food Processors , Kansas State
University and Kansas Department of Commerce & Housing, July 1998.
leadership can be achieved by:
- producing on a large scale
- designing products that are easy to manufacture
- accessing low-cost raw materials
- predicting a broad range of products
- pursuing cost reductions in production, marketing, research and development, customer service, and the avoidance of marginal accounts
Differentiation Differentiation involves changing the product so it is perceived as unique. Change can be based on:
- technical superiority
- quality
- customer support services
- the appeal of more value for the money
Niche Marketing Niche marketing occurs when a product is sold to a small number of total potential customers. The specialty market is often referred to as niche marketing, since products are marketed to a very small group of buyers. Niche marketing requires the business owner to identify customers with similar demands and serve their needs extremely well. Niche marketing implies that a company will take a lower overall market share, but possibly with higher profits on the product. Higher profits may be achieved by having higher prices or producing at lower costs.
Stage 4:
Marketing Objectives Marketing objectives can only be developed after stages one through three have been completed. Marketing objectives are designed to help a company attain overall objectives. The five basic marketing objectives are:
- to achieve a viable level of sales or market share
- to increase market share
- to maintain market share
- to maximize cash flow
- to sustain profitability Market share is a common term used in developing marketing objectives. It refers to the percentage of the total
industry sales your company attains. For example, if a company sells 100 units of product, but total consumption for the good is 100,000 units, the market share is 1% (100/100,000).
Stage 5: Marketing Strategies Marketing strategies outline exactly how marketing objectives will be achieved. For example, if the marketing objective is to increase market share, the marketing strategy states exactly how the market share increase will occur. A marketing strategy is a way to give marketing orientation to a business by deciding to position a product or service in terms of buyer needs and wants. Inexperienced business people often make decisions based on what they like or want, leaving the customer out of the picture. A marketing orientation brings the customer into the center of the picture. The marketing objectives for profits, cash flow and market share can be achieved by increasing the number of users, increasing the rate of purchase, retaining existing customers or acquiring new customers. The following are examples of various types of marketing strategies. I. Increase the number of users by:
- building willingness to buy
- increasing ability to buy II. Increase the rate of purchase by:
- broadening usage occasions for the product
- increasing level of consumption
- increasing rate of replacement III. Retain current customers by:
- maintaining satisfaction
- meeting what competition offers
- developing or increasing relationship marketing IV. Acquire new customers by:
- line extensions (variations of existing products designed for existing markets)
- leaders (lower prices on certain products to increase the sale of more expensive complements)
- bundling (selling products - together, usually at a lower price than if bought separately)
- head-to-head market dominance
- head-to-head price/cost leadership
- differentiating the product
- serving a narrowly defined target market
- flankers (new brands designed to serve new segments)
Stage 6: Marketing Programs Marketing programs are the detailed approaches to the four P’s. (products, place, promotion and pricing). The approach for making decisions for each of the four P’s should closely follow the mission statement, company objectives, competitive strategies, marketing objectives and marketing strategies.
Types of Promotion
Promotion includes all activities designed to inform, persuade and influence people when they are making the decision to buy. Promotion is made up of:
Advertising
- non-personal communication transmitted through mass media
Publicity
- free promotion through news stories in newsletters, newspapers, magazines and television
Sales Promotion
- all forms of communication not found in advertising and personal selling, including direct mail, coupons, volume discounts, sampling, rebates, demonstrations, exhibits, sweepstakes, trade allowances, samples and point-of- purchase displays In designing a promotional plan, clearly spell out:
- Which objectives to use. It is possible to have more than one objective, but it is recommended that a company target its audience or run the risk of losing focus.
- What to say
- Who to say it to
- Criteria used to measure success
Suggestions for Inexpensive Promotion Some inexpensive, appropriate and effective methods of promotion for the new food processor include advertising through:
promotional piece to lapse in order to afford more distribution, or lack of planning and coordination
- no measurement of effectiveness
- relying on one source of media
Setting Promotional Expenditures Market share —A company that has a higher market share generally has to spend more on advertising to maintain its share. Sales from new products —If a company has a high percentage of its sales from new products, it has to spend more on advertising compared to companies with established products. Market growth —Companies competing in fast-growing markets should spend comparatively more on advertising. Plant capacity —If a company has a lot of unused plant capacity, it should spend more on advertising to stimulate sales of product. Product price —Both very high- priced (or premium) products and very low-priced (or discount) products require higher ad expenditures because, in both cases, price is an important factor in the buying decision. The buyer has to be convinced (through advertising) that the product is a good value. Product quality —Higher quality products require greater advertising effort because of the need to convince the consumer that the product is unique. Breadth of product line — Companies with a broad line of products have to spend more on advertising compared to companies with specialized lines.
Trade Shows
Budgeting for a trade show, and including this venue in the overall marketing plan is a highly focused way to:
- establish a presence in the marketplace
- gain an overview of the industry at present
- obtain a list of serious buyers more quickly than would be possible with a traditional sales approach Although trade shows are relatively expensive, they are widely used in the food industry. They offer the potential for a high return in sales and contacts if
planned properly and presented well. Several months to a year may be required to obtain a well located booth and prepare the appropriate materials and displays. Choosing the Trade Show
- List several trade shows that would be suitable Various directories are available that contain a complete index of trade shows listed chronologically, geographically and by subject. Each listing has a phone number of the trade show contact. Two sources of Trade Show listings are:
USDA, Foreign Agricultural Service Washington, DC 20250 Phone: (202) 720- Fax: (202) 720- http://www.fas.usda.gov The FAS home page on the Internet’s World Wide Web is a direct link to information on U.S. agricultural trade and export programs, including a list of upcoming trade shows.
Trade Show Week 12233 West Olympic Blvd., Suite 236 Los Angeles, California 90064– Phone: (310) 826- Fax: (310) 826-
“Trade Show Week” contains a listing of trade shows in the United States, Canada and Mexico (in its Domestic Edition) and other countries (in its International Edition).
- From the list of potential trade shows, choose to participate in the one(s) that: - attract the most appropriate customers, not necessarily the largest volume of customers - will draw an audience from the geographic area the company is prepared to serve - are well supported by others in the industry (i.e., if the competition never misses it, there could be a reason) - are well organized and promoted
- Obtain all information needed to begin preparing for the trade show(s). The contact person for the
trade show will provide information. Additional materials and information that should be requested (if not offered) include:
- a floor plan (preferably with other exhibitors indicated) so a high traffic area can be chosen. Note: Do not hesitate to pay extra for a good location; the whole point is exposure
- booth specifications, including dimensions, lighting, tables, chairs, skirting and any display or sample restrictions
- information on all services being offered, such as accommodations, equipment rental, assistance with set up, tear down or packing storage. Note: It is a good idea to exploit the services being offered on site, as there are many details to be concerned with at a trade show event. Preparation
- Set clearly defined goals for the trade show. This will help in development of the presentation strategy and display.
- Set a budget allowing for enough personnel, accommodations, product and travel. If the trade show is out of the country, allow for insurance costs, and plan to spend a day in the host country before and after the trade show.
- It is advisable to choose professional design and marketing consultants to help prepare the materials for the booth. Effective material can also be prepared by the company – just remember the target audience and the image you wish to project. Materials will include:
- a high-impact display to attract the audience
- professionally prepared infor- mation handouts (Remember, the people attending are coming to gather knowledge.)
- samples of the product
- Prepare the sales presentation. Exhibit selling must be polished, brief and convey information. If the presentation lacks impact, the audience will quickly move on.
- Prepare a system for recording
leads. Several options include:
- lead sheets for sales staff
- a business card exchange system
- sign up sheet for more information
- a guest book
- Ensure everyone at your booth is well-informed about your company, its product, prices and terms of sale
At the Trade Show Staff will be presenting the product and working with customers the entire time they are in the booth. Ensure that adequate breaks are given so the quality of presentations remains consistent. It is important that the customer relate the product to their situation. Sales staff should encourage customers to handle the product and talk about their situation so the most relevant points about the product can be presented. Encourage customers to take information and samples: Just because the materials are there does not mean they will be examined.
Follow up Be sure to prepare a plan for follow- up before the trade show, with deadlines for re-contacting interested parties. Follow-up should be immediate, and it is best to let customers know in advance when and how they can expect to be re-contacted.
Publicity
Publicity provides free advertising for the producer through news stories in newsletters, newspapers, magazines and television. Publicity can be attained by sending a media release to radio, television, newspaper and magazine offices. A media release is a one-page letter identifying a newsworthy event and outlining the who, what, when, where and why of the story. A media release is appropriate to announce the start-up of a new business, introduction of a new product, or any other success story related to the company. The media will publish or announce the story as a news item and, consequently, there is no expense for the processor. Publicity is one of the most effective and least costly means of advertising.
In-Store Demonstrations
Demonstrations, sometimes referred to as product samplings, are an effective and inexpensive means to promote a new or existing product. Types of Demonstrations There are three types of in-store demonstrations:
- Live demonstrations
- Mobile demonstrations
- Static display Live Demonstrations include a staffed area with activity, such as simple preparation. They are best with a new product that requires information or answers to questions, or for a pro- duct that requires special preparation. One advantage of a live demonstration is that you can encourage the customer to purchase the product. Mobile Demonstration is a form of live demonstration that occurs when a demonstrator walks through a store offering samples. The demonstrator usually has a base operation near the product sales display. Not all stores allow for this type of demonstration. Static Display Includes an area displaying the product and offering unattended samples. One advantage of a static display is that they are cost effective. One disadvantage is that there is no control on how much sample is used or on the purchasing decision. This type of demonstration requires consumer familiarity with the product. Steps in Planning Demonstrations
- Determine what type of demonstration you are going to use.
- Decide which stores you are going to target.
- Choose a store that stocks your product.
- Find out the store policy on setting up in-store demonstrations. Every store has different policies.
- Decide if you wish to hire a demonstration company or if you will do it yourself. Consider time, energy, ease of demonstration and budget when making this decision.
- Talk to the store managers. The better the relationship you have with them and the better they know your product, the more cooperative
they will be. Talk to them about two weeks prior to the demonstra- tions, so they will have the product on hand and on the shelves.
- Be prepared to work the whole weekend, not just peak hours. The normal run of a demonstration is during store hours on Thursday, Friday and Saturday.
- The store may want incentives from you, such as cost cuts on the product. If possible, get the store to offer special treatment for your product during the demonstration. Be prepared to pay for this opportunity.
- Try to place the demonstration area where the product is stocked.
- During the demonstration, hand out simple information on the product and any coupons.
- Be unique. Try new ideas, as you must stand out from the competition.
- Know the competition, but do not downgrade them during the demonstration.
- Demonstrations normally do not provide access to a very wide market and, consequently, are only used as one segment of a marketing and promotional package.
Coupons
Coupons can be an effective way to increase sales and profits, but there are certain costs to consider:
- costs of physical distribution, mailing, placing advertisements and paying the retailer a handling charge for redeeming the coupons.
- reduced contribution margins associated with the fact that coupons are price reductions.
- coupons will be used by new customers as well as existing customers who would have bought the product at the regular price. Any printer can print coupons. Managers must estimate various rates to determine the effectiveness of a coupon promotion. The estimations could be based on past performance or on experiments that run coupons in one city or in one part of a city. These rates include: Redemption rates: the percentage of buyers responding to the incentive. Displacement sales: sales made
Used when
- total market volume will not grow with lower prices
- competitors can easily match any price decrease
Premium Pricing
- setting a price above competi- tive levels
Used when
- a company can differentiate a product in terms of higher quality or special features
- a company has little excess capacity and where it is difficult for competitors to enter the industry
Monitoring Costs
A multi-product company cannot get the information it requires from the conventional profit and loss statement. Instead, it needs to track costs for the company and for each product. Without product-specific information, it cannot tell which products are doing well and which need additional marketing support. To gather all the relevant information, a company needs to track two types of costs:
- Variable costs (direct costs of manufacturing): costs specific to the manufacturing of the particular good or service under scrutiny (i.e., labor, raw materials and supplies)
- Fixed costs : ongoing costs that occur whether a business is shut down for a period of time or in full production (i.e., depreciation, insurance, taxes, selling and administration costs, utilities, and other costs)
Contribution Analysis Contribution analysis studies how the final selling price will contribute to fixed costs. Ideally, a product would cover all the fixed costs and contribute a new profit, but this does not always happen. Many products in a company’s business only cover their variable costs and part of the fixed costs. A company must decide if these products are worth continuing (i.e., whether the product is necessary to the product line). Fixed costs exist whether the product is produced or not. The question that must be answered: "Is it better to produce a product that pays for itself and part of the overhead, or do nothing (i.e., not produce it) and cover none of the overhead?” If a company has excess capacity, it would be better to keep the products that are covering only part of the costs. If capacity is full, selling a product with low or negative total contribution may not be advisable. If resources and sales are going to the low-contribution product instead of higher contribution products, a company is not maximiz- ing profitability. Salaries can be split according to hours spent on a product or some other reasonable basis. Rent and utilities can be split on the basis of volume allocation. Company advertising and general and administrative overhead cannot be allocated to specific products, so are non-traceable fixed costs. Determining which products should receive additional support becomes clearer after we calculate the percentage variable contribution margin.^5
PVCM = selling price-variable costs selling price
PVCM shows which products contribute the greatest amount to overhead and profit for each additional dollar spent to increase sales.
Setting Prices
Two tools that are important for setting prices are:
- break-even analysis
- cost-volume relationships Break-even Analysis Break-even analysis can be used as a tool for initially setting a product’s price or for calculating the effects of a price change. It helps the owner/- manager understand that for certain prices, different levels of production are required to break even (i.e., covering all variable and fixed costs). The break-even point is where total revenue equals total cost. Below break- even, losses are incurred. Above break- even, profits are realized. “Sunk” costs, such as research and development, should be ignored. Use equipment depreciation, rather than deducting full equipment costs. Cost-Volume-Profit Relationships Economies of scale measure the impact of changes in volume on fixed costs. In many cases, a company’s ability to increase the volume of output allows them to decrease the per unit cost. The experience curve effect is where variable costs decline as volume increases. This can cause better results from increasing the volume of products.
The following table shows an example of a break-even analysis for five different prices of one product.
Unit Selling Price $21.95 $23.95 $25.95 $27.95 $29. Unit Variable Cost $ 7.95 $ 7.95 $ 7.95 $ 7.95 $ 7. Unit Contribution(A) $14.00 $16.00 $18.00 $20.00 $22. Estimated Sales 27,500 27,500 25,000 20,000 18, Revenue $603,625 $646,650 $648,750 $559,000 $539, Fixed Costs(B) $400,000 $400,000 $400,000 $400,000 $400, Variable Costs $218,625 $214,650 $198,750 $159,000 $143, Profit (loss) ($15,000) $ 32,000 $ 50,000 $ 0 ($4,000)
Break-even (units)(C) $28,571 $ 25,000 $ 22,222 $ 20,000 $ 18,
Table 1: Break-Even Analysis
Experience curves may be due to:^6
- more efficient production processes
- higher discounts due to greater volumes of purchases
- workers becoming more efficient
Calculating Mark-Ups
When setting prices, companies must take into account their own costs as well as the various mark-ups required as a product moves toward the consumer. In the food business, mark- ups are usually calculated from the
retail price working back, rather than from the cost working up. As a rule of thumb, retailers’ margins average around 30% with distributors’ margins being as high as 30%, depending on what services are being provided. The approach is similar when dealing with food service distributors such as Associated Food Distributors, but with allowances made for volume rebates. Volume rebate schedules are stepped with higher volumes, which means a higher percentage volume rebate is payable by the processor. The
processor must build in anticipated costs, which will be invoiced to the company at year-end for the rebate, based on the processor’s total sales to the food service distributors. The processor should not jump into a volume rebate schedule without first calculating the impact of the increased volumes in the form of lower per-unit costs. Many processors offer a volume rebate schedule that reduces profit ability because the volume rebate is greater than the cost savings of the increased output.
Product 1 2000 Units 4000 Units Unit Variable Cost $40 $ Total Variable Cost 80,000 160, Total Traceable Fixed Costs 240,000 240, Total Direct Cost 320,000 400, Divided by Volume 2000 4000 Average Unit Cost $160/unit $100/unit
Increases in volume have the greatest impact on products with high PVCM because most of the costs are fixed for these products.
Break-Even ═ Total Fixed Costs (B) Point (C) Unit Contribution (A)
Other features of the marketing program to consider when setting prices:
- A minimum delivery size is set to capitalize on freight. Minimum Order Size for freight prepaid shipments is 2300 pounds or more. An industry standard for minimum order size is 30% contribution..
- New Store opening. In the case of a new store or a change of ownership, 15% off invoice for a period of seven days, with a case allotment of 15 cases per checkout.
- “Deal prices.” It is important to recognize that “deal” periods are set by retailers in December, so the processor has to have the year’s promotion program agreed to by the store prior to December 31 for the following 12 months. Most processors have some type of maximum order volume to avoid the wholesaler/retailer stocking up on the product while “on deal.”
- Floor stock protection is a contentious area whereby the store asks that any downward adjustment in price apply to the whole- saler’s/retailer’s inventory of a product. Most processors do not offer floor stock protection in the belief that it is up to the store to control its inventory. 5.Some businesses charge prices according to “rules of thumb,” such as price is twice labor plus materials, or price is materials and labor plus 20% for fixed costs and 25% for profit. These methods for setting prices are not recommended, as calculating actual costs is the only sure means of ensuring that prices cover costs.
References
- Beckman, M. Dale, David L.Kurtz, and Louis E. Boone. Foundations of Marketing. Fifth Canadian Edition. Dryden Canada. Toronto, On. 1992. p. 480)
- Alberta Agriculture. Marketing Food In Alberta : An Access Directory. p. 43.
- An Industry Guide to Couponing Practices. FCPMC and CCGD. January, 1991. p. 5.
- “Pricing-Think Value Not Cost”, The Best Readings from Business - Marketing—Views from the Trenches, PWS–Kent Publishing Company: Boston, MA. p. 225.
- Guiltinan, Joseph and Gordon Paul. Marketing Management, - Strategies and Programs , Fourth Edition. McGraw–Hill; Toronto, Ontario. p. 226.
Table 2: Cost-Volume Relationships
and transportation investments.
Brokers
Brokers act only as representatives for their clients. Brokers’ incomes are from fees and commissions and are payments for their knowledge of market outlets and contacts. Brokers do not assume physical control of the products. They follow directions of each principal and have less discre- tionary power in price negotiation.
Commission people
Commission people usually control the physical handling of the product, moving it from one location to another. They arrange for the terms of sale and collect money from the buyer for the sale of the products. They deduct predetermined fees and send the balance to the processor.
Speculative middlemen
Speculative middlemen take title to the products. They buy products based on their knowledge of the possibility of selling at a higher price. Their goal is to make a profit from price differences in various locations.
Retailers
Retailers buy from many processors and wholesalers to develop a product mix that will attract consumers to their stores. They rely on consistent quality and availability of products. They buy and sell for their own gain. Managers need to decide what kind of a market territory they want to serve and how they can use any or all of the participants in the marketing process. Their selection will depend on different population concentrations, income levels, number of competitive products and number of market outlets. All these should be used to develop the type of market organization that will best serve consumers and sell the product. If these data are too difficult to personally collect, they can be purchased from various marketing consultants and middlemen.
Pitfalls to Avoid When
Devising a Marketing Plan Care must be taken when devising a marketing plan. The buying public, unfortunately, is very choosy, and
producers need to understand the pitfalls of producing too few or too many products.
Surplus
Too many products at a given price in a certain market location are called surplus and will lower income potential. Consumers may consider buying the surplus at a lower “sale” price. This is a signal to producers to send fewer products to that location.
Shortage
There is a shortage when consumers want to purchase more products than are available at specific locations. When this happens, consumers who want the products are usually willing to pay higher prices to get them. This will result in local retail managers offering higher prices to wholesalers to get additional volume. When these additional prices are offered to pro- cessors, it is a signal to move more products to that location. This infor- mation is valuable. Information from all locations should be combined to decide whether or not to expand production.
Organizing to Sell New Products When selling new products, managers are faced with problem areas that are unique for each product. Products have to be delivered to locations where consumers will be able to buy them. For some products this is complicated, but for others the marketing process is fairly straight- forward. In any case, managers should gather the kind of information needed to fully understand and be able to choose the most profitable alternative. To start this process, managers must have enough information in all of the following problem areas.
Consumers— Convincing Them to Buy
Identify consumers
Who will most likely buy the product, how often will they buy it, what price they are willing to pay, and where will they be buying it? Consumers have specific wants and needs. Their incomes vary from high to middle or low. They are given choices
of thousands of products, from luxury items to basic necessities. They have many different traditions and tastes, ranging from ethnic to generic products. Consumers affect production decisions every day. Consumers are the final buyers and users of products. The intent of any business is to make and sell a product. The manager must do the following.
- Make it in the form that consumers want.
- Make it when consumers want it.
- Sell it in places where consumers want it.
- Sell it at prices consumers are willing to pay. Managers have to get market information in order to make the following day-to-day decisions.
- What quantity of a product are consumers willing to purchase?
- Who is making those products, and who is competing for those consumers?
- What prices are consumers willing to pay?
- What is the speed with which products and information travel through the channels of distribution?
- How long does it take for a price increase to reach the producer?
- Based on this information, should production be increased or decreased?
Food Ingredients— Availability and Seasonality Ingredients are one of the more important factors in maintaining a consistent quality, especially in food products. The producer must know where to locate ingredients at different times of the year, especially if they are seasonal. Proper storage and handling should be considered, as well as transportation and packaging. Costs of ingredients that change frequently can create problems when estimating production costs. This may require contracting for future delivery (discussed later). Seasonality of some produce will require purchases in different locations during the year. Pro- ducts that require special handling, such as fresh meat or vegetables, present a
different set of problems and cost factors. Also, shelf life of ingredients needs to be considered. One very important thing should be noted: The only way to maintain consistent-quality products is to buy consistent-quality ingredients. This cannot be emphasized enough. People might be willing to buy the product once, and if it is of good quality, they will continue to buy it. However, if they notice a difference in quality each time they purchase it, they will cease to buy the product, and it will be almost impossible to get them to buy the product again.
Alternative Retail Outlets There are many ways to distribute products once they have been produced. These marketing channels need to be set up before production, not after. These include large chain stores, mail- order sales, neighborhood stores, roadside stands, and door-to-door sales. Alternative retail outlets can help producers reach a specific consumer group with income levels suitable to the product, ethnic preferences that match the products, and lifestyles that are served by the products. Different retail outlets that will be able to sell products should be considered.
Large chain stores
These stores can provide an opportunity for a larger number of consumers than a local store. They offer thousands of choices of different products from which consumers must decide to spend their money. Large chain stores usually require large quantities of a product delivered at specific times to specific places at predetermined prices. Getting shelf space can require substantial fees.
Neighborhood stores
These stores often work with local producers if the managers feel the products will be accepted by their clientele. Each store has developed a clientele unique to that store, and new products have to be a part of that image.
Specialty stores
Specialty stores are often single-line stores or discount houses that, like
neighborhood stores, have a unique clientele. Again, the products must match the clientele and image of the specialty store.
Roadside stands
A roadside stand may be an alternative for fresh products or other seasonal products, such as jams, jellies or pickles. These are open for part of the year at a time when consumers are willing to drive to a specific stand to buy them.
Mail-order sales
When using mail-order outlets, sales volume can be controlled by the number and type of catalogs sent. When using mail-order catalogs, it is im- portant to know the number distributed and the characteristics of the readers. If, for example, 400,000 people receive the catalog, and 1 percent of them order the product, that means there will be 4, orders. If 5 percent of them order the product, there will be 20,000 orders. Producers need to understand and be prepared for the potential volume of mail orders. Conversely, there could be very few sales, and there could be products left over.
Government contracts
Government contracts cover such outlets as prisons, military bases and government cafeterias. Contracts with various government purchasing agencies can provide sales opportunities as long as government specifications are met. When formulating distribution plans, be sure to inquire about terms of sales. Some large discount chains and government procurers do not pay within 30 days. In fact, sometimes payment is not received for at least 60 days. Marketers must take this into consideration when planning cash flow statements and making marketing plans.
Test Marketing Regardless of the outlet chosen, test marketing a product in potential sales areas is essential. This is especially true if the product is new or different from what is already on the market. Producers must work with retail managers to decide how much advertising and promotion will be
required to convince consumers to buy their products. A good way to begin test marketing is to take samples to store managers and convince them the products will sell and make them money. Samples should be ready for consumers to test. Selling them at reduced prices or giving them away is a good way to entice consumers to try new products. It is important to seek immediate feedback about what consumers think of the products and any suggestions they may have for improvement. When doing test marketing, it is important to determine how the products are competing with other brands. Count the number of competing brands in the stores. Buy some and compare them. Do not forget that location within any store is very important. Certain locations have “higher traffic” than others. This means more consumers will see products in those areas and will be more likely to buy. The highest exposure for new products in stores is at the ends of the aisles or at the checkout counter. There is a preferred height on store shelves where people can see your product without looking up or down.
Advertising Advertising is controlled communication about a product. Through symbols and language, it tells what a product or service can do for the consumer. Advertising, when properly understood, is a powerful tool for management. It can be most effective with products that can be differentiated from similar products based on consumer-accepted quality differences. Consumer information is gathered by giving small samples to consumers in stores or retail businesses. This information can give a direct consumer response to a new product for that location. Regardless of the quality of a product’s advertising, it is important to remember a product has to compete on its own. Brand preference cannot be established if the product fails to meet consumer expectations. A well developed overall advertising program
pace without lowering quality. They can be shipped further to reach different consumer areas. Regardless of the type of storage and transportation required for a product, it is imperative to maintain the same quality from the time the product leaves the processor until it reaches the consumer. Plans must be made to store ingredients for processing and finished products until shipment. This is especially critical if you can buy large quantities of ingredients at lower prices.
Contracts Contracts are legal obligations made between two or more business people for the sale and purchase of products. Major points in a contract spell out price of the product, quality requirements, amount to be delivered, specific location and time of delivery. This ensures that buyers know when to expect the product and sellers know when and how much of the product has to be delivered at a specific time and place. Care should be taken when finalizing a sales contract that production can provide the product as specified in the contract. The risks of change in price and volume are eliminated until the next contract is negotiated. Whether completing a contract with buyers of products or sellers of inputs needed for processing, sound legal advice should be obtained to make these transactions simple to understand and clarify legal obligations of all parties.
Consumer Feedback Consumer feedback involves having people try the product and then asking them their opinions of it. A first step would be to ask friends and neighbors for help, and to establish options for testing the new product. It is vitally important to continue to seek consumer feedback as the product continues to sell. This process should be included in a marketing plan. Ask consumers the following questions.
- How do they view the product and company?
- Do they like the product?
- Will they buy it again?
- How soon?
Information should be gathered continuously in each location about sales volume and changes in competitors, life cycles of the product, new products, service to vendors, and competitors. Remember that general information will provide general results, and detailed information will allow for more detailed analysis and more accurate results. Each manager has to decide what type of information is needed and how much to collect to maximize usefulness. The more producers know about customers, the better chance they have of satisfying them.
Summary Creating a marketing plan takes a lot of hard work. The benefits of doing this work before you start to market your product, however, are immeasurable. This groundwork will make it much easier to borrow the necessary capital to start a business. Because lenders are interested in accurate information about a potential investment, a well-done marketing plan demonstrates the management level for a company. If there is no plan, lenders will not look favorably on lending capital to someone who has no alternatives in mind for the future if changes occur. A well-developed marketing plan demonstrating knowledge of production, how much capital will be required, cost of production, specific market location and an understanding of consumer purchasing activities will be beneficial in creating a profit- able operation. The most difficult part of developing a marketing plan is estimating total marketing costs. Each marketing organization uses labor, management, land and capital resources in varying degrees of concentration. Each expenditure item should be included in a cost analysis. If any expenditure is not included in an analysis, it will be paid out of a private account, which could mislead the decision-maker concerning total costs. Various marketing functions will have different costs, depending on how much of each is needed to move products from the place of production
to consumers. Each entrepreneur has to evaluate information using estimates of cost and the pricing system to decide to continue operation. When a firm is in operation for a longer period of time, these estimates can be based on actual expenditures, which are more accurate. Total marketing costs per unit have to be paid by the consumer. The marketing system also has to be profitable for every marketing function and every stage along the system. Understanding the cost of each marketing function is necessary for every phase and has to be paid if all of the functions are to be continued. Consumers make final decisions about any product based on quality, price, disposable income, quantity and price of substitute products. By doing the research necessary to create a thorough marketing plan, a producer can more clearly understand the needs and demands of the consumer, can identify the best potential markets, and can find the most effective and efficient means to get products to those markets. It is important to remember that a marketing plan is only as good as the information it contains. If correct data are used, the marketing plan will be accurate. It is important to have a contingency fund available. This will provide a reserve in case any of the other estimates are incorrect. It will be impossible to accurately figure every item in the marketing plan, so this contingency fund provides extra cash in the start-up phase of your business. Of course, any money not needed in the contingency fund can be used for other purposes once the company is up and running. By following these guidelines, producers will be well on their way to success!
References Maynard, H.B. Handbook of Business Administration, McGraw-Hill Book Company, New York, 1970. Erickson, Donald, Economic Analysis of a New Business—Doing it Right, MF-2184, K-State Research and Extension, Kansas State University, Manhattan, KS 66506, April 1996.
