Marketing Communication Plan: Mobile Native APP

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Table of Contents

Integration and Innovation
Budget
Reference List

Integration and Innovation

Advertisement and social media

Advertisements are very manipulative and use tactics that directly and involuntarily appeal to the mind of the target person. Despite ignorance of the same and disbelief in their effects, advertisements remain complex and significant in choice of products owned by an individual. Usually, advertisements appeal to memory or emotional response (Birdsall & Johnston 2010).

As a result, it creates an intrinsic motivation response that triggers the mind to activate affiliation, self acceptance, and feign community feeling (Cone 2011; Kirby & Marsden 2006). In the end, advertisements succeed in appealing to emotions through capitalization on biases and prejudices of people.

Therefore, response to an advertisement will emaciate from bandwagon technique which heaps pressure on the mind to follow the perceive crowd (Dennis, Fenech, & Merrilees 2004; Kennedy & Ehrenberg 2001).

Reflectively, the success of the Native APP promotion messages will be deeply entrenched in the principle of keeping reliable and professional reputation in exchanging ideas and convincing customers.

Therefore, through timely appeal to emotions and self prejudice, the Native APP will be packaged to appeal to the ‘perceived goodness’ and need to identify with ‘the ideal’ in the application functionality and deployment within different television, social, and print media advertisements (Farris, Bendle, Pfeifer, & Rebstein 2010).

These aspects will be clearly painted as perfect in the various advertisements about the application through use of bright and powerful communication themes such as universal compatibility with the programming languages such as NET, JavaScript, Client Object Model, and HTML among others.

The advertisement message will also capture the concept of supports to provider, remote, and on-premise hosted apps. In order to make this strategy successful, the advertisement message will be modelled on the platform of consistency and direct appeal to the target market (Harris & Dennis 2007; Koufaris 2002).

The advertisement message will be presented in two channels, that is, below-the-line and above-the-line. Under the below-the-line approach, the product will be marketed directly through the print and visual press besides the numerous local radio channels around the region of Pebble Beach and beyond.

On the other hand, the above-the-line approach, the advertising message will be presented via the social media to appeal to the customer segment consisting of the young technological gauchos and digerati (Parente 2006; Roberts 2005). The use of social media to advertise the Native APP was informed by the need to;

Attract

The main objective of this digital marketing plan is to attract the younger customers market through the Native APP website and a twitter fun page and sell the application to customers. The objective aims at packaging the Native APP as a favourite of the younger customers who frequent social media and actually share a common technological culture.

Apparently, this segment forms the largest bracket of those who will use the Native APP. The use of social media to attract this market segment is achievable since the target market frequents social media as a site for interaction and purchase of different applications (Noreen, Brewer, Peter, & Garrison 2010; Scoble & Israel 2006).

Customer retention and loyalty building

Properly modified Native APP website and the twitter fun page will reassure the customers on quality of the application and its compatibility with computers around the region of Pebble Beach.

Through massive recruitment of Native APP funs in the twitter page, the company will not only benefit from an increased traffic of online compliments, but also record high rates of customer loyalty as most customers are influenced by reactions from other clients.

Customer retention strategy is meant to position the company as a market leader in terms of customer satisfaction tracking and response. This will be achieved through optimisation of the Native APP website’s search engine and improving on the visibility of its twitter fun page (Stokes 2011; Cone 2011; Kirby & Marsden 2006).

Promotion and points of sale

Since the Native APP is based on B2B model, the company’s promotion and advertising activities will include usage of all marketing tools of B2B Marketing Mix in order to promote the application.

With its decided joint partner(s), the company will recruit a marketing company that will have the responsibility of marketing the application across the Pebble Beach. This strategy is likely to be successful since the contracted company will have better knowledge of the industry, requirements, and approach to minimize conflict as a result of different perceptions (West, Ford, & Ibrahim 2010).

Integrating mobile with offline marketing

The selling points of the Native APP are that it can be integrated into an offline mobile application. This means that customers will be in a position to use the application in their phones wherever they are without having to worry about the networking environment. Therefore, persons who will purchase this application will be in a position to constantly connect with their customers and target market.

In order to successfully integrate mobile with offline marketing, the marketers will use print media, broadcast media, and offline display since these advertisement media are easily accessible by the targeted customers (Williams 2007; Dennis, Fenech, & Merrilees 2004; Kennedy & Ehrenberg 2001).

Integrating mobile with online marketing

The Native APP will be promoted via its own website. The visibility of the application will be achieved through a search engine optimisation strategy. Search engine optimisation for the Native APP website will be achieved through installing plugins that possess extra features like page navigation, thumbnail and customized page numbers.

Specifically, this proposed system in Google will consist of a multi tab page that will serve different areas and content to online customers. It will help the company to reach their customers by skipping or by-passing the traditional gatekeepers, such as written magazines publishers, and placing the application online so that customers can get it directly (Winchester 2006).

Budget

Cash Flow Projections

Cash flow projections are critical in estimating the net present value of the business against future projections (Noreen, Brewer, Peter, & Garrison 2010; Scoble & Israel 2006).

This is indicated in the table below.

Total revenue (P * Q) = total cost [Variable (C *Q) + fixed cost]

Price per unit of the application (P) = £110

Units produced (Q) = to be estimated

Total fixed cost = £34,000 (as shown in the table below)

Item	Annual costs (£)
Fixed costs
Salaries and wages	21,000
Advertising	10,000
Administration	3,000
Total fixed costs	34,000

Financial Projections

Before deducting expenses

Mobile Native APP. Balance sheet statement. As at 31 December 2015

	Amount (£)
Current assets	26,000
Long term assets	23,000
Total assets	49,000
Total current liabilities	18,000

Additional paid up capital	16,000
Retained earnings	11,000
Total stockholders’ equity	10,000
Total liabilities and stockholders’ equity	91,000

Mobile Native APP. Income statement. As at 31 December 2015

	Amount (£)
Net sales	13,717
Cost of sales	9,083
Gross profit	4,634
Net profit	4,634

After deducting expenses

Mobile Native APP. Balance sheet statement. As at 31 December 2015

	Amount (£)
Current assets	25,416
Long term assets	10,000
Total assets	35,416
Total current liabilities	10,000
Ordinary common stock	1,000
Additional paid up capital	10,000
Retained earnings	15,000
Total stockholders’ equity	13,416
Total liabilities and stockholders’ equity	40,416

Mobile Native APP. Income statement. As at 31 December 2015

	Amount (£)
Net sales	23,717
Cost of sales	9,083
Gross profit	14,634
Sales marketing	4,924
General administrative	8,464
Amortization	1,046
Other expenses	34
Total expenses	15,468
Income before taxes	19,166
Taxes	8,750
Net profit	11,416

Mobile Native APP. Statement of changes in equity. As at 31 December 2015

	Common stock	Additional paid in capital	Retained earnings	Other comprehensive income	Treasury stock	Total stockholder’s equity
Opening balance	1,000	16,000	15,000	0	0	31,000
Changes			2,416			2,416
Closing balance	1,000	16,000	17,416	0	0	30,416

Return on investment = Gains – Investment costs

Investment costs

Return on investment for the business

Return on investment for the business

Net Promoter Score

The promoters are assumed to be in the 9-10 (25%) score while the passives are assumed to be in the 7-8 (55%) score. The detractors are assumed to be in the 0-6 (20%) score. Thus, the Net Promoter Score will be +5.

Satisfaction score is estimated at 80%.

Recommendation score is estimated at 70%.

Social conversation score is estimated at 80%.

Reference List

Birdsall, C, & Johnston, N 2010, “Achieving brand-driven business success,” Design Management Review, vol. 19 no. 2, pp. 67-74.

Cone, S 2011, Steal these ideas: Marketing secrets that will make you a star, John Wiley & Sons, New York.

Dennis, C, Fenech, T, & Merrilees, B 2004, E-retailing, Routledge, New York.

Farris, P, Bendle, N, Pfeifer, P, & Rebstein, D 2010, Marketing metrics: The definitive guide to measuring marketing performance, FT Press, Alabama.

Harris, L, & Dennis, C 2007, Marketing the eBusiness, Routledge, New York.

Kennedy, R, & Ehrenberg, A 2001, “Competing retailers generally have the same sorts of shoppers.” Journal of Marketing Communications, vol. 7 no. 2, pp. 19-26.

Kirby, J, & Marsden, P 2006, Connecting marketing: The viral, buzz and word of mouth revolution, Butterworth Heinemann, London.

Koufaris, M 2002, “Applying the technology acceptance model and flow theory to Online consumer behavior.” Information System Research, vol. 13 no. 2, pp. 205-223.

Noreen, E, Brewer, P. Peter, B, & Garrison, R 2010, Management accounting for managers, McGraw-Hill, London.

Parente, D 2006, Advertising campaign strategy: A Guide to Marketing Communication Plans, Ohio, Thomson South-Western.

Roberts, J 2005, “Defensive marketing: How a strong incumbent can protect its position.” Harvard Business Review, vol. 83 no. 11, pp.150-210

Scoble, R, & Israel, S 2006, Naked conversations: How blogs are changing the way that businesses talk with customers, John Wiley, New York.

Stokes, R 2011, eMarketing: The essential guide to digital marketing, Quirk eMarketing (Pty) Ltd, London.

West, D, Ford, J, & Ibrahim, E 2010, Strategic marketing, Oxford University Press, Oxford.

Williams, C 2007, Re-thinking the future of work: directions and visions, Palgrave, New York.

Winchester, M 2006, “Positive and negative brand beliefs and brand defection/uptake.” European Journal of Marketing, vol. 42 no. 6, pp. 553-570.

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