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As of Feb 2010 by: maria vasquez

Blackbird Circus Marketing Plan 2010. As of Feb 2010 by: maria vasquez. SWOT analysis – graphic design. Substitutes - High. - In-house versus use of graphic design firms Competitors compete on bidding, timely delivery of products

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As of Feb 2010 by: maria vasquez

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  1. Blackbird Circus Marketing Plan 2010 As of Feb 2010 by: mariavasquez

  2. SWOT analysis – graphic design Substitutes - High • - In-house versus use of graphic design firms • Competitors compete on bidding, timely delivery of products • + colour drop/blackbird circus branding differentiation Barriers to Entry -Low • Little to no costs for graphic designers • + Dedicated graphic design team with client base blackbird circus The market is easy to enter Buyers have lots of choices and are not brand loyal Buyer Power -High • High availability of substitute services • Services viewed as contracts/bidding • + Current clients (buyers) indicate satisfaction with quality of service and relationship with designers Competition-High • Many independent, local graphic designers • Few national firms • + Proximity to courts High number of substitutes Highly fragmented competition The graphic design industry is intensely competitive with high buyer (client) power with many substitutes available and low barriers to entry. Blackbird Circus must focus on specializing services with a specific niche.

  3. potential challenges Challenge Opportunity Implications • Large number of local freelancers and graphic design companies • Law of economics: Large supply  lowered demand & pricing • Create exposure opportunities for BBC – press releases, networking events • Build niche/specialty • Because of cluttered market for graphic designers, must stay focused on niche market (small businesses, entrepreneurs) • More difficult to gain new clients  importance of upselling • May limit BBC to a particular niche, which is not a bad thing given the industry. • Design is abstract and esoteric. For many designers, they target their portfolio to more experienced clients who understand what they like/don’t like. • It is difficult to articulate what and why a client may like something or not. • Inform and guide clients on the designer’s style and experience. • This gives clients more power/understanding. Given the challenging and limiting industry structure, Blackbird Circus should focus its energies efficiently and effectively on upselling to current customers and guiding them on design.

  4. key drivers NETWORKING To Directly Connect with Potential Clients • Personal, one-on-one relationships and referrals drive sales and volume. • Clients in general are not that in tune with design aesthetics to sift through many graphic designers. Therefore, word-of-mouth marketing is crucial to building up a client database. • Portfolio and experience determine a client’s initial connection to the designer’s aesthetic. • Given the general client’s view of design as esoteric, communication is key. PORTFOLIO Determines Aesthetic Like/Dislike PRICE Contributes to Consideration of Service - Price may be a significant driver for small businesses and entrepreneurs who may shop/price check. - If services priced on par with other competitors, other factors such as client list (to determine experience) and personal relationships may come into play. Networking and design portfolio, and to a lesser extent, price, drive sales and determine awareness and purchase.

  5. marketing strategy Follow a niche*, relationship marketing strategy to attract potential clients through predominantly online communications. There are many competitors (freelancers) that promote themselves as general designers – they can do anything and everything, which dilutes their marketing and sales efforts. To really break free from the pack, Blackbird Circus needs to focus on a core customer or specialty. • Niche: core focus on small businesses and entrepreneurs BBC’s marketing strategy addresses client perceptions: • Differentiate from competitors through building awareness and informing of BBC’s focused services. • Focused marketing tactics creates depth to target segments. • Potential clients need a reason for seeking BBC’s services. • Create implied leadership in niche throughcommunication efforts. • Efforts on communication of core services and parallel interests (local SF cultural events, designers’ hobbies & interests, music, etc) fosters emotional connection with potential clients.

  6. marketing tactics Website/Portfolio Direct Mail to Current Clients BBC Marketing Blog Print/Newsletter Advertising Press Releases Email Advertising High Reach Lower Targeted Reach

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