Black and Decker
Marketing Plan for 2014/2015
To: Joseph Galli Jr.
VP of Sales and Marketing of Power Tools for Black and Decker
The Marketeers
David Ly - 300465235
Kevin Wong - 302132225
Henry Lu - 302127935
Patrick Chavarria - 302180143
Tracey Liang - 302284312
Mkt 304 - 01
Professor: Dr. Freddy Lee
Executive Summary
Joseph Galli Jr, the Vice President of Sales and Marketing of Power Tools for Black and Decker has been put in charge to develop a marketing plan for the company’s next business cycle. This plan addresses the problems that presented itself in the previous years; more specifically, the company’s struggles in gaining and maintaining market share in their Tradesmen segment. After market analysis, evaluations and given company options, we have come to propose the following conclusion: For the next cycle, Black and Decker should discontinue their name in the Tradesmen segment and ride on one of their more successful brands as an alternative—namely DeWalt.
The marketing mix outlined in this report targets the needs of tradesmen who make a living using Black and Decker’s many products. Some of these needs include perception, quality, convenience and affordability. Based on these needs and the consumer, we have decided to continue Black and Decker’s wide range of product availability, however, DeWalt products will utilize the yellow color scheme to promote itself as a fresh brand and differentiate itself from other Black and Decker products. On a side note, Black and Decker will continue to endorse the DeWalt products via servicing and warranty to give their customers and distributors alike a peace of mind along with a boost in credibility. Under this marketing strategy Black and Decker will also en...
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...op their company brand name and logo. However, to keep the credibility of the new product, some sort of endorsement logo along the lines of “Backed by B&D service and warranty” will need to take its place. Next, B&D will need to change the color of these products to yellow as it will serve as fresh new image in the market due to its association with “construction safety”. If all goes well, B&D should enter high volume markets such as Home Center and Two Step with pricing 5-10% higher than their normal price to match their competitors.
Make note that this plan is not set in stone as Black & Decker may adopt this strategy anytime—but preferably before a new cycle begins.
Please refer to Appendix D for a more visual view of the plan.
Appendix A: Situation Analysis
Appendix B: Consumer Analysis
Appendix C: Alternatives
Appendix D: Timeline
Stirling Bridge had been a thriving power tool business for over 100 years. The company had sold and distributed power tools and equipment all over the U.S., Europe, and third world countries. Recently one of Stirling Bridge’s top selling products, the Braveheart power tool line, came under attack when consumer agencies conducted research and found many consumers who purchased the power tools were experiencing significant harm and personal injury after use. Stirling Bridge (STIRLING BRIDGE) had identified potential safety concerns with their power tools and hired an independent research company to investigate why consumers were being injured using their power tools, well before the company came under the attack of public agencies.
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