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Integrated Marketing Communication Plan
The objective of this work is to develop an Integrated Marketing Communication Plan. This work will choose a product or service in common usage and conduct an examination of the product or service to see if the company is online and if it is doing any online advertising the existing integrated marketing plan presently in use will be discussed. This work will describe the promotion mix and examine whether it appears to more mass selling or personal selling. This work will answer as to what target markets are the target audiences of the promotion mix and how the company positions its product or service. This work will provide an analysis of the company's IMC effort and answer as to whether anything could be done to improve the IMC from the view of the company's marketing manager. For the purpose of the present study, the company chosen will be that of the John Deere Company.
It is reported that the financial position and marketing strategies of John Deere are strong and that "key opportunities exist to accelerate future growth on both immediate and long0term horizons through investment in new projects that will create incremental value for the organization." (Dolan, et al., 2009) It is reported that John Deere is a brand that represents "quality, innovation, integrity and commitment…" and as well is in possession of "a high level of brand loyalty." (Dolan, et al., 2009)
In the area of target market segmentation stated is "the riding lawn mower product category provides valuable insight into John Deere's approach to market segmentation." (Dolan, et al., 2009) It is reported that an evaluation reveals that the Agriculture and Turf Division targets three primary consumer segments including:
(1) Commercial Farmers;
(2) landscaping professionals and (3) do-it-yourselfers (DIY).
II. Segmentation and Positioning
This decision on segmentation is such that has enabled John Deer to build a product portfolio that "expands quality and functionality based on end user demands." (Dolan, et al., 2009) John Deere is stated to have a positioning statement that is famous and specifically "nothing runs like a Deere" which is stated to communicate "both differentiation from the competition and meaningfulness within the target segment." (Dolan, et al., 2009) This statement is reported to effectively reinforce "the key quality attributes inherent in John Deere's reputation and positions the brand as a source of value for the consumer." (Dolan, et al., 2009)
III. Use of Technology
John Deere is reported to have launched a website to preview new equipment. It is reported that the website is "innovative and interactive" and provides growers with "an early preview of the new John Deer 7R Tractor" as well as combines and other new 2011 equipment. The website is inclusive of "regularly updated webisodes depicting features of the new equipment" with the first webisode introducing the Guetterman farm family of eastern Kansas and the4 new features they look for I a new row-crop tractor." (John Deere, 2011)
One marketing strategy used by John Deere is through instilling their brand names with children in the form of toys, which are on the shelves at Wal-Mart along with other name brands including Match Box and Hot Wheels.
Yet another method of marketing being used is "one Brand Name signing up with another brand name" (Logo Design, 2011) which furthers both of the products. This method is yet to be understood by academics at the top American business schools" and it is reported, "the doers are doing it and the academia is talking about something they do not even understand." (Logo Design, 2011) Frazier (2005) writes that one might call John Deere's strategy in recent years "an aggressive global strategy aimed at markets as far-reaching as China and Brazil and the decision to go into mass channels, including Home Depot in 2003 and Lowes in 2004…the equivalent of a country-music crossover sing." The roots of John Deere are in the American farm but Frazier reports the fact that the "wealthy baby boomers living in the exurbs are the next generation of Deere loyalists." (2005) Frazier reports that the market of the future is the "large property owner with two to three acres to mow.
The John Deere company is presently promoting the 100 series tractor, which is a lawn mower designed "specifically for the Home Center channel. John Deere developed this product line to gain strategic distribution in the retail marketplace. Importantly, the 100 Series is not officially produced to John Deere specifications and is considered to be at the lower end of the product quality continuum. These tractors come with a two-year warranty and typically range between $1,500-$2,500 MSRP. This occupies a lower price point than the traditional assortment at John Deere Implement Dealers. This adjustment in quality helps John Deere achieve lower costs per unit, which translates into lower retail prices." (John Deere, 2011)
It is reported that John Deere uses two primary channels for distribution of products from the Agricultural and Turf division and specifically: (1) Home Center retailers and (2) Implement Dealers. (John Deere, 2011) It is reported that there are many differences between these segments and the channel strategy is such that makes a requirements of a 'delicate balance between product mix and pre- and post-sales service models." (John Deere, 2011) The customers are forced to visit the dealer for any repairs or other such issues as the Home Centers are not equipped to handle repairs stated to be a "significant opportunity for incremental revenue." (John Deere, 2011)
V. Case Study
Woollston (2006) reports that the John Deere company was facing a challenge on how they could integrate business activities across 63 countries, 6 product ranges and 8 support functions. It is stated that Deere & Co's EMEA region "encompasses the sophisticated farms of northern Germany and eastern England, the icy Siberian plateaus and the dry Saharan heat of Sudan. The region's product ranges embrace highly capital-intensive combine harvesters, sophisticated GPS automated tractors and products as simple as a mower. Its support functions extend from Advertising, through to Dealer Support and to John Deere's own Bank." (Woollston, 2006) Woollston states the business has been described as "an 'oil tanker' in terms of its scale and complexity. The challenge, therefore, could be characterized as moving the oil tanker 90 degrees from a product-based organization to a customer-focused organization." (Woollston, 2006)
The case study report relates that 63 countries were represented by eight branch-marketing managers with each product range and support function having its own head. A marketing strategy and accompanying plans would be developed by a group of 22 individuals who had to answer to the key issues including: (1) In what direction was the company heading? And (2) What were the emerging priorities for this wide-ranging group? (Woollston, 2006 All parties were interviewed and this information contributed to the development of the company' strategic vision, a competency-based strategy, a value-chain analysis, a set of value propositions for the short, medium and long terms, strategic marketing plans, overall product and country marketing plans, and individual and organization wide change plans. (Woollston, 2006) Results are stated to be such that can be categorized into three primary headings: (1) energy; (2) engagement; and (3) direction. (Woollston, 2006)
John Deere is reported to have been working in wind energy for nearly ten years. Rural economies are supported in the United States and worldwide through Deere's agriculture, forestry and construction and credit divisions.
Digital publishing is stated to be one of the primary strategies for marketing by the John Deere Company in 2010.Reasons that are stated for using the Web for advertising and marketing are those listed in the following chart labeled Figure 1.
Source: Munier (nd)
Technology is reported to be in use by the John Deere company in reaching customers inclusive of…[continue]
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