SWOT Analysis: Strength:
1. The partners are interested in marketing planning and strategy and committed a solid association to start a new business.
2. The four partners have performed a strong partnership to start a small business.
3. They choose good measure of analysis as a product because there is no competition.
4. They advertise the product and also do sales at FAU events.
Weakness:
1. They did not mention the guidelines on how the product will perform at FAU.
2. Because they did not provide the guidelines the answered a number of questions.
3. For advertising they did not designed a specific marketing plan.
4. The capital available is $8,000 but the students were asking at least $8,000 profit which could not be possible.
Opportunities: …show more content…
76.9% of students as per survey showed interest to buy the calendar. That showed a possible vast market for 16,700 calendars.
4. After the survey they came to know that around 198 students were willing to change to their calendar.
5. Sales figures from other university showed realistic expected revenue per student to be from $1.42 to $1.94.
6. The FAU book store was ready to buy in bulk. So $9,000 revenues would increase the capital amount $8000.
Threats:
1. In Future Competitors may come to sell the calendars.
2. The book store of FAU could gain the pricing power if marketing majors go with the book store.
3. It is not clear if FAU was going to claim royalty on athlete’s pictures. This would increase the cost if FAU go for claiming the royalties.
4. How FAU sports team performed in the games and how those sportsmen behaved in the public could impact calendar sales unexpectedly.
Segmentation:
Research tells that about 76.9% of students are interested in buying calendar. If concluded to 22,000 students the number of students buying the calendar would be increased to 16,720 students. But calendar sales from other universities around 20% to 29% will be willing to buy the calendar. That gives us a count of 4,400 to 6,380 …show more content…
We get count of 3,300 to 4,350 calendars on applying the same percentages that of other universities. The 18.97% of survey tells us the respondents were from Davis campus and sales could also be generated from there.
Marketing Mix:
a. Product
The calendar size will be 12 * 12 and light weight paper stock will be used for further calendar. The calendar will be based on school year and will include important university dates. The survey tells that 31.24% of students want all female calendar and 42.69% want all male calendar. So there is not a large portion of preferences in particular, so 40% of female athletes and 60% male athletes. This combination also attract to remaining 26.09% of respondents. Some pictures male or female need to be corresponding with the time when a particular sport is played.
b. Pricing The survey says the other universities around 27% of students bought the calendar when the price is $7 or $5 and also the survey we tells if the calendar is priced at $8, then the percentage of respondents buying the calendar is
1. The partners are interested in marketing planning and strategy and committed a solid association to start a new business.
2. The four partners have performed a strong partnership to start a small business.
3. They choose good measure of analysis as a product because there is no competition.
4. They advertise the product and also do sales at FAU events.
Weakness:
1. They did not mention the guidelines on how the product will perform at FAU.
2. Because they did not provide the guidelines the answered a number of questions.
3. For advertising they did not designed a specific marketing plan.
4. The capital available is $8,000 but the students were asking at least $8,000 profit which could not be possible.
Opportunities: …show more content…
76.9% of students as per survey showed interest to buy the calendar. That showed a possible vast market for 16,700 calendars.
4. After the survey they came to know that around 198 students were willing to change to their calendar.
5. Sales figures from other university showed realistic expected revenue per student to be from $1.42 to $1.94.
6. The FAU book store was ready to buy in bulk. So $9,000 revenues would increase the capital amount $8000.
Threats:
1. In Future Competitors may come to sell the calendars.
2. The book store of FAU could gain the pricing power if marketing majors go with the book store.
3. It is not clear if FAU was going to claim royalty on athlete’s pictures. This would increase the cost if FAU go for claiming the royalties.
4. How FAU sports team performed in the games and how those sportsmen behaved in the public could impact calendar sales unexpectedly.
Segmentation:
Research tells that about 76.9% of students are interested in buying calendar. If concluded to 22,000 students the number of students buying the calendar would be increased to 16,720 students. But calendar sales from other universities around 20% to 29% will be willing to buy the calendar. That gives us a count of 4,400 to 6,380 …show more content…
We get count of 3,300 to 4,350 calendars on applying the same percentages that of other universities. The 18.97% of survey tells us the respondents were from Davis campus and sales could also be generated from there.
Marketing Mix:
a. Product
The calendar size will be 12 * 12 and light weight paper stock will be used for further calendar. The calendar will be based on school year and will include important university dates. The survey tells that 31.24% of students want all female calendar and 42.69% want all male calendar. So there is not a large portion of preferences in particular, so 40% of female athletes and 60% male athletes. This combination also attract to remaining 26.09% of respondents. Some pictures male or female need to be corresponding with the time when a particular sport is played.
b. Pricing The survey says the other universities around 27% of students bought the calendar when the price is $7 or $5 and also the survey we tells if the calendar is priced at $8, then the percentage of respondents buying the calendar is