Appendix A



I. Executive Summary

G&G outdoors is a mid-level outdoor recreation retail chain. The company operates in the southeast United States and is looking to expand operations and increase market share. The company faces tough competition in well known brands with large market share and even larger budgets. The marketing plan for G&G outdoors will be focused on three main points; social media advertising, customer loyalty program implementation, and supply chain management through sales data collection. This plan will require training and employees buy in to ensure success. The plan will include training for current employees as well as new hires. Additional portions of the plan call for more community involvement and increasing sponsorship opportunities, increased visibility at trade shows and sporting events on the local, state, and even national level, and increase print media advertisement in the community and local area with a new . The overall success or failure of the plan will be calculated using the balanced scorecard approach and the data will be collected and analyzed over the first six quarters of the marketing plan. If the plan fails to meet expectations the company will rework or completely

II. Situation Analysis

A. The Internal Environment

• The current goals consist of building brand awareness and increasing customer traffic. As the company expands into new stores the company will need to broaden the scope of their marketing.

• The company has outgrown its previous marketing strategy and is in need of an overhaul. The company would like to explore social media options as well as other electronic marketing strategies.

• The stores are doing well despite tough economic issues. Many similar stores are struggling to maintain profitability.

• Overall performance has been in decline over the last few years. This is contributed in large part to the economic downshift. This is also derived from the companies lack of new marketing strategy.

• Firearm sales have skyrocketed in the last three months nearly doubling previous years sales.

Review of current marketing strategy and performance

The current marketing strategy consists of premium products offered at a competitive price. Because of geographic location of the stores the pricing can be somewhat lower as the shipping costs are reduced. Much of the current marketing depends on "word of mouth" advertising with some print and media ads in the local market.

The stores are doing well overall. In the local market consumers prefer G&G to other sporting stores, but consistent profitability remains elusive.

The company is in need of renewed marketing on new platforms. To remain competitive it will be imperative to ensure that social media is utilized as well as starting a customer loyalty program.

Review of current and anticipated organizational resources

The company operates three stores currently and plans in the next six years to open at least three more. The stores are large and cost to operate are high. The indoor firearms range is especially expensive to operate daily.

If the new stores do open their will be a strain on the cash flow of the company. The company hopes that the increase in marketing will help generate additional sales revenue to supplement.

The company will need to maintain and exceed current sales levels in order to open the new stores and continue to offer the product lines that they offer currently. If the sales were to drop or there was an increase in overhead cost the company might be forced to not open the new stores.

Review of current and anticipated cultural and structural issues

Overall the company is lead by competitive, passionate senior leadership. They are committed to the company and seeing through the plans and programs they have implemented. Senior leadership is very interested in increasing Their marketing plans and opening new doors in the marketplace with consumers. The overall culture of the company is accepting of change and suggestions made for overall business improvement.

B. The Customer Environment

Who are the firm's current and potential customers?

The company's primary customer base are 20 to late 50's and are outdoor inclined. They range from young professionals to career family men and women. Many of the products offered by G&G are legacy purchases and may not be resold to the same customer for many years.

G&G also offers many of the desired accessories that go along with these larger purchases. The children of the middle aged business men and women are also important parts of the customer base.

The important players in the purchasing of G&G products are:

• The primary customer market described above.

• The income levels of those customers (disposable income).

• Surrounding area and popular sports/recreation for that area.

• Industry publications, websites, and popular equipment.

• Competitive price and quality of merchandise.

What do customers do with the firm's products?

The company offers top of the line sporting and recreation equipment as well as firearms, hunting/fishing gear, ATV's, and small boats. These products are used by the consumer to meet recreational, hobby, and outdoor lifestyle needs.

The company sells a variety of items that range in necessity. Larger items/higher priced items (i.e. Boats, ATV's. and firearms) are sold to consumers with the understanding that the consumer might not need a new purchase of that item for a longer time. The smaller/less expensive products (i.e. accessories, clothing, shoes, etc.) are sold with the understanding that the consumer will most likely return much sooner to make similar purchases in the near future or as the need arises.

Many of the products sold are driven by the time of year and seasons. Cold weather hunting gear is sold in the fall and early winter, while fishing clothing, rods, and accessories are sold primarily in the spring and summer months. These products will have a steep decline in sales in the "off seasons" and will need to be scaled up and down accordingly.

These issues can be handled by smart purchasing on the companies part. The company can limit the amounts that it purchases of certain items based off of previous year's sales, current year's sales forecast, and the perceived need for the products. In the event that too much stock exists towards the end of that particular sales season the company can decrease prices and enact "sales" on the merchandise to ensure that it moves.

Where do customers purchase the firm's products?

The company's products are primarily purchased directly from the company through in store sales as well as some limited online purchasing. At this time the company does not offer any form of catalogues for sales purposes.

The company began with selling its products through in store sales. As the internet sales market has steadily increased the company has offered some online sales of items. Some of the items from the store require the presence of the consumer to complete the purchase (i.e. boat/ATV sales and firearm sales).

When do customers purchase the firm's products?

Consumers purchase many of these products based off of the seasons and weather patterns of those seasons. This is a strong influence on the overall sales of the products offered by the company. Consumers are brought in by sales and retail advertisement promotional as well.

The seasons and weather play a huge role in limiting sales and driving high sales times. When products are "in season" they tend to be in demand and the pricing is competitive. Due to the increase in demand the products are sometimes harder to keep in stock during season and purchasing has to ensure that the supply is available for the consumer.

Why (and how) do customers select the firm's products?

The major competitors offer very similar products, however the products that are offered by G&G are top of the line and are the preferred products for the event and or activity. The issue is getting the consumer to come to G&G opposed to the competitor.

Consumers are more willing to purchase from vendors that the recognize and are comfortable with. G&G, although a much smaller retailer, offers well known brand names that consumers are very familiar with and comfortable purchasing.

Why do potential customers not purchase the firm's products?

There are a few identified reasons why consumers choose not to purchase there items from G&G:

• Brand loyalty (vendor brand)

• Convenience (one stop shopping at other vendors)

• Price vs. Quality (consumer settles for lower quality item because of price.

• Unaware of G&G and the benefits of purchasing their products.

One of the key advantages that competitors have is the quality versus the price. G&G offers high end products that are considered to be industry standards and best practice products. These types of products command a higher retail value. The competitors offer similar types of products, but much lower overall quality. These products command a cheaper retail value and appear to be a "value purchase".

G&G has not branded the company and many consumers are not aware of the company and the types of products that they offer. The lack of social media use is also an issue for reaching potential customers.

The prospect of converting customers is very good. With the right marketing plan and product lines G&G can easily convert consumers.

C. The External Environment

Competition

G&G has many well known competitors that sell similar products:

• Bass Pro Shops

• Dick's Sporting Goods

• The Sports Authority

• Cabela's

• Academy Sports

• Wal-Mart

• Small scale Army/Navy stores and firearms shops

The company's competitors are predominately large scale operations that have locations across the continental United States. These companies are very well known and have excellent branding. Many of these companies have been in existence for many years and have developed very good brand loyalty. These competitors offer robust online sales and have excellent product distribution and logistics.

The major strengths of these retail competitors are:

• Brand awareness/loyalty

• Competitive pricing capability

• Product distribution

• Robust online sales and service

Major weaknesses of these retail competitors are:

• Overall product quality

• Lack of name brand or industry brand

• Product knowledge and expertise

• Overall size of company

Potential new competitors are always a threat and in some areas retail chains that have previously been absent are now moving in and cornering the market. G&G needs to be aware that even if the company is a success in a particular area a competitor could easily move in and decrease sales and provide tough competition.

Economic Growth and Stability

The current economic condition of the United States is still very questionable. Unemployment continues to be an issue and disposable income has decreased significantly. Due to the pricing of the products offered by G&G it is imperative that consumers have the disposable income to make the purchases.

As disposable income has decreased so has the demand for many of the higher end items sold by G&G (i.e. boats, ATVs, etc.) This trend will continue unless the economy builds back up and more Americans are able to go back to work.

Political Trends

The biggest political trend that could impact G&G would be the new legislature on gun control and firearms restrictions. This is a very sensitive issue and has proponents on both sides that are very passionate about the topic. G&G, like many of its competitors, sales firearms and firearm accessories. Depending on how this legislature goes this industry could be greatly affected.

Gun control and the sale, distribution, and resale of firearms continues to be a hot button item at the federal, state, and local government level.

Legal and Regulatory Issues

The biggest issue that could have negative effects on G&G continues to be the advancement of gun control legislation.

Technological Advancements

The sports of hunting and fishing have had a sharp increase in the last ten years in new technology. Products include; fishing sonar, lake GPS, hunting trail cameras, etc. This new technology is top of the line and in high demand. As these sports continue to advance the technology the demand will continue to be advancing.

Sociocultural Trends

Outdoor activities continue to be popular and sports and recreation are at an all time high. There are many programs and government initiatives to promote sport, outdoor activity, and overall exercise/health products. This is a great way to sell many of the products, brands, and gear that G&G offers. The topic of gun control will continue to be a hot button item and as legislation comes the company will need to adapt and overcome many obstacles in compliance.

III. SWOT Analysis

A. Strengths

Strength 1: Quality products and hard to find specialty items

Strength 2: Indoor firing range with available classes

Strength 3: Specialization in the sporting/outdoors market

These strengths give the company an edge in the market. Quality products, innovative offerings, and extremely knowledgeable sales staff allows the company to better serve the customer and the customer's needs.

B. Weaknesses

Weakness 1: Smaller chain of stores and limited reach into the west

Weakness 2: Unable to keep the amount of on hand stock as some of the larger chains

Weakness 3: Brand is not as well known as some of the larger chains

These weaknesses do provide a significant challenge to overcome. Supply chain management, size of company, and current branding issues are time based results. It will take the company growing and expanding to overcome some of these weaknesses.

C. Opportunities (external situations independent of the firm—not strategic options)

Opportunity 1: Chance to expand the sporting apparel aspect of the product line

Opportunity 2: Chance to expand the target market to an older clientele

Opportunity 3: Chance to offer free firearm safety courses after purchase of firearm.

If these opportunities are realized the impact could be substantial. The increase in product line would be great for the customers and would offer a better selection. The gun safety courses would not only benefit customers, but would be a great way to combat increasing animosity towards retail sale of firearms.

D. Threats (external situations independent of the firm)

Threat 1: Being price matched by larger stores and losing customers

Threat 2: Overextending on hand stock and not being able to sell it

Threat 3: Continued economic issues pull consumers back from recreational purchases

The threats listed are very real. The issue of price matching and competitive pricing will be an ongoing issue in the industry. The threat of expanding to quickly and overloading the company could affect the company's ability to serve the customer.

E. The SWOT Matrix

|Strengths: |Opportunities: |

| | |

|• Quality products and hard to find specialty items |• Chance to expand the sporting apparel aspect of the product |

|• Indoor firing range with available classes |line |

|• Specialization in the sporting/outdoors market |• Chance to appeal to an older clientele and focus on the chance |

| |to expand the target market |

| |• Chance to offer free firarm safety courses after purchase of |

| |firearm. |

|Weaknesses: |Threats: |

| | |

|• Smaller chain of stores and limited reach into the west |• Being price matched by larger stores and losing customers |

|• Unable to keep the amount of on hand stock as some of the |• Overextending on hand stock and not being able to sell it |

|larger chains |• Continued economic issues pull consumers back from recreational|

|• Brand is not as well known as some of the larger chains |purchases |

F. Developing Competitive Advantages

The company will need to focus on competitive pricing and price matching. The company needs to ensure that the price meets economic limits for the customer. The company needs to also monitor product and stock to determine the amounts of items that should be purchased and what items should be offered.

The backbone of the company is the principles of leadership, followership, and customer service. The strengths are in agreement with these principles.

The company can utilize better distribution methods for its products and can continue to be aware of the potential for loss of revenue due to economic issues.

The company will not be able to do anything about the economic situations that face the country, but the internal issues of product purchasing and distribution can be addressed.

G. Developing a Strategic Focus

The strategic focus of the proposed marketing plan is to appeal to the 18 to 49 age group and sell quality products and services to them while building while building an association with the brand for quality, customer service, and value.

Where other firms simply seek to sell the items to the consumer, G&G seeks to build a relationship with the customer. G&G wants to support the customer as a friend who is there to offer advice and provide insight on the interests that the consumer has while selling quality products that meet those interests.

IV. Marketing Goals and Objectives

A. Marketing Goal A: Become the trusted partner in outdoor sports and recreation for our customer base through strategic marketing.

Objective A1: Ensure distribution of the new print ads in local newspapers, magazines, and other media. Increasing the overall customer knowledge of G&G and what they have to offer.

Objective A2: Achieve 100% contact to customers on joining the G&G Explorer Club. The objective will be to get as many customer to sign up for the program as possible.

B. Marketing Goal B: Achieve increased profitability while maintaining quality and customer support functions.

Objective B1: Increase overall sales by 5% in the first six months, and 10% percent in the next 12 to 18 months.

Objective B2: Utilize a "sale price" open house event at least once a quarter for the next 12 months.

V. Marketing Strategy

A. Primary (and Secondary) Target Market

Primary target market

• 18 to 49 year old men and women

• Middle class to upper middle class income

• Interested in hunting, fishing, sports, and outdoor recreation

• Single, married, and families

Secondary target market (optional)

• 13 to 18 year old children/teens

• Children of primary target market

• Play sports and wear the clothing brands sold

• Influence parents buying of products

B. Product Strategy

• Products will be from various manufactures in specialty companies

• Items featured will be the "ideal" products for that interest

• Featured name brands that consumers are familiar with and trust

• Dynamic selection of harder to find specialty items for the serious enthusiast

C. Pricing Strategy

• Pricing will be competitive, but not "value" pricing

• Sales that promote seasonal items/Specialty items

• Weekly featured item pricing that will rotate

• Customer loyalty program that will offer even more discounts and specials

D. Distribution/Supply Chain Strategy

• Distribution is handled primarily out of the company's distribution warehouse.

• The company will continue to track trends and purchasing patterns to ensure the right stock at the right time.

• The stores receive weekly shipments from the warehouse of various items as the items are needed.

• The key to the strategy is to limit over purchasing items and having to much on hand stock.

E. Integrated Marketing Communication (Promotion) Strategy

The overall Integrated Marketing Communication Strategy involves three areas:

• Social media advertising and promotion - Social media is an outlet that the company has not explored yet. The company wants to ensure that the social media tool is utilized.

• Customer loyalty program - G&G Explorers Club card use to ensure that customers get discounts and specials on the items they purchase.

• Television and print ad use - Ads will be placed in local newspapers and magazines.

Advertising promotional elements will include:

• Participation in local trade shows (i.e. boat show, hunting/fishing expo, etc.)

• Sponsorship of local sporting events at both the state and local high school level.

• Participation/sponsorship of local activities and events.

VI. Marketing Implementation

Structural Issues

To ensure that the plan is implemented effectively the employees will need to be internally trained on the program that will be offered. The biggest segment of the training will deal with the roll out of the new customer loyalty program. Employees will be trained on the program and how it works. They will be instructed on how to offer the program and how to get the customers to sign up for the program.

At this point it appears that the marketing plan will not involve many high level changes to the stores or infrastructure of the company. The marketing department will be expanding to make room for nee employees involved in the marketing plan programs that are being implemented.

B. Tactical Marketing Activities

|Specific Tactical Activities |Person/Department |Required |Completion |

| |Responsible |Budget |Date |

|Product Activities | | | |

|1. Dynamic selection of products |Research team |Best price* |6 months |

|2. Brand name apparel and Gear |Purchasing team |Best price * |12 months |

|3. Industry preferred gear and equipment |Research team |Best price * |12 months |

|Pricing Activities | | | |

|1. Competitive pricing initiative |Retail Sales team |Lowest price * |1st quarter |

|2. Seasonal sales and Specialty item pricing |Marketing/sales |Sale pricing * |12 months |

|3. Customer loyalty pricing and sales items |Marketing/sales |Sale pricing * |12 months |

|Distribution/Supply Chain Activities | | | |

|1. Distro warehouse maintenance |Logistics dept. |Best price * |12 months |

|2. Purchase tracking/sales trends in ordering |Logistics/sales dept |Best price * |12 months |

|3. Weekly store shipments/on hand stock |Logistics/sales dept |Best price * |12 months |

|IMC (Promotion) Activities | | | |

|1. Social media advertising |Marketing team |$100, 000 |6 months |

|2. Trade show participation/sponsorship |Marketing team |$250, 000 |12 months |

|3. Sponsorship deals with sports and recreation |Marketing team |$250,000 |12 months |

* - Pricing that is listed as "best price", "lowest price", etc. refers to the cost at the time of purchase necessary to achieve desired results. The pricing at the time would need to be approved by senior leadership before further implementation. This price will be determined through solicitation of bids and best pricing at the time of the need and would not exceed market/competition standards unless deemed appropriate by senior leadership and marketing team.

VII. Evaluation and Control

A. Formal Controls

Before the plans can be implemented the company will need to allocate funds and training time for the employees, Additional research and development would need to be conducted to continue finding the right products as well as new gear and equipment, and sales data will need to be collected to begin the distribution and supply chain management portion of the plan.

During the implementation and execution of the plan the company will be going through several internal changes; management will need to buy in and ensure that employees are executing the frontline portions of the plan, the training elements will need to be in place for current as well as future employees, and data will need to be continuously collected and analyzed to ensure proper product distribution.

The best way to track the success or failure of the overall marketing plan will be to collect and analyze data from the key implementation areas. This data will be portrayed using balanced score cards. These score cards will show the data in a visual way to portray increase or decrease in the areas of execution. The data will be collected over the first 6 quarters of the marketing plan to track the various pieces and the success or failure of each.

B. Informal Controls

The marketing plan will require employee buy in from senior management to front line sales. Managers will need to ensure that employees are trained and know the products as well as the customer loyalty program. New employees will receive indoctrination of each and will be monitored for compliance.

G&G wants to remain a family oriented work environment that shows appreciation to its employees and their dedication. As the company grows and prospers so will its employees. Internal hiring for management positions will be encouraged as well as annual pay raises and bonuses based off of profitability and growth. Employees will be briefed on these ideals as they are hired and the company will maintain these programs as a commitment to its employees.

The company will seek to build a company culture of excellence through training and customer support. Employees must be committed to this ideal to ensure that the company continues to meet its goals and objectives.

D. Marketing Audits

The marketing strategy will be monitored over the first six quarters of its implementation. During that time data will be collected, analyzed, and shared within the company. If there are setbacks that are out of the control of the company/marketing team then adjustments can and will be made to ensure fair and balanced analysis of the plan and its successes and/or failures.

After the six quarter time frame the senior leadership will discuss the plan and analyze the data. Depending on the outcomes the company could move to alter or change all or portions of the plan. If this happens the plan will be rewritten to include new data and new goals.

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