REBRAND FOR

GROWTH
Lazgo

Ramy Kamal
500 El Camino Real (973)-970-4871
Santa Clara, CA 95053 rkamal@scu.edu

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Executive Summary
Introduction
The world’s largest taxi company owns no vehicles (Uber). The world’s most popular
media platform creates no content (Facebook). The most valuable retailer has no
inventory (Alibaba). And Airbnb, the world’s largest accommodation provider, owns
no real estate (1). Thanks to the internet, the Consumer-to-Consumer economy
(C2C) is booming. Revolutionizing how consumers receive the goods they desire,
Lazgo has the potential to leave an outlasting imprint on the global economy. Its
inviting User Interface (UI), its addictive User Experience (UX) Design, and its secure
payment method all add to the value that it’ll provide to the customers.

Mission
Lazgo has the capability of becoming a leader in the C2C industry, thus we must
properly communicate the value proposition to our audience to ensure its success.
The already existing business strategy should be re-evaluated so that the marketing,
advertising, and competitive strategies are the best fit for our objectives. The
implications of a successful launch can aid Lazgo in competing against other tech-
startups in the Bay Area, increasing the probability for an explosive launch, and
retain active users.

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Problem / Necessity
Introduction
As the Lazgo team finishes up development for the expected launch date this
winter, Lazgo’s marketing approach must be re-evaluated. As our existing marketing
strategy lacks long term implications, it must be revised to properly reflect changes
that support the company’s objectives to ensure a successful launch and
continuous retention.

Current State
As the Lazgo headquarters is located in the Silicon Valley, the winter launch will
initially target university students in the area. This will include but will not be limited
to Santa Clara University, Stanford University, and San Jose State. The $10,000
budget for promotions and advertisements that was agreed upon before the start of
development is the only initiative scheduled for growth.

The digital marketplace is positioning itself to use a traditional transactional

marketing strategy to promote growth in the early stage. In regard to revenue, as the
revenue stream will mainly stem off user-to-user transactions, a commission model
will be implemented.

Though possibly effective, incentivizing vendors to list products for sale or rent, as
well as encouraging customers to buy through referral discounts cannot be the only
internal marketing strategy conducted as it is challenging and doesn’t contribute
well to building customer relationships.

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Proposal – Marketing Strategy Redesign

Re-Brand
Lazgo’s secure payment process prioritizes customer satisfaction and can set it
apart from the competition. Emphasis on its safe payment method, allowing
payments to be sent only after a customer scans the seller’s QR code, aligns with
the company’s mission and can be marketed accordingly. Additionally, with the rise
of the C2C industry, the exchange of goods from one consumer to another is
becoming even more common. Established companies such as Uber, Airbnb, and
Facebook have gotten individuals to become more comfortable with stranger
interaction. Lazgo could become the safest person to person method in our society
for exchanging goods, and prioritizing safety and is necessary for sustaining
reputation and building relationships.

Demographic Market Approach

Lazgo users will be able to request to become a seller in which they, after a
verification process, will have the ability to create listings of their new or used
belongings for sale or rent. Seen by users within a 30-mile radius, a seller’s icon
displayed on the UI Map can be among the many other seller icons, all in their
respective GPS locations. Items listed on the application will naturally cater to
environmental factors of the user. Each of the four types of determinants: “wealth
measured by GDP or income per capita, government expenditure, unemployment,
and cultural values.” (2) all play a part in what will be listed and what will sell. As
different customers have different needs in different geographical locations,
segmenting the market geographically can benefit the company more than a
standard demographic approach.

A redesign of the marketing strategy is necessary for Lazgo to become profitable,

keep people using it, and stay ahead of the game. The redesign can create a
positive reputation for Lazgo before the launch date, integrated into the culture of
the company before even hiring another employee.

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Future Marketing Costs and Assessment

Cost Analysis
The plan to market Lazgo internally, by incentivizing customers with the
advertisement budget, might only be beneficial for the company in the short term.
Working with a digital marketing agency is an option that must at least be
considered as brand development is crucial. Conducting a team of strategists,
consultants, creatives, and developers that work towards Lazgo’s objectives, a
legitimate digital marketing agency can add great value as a brand-development
and lead-generating engine.

Lazgo will be the first C2C to prioritize same day delivery. Thus, the Lazgo
application will be a first of its kind, and there is not a proper advertisement strategy
already set in place to follow. Thus, conducting annual initiatives is necessary to
collect data to increase circulation and retain users .

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Assessment and Conclusion

Assessment
(3)
With the implementation of
the proposed changes,
Lazgo’s mission will begin
to look attainable. As
people begin to see the
app as a safe method to
purchase goods, more and
more users will have an
incentive to use the app.
As the user base grows
transactions will become
more common, the variety
of items listed will become more distinguished, and delivery times will decrease.

Conclusion
Lazgo can very well turn out successful. A shift in the marketing strategy can play a
large part in how the market will react the day of launch. Lazgo has the potential to
not just become a successful business application but can also positively affect the
global economy. Even though the first phase of its launch will primarily be in the
Silicon Valley, Lazgo will eventually support other currency’s, languages, and
customs through its geographical approach.

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To: Max Sidebotham, CDO

Mina Tawfik, CFO

From: Ramy Kamal, CEO

Date: November 8, 2018

Subject: Pre-Launch Rebrand Proposal

Lazgo has been in development for a few months now and is on schedule to launch this winter. The winter
launch will be an important first test to our vision and will be a remarkable day in which our hard work will
certainly pay off. The Lazgo launch must be supported by a better marketing strategy, as the current one
focuses heavily on the short run. Consisting of a new approach to launch, a rebrand to the marketing
strategy can help retain Lazgo’s success in the long run.

To aid an explosive launch, Lazgo’s marketing strategy must be revaluated. The revaluation would consist
of assessing the best market segmentation approach and re-branding Lazgo to appeal better towards the
target market. Lazgo’s current demographic marketing approach would not sufficiently communicate
Lazgo’s proposed value. Segmenting the market geographically than demographically can allow Lazgo to
spread faster as it would cater towards the needs of the geographic region. Additionally, alongside the
segmentation efforts, marketing Lazgo’s revolutionary secure payment method can integrate authenticity
into our communications, ensuring the voice is relatable to the consumer.

Both initiatives stem off the need to allocate all focus on the marketing effort in the early stages. For any
new business, reputation is everything. As people begin to see the app as a safe method to purchase
goods, more and more users will have an incentive to use the app. As the user base grows transactions will
become more common, the variety of items listed will become more distinguished, and delivery times will
decrease. Re-branding Lazgo into a safe and easy solution to purchase goods can aid in achieving our
objectives thus putting us closer to the vision of the company.

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REFERENCES

1) Elnady, A. (2016, September 08). The rise of C2C economy. Retrieved November 07, 2018, from
Medium. Retrieved from https://medium.com/@aelnady/the-rise-of-c2c-economy-
91494ddc9929

2) Kachlami, H. (2016, September 14). Regional demand and supply factors of social
entrepreneurship. Retrieved November 07, 2018, from Regional demand and supply factors of
social entrepreneurship. Retrived from https://www.emeraldinsight.com/doi/full/10.1108/IJEBR-
09-2016-0292

3) How do I start a B2B/C2C eCommerce? (2017, October 25). Retrieved November 08, 2018, from
https://www.quora.com/How-do-I-start-a-B2B-C2C-eCommerce

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