1  
 
  

Executive  Summary  
This   marketing   plan   is   an   overview   of   the   strategies   and   findings   used   in   the   strategic  
repositioning  of  Bulmers  Apple  Cider  over  12  months.    

An  overall  view  of  the  health  of  Australia’s  growing  cider  industry  is  portrayed  throughout  
the   situation   analysis.   Identification   of   Market,   Environmental   and   Company   factors   are  
reviewed   and   considered.   Competition   breakdown   concludes   this   and   forms   consideration  
in  the  creation  of  goals  and  objectives.  

Based   on   the   segmentation   of   various   market   profiles,   an   ultimate   primary   target   market  
has   been   selected.   This   market   consists   of   young,   influential   and   trendsetting   reference  
groups  within  Australia.    

Based   on   these   findings,   multiple   goals   and   objectives   regarding   the   marketing,  
communication   and   sales   aspect   of   Bulmers   were   established   in   order   to   further   provide  
value  to  customers  and  the  brand  with  added  profitability  to  the  organisation.  

Marketing   mix   strategies   included   product   development   in   packaging.   Further  

implementation   of   a   competitive   pricing   strategy   was   made.   Communication   goals   and  
objectives  are  catered  to  suite  the  every  growing  technological  use  by  the  selected  market.  
Lastly,   a   focus   was   put   on   refining   the   distribution   process   in   order   to   minimise   customer  
complaints.  

The   success   of   these   strategies   based   on   the   set   goals   and   objectives   are   critically   reliant   on  
the  proper  implementation  and  adherence  to  the  Evaluation  and  Control  procedures  put  in  
place.  Multiple  review  periods  ensure  that  the  organisation  stays  on  track.  

  2  
 
  

It   is   strongly   believed   that   based   on   the   stringent   analysis,   planning,   implementation,  

evaluation  and  control  of  this  flexible  working  marketing  plan,  all  goals  and  objective  can  be  
achieved   by   the   organisation   within   the   given   time   frame.   The   outlined   strategies   aim   to  
provide   commercial   benefit   to   the   organisation   and   value   to   existing   and   newly   aware  
customers.  

 
 

  3  
 
  

Table  of  Contents  

Executive  Summary  ..................................................................................................................  2  
Introduction  and  Company  Background  ...................................................................................  6  
Introduction  ..........................................................................................................................  6  
Company  Background  ...........................................................................................................  6  
Situation  Analysis  .....................................................................................................................  7  
Market  Analysis  ....................................................................................................................  7  
Product  Life  Cycle  ..............................................................................................................  8  

Environmental  Analysis  .......................................................................................................  10  

PESTL  Analysis  .................................................................................................................  10  

Company  Analysis  ...............................................................................................................  11  

SWOT  Analysis  .................................................................................................................  11  

Competitor  Analysis  ............................................................................................................  12  

The  Cider  Survey  (significant  result  figures)  ....................................................................  12  

Competitive  Market  Summary  (Current)  ........................................................................  13  

Goals  and  Objectives  ..............................................................................................................  14  

Marketing  Objectives  ..........................................................................................................  15  
Communication  Objectives  .................................................................................................  16  
Sales  Objectives  ..................................................................................................................  17  
Target  Market  Segments  and  Positioning  ..............................................................................  18  
Segmentation  Variables  ......................................................................................................  18  
Profile  Market  Segments  ....................................................................................................  19  
Evaluation  of  Potential  Target  Markets  ..............................................................................  20  
Selection  of  Target  Market  .................................................................................................  21  
Positioning  Strategy  ............................................................................................................  23  
Perceptual  Maps  .............................................................................................................  23  

Marketing  Mix  Strategies  .......................................................................................................  25  

Product  ...............................................................................................................................  25  
New  Product  Attributes  ..................................................................................................  25  

Total  Product  Concept  .....................................................................................................  26  

Current  Bottle  .................................................................................................................  27  

  4  
 
  

Product  Mockups  ............................................................................................................  28  

Price  ....................................................................................................................................  30  

Primary  Competitor  Pricing  .............................................................................................  30  

Current  Pricing  (Bulmers)  ................................................................................................  31  

NEW  Pricing  (Bulmers)  ....................................................................................................  31  

Promotion  ...........................................................................................................................  33  

Sales  Promotion  ..............................................................................................................  33  

Viral  Marketing  ................................................................................................................  34  

Sponsorship  .....................................................................................................................  34  

Place  (Distribution)  .............................................................................................................  35  

Distribution  Channel  Flow  ...............................................................................................  35  

Evaluation  and  Control  ...........................................................................................................  37  

Evaluation  of  Essential  Objectives  ......................................................................................  37  
Implementation  and  Schedule  ...............................................................................................  38  
Gantt  Chart  .........................................................................................................................  38  
Conclusions  and  Recommendations  .......................................................................................  40  
Reference  List  .........................................................................................................................  41  
 

 
 

 
 

  5  
 
  

Introduction  and  Company  Background  

Introduction  
Bulmers   Original   Apple   Cider   has   in   recent   years   turned   from   a   staple   in   most   good   pubs  
around  the  country  to  somewhat  of  a  myth  amongst  its  peers.  Once  having  a  top  share  of  
the  Australian  Cider  market,  the  authentic  English-­‐style  apple  cider  finds  itself  struggling  to  
appeal  to  a  booming  sector  of  our  alcohol  industry.    In  the  last  18  months  the  suggestion  is  
that   Bulmers   cider   is   not   performing   as   well   as   its   original   inception   into   an   uncrowded  
marketplace.    

Company  Background  
Bulmers   Cider   was   first   pressed   by   20   year   old   founder   H.P   ‘Percy’   Bulmer   in   1887,   using  
apples   from   an   orchard   at   his   father’s   rectory   in   Hereford,   England   (Bulmers   U.K,   2016).  
Currently  Bulmers  is  distributed  in  Australia  by  Carlton  United  Breweries  (CUB),  who  in  2011  
became  part  of  the  SABMiller  group,  the  second  largest  brewer  in  the  world  (Carlton  United  
Breweries,  2016).    

  6  
 
  

Situation  Analysis  
Market  Analysis  
An   overall   assessment   of   Australia’s   current   cider   market   can   be   summarised   as   steadily  
growing   (Euromonitor,   2015).   Double-­‐digit   growth   was   delivered   by   cider,   both   in   value   and  
volume,  each  year  between  2007  and  2013.  Following  on  from  this  era  of  strong  growth,  we  
see  it  reach  its  conclusion  in  2014,  with  total  current  value  sales  only  increasing  by  5%,  down  
from  13%  in  2013  (Euromonitor,  2015).  

Majority   of   the   growth   experienced   by   cider   was   through   off-­‐trade   channels.   In   on-­‐trade,  
the  decline  of  growth  was  more  intense,  with  volume  growth  falling  from  7%  in  2013  down  
to   2%   in   2014,   holding   steadily   into   2015   and   2016   (Euromonitor,   2015).   Majority   of   pubs  
and   bars   within   Australia   only   offer   and   average   of   four   beverages   “on   tap”.   Due   to   the  
recent  rapid  growth  of  beer  brands  that  are  marketed  as  craft  beers,  consumers  find  these  
options  more  preferable  in  on-­‐trade  channels  (Euromonitor,  2015).  

Cider  consumption  has  been  most  popular  amid  younger  consumers.  Young  adults  find  cider  
to  be  a  more  palatable  option,  thus  it  is  taking  of  the  role  previously  reserved  by  ready  to  
drink   (RTD)   beverages   as   a   sweet   alcoholic   drink.   Euromonitor   (2015)   states   “being  
produced   from   either   apple   or   pear,   cider/perry   is   also   considered   to   be   a   more   wholesome  
and  nutritious  alcoholic  beverage”  (para.  4).  This  directly  coincides  with  the  current  health  
and  fitness  phenomena  sweeping  across  Australia.  

  7  
 
  

Product  Life  Cycle    

Bulmers  
20   Maturity  Phase  

18  
16   18.2   Decline  
Growth  Phase  
Market  Share  (%)  

14   15.8  
12   13.8   Reposieoning  Point  
10   12.4  
11.5  
8   10.5  
9.1   9.1  
6   7.3   6.8  
4  
2  
0  
2005   2006   2007   2008   2009   2010   2011   2012   2013   2014   2015  
Year  

Figure 1. Product Life Cycle/Market Share of Bulmers Cider. Adapted from Euromonitor.com, by Multiple Contributors,
2015, Retrieved 2016 from http://www.portal.euromonitor.com.libraryproxy.griffith.edu.au/portal/statistics/tab.  Copyright
2016 by Euromonitor International.

Bulmers  -­‐  Predicted  New  Product  Life  Cycle    

20  
18  
16  
Market  Share  (%)  

14  
12  
10  
8  
6  
4  
2  
0  
2005   2006   2007   2008   2009   2010   2011   2012   2013   2014   2015   2016   2017  
Year  

Figure 2. Product Life Cycle/Market Share of Bulmers Cider & Predicted New Product Life Cycle. Adapted from
Euromonitor.com, by Multiple Contributors, 2015, Retrieved 2016 from
http://www.portal.euromonitor.com.libraryproxy.griffith.edu.au/portal/statistics/tab. Copyright 2016 by Euromonitor
International.

  8  
 
  

Market  Share  (%)  

Bulmers  -­‐  Strongbow  -­‐  Somersby  
100  
90  
80  
Market  Share  (%)  

70  
60  
50   Bulmers  
40   Strongbow    
30  
20   Somersby  
10  
0  
2005   2006   2007   2008   2009   2010   2011   2012   2013   2014   2015  
Year  

Figure 3. Market Share Competitor Analysis. Adapted from Euromonitor.com, by Multiple Contributors, 2015, Retrieved
2016 from http://www.portal.euromonitor.com.libraryproxy.griffith.edu.au/portal/statistics/tab. Copyright 2016 by
Euromonitor International.

 
 
 
 
 
 
 
 

  9  
 
  

Environmental  Analysis  
According   to   Euromonitor   (2015)   “Although   it   was   already   growing   prior   to   the   introduction  
of  the  “alcopops  tax”  on  RTDs  in  2008,  the  relative  affordability  of  cider  –  which  is  taxed  at  a  
quarter  of  the  rate  -­‐  compared  to  RTDs  gave  the  latter  a  considerable  boost”  (para.4).    As  it  
stands,  cider  has  experienced  rapid  growth  in  the  past  decade.  However,  cider  only  accounts  
for  a  small  portion  of  the  overall  alcoholic  drinks  available  on  the  Australian  market.  There  is  
therefore  still  much  room  to  grow.  Where  this  much  room  to  grow,  there  is  more  room  for  
downside  risk.  Cider  is  currently  taxed  at  about  a  quarter  the  rate  of  RTDs  and  spirits,  under  
the  wine  equalisation  system.  This  makes  cider  considerably  more  cost  competitive.  

PESTL  Analysis  
• Primary  contributing  political  factor  is  the  regulation  and  taxation  
POLITICAL  
of  cider  under  the  wine  equalisation  system.  

ECONOMIC   • No  major  contributing  factors  

• Cider  coincides  with  health  and  fitness  trends  in  Australia  

SOCIO-­‐CULTURAL   • Favourable  amongst  young  adults  as  a  ‘sweet  alcoholic  drink’  
• Affordable  alternative  to  RTDs  and  Spirits  

• Technological  advances  have  already  been  made  by  external  

companies/competitors  
TECHNOLOGICAL  
• These  technologies  have  not  yet  been  embraced  by  Bulmers  (to  
be  discussed  later  in  report)  

LEGAL   • No  major  contributing  factors  and  this  time  

• Warm  climate  influences  the  sale  of  chilled  beverages,  in  this  
instance  cider  
ENVIRONMENTAL   • Australians  lead  an  active  and  outdoors  lifestyle,  influencing  the  
social  aspect  of  chilled  alcohol  consumption  
• Geography  –  predominantly  tropical  coastal  areas  

  10  
 
  

Company  Analysis    
From   a   company   perspective,   Bulmers   has   many   factors   in   its   favour,   however   there   are  
obvious   weaknesses   therein   as   well.   Bulmers   has   established   themselves   as   an   authentic  
brand  with  a  rich  history  in  “traditional”  cider  making.  Cider  fans  across  Australia  recognise  
this,   however   brands   such   as   Somersby   are   now   vastly   more   exciting,   thus   sales   trend   in  
their  favour.  As  a  company,  Bulmers  is  on  the  cusp  of  staying  ‘old  and  tired’  and  moving  into  
alignment  with  it’s  ‘modernised’  competitors.    

SWOT  Analysis  

STRENGTHS  (At  Maturity)   WEAKNESES  

• Great  ‘traditional’  flavour   • Limited  variety  of  purchase  quantity  options  
• Established  brand   available  to  consumers  
• Unique  labelling   • Pricing  isn’t  competitive  (Overpriced)  
• Popular  among  adults  24-­‐30
OPPORTUNITIES  (Post  Repositioning)   THREATS  
• Opportunities  for  more  variety  available  to   • New  taxation  (being  removed  from  the  wine  
consumers   equalisation  system)    
• Return  to  sociocultural  popularity   • Competitors  continue  to  improve  on  their  
• New  target  market  (Young  adults  18-­‐24)   current  growth  (due  to:  flavours,  branding,  
• Competitive  pricing   marketing,  packaging)  
  • Socio  trends  (target  audiences  sway  away  
from  Bulmers  and/or  cider  as  a  whole)
 

 
 
 
 
 

 
 
 

  11  
 
  

Competitor  Analysis    
When   generally   observing   the   competitive   market   and   more   specifically   the   competitors  
directly   in   monopolistic   competition   with   Bulmers,   it   seems   there   are   two   main   players,  
Strongbow   and   Somersby   cider.     As   can   be   seen   in   Figure   3   previous,   Strongbow   cider  
dominated  over  90%  of  Australia’s  cider  market  in  the  early  stages.  However,  with  more  and  
more   brands   flooding   the   market,   Strongbow   has   since   declined   in   market   share   and   is  
barely   holding   on   to   its   number   one   spot.   On   the   other   side   of   the   spectrum,   Somersby   was  
only   introduced   to   the   market   in   2012.   Somersby   has   since   snatched   up   over   20%   of   the  
market  share  in  only  three  years.    

Somersby’s   sweet   flavour,   unique   branding,   competitive   pricing   and   variety   of   purchase  
options   has   shot   its   popularity   through   the   roof.   This   information   is   supported   by   the  
following  table,  relating  to  a  survey  conducted  at  the  commencement  of  the  market  analysis  
portion  of  this  situational  analysis.    

The  Cider  Survey  (significant  result  figures)    

18-­‐24  year  olds  consuming  cider   85%  

Preference  for  6/10  packs   Combined  70%  
Price  sensitivity   55%  

Following  is  a  competitive  market  summary  table  to  directly  compare  Bulmers  to  its  direct  
competitors.  

  12  
 
  

Competitive  Market  Summary  (Current)  

Competitor  
Product   Promotional   Strength/  
(Current  Market   Target  Market   Price  
Attributes   Strategy   Weakness  
Share)  
Primary  Target  Market   Great  Crisp  Apple   $4.49  per  single   As  an  authentic   Main  Strengths:  
Adults     Taste   330ml  bottle   English-­‐style  cider.     -­‐  Great  taste  
24-­‐30     $14.90  per  4x     -­‐  Standout  Packaging  vs.  
Secondary  Target   Unique  Packaging   330ml  bottle   Crisp  character.   competitors  
Bulmers   market   and  Branding   $68.99  per  case     Main  Weaknesses:  
Young  Adults   of  24   A  premium  cider  for   -­‐  Pricing  (Too  high)  
(6.8%)   18-­‐24     all  occasions   -­‐  Limited  variety  of  
      different  purchase  
Channels:  Print,  Web,     quantities  
On-­‐trade  &  off-­‐trade  
Primary  Target  Market   Household  Name   $3.99  per  single   As  an  “established   Main  Strengths:  
Young  Adults       355ml  bottle   favourite  of  the  cider   -­‐  Great  taste  
18-­‐24   Flavour  Variety   $16.95  per  6x   lover”   -­‐  Established  
Secondary  Target     355ml  bottle     -­‐  ‘Go  to’  for  many  
market   Different  buying   $46.99  per  case   Clean,  crisp  and   -­‐  Variety    
Adults   quantities  à   of  24   refreshing   -­‐  Competitive  Pricing  
Strongbow   24-­‐30       Main  Weaknesses:  
(20.1%)     $19.99  per  10   Convenient  buying   -­‐  Becoming  ‘old  &  tired’  
pack  of  375ml   options   -­‐  Not  aligning  with  socio  
cans     trends  as  much  anymore  
  Channels:  TV,  Print,   vs.  competitors  
  Web,  Radio,  On-­‐trade  
&  off-­‐trade  
Primary  Target  Market   New  player  on  the   $3.99  per  single   “Invigorating  and   Main  Strengths:  
Young  Adults     market   330ml  bottle   refreshing  cider”   -­‐  Great  taste  
18-­‐24     $17.49  per  6x     -­‐  Popular  among  young  
Secondary  Target   Pleasant,  sweet   330ml  bottle   No  artificial  flavours  or   adults  
market   taste     $51.99  per  case   colours   -­‐  ‘Go  to’  for  many    
Adults     of  24     -­‐  Competitive  Pricing  
24-­‐30   Different  buying     A  Premium  Cider   -­‐  Variety  of  Buying  
Somersby     quantities  à   $19.95  per  10     quantity  
  pack  of  375ml   “Tasty  and  natural   Main  Weaknesses:  
(23.2%)   Clean,  simple  and   cans   choice  for  the  relaxed   -­‐  No  significant  
appealing     moments  with  your   weaknesses  as  Somersby  
packaging   friends”   grows  dramatically  in  the  
  market  
Channels:  TV,  Print,    
Web,  Radio,  On-­‐trade  
&  off-­‐trade  
 

Source: Adapted from http://www.portal.euromonitor.com.libraryproxy.griffith.edu.au/portal/analysis/tab.

Copyright 2016 by Euromonitor International. Reprinted with permission.
Adapted from http://www.danmurphys.com.au. Copyright 2015 by Dan Murphy’s. Reprinted with permission.

  13  
 
  

Goals  and  Objectives  

The   following   Marketing,   Communication   and   Sales   objectives   have   been   identified   in   order  
to  better  establish  an  effective  approach  for  the  repositioning  process  of  Bulmers  Cider  over  
the   next   12   months.   These   objectives   encompass   a   Specific,   Measurable,   Achievable,  
Reasonable   and   Timetabled   methodology   (SMART   objectives).   These   objectives   will   be  
referred  back  to  in  order  to  asses  whether,  as  an  organisation,  they  are  being  achieved.  

In   terms   of   contribution   to   the   organisation,   these   objectives   will   extinguish   the   currently  
‘old  and  tired’  brand  image  of  Bulmers  and  revitalise  the  marketing  strategies  utilised,  with  
the  expectation  of  re-­‐entering  the  exciting  and  competitive  product  spotlight.  

 
 
 
 
 
 
 
 
 

 
 
 

  14  
 
  

Marketing  Objectives  

• Develop  perception  of  brand  as:  Cool,  young,  fresh,  premium,  

affordable,  consistent,  social  
SPECIFIC   • Increase  brand  awareness  (measured  by  unaided  recall)  by  10%  via  a  
reinvented  slogan/catchphrase  &  labelling  
• Reduced  customer  complaints  
 

• Measured  by  consumer  surveys  (before/after  campaign):  Specifically  

MEASURABLE   about  recalling  product  advertisement  via  multiple  channels  and  
their  perceptions  of  the  brand  now  vs.  previously  
 

• In-­‐store  signage  
ACHIEVABLE   • Social  media  (Facebook,  Instagram,  Twitter,  Tumblr,  YouTube,  Blogs)    
• LOW  COST/HIGH  IMPACT  
 

• Objectives  are  reasonable  as  the  advent  of  new  social  marketing  
REASONABLE  
channels  can  flip  a  brand  image  drastically  in  a  short  period  of  time  
 

• Intra-­‐year  reviews  3/6/9  months:  brand  awareness  surveys  about  

Bulmers  pointing  towards  the  specific  perception  objectives  listed  
TIMETABLED   Reduction  in  customer  complaints  versus  previous  review  period  
• 12  months:  Be  closely  compared  to,  yet  distinguished  from  market  
leaders  
 
 

The   objectives   stated   above   have   been   chosen   as   Bulmers   is   currently   experiencing  
diminished   brand   awareness   and   a   perception   that   doesn’t   align   with   the   needs   and  
expectations  of  consumers.  These  objectives  will  provide  a  clearer  course  of  action  for  the  
implementation   of   new   marketing   strategies   during   this   12   month   campaign.   As   this   is   a  
flexible  working  document,  contingency  planning  can  be  implemented  as  needed  according  
to   the   results   of   timetabled   reviews   and   the   alignment   of   said   reviews   to   the   stated  
objectives.  

  15  
 
  

Communication  Objectives  

• Increase  consumer  response,  brand  awareness  and  unprompted  

SPECIFIC  
promoters  
• Increased  brand  loyalty  

• Measured  by  increased  consumer  response  

MEASURABLE  
• Brand  awareness  and  perception  surveys  
• Increased  unprompted  promoters  

ACHIEVABLE   • Social  media  (Facebook,  Instagram,  Twitter,  Tumblr,  YouTube,  Blogs)    

• LOW  COST/HIGH  IMPACT  

• Readily  available,  highly  developed  with  minimal  restrictions  

• Social  media  advertising  
REASONABLE   • Paid  promotions:  Social  Influencers,  Event  sponsorship  
• TV  
• Radio  
• Print  

• Intra-­‐year  reviews  3/6/9  months:  brand  awareness  surveys  about  

Bulmers  pointing  out  success  of  promotion  via  various  
TIMETABLED  
communication  channels  listed.  
• 12  months:  Be  closely  compared  to,  yet  distinguished  from  market  
leaders.    
 

The   communication   objectives   stated   above   have   been   chosen   in   order   for   Bulmers   to  
strategically   execute   a   successful   marketing   campaign   through   various   channels.   These  
objectives  will  provide  a  clearer  course  of  action  for  the  implementation  of  new  marketing  
strategies   during   this   12   month   campaign.     As   this   is   a   flexible   working   document,  
contingency   planning   can   be   implemented   as   needed   according   to   the   results   of   timetabled  
reviews  and  the  alignment  of  said  reviews  to  the  stated  objectives.  

  16  
 
  

Sales  Objectives  

SPECIFIC   • Increase  volume  sales  by  4-­‐13%  over  previous  year  

• Increased  market  share  accordingly  

MEASURABLE  
• Via  volume  sales  figures  

ACHIEVABLE   • If  marketing  campaign  executed  in  timely  fashion.  Refer  to  Gannt  
Chart  for  precise  delivery  dates.  

• Objectives  are  reasonable.    

REASONABLE  
• Contingency  planning  must  exist  regarding  results  of  intra  year  
reviews  

• Intra-­‐year  reviews  3/6/9  months:  comparisons  to  previous  year  

TIMETABLED   volume  sales  figures.  Re-­‐evaluate  marketing/communication  
strategies  if  needed.  
• 12  months:  achieve  4-­‐13%  increase  in  total  volume  sales.  
 

The   sales   objectives   stated   above   have   been   chosen   in   order   for   Bulmers   to   purposefully  
evaluate  the  performance  and  success  of  its  marketing  and  communication  objectives  and  
strategies  during  the  course  of  the  campaign.  These  objectives  will  provide  a  clearer  course  
of   action   for   the   adjustment   of   current   marketing   and   communication   strategies   during   this  
12   month   campaign.     As   this   is   a   flexible   working   document,   contingency   planning   can   be  
implemented  as  needed  according  to  the  results  of  timetabled  reviews  and  the  alignment  of  
said  reviews  to  the  stated  objectives.  

 
 

  17  
 
  

Target  Market  Segments  and  Positioning  

The  process  of  evaluation  and  research  through  the  segmentation  process  will  expectantly  
identify  that  Bulmers  Cider  should  be  seen  as  a  thirst  quenching  and  social  beverage  from  
the  consumer  perspective.  The  segment  most  likely  to  value  these  product  benefits  will  be  
the  youthful,  influential  and  trendsetting  generation  of  Australians.    

Segmentation  Variables  
When   segmenting   the   market,   multiple   relevant   segmentation   variables   have   been   taken  
into   consideration   in   order   to   most   effectively   identify   plausible   target   markets.   These  
segments   include   Demographic,   Geographic,   Psychographic   and   Behavioural   variables.  
Outlined  in  the  table  below  are  some  specific  variables  that  will  be  used  to  profile  market  
segments  in  the  following  section.  

Demographic  
Product   Geographic  Profile   Psychographic  Profile   Behavioural  Profile  
Profile  
 
• Age   • Market   • Personality   • Volume  Usage  
• Occupation   Density   Attributes   • End  use  
• Income   • Climate   • Lifestyles   • Benefit  
Bulmers   • Urban,     Expectations  
Apple  Cider   Suburban,   • Brand  loyalty  
Rural   • Price  
• Region   sensitivity    
• Occasion  
 

 
 
 

  18  
 
  

Profile  Market  Segments  

Utilising   the   relevant   segmentation   variables   identified,   it   is   possible   to   now   band   groups   of  
people   to   form   homogenous   Profile   Segments   (Potential   Target   Markets).   These   profile  
segmentation   variables   will   be   evaluated   in   order   to   determine   a   distinct   market   to   be  
targeted  as  part  of  the  campaign  (Morgan  &  Rego,  2006).  

Profile   Demographic  
Geographic  Profile   Psychographic  Profile   Behavioural  Profile  
Segment   Profile  
     
• Age:  18-­‐ • Climate:  Moderate   • Personality   • Volume  Usage:  
24   Temp,  Warm,   Attributes:   Moderate/High  
• Income:   Tropical   Cool,  trendy,   • End  Use:  Social  
Profile  Segment  A  

Low  wage   • Urban/Suburban   influential   • Brand  Loyalty:  

earner   • Market  Density:   • Lifestyles:   Prevalent/Moderat
upwards   High   Highly  Social,   e  
• Gender:     Trend   • Price  Sensitivity:  
Male  and   setting/followin High  
Female   g   • Occasion:  Social,  
    group,  
entertainment  
environments,  
venues  

• Age:  26-­‐ • Climate:  Moderate   • Personality   • Volume  Usage:  

35   Temp,  Warm,   Attributes:   Low/Moderate  
• Income:   Tropical   Maturity,  family   • End  Use:  
Profile  Segment  B  

Mid   • Urban/Suburban/   bases  starting,   Refreshment,  

wage   Rural   career  driven   social  
earner   • Market  Density:   • Lifestyles:   • Brand  Loyalty:  
upwards   Medium/Low   Moderately   Prevalent/Moderat
• Gender:    
Social   e  
Male  and   Work/Family   • Price  Sensitivity:  
Female   orientated   Low/Moderate  
    • Occasion:  Social,  
  Family  
 

  19  
 
  

Evaluation  of  Potential  Target  Markets  

When   selecting   a   Target   Market,   sales   potential   of   the   profile   segments   is   a   huge  
consideration.   Profile   Segment   A   demonstrates   a   high   volume   use   and   additionally   the  
tendency   to   be   involved   in   multiple   social   settings.   It   is   these   propensities   that   make   Profile  
Segment  A  an  ideal  Target  Market  so  far  as  they  can  be  easily  marketed  to  through  different  
channels.  

Profile   Segment   A   also   comprises   of   many   different   reference   groups,   each   with   diverse  
social   influencers   and   influential   members.   It   is   these   traits   that   make   a   Target   Market  
desirable  as  they  can  easily  be  introduced  to  a  new,  or  reinvented  product  or  service  (Kiss  &  
Bichler,   2007).   It   is   the   theory   of   Diffusion   of   Innovations,   which   ultimately   leads   to   the  
acceptance,  or  rejection  of  the  product/service  by  the  reference  group  majority  (Greenan,  
2014).  In  contrast  to  Segment  A,  Segment  B  comprises  of  fewer  innovators,  early  adopters  
and   influential   members.   This   lack   of   ‘trendsetting’   may   be   due   to   the   increased   family  
orientation  versus  larger  social  settings  of  this  segment.    

The  cost  structure  of  marketing  to  modern,  youthful  and  influential  portions  of  society  has  
drastically   decreased   with   the   advent   of   social   media   and   technological   advances,   thus  
leading  to  the  shift  away  from  traditional  channels  such  as  print  and  radio.  

Merely   based   on   these   considerations   alone,   Profile   Segment   A   is   designated   as   the   primary  
Target  Market.  This  Target  Market  provides  Bulmers  with  the  best  opportunity  for  success  
and  profitability  through  a  strategic  repositioning  strategy.      

Effective   product   and   marketing   offerings   from   the   brand   can   be   reformed   in   order   to  
provide  the  best  setting  in  which  to  achieve  the  objectives  set  formerly.      

  20  
 
  

Selection  of  Target  Market    

The  table  below  further  elaborates  the  various  segmentation  variables  that  were  considered  
in  the  evaluation  of  the  selected  Target  Market,  Profile  Segment  A.    

Profile  Segment  A  
Demographic  Profile   Geographic  Profile  
•Youthful  18  -­‐  25  year  olds   •      Moderate  to  warm/hot  climates  
•Low/mid  wage/salary  earners  with  the   •    Suburban/Urban  &  city  environments,  which  
tendency  to  dispose  of  income  frequently   facilitate  social  settings  for  a  high  market  density.  
Psychographic  Profile   Behavioural  Profile  
•Cool,  trendy  and  influential  with  multiple   •Moderate  to  high  volume  consumption  of  similar  
reference  groups  and  innovators   products  
•Highly  social  -­‐  multiple  environments  and   •Brand  loyalty  is  prevalent  
points  of  engagement  among  this  segment   •Price  sensitivity  plays  a  large  role  in  the  decision  
  making  process  
•Occasions  revolve  predominantly  around  social,  
entertainment  and  external  venue  settings.  
 

The  selected  Target  Market  comprises  of  young  18  to  25  year  olds,  both  male  and  female.  
This   segment   relates   to   low   to   mid   wage/salary   earners   who   frequently   dispose   of   their  
income   on   low-­‐involvement   items   such   as   alcohol   and   entertainment.   In   relation   to   the  
consumption   of   chilled   alcoholic   beverages,   this   segment   resides   predominantly   in  
moderate   to   hot   climates   with   an   emphasis   on   urban   and   city   environments.   These  
geographical   specifics   allow   a   high   market   density   to   be   provided   with   venues   that   facilitate  
the  social  activity  of  this  segment.  

Profile   Segment   A   embraces   a   cool,   trendy   and   influential   range   of   reference   groups   and  
innovators.  The  immense  number  of  these  groups  and  innovators  are  constantly  socialising  
and  sharing  new  experiences  and  ideas  internally  and  externally.    

  21  
 
  

This   segment   also   consumes   a   high   volume   of   chilled   alcoholic   beverages,   including   cider  
and  therein  Bulmers  and  products  with  distinct  likenesses.  This  groups  demonstrates  brand  
loyalty  but  also  isn’t  afraid  of  brand  switching  due  to  pricing  or  sociocultural  influences.  

       

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

  22  
 
  

Positioning  Strategy    
The  strategy  selected  for  this  campaign  is  a  brand  positioning  approach.  Previous  customer  
perceptions  of  Bulmers  will  be  transformed  via  new  positioning  and  development  of  product  
attributes.   The   perception   of   Bulmers   can   then   meet   the   expectations   of   the   newly   selected  
primary   target   market.   As   stated   previously,   Bulmers   Cider   is   perceived   as   ‘old   and   tired’.  
Through  the  manipulation  and  progression  of  existing  and  new  product  elements,  Bulmers  
can  hope  to  meet  its  sales  objectives  on  time.    

Perceptual  Maps  

Perceptual  Map  1 Perceptual  Map  2

Price  (High) Price  (High)

   
 
         
   
Quality Quality Sales Sales
(Low) (High) (Low) (High)

Price  (Low) Price  (Low)

  Bulmers   Repositioning  Goal   Bulmers   Repositioning  Goal

  Somersby   Somersby
  Strongbow   Strongbow
 

This  brand  positioning  strategy  will  focus  on  numerous  product  attributes  including  quality,  
price,  innovation  and  customer  experience.  Bulmers  has  since  its  creation  been  perceived  as  
an  authentic  apple  cider,  thus  exuding  high  quality.  Packaging  attributes  must  be  altered  in  
order  to  present  this  quality  in  a  way  that  meets  market  expectations.    

Bulmers  will  also  implement  a  more  competitive  pricing  strategy  and  embrace  an  innovative  
packaging   approach   to   its   current   out-­‐dated   representation.   Lastly   an   emphasis   will   be  
placed  on  the  overall  customer  experience  of  Bulmers  from  presumption  to  consumption.    

  23  
 
  

These  attributes  will  be  further  developed  in  the  Marketing  Strategies  section  of  this  flexible  
working  document.  

  24  
 
  

Marketing  Mix  Strategies  

Product  
An   essential   aspect   of   this   marketing   plan   is   the   understanding   and   development   of   how  
Bulmers   can   provide   value   to   its   customers   throughout   the   expected   new   product   life   cycle.  
Due   to   the   nature   of   current   market   competition,   it   is   essential   that   product   offerings   are  
distinctive  and  sustainable.  

As   stated   previously,   ‘modern’,   fresh’   and   ‘trendy’   product   offerings   from   leading  
competitors   populate   the   market.   Bulmers   aims   to   regain   its   lost   market   share   by  
overhauling   the   complete   product   experience.   Modification   of   physical   product   attributes  
such   as   labelling   and   purchase   quantity   offerings   to   customers,   aim   to   increase   sales   and  
align   the   brand   with   the   ever-­‐changing   sociocultural   expectations   (Kauppinen-­‐Räisänen,    
2014).   It’s   these   revitalised   offerings   which   aim   to   provide   value   for   the   customer   whilst  
maintaining  the  authentic  apple  flavour  which  Bulmers  is  renowned  for.    

The   following   table   depicts   new   and   existing   features   of   Bulmers   that   will   be   altered   and  
added  as  part  of  this  marketing  campaign.  

New  Product  Attributes      

  Current  Product   Modified/NEW  
Resulting  Consumer  Benefit  
Attributes   Product  Attributes  
Dark  brown  glass   Clear  glass     Exudes  freshness/crispness  
BOTTLE   considered  ‘old  &  
tired’  
Dull  and  dark   Bright   Product  looks  appealing,  fresh,  exciting,  
colouring   Unique   memorable,  distinctive  and  stands  out  to  the  
LABELLING   Boring   Modern   customer  versus  competitors.  
Uninviting   Clean  
Doesn’t  stand  out  
330ml  bottle   330ml  bottle   Customers  can  benefit  from  the  six  pack  
4x  330ml  bottle   6  x  330ml  bottle   option  as  it  is  now  an  expectation  of  brands  
PURCHASE   Case  of  24  x   Case  of  24  x  330ml   to  provide  such  a  quantity.    
QUANTITY   330ml  bottles   bottles    
OFFERINGS   NEW:  10  pack  (10  x   The  same  can  be  said  for  the  10  pack,  as  
375ml  cans)   popularity  for  this  quantity  has  skyrocketed  
among  the  selected  target  market.  
 
  25  
 
  

These   new   and   modified   product   offerings   are   subtle,   yet   essential   in   the   successful  
completion  of  Bulmers’  goals  and  objectives.  

Elaborating   on   to   these   improved   and   new   product   offerings,   the   total   product   concept   is  
demonstrated  below.  

Total  Product  Concept  

Core  Product  
Alcoholic  Drink  
Refreshment  
Hydraeon  
Expected  Product  
Memorable  Branding  
Effeceve  Packaging  
High  Quality  
Augmented  Product  
(Compared  to  current)  
Muleple  Quaneees  
Modern  Packaging  

In  such  a  monopolistic  competitive  market,  Bulmers  must  focus  on  creating  a  distinguishing  
brand  perception  and  provide  value  to  customers  that  meets  market  expectations.  

 
 

 
 
 

  26  
 
  

Current  Bottle  

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

  27  
 
  

Product  Mockups  
 

  28  
 
  

 
 
  29  
 
  

Price  
As   identified   in   the   Competitor   Analysis   and   confirmed   in   the   selection   process   of   the  
primary  target  market,  it  can  be  said  that  product  pricing  is  a  highly  influential  factor  for  the  
selected  market  segment.    

Primary  Competitor  Pricing  

    6  Bottle  Pack  
 
Price  $   Alc  %   Std.  Drinks  

Somersby  330ml   17.49   2.92ea   4.5   1.2  

Strongbow  355ml   17.49   2.92ea   5   1.4  
  24  Bottle  Case  
Somersby  330ml   51.99   2.17ea   4.5   1.2  
Strongbow  355ml   44.95   1.87ea   5   1.4  
  10  Can  Pack  
Somersby  375ml   21.95   2.20ea   4.5   1.3  
Strongbow  375ml   19.95   1.20ea   5.8   1.5  
Adapted from http://www.danmurphys.com.au. Copyright 2015 by Dan Murphy’s. Reprinted with permission.

As   depicted   above,   Strongbow   is   priced   lower   and   more   ‘generous’   in   terms   of   alcohol  
volume   percentage.   Although   Strongbow   are   relatively   cheaper   than   Somersby,   Somersby  
are  priced  to  give  the  impression  that  their  product  is  of  greater  quality.  As  for  Bulmers,  a  
competition-­‐based   pricing   strategy   should   be   implemented,   focusing   on   altering   pricing  
where  it  presents  between  Somersby  and  Strongbow  (Elliot,  Rundle-­‐Thiele,  &  Walker,  2014).  
As  a  result  of  this  new  pricing  strategy  Bulmers  can  maintain  their  appearance  as  being  an  
alcoholic  beverage  of  quality,  yet  still  be  competitively  priced  compared  to  the  market  share  
leaders.  

  30  
 
  

Current  Pricing  (Bulmers)  

    4  Bottle  Pack  
 
Price  $   Alc  %   Std.  Drinks  

Bulmers  330ml   14.99   3.75ea   4.7   1.2  

  24  Bottle  Case  
Bulmers  330ml   68.99   2.87ea   4.7   1.2  
Adapted from http://www.danmurphys.com.au. Copyright 2015 by Dan Murphy’s. Reprinted with permission.

The   current   pricing   of   Bulmers   in   relation   to   its   market   share   percentage   indicates   it   is  
marketed   as   somewhat   of   a   ‘specialty’   or   ‘craft’   beverage.   Bulmers’   main   competitors   are  
already  marketed  as  ‘premium’,  thus  in  or  to  grow  market  share,  the  implementation  of  a  
competition-­‐based  pricing  strategy  is  necessary.  

 
Implemented  by:  

• Lowering  the  price  of  the  24  bottle  case  of  Bulmers  by  27.54%.  
• Introducing  a  10  can  pack  and  6  bottle  pack.  
• Pricing  the  10  can  pack  and  6  bottle  pack  similarly  to  Somersby  and  Strongbow  
(‘Going  rate  pricing’).    
• Discontinuing  the  4  pack  range.  
 
These   strategies   ensure   competition   with   the   two   market   leaders   and   development   of  
Bulmers   into   more   of   a   ‘go   to’   cider   drink   rather   than   a   ‘specialty’   or   ‘once   off   purchase’  
beverage.  

NEW  Pricing  (Bulmers)  

    6  Bottle  Pack  
 
Price  $   Alc  %   Std.  Drinks  

Bulmers  330ml   18.99   3.17ea   4.7   1.2  

  24  Bottle  Case  
Bulmers  330ml   49.99   2.08ea   4.7   1.2  
  10  Can  Pack  
Bulmers  375ml   19.99   2.00ea   4.5   1.3  
 

  31  
 
  

Main  pricing  points:  

• Price  will  better  suit  target  market  and  their  average  wage/income.  
• New  pricing  strategy  will  stimulate  Bulmers’  previous  secondary  target  market  (18-­‐24  
male/female  –  low  income)  to  purchase.  
• Previous  secondary  target  market  will  become  new  primary  target  market  with  
implementation  of  competitor-­‐based  pricing.  
• New  and  Improved  value  for  money  =  competing  with  market  leaders.  
• Price  is  indicative  for  first  12  months  in  order  to  test  the  market  and  achieve  
projected  sales  and  market  share  objectives.  
• Pricing  of  10  can  pack  and  24  bottle  case  is  centred  between  current  retail  price  of  
Strongbow  and  Somersby  beverages.  

 
 
 
 
 
 
 

 
 

  32  
 
  

Promotion    
The  following  promotional  strategy  has  been  developed  in  order  to  develop  a  better  brand  
awareness  and  thus  ongoing  loyalty  from  customers.  

Proposed  Promotional  Methods/Strategies  

Short-­‐term  activities  designed  to  encourage  consumers  to  purchase  a  product  or  
Sales  Promotion  
encourage  resellers  to  stock  and  sell  a  product  
Viral  Marketing   The  use  of  electronic  social  networks  to  spread  a  message  
Sponsorship   The  paid  association  of  a  brand  with  an  event  or  person  
Product   Paid  placement  of  products  in  movies,  television  shows,  print  media,  websites  (ie.  
Placement   Blogs,  forums,  reviews)  &  social  media  
 

Sales  Promotion  
As  identified  in  Profile  Segment  A,  Bulmers’  primary  target  market  consists  of  young  adults  
aged  18-­‐25  who  are  sensitive  to  price,  so  having  a  discount  or  added  value  promotion  (e.g.  
extra  cans  for  the  same  price)  would  be  appealing  to  this  demographic.  

Seizing   customers   at   point-­‐of-­‐sale   with   in-­‐store   offers,   product   tastings   and   providing   free  
promotional   items   (bottle   opener   key   rings   etc.)   whilst   verbally   introducing   them   to   the  
product   will   be   a   cost   effective   way   of   increasing   brand   awareness   of   the   broad   market  
(people  buying  alcohol  already)  as  well  as  Bulmers’  primary  target  market.  

 
 

  33  
 
  

Viral  Marketing  
Social  media  users  are  predominantly  within  the  selected  primary  target  market  age  group  
(Duggan,   Ellison,   Lampe,   Lenhart   &   Madden,   2015).   Boundless   opportunities   of   reach   are  
available,   dependant   on   sharing   and   engaging   by   users.   Vial   marketing   is   very   low   cost   in  
relation  with  a  potentially  high  outcome  benefit.  

‘Fun   products’   (like   alcohol)   are   more   likely   to   be   shared   amongst   friends   on   Facebook   than  
‘useful’   products,   and   incentives   to   do   so   make   it   even   more   likely   that   people   will   share  
with  their  friends  (Schulze,  Schöler  &  Skiera,  2015)  

Digital   word   of   mouth   plays   a   vital   role   in   the   diffusion   of   innovations   amongst   reference  
groups.  Research  suggests  that  the  inclination  to  share  information  with  friends  and  family  is  
high  within  the  primary  target  market  age  group  (Das  &  Subidhi,  2016)  

Sponsorship  
Sponsorship   ties   in   with   Viral   Marketing   and   product   placement   methods   in   a   sense,   as  
influencers   can   be   everyday   people   up   to   celebrities   on   Instagram,   Facebook   and   other  
media  forms.  These  influencers  have  created  large  and  loyal  followings  of  people  who  will  
buy  a  product,  in  this  case  Bulmers,  simply  because  they  saw  their  idol  attaining  value  from  
it.    

Other  Sponsorship  Possibilities  

Sponsorship  of  music  events  that  promote  a  happy,  social  and  ‘cool’  atmosphere  for  
young  people  to  enjoy  a  cold  beverage,  particularly  trendy  events  where  18-­‐25  years  
Music  Events   olds  would  frequent.  Boutique  events  such  as  Secret  Garden  Music  Festival  as  
apposed  to  larger  ones  like  Splendor  in  the  Grass  would  be  just  as  beneficial  in  
creating  brand  awareness.  
Solo  Artist  
Individual  musical  artist’s  gigs  as  apposed  to  large  concerts  
Gigs  
Sporting  
Medium  to  large  local/national  sporting  events    
Events  
Charity   Support  possible  fundraising  activities  that  include  the  service  of  alcohol.  
Fundraisers   -­‐  Stands,  banners,  promotional  items  &  staff  

  34  
 
  

Place  (Distribution)  
An   effective   indirect   distribution   strategy   of   Bulmers   to   retailers   and   ultimately   the  
customer/consumes   is   essential   for   achieving   sales   and   communication   objectives.   In   the  
Bulmers  distribution  channel,  produced  products  are  sold  to  a  wholesaler  who  then  sells  out  
to  the  retailers.  This  distribution  style  is  ideal  as  high  volumes  are  sold  through  to  numerous  
retailers   with   the   expectation   that   these   numbers   will   reach   new   and   increasing   sales  
objectives  (Elliot  et  al.,  2014).   The  advantage  for  Bulmers  is  in  dealing  with  larger  volumes  to  
fewer   buyers.     This   strategy   allows   for   more   resources   to   be   utilised   serving   customer  
enquiries  versus  dealing  with  many  retailers.  

Distribution  Channel  Flow  

Producer  (Bulmers)  
Responsible  for  emely  produceon  of  product  to  ensure  order  
fulfillment  
Sevicing  customer  inquiries  and  complaints  
Markeeng  Products  -­‐  muleple  channels  

Wholesaler  (Carlton  United  Breweries)  

Creaeng/Maintaining  retailer  relaeonships  
Timely  order  processing  and  fulfillment  
Timely  damaged  stock  replacement  

Retailer  
Brand  Promoeon  in-­‐store  (promoeons  displayed  on  eme,  staff  
product  knowledge,  In-­‐store  tasengs)  
Create  brand  awareness  
Shelving/display  arrangements  and  maximum  shelf  capacity  filled  
Re-­‐ordering  promptly  
Representaeve  interaceons  

Customer  
Excitement  about  product  via  displays  and  retail  staff  
Brand  awareness/recognieon  creaeon  
Purchase  
Re-­‐purchase  due  to  value  recognieon  of  inieal/previous  purchse    
 

  35  
 
  

Throughout   the   distribution   flow,   Bulmers   aims   to   maintain   a   high   level   of   control   and  
timely   product   production   in   order   to   ensure   maximum   order   fulfilment   and   therefore  
retailer   satisfaction.   Without   satisfied   retailers,   Bulmers’   products   will   surely   be   ‘shoved  
aside’.    

Important   factors   such   as   shelving   arrangements   are   essential   in   retailer   negotiations.  

Bulmers   aim   to   be   displayed   directly   next   to   leading   market   competitors   at   eye   level   in  
‘premium’   shelving   positions.   This   display   arrangement   ensures   maximum   visibility   and  
attraction   for   customers   making   a   definitive   purchase   decision.  Canned   10   pack   displays   will  
be  contingent  in  nature  due  to  many  liquor  stores  now  separating  10  packs  in  a  individual  
fridge/display.    

In-­‐store  Product  Placements  

Single   Cider  Fridge  next  to  6  packs  
330ml  bottle   Promo  stand/display  when  applicable  
6  Pack   Cider  Fridge  
6  x  330ml  bottle   Promo  stand/display  when  applicable  
Case   Cool  room  (Cider  section)  
24  x  330ml  bottles   Shop  floor  (Hot  stack)    
Cider  Fridge  
NEW:  10  pack   Cool  Room  (10  Pack  section)  
(10  x  375ml  cans)   10  Pack  Fridge  
**  one  or  multiple  variations  
 

  36  
 
  

Evaluation  and  Control  

The   continual   evaluation   and   control   of   established   goals   and   objectives   is   crucial   in  
determining   the   success   of   Bulmers’   12   month   marketing   campaign.   Clear   marketing,  
communication  and  sales  objectives  have  been  recognised  for  the  marketing  team  in  order  
to  guide  their  decision  making  process.  As  Macro  and  Micro  environmental  forces  influence  
the  business  environment,  it  is  imperative  that  this  flexible  working  document  be  altered  in  
order  to  remain  on  track  to  achieving  set  objectives.  

Intra-­‐year   reviews   will   be   utilised   to   gather   information   regarding   the   achievement   of   the  
initial  goals.  Marketing  metrics  are  key  to  the  efficient  analysis  of  data  in  order  to  determine  
a  new  contingent  planning  strategy.  

Evaluation  of  Essential  Objectives  

Method  of  
Objective   Metric   Timing   Responsibility   Outcome  A   Outcome  B  
Measure  
Increase   Return  on   Sales  Volume   3,6,9   Sales/Marketing   >11%  ROI  =   <11%  ROI  =  Consider  
volume  sales   Investment   (delivered   months   Manager   Continue   alternative  expenditure  of  
by  4-­‐13%   internally  by  MIS)   Advertising   funds  
Campaign  
Increased   Brand   Random  Method   0,  3,  6,   Marketing  manager  via   Increased   Unchanged/decreased  
Consumer   Equity   Survey  data   9,  12   in-­‐house  and   awareness  from   awareness  from  previous  
response,   compared  to   months   outsourced  market   previous   sample  to  next  =  change  
brand   initial  survey  data   research  team/services   sample  to  next   communication  messages  or  
awareness  &   to  determine   =  continue  as   explore  alternative  advertising  
promoters   increases   planned   mediums  
Increased   Market   Market  Share   3,6,9   Sales/Marketing   >5%  increase  =   <5%  increase  =  Consider  
Market  Share   Share   Figures  from   months   Manager   Continue   alternative  expenditure  of  
in  alignment   national   Advertising   funds  |change  communication  
with  increased   comparative  data   Campaign   messages  or  explore  alternative  
sales  volume   advertising  mediums  
Reduced   Customer   Customer  Service   0,  3,  6,   Marketing   >8%  decrease  =   <8%  decrease  =  change  
customer   Satisfaction   Figures   9,  12   Manager/Customer   Continue   communication  messages  or  
complaints   months   Relations  Manager   Advertising   explore  alternative  advertising  
Campaign   mediums  
 

These   evaluation   methods   and   their   results   will   form   the   foundation   of   the   decision   making  
process   directly   following   their   analysis.   Efficient   and   effective   control   of   funding   and  
advertising/marketing   variables   is   essential   in   the   commencement/altering   of   phases  
directly  following  an  objective  evaluation.    

  37  
 
  

Implementation  and  Schedule  

The  implementation  and  scheduling  of  the  key  marketing  strategies  which  were  chosen  can  
be  viewed  in  the  marketing  campaign  Gantt  chart  below.  

Gantt  Chart  
Product  Launch                            
Hire  Staff                            
Product  Reps                            
Evaluate  Campaign                            
Viral  Marketing                            
Facebook                            
Twitter                            
Instagram                            
Tumblr                            
YouTube                            
Company  Website                            
TV  Advertising                            
Radio                              
Print                              
Local  Newspapers                            
In-­‐store  pamphlets                            
In-­‐Store  Promo                            
Signage                            
Free  Logo  Opener  Key  Ring                            
Free  Logo  Cap                            
Tastings                            
Free  single  bottle  with  6pk                            
2  x  6pk  for  $30                            
Case  $45                              
Sponsorship                            
Music  Events/Festivals                            
Solo  Artist  Gigs                            
Sporting  Events                            
Charity  Fundraisers                            
Blogs                            
Distribution                            
Liquor  Retailers                            
Entertainment  Venues                            
                           
  Sep   Oct   Nov   Dec   Jan   Feb   Mar   Apr   May   Jun   Jul   Aug   Sep  
                         
        Definitive  Date  
        Date/Method  Subject  to  change  based  on  Evaluation  results  
        Evaluation  of  Objectives  (see  Evaluation  &  Control)  
 

  38  
 
  

The   launch   of   the   newly   refined   Bulmers   Apple   Cider   takes   place   in   October   2016   leading   in  
to  the  Christmas  period.  This  timing  is  chosen  in  order  to  increase  brand  awareness  leading  
in  to  the  warmer  Australian  Summer  season.  Distribution  still  remains  constant  to  retailers  
and  entertainment  venues.  

Viral   Marketing   plays   a   critical   role   in   reaching   the   selected   target   market   and   thus   takes  
place  continually  throughout  the  campaign.  Platforms  such  as  Facebook,  Twitter,  Instagram,  
Tumblr,  YouTube  and  the  company  website  are  all  utilised.  These  platforms  play  an  essential  
role   in   creating   brand   awareness   and   the   handling   of   public   complaints   and   unprompted  
endorsement  of  Bulmers  by  online  users.    

TV,  Radio  and  print  advertising  all  take  place  on  local  channels.  These  advertisements  will  be  
measured   via   an   intra-­‐year   random   consumer   response   survey   in   order   to   determine  
whether   an   adaptation   needs   to   be   made   or   not.   Response   from   the   selected   target   market  
can   be   unpredictable   as   most   young   people   are   responding   less   to   traditional   advertising  
and  more  towards  that  online.  

Major   music   festival   sponsorship   peaks   during   the   festival   seasons   as   indicated.   From   the  
commencement   of   the   campaign,   solo   artist,   sporting   event,   charity   fundraisers   and   blog  
sponsorship   are   all   assigned,   however,   the   consumer   response   will   be   reviewed   after   3  
months  in  order  to  determine  their  success  and  continuation  or  alteration.  

The  greatest  point  of  customer  contact  is  in-­‐store.  In-­‐store  promotions  run  throughout  the  
12   months.   These   promotions   range   from   product   price   offerings/savings   to   free  
promotional  items  with  purchases  and  tastings.  All  in-­‐store  promotions  are  subject  to  review  
and  adaptation  based  on  the  achievement  of  objectives  as  the  campaign  progresses.  Signage  
displays   are   essential   in   creating   brand   awareness   and   attraction   in-­‐store.   Signage   will  
absolutely   be   implemented   for   the   entirety   of   the   campaign,   subject   to   intra-­‐year   reviews  
for  the  purpose  of  refinement.  

  39  
 
  

Conclusions  and  Recommendations    

It  is  believed  that  the  implementation  of  the  strategies  presented  will  ultimately  result  in  the  
successful   achievement   of   the   outlined   goals   and   objectives.   The   result   of   achieving   these  
goals   are   to   return   increased   value   for   Bulmers   and   its   customers   as   well   as   increased  
profitability  and  market  share  for  the  organisation.  

Attention   to   detail   and   effective   evaluation   and   control   mechanisms   of   the   marketing  
strategies   in   this   flexible   working   document   will   play   a   key   role   in   the   accountability   and  
measurement   of   goal   achievement   by   the   organisation.   Contingencies   must   be   addressed  
post   the   intra-­‐year   review   periods   and   new   courses   of   action   must   be   successfully  
implemented  thereafter.  

Based  on  the  assumption  that  the  marketing  strategies  outlined  are  successful,  a  few  mid  to  
long-­‐term  recommendations  can  be  made.  Continual  exploration  of  new  target  markets  may  
present  the  opportunity  for  a  new  product  specialisation  marketing  strategy.  Alternatively,  
the   addition   of   new   product   variations   within   the   current   target   market   may   allow   for  
further   market   specialisation   of   Bulmers   in   order   to   increase   its   market   share.   Increased  
profitability   in   the   long-­‐term   may   create   the   basis   for   the   diversification   of   Bulmers,  
pursuing  new  products  in  new  markets.  

 
  40  
 
  

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