This was a course project, and great experience. To summarize, our team (Tech Enterprise) lead and placed first in this business simulation against other great competitors; and tied the aspects of the course to the simulation (and vice-versa).

1. Marketing Plan for Tech Enterprise: TechENT Computers Quarters 1 – 9 Daniel Cora | President - Overall Leadership | VP - Finance Raymond Cross | VP - Marketing Research | VP - Sales Management Bryan Gulebian | VP - Sales Management | VP - Advertising Radim Jurca | VP - Brand Management | VP - Marketing Research 1

2. Executive Summary Tech Enterprise is a microcomputer strategic business unit created to target segments in Asia, North America and Europe. Our mission is to provide a line of microcomputers branded TechENT, strategically and competitively to meet customer needs and costs. While providing business opportunities for ongoing growth, service, and innovation. Tech Enterprise is headed by four officers; Raymond Cross, Radim “Dino” Jurca, Bryan Gulebian, and Daniel Cora. The success of our SBU is attributed to the formation and expertise of these officers in the ability to lead and strategize in a competitive market. The focus to customer needs and business opportunities secured Tech Enterprise to a profitable position in the market. The market plan will detail strategies and results around scorecard items at target segments. This will include; advertising, branding, financial positioning, marketing effectiveness and performance. As well as, TechENT’s product sales, channel distribution and contingent efforts to remain dynamic and fluid in the market enterprise of technology. We are positive we are gaining the confidence of corporate head quarters while leading the scorecard overall. 2

3. Table of contents Review of financial and market performance during the past year Assessment of current situation and the market Customers Competition Company’s strengths and weaknesses Major problems/opportunities to be dealt with in next year Marketing Strategy for the next year in business (What will it take to get ahead or stay ahead?) Brand Strategy Pricing Strategy Advertising Strategy Sales Channel 3

4. Review of financial and market performance during the past year 4

5. Profitability 5

6. End of Fiscal Year Market Demand 6

7. End of Fiscal Year Market Share 7

8. Assessment of current situation and the market 8

10. We finished the year number 1 in both categories

11. Brand Judgment for both brands scored wellMercedes: 95 Travelers: 100 9

15. Potential to lead in 4 markets

16. Great Brand Judgment in 3 markets

17. Price Judgment is strong in all 5 markets, extremely strong in 2 target markets of Mercedes and Travelers

18. Excellent financial performance, highly profitable

19. Sales Office are all fully operational and performing well11

20. Major problems/opportunities to be dealt with in next year OPPORTUNITIES Further growth in target markets to capture more market share Potential to add 1 or 2 markets to target markets and expand overall market share Look at buying out competitor CSI, market leader in Workhorse and Innovator markets Continue to develop new Technology in R&D PROBLEMS Lost some market share in Mercedes, once dominated the market and still lead but need reverse the trend and maintain lead Still manufacturing 5 brands in all and may need to consider simplifying our markets down to 2 or 3, or whether to push forward with 3-4 markets 12

21. Marketing Strategy for the next year in business 13

22. Brand strategy Continue to develop the two target markets of Mercedes and Travelers Keep funding R&D to fuel new technologies and keep brands ahead of competition Look at further development of other target markets and determine their potential for heavy investment Look at adding additional brands within Mercedes and Travelers to give consumers more choices and create more market share 14

23. Pricing strategy Keep competitive edge in pricing by using rebates as necessary Look at Mercedes market and either lower price or increase rebates to push price judgment higher Keep an eye on competition pricing to ensure we are competitive while still leveraging our brand judgment Now that we are hitting better cost points due to the quantity we are producing we should look at lowering prices as needed to keep or gain market share but still keep profits in those targets at maximum levels 15

24. Advertising strategy Continue to spend in training for reps for long term sales Assess current bonus programs and determine if they are impacting sales Use bonuses to create sales opportunities in Qtr 4 or in new product lines for show term enhancements Continue to utilize both regional advertising and local advertising for maximum results Watch results against advertising expenditure to ensure we are not hitting points of diminishing returns 16

25. Sales channel Assess and reassign proper sales rep staffing levels by determining what the average number of sales per rep should be and then determining the budgeted number of sales per office will be for the year Look at our customer support staffing and determine if we are meeting the needs of our clients and adjust as necessary Look for new market opportunities Adjust rep sales force based on target markets once determined how many targets we will continue to go after this next year 17

26. References Peter, J. P., & Donnelly, J. H. (2009). Marketing Management: Knowledge and Skills (Ed 9). New York, NY: McGraw-Hill Irwin. 18