Entrepreneurial project Individual Project
Дипломная работа - Маркетинг
Другие дипломы по предмету Маркетинг
re of the industrial park will serve the needs of the resident companies. The technological infrastructure (see Fig 5) comprises refrigerating stations, freight terminal, railway network, capacity park, electric power substation, machining process centre, gas-distributing post, pilot plants park, high-end technology park, corporate university, water treatment station, sewage disposal plants, compressor stations, fire station, aid post, heat and steam distribution point etc.
Fig 5
Our company aims at creating a unique business environment, assisting the residents in their efficient development. The effect is achieved via providing a number of intangible benefits to the residents. That is the compliance of our strategy to residents development strategies, aiming at creating possible synergy from residents interaction (the chance of finding future business partners and contractors increases, when, like in our industrial park, there exist both developing and mature companies), and employing authoritative resource, which becomes possible due to our active and close interaction with the Republic of Tatarstan government.
- The Business Model
Our business-model is based on a global trend of separating infrastructure from chemical companies core business. Infrastructure is no more chemical industry core business, neither a supplementary part of it. The difference between the very nature of these two spheres of activity is so immense, that they hardly can go together (see Table 1).
Table 1
The infrastructure providing business is less risky, than that in chemistry and petrochemistry producing. The profits are less than those in chemical industry (see Graph 5).
Graph 5
Moreover, since the business is a specific one, it needs some special production facilities, assigned for chemistry. These are usually expensive, and not every small company can afford these. Thats why industrial parks are a good decision for small and medium-sized companies, since in industrial parks they may concentrate around one infrastructure providing company and keep in mind only their core business, as presented at Fig 6.
Fig 6
- Sales & Marketing
- Promotional strategy
The objective of our communication is in attracting potential residents for location within the site territory, which provide us with at least two constant sources of profit: rent payments and payments for services provided.
If we consider the local companies (whatever their size is), both advertising and public relations work efficiently for promotion. Another characteristic feature here is that we intend to spend less money on advertising, paying more attention to public relations, which comprise non-paid communication effort, such as press releases, wordses at industry seminars, appearances by firm executives on radio and TV, etc. These media are extremely influential with customers, and in case of proper organization may save a lot of money, resulting in the same effect for the site development.
As for foreign companies, the publicity vehicle is hardly applicable, since it needs a lot of time and effort on the part of a developer, the immediate presence (providing personal contacts at different levels of business and political communities) at the global market let alone. So, the main emphasis in this case should be made on all types of advertising (internet, specialized magazines and other infomercials) and on promotion by means of participation in exhibitions and conferences on the subject of industrial property, since these are often attended by potential site residents.
The main principles underlying the тАЬHimgradтАЭ Industrial Park promotional strategy may be formulated as follows:
- it should be aggressive, speedy and efficient in order to leave the competitors behind, to gain the vacant market niche, and to persuade the target customers in all the benefits they may gain from accommodating at the industrial park territory, the location unfamiliar to them before;
- not a single promotional strategy should be created, but at least a two-sided one, each part of which aiming at covering one of the groups of the target customers;
- the basis of the promotional strategy is in underlining the rational benefits of the site as target resident possible location;
- the promotional strategy should be comprehensive and all-penetrating;
- stableness and sustainability should become integral features of the promotional strategies. The developer should bear in mind the necessity for the promotional strategy to inform the target customers and to keep the information up-to-date, constantly reminding the target audience of the site, its benefits and whatever else needed;
- the intangible benefits should be put on one of the frontlines of the project positioning;
- international experience of industrial parks operation and management should be scrutinized and taken into account, making stipulation to the local market peculiarities.
The recommendations on the promotional strategy may be tabulated, the stipulation made that we consider the two promotional sub-strategies, aimed at addressing two groups of target customers (see Table 2).
Table 2
1st Substrategy
Local Companies2nd Substrategy
Foreign/International CompaniesMarketSmall and medium-sized local companies, occupied in chemical and petrochemical industries, processing certain types of polymers, produced on the Republic of Tatarstan territoryMedium-sized and big international and foreign companies, occupied in chemical and petrochemical industries, processing certain types of polymers, produced on the Republic of Tatarstan territoryMission To attract residents to unoccupied land plots and premisesTo attract residents to unoccupied land plots and premisesMessageтАЬHimgradтАЭ Industrial Park is one of the most convenient of all other locations for small and medium-sized companies occupied in chemical and petrochemical industries, because we provide the comprehensive services range along the entire customer value chain at comparatively low pricesтАЬHimgradтАЭ Industrial Park is one of the best possible locations for your company global expansion, providing the comprehensive services range along the entire customer value chain at comparatively low pricesтАЭ.
Media Media Advertising
- TV
- Radio
- Newspaper
- Specialized Industrial Magazines
Direct Response and Interactive Advertising
- Telephone
- Broadcast media
- Print media
- Computer-related
Place Advertising
- Billboards
- Posters
Promotions
- Contests and dealer incentives
- Trade shows
- Exhibitions, seminars, conferences
Publicity and Public RelationsMedia Advertising
- Specialized Industrial Magazines
Direct Response and Interactive Advertising
- Print media
- Computer-related
Promotions
- Contests and dealer incentives
- Trade shows
- Exhibitions, seminars, conferences
Moneyapprox. $150-250 thousand at initial stages
then $40-60 thousand annuallyapprox. $200 thousand at initial stages
then $60-90 thousand annuallyMeasurementAttracted residents rents and service payments/amount of money spent on advertising for a period ratio;
Number of applications for lease;
Number of web-site applicationsAttracted residents rents and service payments/amount of money spent on advertising for a period ratio;
Number of applications for lease;
Number of web-site applications
The table may serve as a core element of the тАЬHimgradтАЭ Industrial Park promotional strategy and an assessment medium for the steps taken by the company specialists in that direction.
A very important point is that the division of the project promotional strategy into two substrategies does not mean their absolute separation from one another. All the marketing communications program should be unified in terms of style and general principles of execution.
The main thing in the two substrategies separation is to concentrate on the criterion, which is of high-priority to the target group. For potential residents it is the level of their convenience, first, and the economizing effect as well (saving on taxes, on utilities prices and on rent level).
Another point, obligatory to mention, is connected with the promotional efforts efficiency evaluation. The problem here is that we cannot assess the short-term efficiency of our efforts. The reason for this is, predominantly, the above described time gap between the point when the company realizes the requirement of location, relocation or further expansion and the point when the location decision is made by the company. Under such circumstances one cannot assess exactly which of the promotional efforts have led the potential resident to the sit