Kidmr Marketing Plan

Sample Marketing Plan For ………………..(Snacks or Drinks)

1.0 Executive Summary

Kautilya Institute of Development Management and Research (KIDMR) is a proposed initiative of a group of leading academics and practitioners in management and development in India. It is to be set up in a less developed state in eastern India. The institution intends to focus on education, research, and training for capacity building and policy advocacy in the development management domain.

KIDMR will focus on professionalizing nongovernment organizations (NGOs) by providing their employees with appropriate knowledge and skills through education and training; giving them incubation facilities and support to promote social and economic entrepreneurship at the grassroots level; conducting research on development issues; and contributing to policy advocacy through research, reviews of development programs, and impact assessments. KIDMR aspires to be a leading development management institution in the country, known for its authenticity, integrity, and expertise.

2.0 Situation Analysis

The founders of KIDMR have developed their marketing plan using the following format.

2.1 Market Summary

The founders know that the field of development is highly fragmented and has diverse requirements. Success in this field will depend on target market focus and a clear, superior, and relevant value proposition for the target customer.

Target Markets

KIDMR has decided to focus on NGOs for its education and training initiatives and a few central and state government ministries/departments for research and evaluation projects and advocacy. It will focus on health, education and poverty eradication projects and programs in the first five years.

2.1.1 Market Demographics

The profile of the typical NGO targeted by KIDMR consists of the following geographic, demographic, and behavioral factors.

Geographic

KIDMR will focus on NGOs working in north and east India. It has collected NGO statistics from various sources and is aware that the total number of NGOs in India is estimated to be about 1.2 million. Of these, almost half are not registered with any official agency, about three-fourths are single-person organizations and only about 13 percent have six or more pain workers. Knowledgeable sources in the NGO sector have estimated the number of active, professionally run NGOs at the all-India level to be about 25,000. About 25 percent of these are expected to be active in the north and east regions of India.

Demographics

KIDMR will focus on ambitious, ethical, and professional NGOs with four or more graduate employees. It will target capacity building among young and mid-level employees, with a special focus on women. The number of employees in this range is estimated to be about 30,000 in the target region.

Behavior Factors

• Those who are aware of growth possibilities in the NGO sector and are looking at professional development.
• Those with ambition for personal growth and active in informal and formal social/developmental activities will be targeted for social entrepreneurship.
• Retired academics and government and private-sector employees with a positive attitude towards development work and high energy levels will be targeted both as resource persons and for training. People looking for meaningful activities to keep themselves occupied and earn some extra income will be considered.

2.1.2 Market Needs

The following are the major needs of the three major customer segments-NGOs, individuals, and the government-that KIDMR is trying to fulfill.

1. NGOs. Quality competence-building with a focus on flexibility and affordability.
2. Individuals.  Employability and self-employment with dignity and a deeper sense of involvement.
3. The government.  Authentic, relevant, timely, and cost-effective professional. Other client guidance (for consultancy).

2.1.3 Market Trends

The development sector is going through many changes. For many years, with liberal international and government funding, It experienced unplanned growth with limited focus on quality and human capacity building. Because of pressure from donor organizations and client groups, media visibility, and the entry of many qualified and well-meaning professionals in the field, there is now a trend towards increased professionalization and specialization in the sector.

2.1.4 Market Growth

Currently, the number of professionally run NGOs with four or more employees is about 25,000. Thus, the total number of professionals in this area is in the range of 100,000 to about 500,000. Because of increased developmental expenditure and the growing focus on corruption-free, effective, and efficient execution of development work, this number is likely to increase at a rate of 15 percent to 20 percent.

2.2 SWOT Analysis

The following SWOT analysis captures the key strengths and weaknesses of KIDMR and identifies the opportunities and threats facing it.

1. Strengths

• The in-depth knowledge and insights of the founders.

• High credibility and a sound value system.
• Customer/client focus and customer orientation.

2.2.2 Weaknesses

• Low capital base.
• Lack of networking competence.
• Deliberate choice of remote location.

1. Opportunities

• Huge untapped potential of almost 500,000 professionals growing at a very conservative estimate of 15-20%.
• Growing pressure on existing organizations to professionalize & the need of new entrants for quality training & handholding.
• Growing pressure on donor agencies and government departments for accountability and effective and efficient delivery.

1. Threats

• Existing, entrenched players with strong networking strength.
• Corruption.
• The tendency to look at training, benchmark surveys, and evaluation and impact studies as nonproductive expenditure by many potential clients.

1. Competition

In a generic sense, all the institutes of management, economics, and social work, and several private and public-sector training and consulting organizations are KIDMR’s competitors. However, in more specific terms, institutions like the Institute of Rural Management, Anand; NIRD, Hyderabad; private/NGO initiatives like PRIA, New Delhi; XISS, Ranchi, Jharkhand; and sectorial institutions focused on health management are its major competitors.