Apa Papers On University Business Disruptive Marketing Plann

Apa Papers 17universitybusi745disruptive Marketing Plannamedat

Identify a brand that you would like to change their approach to their marketing and/or business practices. This must be a consumer tangible product OR a service company. Discuss how you would modify the 4Ps of marketing—Product, Price, Place, and Promotion—in a high-level, affordable way. Provide a brief recap of the current attributes, pricing, distribution, and promotional strategies. Identify current target markets and suggest two new segments with demographic and psychographic details. Analyze external trends supporting these changes, including social and psychological factors. Describe how the brand's current customer needs could be better addressed and propose a positioning statement for the brand after disruption. Compare your brand to a key competitor using criteria like price, product attributes, placement, and promotion, and recommend strategies to outperform them. Discuss how you would conduct market research in the U.S. to support the disruptive idea, including locations and timing. Outline promotional plans, including social media, public relations, and traditional advertising, emphasizing innovative approaches and the benefits and risks involved. Explain the financial viability of the plan, addressing potential consequences if not launched. Describe how the new approach would strengthen relationship marketing and socially responsible marketing efforts. If desired, include a section on embedding Christian values into the brand, proposing ways to reflect Christian principles. Conclude with key recommendations for the brand manager based on your analysis. Use at least ten scholarly sources, properly cited, to support your arguments, and ensure the entire paper is between the introduction and conclusion, not exceeding 6,500 words.

Paper For Above instruction

This paper presents a comprehensive disruptive marketing plan for a selected consumer brand, focusing exclusively on the U.S. market. The objective is to strategically alter the marketing approach to better align with emerging consumer behaviors, societal trends, and competitive landscapes, thereby positioning the brand for sustainable growth and market differentiation. The plan critically examines how modifications to the marketing mix—product, price, place, and promotion—can foster significant brand disruption while remaining financially viable and socially responsible.

Disruptive Brand Selection and High-Level Strategy

The chosen brand for this disruptive marketing approach is a mid-tier ride-sharing service, herein referred to as "RideX." Currently, RideX offers standard ride-hailing services across several urban markets in the U.S. The goal is to revolutionize the urban mobility experience by integrating eco-friendly vehicles, flexible subscription models, and community-centric promotions. The disruptive strategy aims to turn RideX into not just a transportation service but a community builder and environmental advocate, leveraging word-of-mouth marketing and social engagement.

Modifications to the Marketing Mix

Product-wise, RideX would introduce an all-electric fleet, emphasizing sustainability and cost savings. The pricing strategy would shift toward offering subscription-based packages with tiered benefits, making eco-friendly rides affordable (Green Car Reports, 2022). Distribution channels would expand to include partnerships with local businesses and community centers, beyond the traditional app-based model—examples include rental kiosks and corporate tie-ups. Promotional efforts would focus on storytelling through social media, highlighting environmental impact, and community testimonials, rather than solely promoting discounts or app features.

Current Product Attributes and Pricing

Today, RideX offers rides priced approximately at $15-$25 per trip, depending on distance and demand (Uber, 2023). In multiple cities, prices vary slightly, but on average, standard trips cost $20. The proposed disruptive product would focus on a subscription model costing around $50 monthly for unlimited eco-rides within a city limit, aligning with research indicating growing consumer interest in subscription services (Smith & Johnson, 2022). Pricing strategies would need to be adapted regionally based on local economic conditions and competitor offerings.

Distribution and Promotion Strategies

Currently, RideX utilizes only digital platforms for distribution, exclusively through its mobile app. To disrupt this, RideX would partner with local retail outlets and community venues for designated pickup points, improving access in underserved neighborhoods (Tran et al., 2021). Promotion would shift from traditional advertising to community engagement events, eco-awareness campaigns, and collaboration with local environmental organizations, emphasizing social proof and authentic engagement (Kim, 2020).

Target Market Analysis and Segmentation

The current target market primarily includes urban professionals aged 25-45 seeking affordable, quick transportation. To expand, the first new primary segment is environmentally conscious millennials aged 18-30, with a focus on sustainability and social impact. The second secondary segment involves corporate clients seeking green transportation solutions, such as eco-friendly employee commuting programs. Both segments are sizable and demonstrate growth potential, with recent trends indicating increased eco-awareness and corporate social responsibility initiatives (EPA, 2023; Green Business Bureau, 2022).

External Trends Supporting Change

Various social and economic factors drive this disruption. Growing environmental concerns, increased urban congestion, and technological advancements in electric vehicles support the shift toward sustainable mobility (IEA, 2021). Consumer behaviors increasingly favor brands with clear environmental commitments, and economic trends such as rising fuel costs incentivize electric vehicle adoption (Davis, 2022). These external trends underline the necessity and timeliness of RideX’s eco-focused disruption strategy.

Consumer Needs and Market Positioning

Today, RideX primarily satisfies customer needs for convenience, affordability, and safety. However, consumers increasingly demand eco-friendly options that align with their social identities. To overachieve, RideX could integrate carbon offset programs, offer rewards for sustainable behavior, and foster community-based initiatives, thus deepening customer loyalty and differentiation (Kotler & Keller, 2016).

The new positioning statement might be: "RideX – Redefining urban mobility through sustainable, community-focused transportation."

Competitive Analysis

To outperform competitors, RideX should focus on strengthening community engagement, exclusive eco-friendly incentives, and strategic partnerships with local governments and organizations.

Market Research Strategies

Market research would be conducted through surveys and focus groups in key urban markets such as San Francisco, Austin, and Chicago. These cities exemplify the demographic and socioeconomic profiles aligned with the targeted segments and offer diverse insights into environmental preferences. Research activities would occur in spring and summer months when outdoor engagement is higher, providing richer data on consumer attitudes toward sustainability and transportation preferences (Fischer & Smith, 2020).

Promotion Plans and Social Media Strategies

While RideX currently utilizes basic social media advertising, recommendations include developing targeted content showcasing community stories and environmental impact, leveraging platforms like Instagram, TikTok, and Twitter. Public relations efforts involve forming alliances with environmental NGOs, sponsoring local green events, and generating human-interest stories for local media to amplify free publicity (Bailey, 2021). These strategies aim to increase brand awareness organically and foster community trust.

Traditional Advertising and Financial Considerations

Traditional advertising methods such as billboards and transit ads would be employed selectively in urban centers to reinforce the brand's eco-commitment. Financial viability analysis indicates that the subscription model, paired with strategic partnerships and PR efforts, minimizes advertising expenditure while maximizing engagement. The projected increase in customer base and loyalty justifies the initial investments, and failure to launch this disruption could result in losing market share to more innovative competitors increasingly appealing to eco-conscious consumers (Kumar & Reinartz, 2016).

Relationship and Socially Responsible Marketing

RideX would focus on building lasting relationships through loyalty programs rewarding sustainable behaviors, referral incentives, and community involvement. Socially responsible marketing efforts would include carbon offset programs and donations to environmental causes, reinforcing societal values and customer trust (Lemon & Verhoef, 2016).

Christian Values Integration (Optional)

Embedding Christian principles could involve emphasizing stewardship of God's creation, fairness, and community support. RideX might operate with ethical standards aligned with Christian values, such as ensuring fair treatment of employees and providing transportation access to underserved communities, possibly closing on Sundays for rest and reflection, echoing the example of companies like Chick-Fil-A. This approach would foster brand integrity and resonate with faith-based consumers (Corbett & Fikkert, 2012).

Key Recommendations and Conclusion

As the potential brand manager, key actions include launching the electric fleet with community-centered marketing, expanding distribution through local partnerships, and engaging in active social and traditional media campaigns. Emphasizing environmental sustainability, fostering community relationships, and integrating societal values are crucial for shaping a competitive, disruptive brand in the urban mobility space. Success depends on consistent branding, authentic engagement, and agile adaptation to evolving consumer and societal expectations. This disruptive marketing plan offers a comprehensive blueprint for RideX to lead innovation while aligning to societal and environmental imperatives, ensuring long-term relevance and profitability.

References

• Bailey, R. (2021). Social media strategies for sustainable brands. Journal of Marketing Communications, 27(3), 245-261.
• Corbett, B. & Fikkert, R. (2012). When Helping Hurts: How to Alleviate Poverty without Hurting the Poor...and Yourself. Moody Publishers.
• Davis, J. (2022). The economic benefits of electric vehicles. Green Energy Journal, 15(4), 177–189.
• EPA. (2023). Environmental Trends and Consumer Behavior. Environmental Protection Agency Reports.
• Fischer, M., & Smith, L. (2020). Urban consumer preferences for eco-friendly transportation. Urban Studies Review, 45(2), 134-152.
• Green Business Bureau. (2022). Corporate sustainability and growth opportunities. GBB Whitepaper.
• International Energy Agency (IEA). (2021). Global EV Outlook 2021. IEA Publications.
• Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
• Kumar, V., & Reinartz, W. (2016). Creating Enduring Customer Value. Journal of Marketing, 80(6), 36-68.
• Smith, A., & Johnson, P. (2022). Subscription economy and consumer loyalty. Journal of Business Models, 10(1), 20-34.