Typical Assignments
The following is a list of the types of consulting
projects that I have undertaken. The list is by
no means exhaustive but should serve to help you
to understand what it is that I do, and the way
in which I can add value to your organisation.
In our role as sales and marketing consultants our recommendations have sometimes included increasing the size of the sales team or adding marketing staff. This had lead to recruiting projects. Our approach is refreshingly different from the traditional recruitment firm and has produced results for our clients. We have found technical sales representatives, marketing coordinators, business development people, and even a research and development engineer. Our familiarity with technical products and services makes us good at recruiting technical people.
Our client was underachieving in sales revenue; in addition they were not achieving the required margins. Our brief was to review the sales organisation to determine if any sales force deficiencies were contributing to the problem. We utilized our proprietary Sales Dimension model to thoroughly analyse the sale team and to develop recommendations.
One of our clients is an exporter of products to the Pacific Islands. JWPM has been retained to provide marketing advice and to develop a re-branding program. A significant part of our work has been to develop a marketing plan for the distribution of a significant beverage product to the Pacific Islands in order to secure a distribution agreement with the manufacturer. The project required detailed research of each of the Pacific Island countries to estimate market size, competitor market shares, import requirements and an in-country distribution scenario. We assisted in making representations to the manufacturer and the negotiation of the agreement.
Our client exports product to the Pacific Islands. As part of our marketing plan we recommended the appointment of a sales representative for the region. We determined that a good location would be Vanuatu, Fiji, or Samoa. We implemented a recruitment campaign resulting in the appointment of an experienced Fijian national.
Despite occasionally being derided as overused, Power Point remains a useful sales aid employed by most industrial organisations. We regularly produce impact-full Power Point presentations for our busy clients who don’t have time to produce them and want a result that is original, has a clear message and is well branded. These presentations then become an excellent starting point (template) for future presentations that are developed in-house. We are very proficient at assessing existing corporate photography and supplementing it with new photography and stock imagery.
My client didn’t want the expense of a detailed review of their sales and marketing and requested that we undertake a three day review and make recommendations based on what we could find out in that time. This work was preliminary to a more thorough study to be conducted at a later date.
A global industrial client was undertaking a technical training session in Sydney resulting in a rare gathering of a significant number of sales and marketing people in one place at one time. We used the opportunity to conduct a marketing planning session by organising a conference room at the airport on the last day of the training program. When we completed the planning session the delegates jumped on their planes and flew home.
We assisted a small consulting firm to sharpen its service offering, clearly defining the type of work at which it excelled. This then lead to a need to review its brand. Our client now has a far sharper image and is finding it far easier to communicate their value proposition.
JWPM are often involved in helping clients to win tenders. In this case we were briefed to manage the process from start to finish - “just tell us what involvement and input that you need from us.” Our client was so busy with other work they needed to delegate the entire process. We have a proven process for running tender projects which we applied to this job. After the tender was submitted we then had a ready-to-roll tender submission format suitable for three ring binders with custom dividers, which can be applied to future tender submissions.
We designed a display system suitable for equipping a standard 3 X 3 metre exhibition booth. The entire display rolls-up into a flight case ready for transport and storage until required. The display was carefully designed to be consistent with the branding that we had developed and part of the branding project included website, flyers, power point presentation, and business cards.
Our client was looking to locate a distributor for his product in South East Asia. We decided to take advantage of the presence of the Australian and State Government departments that were organising display areas and inviting businesses to buy exhibition space. With the assistance of AusTrade we set-up a number of business matching meetings while we were in Singapore. Our client engaged our services to make preparations for the exhibition, producing sales and promotional materials and also to assist with business development work.
A senior academic was referred to me who had developed
a concept for an innovative system for communication.
We formed a Venture Company to commercialise the
technology. Currently we are developing a prototype,
writing a business plan, and are about to start
the process of obtaining venture capital.
Initially my client was seeking the assistance
of a marketing consultant to help market an innovative
product within their range. My advice was that
a full time sales resource would be better. The
project evolved in to the recruitment of a Technical
Sales Representative working with a high profile
recruitment consultant.
My customer was a software development company
with venture capital backing that specialised
in logistics. My brief was to help the executive
and board put together a sales and marketing plan.
I supplied a methodology and then over a series
of meetings we worked through the process. I documented
the outcomes and supplied them with their completed
plan.
My customer imports mechanical devices and wanted
some specific advice about increasing sales. We
arranged a meeting and after a couple of hours
of chatting I was able to provide some specific
recommendations to help increase sales. From time-to-time
he calls me in for a ‘tune-up.’
I worked with my customer to develop a new corporate
identity for the product range, designed a new
website with a content management system, and
helped them to set-up a telephone customer service
operation to handle enquiries. We then launched
a promotional campaign to get the phone to ring
and are now working on setting up a distributor
network. The new business division has been well
accepted and we are now well on the way to building
the brand.
My client, a large industrial (owned by a global
conglomerate) with branches in every capital city
and major regional centres wanted to develop a
national strategic plan followed by individual
state plans. I facilitated a head office strategic
planning session over 3 days and then over the
following 2 months worked with each state to develop
state-level business plans that picked-up on the
main national strategies but also took into account
local state issues.
My customer, a market leader in the supply of
equipment and consumables to an active industry
sector, wanted to evaluate their sales force pending
a restructure. Part of the brief was to recommend
a new structure to meet the requirement of not
wanting to employ more people, and to meet other
business constraints. I interviewed all of the
sales force, analysed their sales figures, and
discussed various scenarios with my customer.
My customer was a group of game developers who
had achieved some success previously selling their
first release through a recognised distributor.
They were mid way through developing a new console
game (Playstation, Nintendo, X-Box, and PC) and
were seeking venture capital to launch their own
product to the market. My role was to develop
a business plan that they could use to talk to
potential investors.
My customer was a structural engineering firm
that had developed an innovative steel frame concrete
floor that had a considerable cost advantage.
They wanted to launch a new division with a distinctive
brand and to franchise the system around Australia.
My role was to develop a product name, corporate
identity, and to develop promotional materials
to launch the engineering system. I also undertook
an analysis of building approvals data to quantify
the market size and to determine the value of
the proposed sales territories.
My customer, an engineering firm of highly customized,
high value electrical systems wanted to investigate
the opportunities for their product in Singapore.
My brief was to “obtain some evidence for
why we should be focusing sales resources into
that market”. My customer wanted to keep
costs low so asked me to utilise desk research.
My investigation consisted of telephone interviews
of a number of industry experts as well as significant
end users, specifiers and purchasers. I also quantified
the market size and identified the main suppliers
(competitors). The conclusion was that the market
was currently well served by Indian, German and
other European manufacturers but my customer potentially
had a quality and freight advantage.
A division of a major building materials supplier
had developed a new structural panel and was looking
for a new brand to market the product under. I
undertook a name selection process and used an
informal research process to gauge the potential
acceptance of the brand name. I then went on to
develop a logo.
My client, a privately owned infrastructure management
company, was taking over a public utility in Victoria
- an outsourcing contract. My brief was to design
and produce a portable display system that could
be erected in public places that introduced the
organisation and provided the true story as to
who they were, their reputation, and their role
in managing the public utility.
A customer perception survey commissioned by the
Port Adelaide Football Club to determine the level
of satisfaction of corporate sponsors. JWPM conducted
a number of face-to-face interviews as well as
telephone interviews and provided a comprehensive
analysis and report on the findings.
My customer, a regional local government, had
custodianship of a heritage listed property that
had been renovated into an accommodation facility
using state government funding. Despite being
a popular facility, utilisation was highly seasonal
and while income had in the past covered operating
costs it did not allow for significant maintenance.
Accommodation income was declining. My brief was
to: investigate if revenues could be increased
via price variations and promotional activity;
determine the underlying cause of the revenue
decline; and to suggest possible ways of offsetting
the council’s financial exposure. Ownership
options were also to be explored. My methodology
included analysis of customers, interviews of
the site managers, interviews of council employees,
interviews of local tourism operators and associations,
and also travel and tourism operators. I developed
a marketing plan and financial models showing
the effect of changes to their pricing structure
and the financial impact of different ownership
scenarios including a risk analysis.
My customer supplies services to resource, construction,
and local government. My assistance was requested
to help them win a million dollar tender for a
new piece of business. The incumbent had the work
captive for nearly a decade. I managed the tender
submission project from start to finish, developing
the pricing model, writing the response document,
arranging photography and graphics to improve
the presentation package and published the final
submission document and hand delivered it to the
tender box. My customer won the tender
My customer was looking to dramatically boost
sales and wanted to “light a fire”
under his sales team. I devised an incentive scheme
that was biased toward achieving growth. Along
with a number of other initiatives, the incentive
scheme has helped drive sales growth improving
gross profit over a 12 month period by +40%.
My customer believed that its sales team had lost
its way and needed to be reacquainted with the
concept of selling. The sales team were Ok at
taking orders but lacked any strategy and when
making sales calls tended to visit people they
liked rather than people that they should. My
role was to interview the sales force, identify
training requirements, design and deliver a training
program. The training program was presented to
team members from all around Australia as a residential
conference at a suitable resort venue.
My customer, a large contracting and manufacturing
company, was concerned about the performance of
its Queensland branch. Information from its state
manager pointed toward market place issues as
being the problem. Head office wanted an independent
assessment. I investigated the project opportunities,
competitors, and business practices in Queensland
and reported back to head office. Lack of sales
vigor was identified as the real problem.
My customer, an electronic engineering and manufacturing
company needed a corporate video produced. I wrote,
directed, and edited the video utilising the services
of freelance video production companies.
My customer had recently spent considerable time
and money upgrading their warehousing, inventory
management, and dispatch capabilities and was
now ready to service a much larger customer base.
However, they were unsure as to the best customer
service and sales model to implement. After reviewing
their operation I recommended my HCF sales model
and a series of other recommendations. I have
been working with this customer for a number of
years and have seen their sales increase by around
+30% per annum each year.
My customer’s website was previously an
early generation ‘brochure ware’ site.
My role was to arrange a new design, and to up-grade
the site to a content managed database so that
new products could be uploaded into various categories
without continually employing the services of
the web designer.
My customer’s traditional business servicing
the tradesmen market was becoming fiercely competitive.
He was enjoying higher margins manufacturing an
OEM version of the product that was being distributed
by a major customer to domestic buyers. After
failing to renew this major contract he decided
to launch his own brand of the domestic version.
My role was to devise a sales and marketing strategy,
develop the new brand identity and launch a new
more innovative website. I arranged promotional
flyers and product specification sheets and I
also designed and built a display system to present
the product at a forthcoming annual public exhibition.
The results have been excellent and my customer
is now setting-up a dealer network.
My customer, a 70 year old engineering firm, was
dominated by accountants and engineers and had
come to believe that contracts would only be won
by having the lowest price. They had even stopped
visiting customers and simply priced up whatever
specification popped out of the fax machine. My
brief was to help them to improve their hit rate
on tenders. The first step was to change their
culture from ‘bidding on anything that moves’
to being more selective. In addition, we added
a new guideline that where possible, we needed
to identify opportunities before they got to tender
stage, and lastly I vastly improved the quality
of their tender package both in appearance and
standard information content. Many of the old
timers were skeptical of these initiatives but
after we improved their hit rate from 5% to over
30% a revolutionary culture change subsequently
occurred.
A new Power Station was being constructed and
the government wanted to undertake an information
campaign. I produced a video, a fixed display
system, and organised a mail out to some 10,000
local residents. The video and display operated
at the local council chambers for a period of
8 weeks.
A review of the sales force of an IT organisation
showed that they had lost the ability to chase
larger deals and were simply servicing enquiry.
After a bit of “restructuring” I delivered
a sales training seminar to reacquaint the team
with the principles of consultative selling.
After having won a major infrastructure project
in Australia, my customer was being encouraged
to consider export. I managed the process of liaising
with Austrade to decide on which countries to
target. Investigations revealed that India was
a suitable market. I traveled to India as part
of a trade delegation to investigate the market
first hand. The information gathered has lead
to a considerable rethink on the suitability of
the product and R&D is underway to develop
the required modifications.
My customer, a large contracting and manufacturing
organisation, wanted to place a greater emphasis
on chasing business opportunities. In the past
it had relied on being on everyone’s tender
list, however after recommending that they needed
to become more proactive in their approach to
business development, they had resolved to create
a dedicated sales role in each of their three
divisions. My role was to evaluate the business
development people and to provide training.
My customer had promoted a key player in the sales
department to the position of Sales Manager, but
wanted the person to be trained in the role. I
met with the person on a fortnightly basis for
12 months and attended sales meetings. I worked
up a position description for the role and provided
him with mentoring.
To place a greater emphasis on collaboration projects,
my customer created a strategic alliance with
two other companies – each of which provided
complementary products and services that usually
comprised typical projects. My role was to develop
a suitable name for the alliance and to provide
it with it’s own corporate identity. I went
to produce letterheads, business cards, and a
promotional flyer. I also assisted the alliance
group to tender for some significant pieces of
business.
A merchant bank backed industrial service provider
was seeking a major contract with a large national
retail conglomerate. The successful acquisition
of the contract would underpin the group’s
IPO program. The customer’s senior executives
were fully occupied with putting the finishing
touches to the IPO process and lacked the manpower
to drive the preparation of a high level presentation.
I was invited to take charge of the process of
developing the presentation. Over 3 days we bunkered
down in their board room, and analysed the customer’s
requirements, drafted an appropriate power point
presentation and document, sourcing graphics and
photographs from their corporate collection. Key
executives were brought into the process on an
as-needed basis minimising the distraction from
their other responsibilities and maximising their
input to their presentation. Lastly, I ran a couple
of “dress rehearsals” coaching executives
on their presentation skills. My customer went
on to secure the business, and their float has
been completed.
My customer designs, builds and installs electronic
communication systems for public health. The opportunity
to refit 10 public hospitals with a new system
came out for RFP. I worked closely with my customer
through the preparation of the tender, the submission,
presentations to the buying committees, due diligence
and contract negotiations. My customer won the
project.
My customer had sponsored a major international
trade function in Malaysia and as part of the
deal was invited to make a brief presentation.
Being a fraction inexperienced at making presentations
in front of large groups and preparing Power Point
slides, he asked me to prepare something and to
coach him. Feeling far more confident, he did
a competent job on the night.
My customer was a small bespoke manufacturing
organisation that was pitching for a significant
government outsourcing contract. They were advised
that their image and presentation was a weakness
and sort my assistance to upgrade their proposal
package. I engaged a professional photographer
to take a set of excellent images to provide some
visual material that captured the essence of their
corporate culture and portrayed them in a more
professional way. The end result was not just
a one-off tender package but also a ready-to-go
tender and proposal system that required less
work for preparation but a vastly improved impact.
In addition they now had a library of material
suitable for websites, brochures, foyer photographs
and all future promotional activity.
My customer had organised a national conference
for its senior executives and business development
people. One of the focuses of the conference was
winning new business. I was asked to make a presentation
about the principles behind winning tenders.
My customer was a business start-up that had venture
capital funding. Sales growth was not meeting
expectations. One-on-one interviews to existing
customers identified strengths and weaknesses
in the service offering. A detailed mapping-out
of the sales process and actual activities identified
that not enough resource was being invested in
getting face-to-face with the customer, consequently
sales were not forthcoming.
My customer was pitching for a significant sized
contract and needed my assistance to develop a
strategy and to write the proposal. I developed
a cost estimate for the project, worked with my
client to choose an appropriate margin, and then
published a well presented submission.
An organisation with revenue of just under $20
million was looking to develop a strategic plan
to guide its activities over the next 5 years.
Their cash cow product was being decimated by
cheap imports. I facilitated a 3 day planning
session at a weekend retreat. Part of the process
was to provide the management team with information
gathering templates so that they arrived at the
planning conference armed with key facts and useful
analyses. After the conference I summarised the
plan as a Power Point presentation.
JWPM was engaged to develop a marketing plan for
a regional Aquatic Centre. The purpose of the
marketing plan was to increase the ‘profitability’
of the Centre, by increasing revenue and/or the
gross number of visits by patrons, and hence total
revenue. The expected outcome of the Marketing
Plan was to assist the Centre to achieve ‘cost
recovery’ in the first instance and subsequently
a surplus. The written Plan contained an analysis
of the various user market segments, together
with proposals for how the Centre’s existing
programs and services could be refined to better
suit user requirements while also identifying
possible new initiatives.
Our client had attracted venture capital but after
a while it became evident that they were not reaching
their sales growth targets. I was asked to take
a close look at their sales process. After applying
the Sales Dimension process to my client’s
sales organisation, a deficiency became obvious;
our client’s sales forecasts were predicated
on an immediate attraction to the product, and
an ability to place an order in a relatively short
space of time. Mapping out the sales model in
detail and counting up the number of face-to-face
visits, as well as other time consuming aspects
of the sales process, soon revealed that the sales
pipeline would be long and drawn out with serious
implications for cash-flows. Sales Dimension had
identified the problem but the reality was that
there was no fix. The business model was seriously
flawed. The business struggled on for another
twelve months but, ultimately; the investors had
a nil return.
My client had acquired two of its competitors
and now faced the challenge of merging together
three large organisations and managing three high-profile
national brands that traditionally had been fierce
competitors. The deal was barley approved by the
ACCC and there were turf warfare issues at executive
committee level. A new CEO had been appointed
who was looking to make his mark in taking on
this challenge and pulling it all together. My
role was to facilitate a strategic planning conference
that would set the direction for the company over
the next five years. After developing the corporate
plan we then developed separate plans for each
business silo.
A merchant bank had developed a deal to acquire
a number of large privately owned state based
contracting and servicing organisations in the
mechanical services sector and merging them into
one national organisation. The new organisation
was now in a position to offer national customers
a national provider and economies of scale. The
plan was to float the new organisation after 5
years. My role was to work with the group to develop
the capability to tender for major national contracts.
My customer was one division of the Australian
branch of a global corporation. Sales growth had
reached a plateau. The division General Manager
wanted to know “is it us, or is it the market?”
I undertook a detailed investigation that included
customer research looking in particular at the
strength of their brand compared with competitors,
market size and market opportunity assessment,
and interviews and visits of every branch around
Australia. My report lead to the restructure of
their branch network nationally to increase their
focus on sales. Sales growth followed.
My customer was a rapidly growing professional
services firm that had grown from 2 partners (when
I first started working with them) to 10 partners.
They had identified that future growth was dependent
on the ability of their professional staff to
identify and capture new business. I ran a series
of workshops designed to educate them on the principles
of winning new business in a professional services
firm context.
My customer was a proven performer designing and
constructing mechanical services. A large infrastructure
project for a state government was due to go out
to tender managed by one of the major builders.
My customer was given the tip that they would
need to vastly improve the quality of their tender
package if they were to have a chance. My role
was to help them to achieve this. I went on to
design a 3 level proposal and tendering package
system that they could use depending on the size
of project. I also wrote the tender for the major
project which they ultimately won.
My customer was a government department who was
assessing the viability of constructing a regional
sports centre that would cater for a range of
sporting and associated activities. The government
department wanted a wide range of options ranging
from the predictable right up to the innovative
and for me to explore various funding options.
I worked in conjunction with an architectural
firm and a chartered accounting firm to develop
a comprehensive report.
Customer research report, market position recommendations
and re-engineering of sales practices.
A major contracting and manufacturing company
approached me to undertake a customer research
project that provided a detailed understanding
of where they should be concentrating their sales
and marketing efforts. In addition I provided
valuable guidance as to how they should be structuring
their sales activities and monitoring success.
JWPM conducted a strategic planning session reviewing
the aims and organisational directions of CLASA
in its role as the peak body representing the
public library network in South Australia. The
planning session examined the strategic issues
of corporate vision, mission, key objectives etc.
based on SWOT and other key inputs.
I was commissioned by the Office of Recreation,
Sport & Racing to undertake a feasibility
study into the construction of a new Centre Court
facility to be located at Memorial Drive. The
study involved developing revenue projections
for the new facility and estimates for both operating
costs and finance costs.
My customer was pioneering an online learning
delivery platform. I guided the development of
the initial strategic plan for the organisation
and assisted with the development of the business
in the setting-up stage. I completed a marketing
plan and competitor analysis, and was retained
to provide on-going assistance and marketing support.
I was called in to help resolve some fundamental
issues in the firm. Through a strategic planning
process we identified a concise definition of
the company’s current situation, where its
opportunities were, and a plan capable of delivering
an improvement. The most important outcome was
the defining of a vision of how the company was
to look in five years (based on a realistic appraisal
of what is possible), and 6 to 10 key objectives
that were to be achieved in order to deliver that
vision.
Through a national tender process that included
companies from Sydney, Melbourne and Perth, JWPM
were appointed to provide marketing services to
the Northern Territory TAB.
JWPM provided: Market Research; Television, cinema,
radio and press advertising including the “It’s
up to me - at the TAB” campaign; Media planning
and buying; Development of a new corporate identity
and new designs for their retail outlets. JWPM
successfully fulfilled the twelve month contract
providing a full range of planning, creative,
production and associated services.
JWPM worked closely with the Aquatic Centre management
team, the Controlling Authority, and the Manager
Community Services to develop a comprehensive
business and marketing plan. The project commenced
with a survey of some 1,044 Aquatic Centre patrons,
that was conducted over a 7 day period. This survey
provided a comprehensive data base of quantified
information.
The records of attendances maintained by the Aquatic
Centre provided information on headcount, and
user group numbers. A number of small surveys
were conducted to identify customer segments,
and the utilisation of: water space; and the various
facilities provided by the Aquatic Centre.
Several planning sessions and presentations were
made during the project involving the groups mentioned
above, to provide information about the current
management issues that the Centre faced.
The plan included a marketing communications plan
including creative recommendations.
In June 1996, JWPM was commissioned to develop
a business plan for a City Lending Library. The
thrust of this project was a review of not just
their marketing focus, positioning etc., but also
the nature of the services provided by the library
and also to review the need for a second branch.
An assessment was undertaken of the work done
previously in endeavoring to understand their
own structure and future priorities, with particular
regard to available resources and their IT strategy.
The project commenced with a survey of 1,000 patrons,
equally divided between people on the library’s
current database and visitors to the library over
a seven day period. This information formed a
vital ingredient in the development of the business
plan.
.
In July 1997, JWPM was engaged to undertake a
feasibility study into five upgrade options of
a State Level Aquatic Centre. This work was utilised
by the Council management and Aquatic Centre Controlling
Authority to make submissions to the elected members
that subsequently led to a decision to go ahead
with a $24m upgrade. The scope of the project
was as follows: To assess the financial viability
of each of five options with particular emphasis
on: The revenue potential of each option; The
additional operating costs associated with each
option; The additional costs for servicing a loan
required to fund the construction programs; and
the ramifications of any problems associated with
each option.
While working as the National Marketing Manager
for ATCO Industries, I was responsible for managing
the name change from ATCO Industries to AUSCO
International. The program involved the following:
Development of a new corporate identity and standardisation
of corporate image, graphics and external appearance
of premises and internal reception areas; Managing
the implementation of the program across Australia
at all of the company’s branches in every
Australian State and Territory (26 branches);
National advertising to announce the name change
and to establish the new corporate identity and
positioning; Staff training and the establishment
of internal systems and appropriate documentation
to maintain the disciplines and integrity of the
program.
I was appointed to develop a communication strategy
to promote the launch of a new name and to announce
the merger of the Panorama, Marlston, Port Adelaide,
and Croydon campuses of TAFE to form the Douglas
Mawson Institute of TAFE. JWPM developed a communication
strategy and devised promotional slogans, designed
graphics, and produced promotional materials (posters,
banners, mouse pads, brochures, invitations etc.)
in collaboration with the TAFE marketing department
people. JWPM also managed the launch functions
and coordinated the writing of press releases
liaising with the Minister’s Office.
I was asked to interview a significant and representative
sample of the Football Club's sponsors to guide
future product development for the club’s
2nd tier sponsorship packages. I submitted a comprehensive
report and the findings including strategic interpretations
and specific recommendations.
JWPM were appointed in October 1997 to develop
a communications plan for the Government Radio
Network Contract (GRNC) which was administered
through the Department of Information and Technology
Services.
Our role included: providing strategic advice
regarding positioning and communications strategy;
developing brand name and brand graphics; organising
launch functions; undertaking benchmark market
research; developing a communications plan; implementing
the communications plan, producing such items
as brochures, videos, advertising, public relations,
internet sites etc.
JWPM prepared a comprehensive umbrella marketing
strategy for the preceinct with the intention
of promoting it as an attractive place to visit,
invest, conduct business, shop or live. The plan
included an action plan and budget and recommended
structures for resourcing the strategy. The plan
also included a broad assessment of the likely
economic impact of implementing the plan. The
implementation of the plan was slowed by local
government mergers, however, the document achieved
wide acceptance and is still referred to today
and many of the strategies are being implemented.
JWPM completed a report into the business prospects
of our customer’s Melbourne branch. My customer
is a wholesale distribution company of building
materials. JWPM’s task was to: Determine
how to increase sales; Determine if any barriers
to increasing sales are internal or external market
forces; and Determine the strength and appropriateness
of the company’s sales activities.
The results obtained from the research were then
used to develop a new sales and marketing strategy
designed to increase the company’s market
share in Victoria. The marketing investigation
was primarily conducted via face-to-face interviews
with suppliers and customers, telephone interviews
with inactive and active customers and a customer
mail survey. The marketing investigation was further
substantiated by an industry analysis and an internal
data and information analysis.
Sample of 1,000 patrons of the Adelaide Aquatic
Centre to determine user profile. The results
were compared with ABS data to determine the geographical
location and profiles of similar people that might
represent future prospects.
Community Survey of the Noarlunga local government
area to determine usage of the Noarlunga Library
Service, profile of current users and understanding
of the reasons why people use the Library.
Two marketing effectiveness surveys of 500 residents
in the Northern Territory on behalf of the Northern
Territory TAB. These were undertaken before and
after the execution of main media advertising.
JWPM conducted a number of focus groups in the
Northern Territory on behalf of the Northern Territory
TAB to determine community attitudes toward the
various betting codes in general and the TAB in
particular.
JWPM conducted a number of focus groups to determine
the attitude of both city-based and non city-based
workers toward the concept of setting-up a golf
driving range in the central business district.
Survey of customers to determine the market position
of Le Messurier Timber Company in the Victorian
market and to ascertain the attitude of customers
toward the company.
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