Marketing Plan for SBA Developing Sounds for Mobile Games Applications - Case Study Example

Topic: Marketing Plan for SBA in developing sounds for mobile games applications and Section # of > (3908 words) TABLE OF CONTENTS CONTENT PAGE NUMBER 1.0 EXECUTIVE SUMMARY 2.0 INTRODUCTION 3.0 SITUATION ANALYSIS 3.1 Business Environment 3.2 Market Analysis 3.3 Competitor Analysis 3.4 Organisation Assets and Skills 4.0 SWOT ANALYSIS 4.1 Strengths and Weaknesses 4.2 Opportunities and Threats 4.3 Implications of SWOT Analysis 5.0 EVALUATION OF ALTERNATIVE MARKETING STRATEGIES 6.0 OBJECTIVES 6.1 Organisation Mission and Corporate Strategy 6.2 Company Product/Market Objectives 7.0 RECOMMENDED MARKETING STRATEGY 7.1 Target Markets and Market Entry strategy 7.2 Market Positioning Strategy 7.3 Marketing Mix Strategy: 7.3.1. Product/Service 7.3.2. Place (Distribution) 7.3.3. Price 7.3.4. Promotion (including Promotional Budget) 7.3.5. Personnel 7.3.6. Process 7.3.7. Physical Facilities 8.0 ECONOMIC EVALUATION 8.1 Planning Assumptions 9.0 IMPLEMENTATION AND CONTROL 9.1 Action Plan for Implementation of Recommendations 9.2 Monitoring of Action Plan BIBLIOGRAPHY APPENDICES Appendix One - Gaming Software suppliers Appendix 2 - The main available Promotional and Communications tools 4 4-5 5-8 5-6 6-7 7-8 8 9 9 9 9 10 10-11 10 11 11-20 11-15 16 16-20 16 16 16 16-19 20 20 20 20 20 20 20 20 21 22-26 22 23-26 1.0 EXECUTIVE SUMMARY A diversification strategy project has been established by the management committee of SBA. The proposed strategy is to target the mobile gaming industry with a view to SBA becoming a supplier of audio solutions to those software developers and suppliers who supply the manufactures of hardware and the end consumers of gaming directly. This document analyses the mobile gaming marketplace and the background to the proposed diversification strategy. It also analyses the preparedness of SBA to meet the challenge of the diversification strategy and presents marketing models that have a role to play in the required ongoing analysis of the market. The marketing options to support the diversification strategy are examined in some detail and particular attention is focussed on a promotional and communications strategy designed to build profile and relationships with key market players. These strategies include direct marketing, business-to-business advertising and media relations. The plan also proposes that the secondary target audiences are communicated with through a targeted media relations campaign. The plan aims to deliver a 5% market share within five years. Please note: This plan does not contain financial date for cost or income projections. In order to produce this data original research and analysis will be required. 2.0 INTRODUCTION SBA is the market leader in providing tailor-made music solutions to businesses. It is Australian owned and has been in business for over thirty years. SBA now wants to protect itself from the impact of a possible downturn in its core business by diversifying into a new market. It has identified the potentially lucrative mobile games market as a possible opportunity whereby it could create and market music/sound for application in such games. A formal project to pursue this opportunity has been set up by the management committee which has sought input from all the operational functions of the business, including marketing. The purpose of this marketing plan is to assist the management committee in reaching a business decision on possible diversification by presenting a detailed and factual analysis of the market situation and by recommending strategies for exploiting any identified market opportunities. Whilst there is a wealth of information and market data on the mobile gaming industry per se there is a dearth of information and market data on the ‘sub market’ of music/ sound supply to this industry. Consequently it will be necessary for the management committee to authorise some primary research in this area to ensure that business decisions are taken on the basis of authenticated data. 3.0 SITUATION ANALYSIS 3.1 Business Environment A mobile game is a video game played on a mobile device such as a mobile Phone or handheld computer. This does not include games played on Handheld video game systems such as PlayStation Portable and Nintendo DS are not classified as mobile gaming devices in the context of this plan. (Wikipedia, 2009) The mobile gaming market is growing steadily. The number of worldwide gamers has increased from about 55 million in 2005 to about 183 million in 2008. Global revenue from mobile gaming in 2008 was $6.9bn and is expected to grow to $18 billion by 2014 (Roberts, B. 2009). The worlds leading information technology research and advisory company, Gartner research has identified similar growth projections and Tuong Huy Nguyen, a senior research analyst at Gartner, says: “Given the ubiquity of mobile phones in many markets and the ease of game-play, mobile gaming is expected to reach more of the global population than has been the case for traditional PC and console gaming. This will catapult mobile gaming revenue beyond that from mobile TV and adult content, but we still expect it to lag behind mobile music, since music is a more familiar form of entertainment.” (Gartner Research, 2007) Australia itself is identified as a ‘game-hungry’ market with approximately 10 percent of mobile Internet users being regular gamers. This percentage is expected to grow as the functionality of mobile devices improves (Gartner Research, 2007). However it is the emerging markets of Asia, particularly China and India that are likely to see the most growth due to improvements in general economic growth. Although consumers in these markets cannot afford to buy the most sophisticated electronic devices they are keen adopters of more affordable mobile devices and hence are heavy users of mobile gaming (Pryamid Research, 2009). Mobile gaming suppliers reported a rise in sales over the last year (2008), with 43% saying sales are up compared to 29% saying they are down. Confidence for 2009 is also high, with 66% expecting the value of their mobile games sales to rise in the current year. Only 11% predicted a decline. (GoMo News, 2009) So, it can be seen that the general mobile gaming market is experiencing steady growth which is expected to continue over the next five years. Consequently, there are undoubtedly opportunities for suppliers like SBA to sell in music and sound solutions to mobile gaming software developers and producers. 3.2 Market Analysis It is essential that SBA carefully monitors both its internal market and the external macro market to ensure that it has accurate and timely data to feed into its business and marketing planning processes. Two useful marketing models for carrying out this monitoring and analysis process are PESTEL analysis and SWOT analysis. A SWOT analysis is contained in part 4.0 A PESTEL analysis deals with the following (Gillespie, A. 2007): Political Regulators; Politicians Political instability particularly in the important emerging markets can lead to sudden and negative changes to market operating conditions. SBA needs to understand this and also to take account of the regulatory systems and barriers that may exist in certain international markets. Economic Industry trends The global economy is still in recession although there are indicators suggesting that the worst may be over. Indeed Australia has just raised its interest rates by 0.25% in response to inflationary pressures in the economy. Industry trends have been analysed in part 3.0 above. Social Cultural; Demographic change See part 3.0 above Technological The music on the early mobile games was of very poor quality but this has gradually improved as devices have become more sophisticated. Gamers now expect their mobile games to be every bit as sophisticated as their phones, and that means that games must not only look good but they must sound good too. Environmental Costs; Public Opinion; Corporate Responsibility There are environmental issues with the disposal of certain mobile devices such as phones. Also the public are not always ‘warm’ towards games playing on mobile devices in public places. SBA has a corporate responsibility to be aware of these issues and any other which may be impacted by its services/ products being used on mobile devices. Legal Global The legal framework globally is complex and needs to be analysed within the territories that SBA intends to exploit. 3.3 Competitor Analysis There are a number of music and sound suppliers who have well developed relationships with mobile gaming software developers and suppliers. Additionally, some of the developers have ‘in-house’ resources to mange the music and sound process. Secondary data is in short supply and primary research will need to be conducted in this area to establish who the competitors are and what marketing strategies they are adopting. 3.4 Organisation Assets and Skills Although SBA has no experience in this market it does have a wealth of experience in the music supply industry with clients in the retail, hotel and food and drink trades. It also has a highly skilled technical department to deal with any technical issues arising from customer installations. SBA also has a number of music management systems which could be compatible with the mobile gaming industry’s requirements. SBA’s philosophy is to understand the varying and changing needs of its clients and to reflect this in the music solutions it offers. It has some excellent client testimonials to support this philosophy. “SBA worked with us to put in place a music strategy that was uniform yet was still flexible enough to cater to our individual store set ups.  Having the right music in place has definitely meant that our customers enjoy walking into (and staying in) our stores.  Furthermore, SBA is committed to working with us and supporting our on-going requirements”.   Phil Ryan, State Retail Manager, Pumpkin Patch (SBA website, 2009) Before it makes any formal recommendations, SBA uses a formal ‘briefing’ process with its clients where a series of questions are asked that cover key marketing, financial and operational considerations. 4.0 SWOT ANALYSIS 4.1 Strengths and Weaknesses Strengths Thirty years experience of providing music solutions to businesses. Specialist in monitoring music trends. Experience in providing music software for digital applications. Licences held for all major record companies and licensing bodies. A number of client testimonials that support its marketing positioning strategy Weaknesses No direct experience of working with gaming software providers. Lack of expertise in both selling and producing for the mobile gaming industry. Lack of financial cost and revenue projections due to above. 4.2 Opportunities and Threats Opportunities Selling new, adapted products to new markets (see 5.0 below). Threats Existing suppliers with long term relationships with primary target audience. Lack of market data and analysis. 4.3 Implications of SWOT Analysis The growth in mobile gaming and the size of the market is very favourable in terms of a diversification opportunity. However, SBA’s lack of direct experience will need to be overcome if significant market share in the new market is to be gained. This is the classic ‘chicken and egg’ situation inasmuch it will not be possible to gain experience without penetrating the market. Consequently, an aggressive market entry strategy needs to be adopted. - see 7.1. 5.0 EVALUATION OF ALTERNATIVE MARKETING STRATEGIES The ‘Ansoff’ matrix is a marketing tool created by Igor Ansoff and first published in his article ‘Strategies for Diversification’ in the Harvard Business Review (1957). The matrix is particularly useful for developing an organisation’s growth strategies. The four quadrants of the matrix examine: Current Products New Products Current Markets Market Penetration Strategy - selling more current products or services to current markets. Product Development Strategy - selling new products or services to current markets. New Markets Market Development Strategy - selling current products to new markets. Diversification Strategy - selling new products to new markets. It can be seen that of the four basic strategies for growth the ‘Diversification Strategy’ is the one with the highest risk as it involves developing and selling new products to new markets. The risks for SBA in adopting this strategy need to be quantified prior to a final commitment to the strategy. 6.0 OBJECTIVES 6.1 Organisation Vision and Mission SBA’s vision is to be the market leading supplier of audio solutions for all types of applications by 2020. SBA’s mission is to deliver tailor-made, cost-effective audio solutions for its clients at a profit. 6.2 Company Product/Market Objectives SBA’s market objective for its diversification strategy is to gain a 5% share of the audio application market for mobile gaming software within a five year timeframe. 7.0 RECOMMENDED MARKETING STRATEGY 7.1 Target Markets and Market Entry Strategy 7.1.1Target Markets The prime target market consists of the major global mobile-gaming software developers and suppliers. These organisations work closely with video and audio sub-contractors to develop gaming software. The identified organisations, listed in alphabetical order, are contained in Appendix One. Detailed information in terms of history; size; contact details etc is available separately from the marketing department. There are a number of secondary target markets that need to be considered in communications terms: Employees Potential employees Shareholders Financial Institutions Existing Customers Professional and Trade Associations The Local Community around SBA’s office 7.1.2 Market Entry Strategy It is proposed that links are established with a maximum of six of the prime target market organisations initially to establish precisely what opportunities exist for supplying audio solutions to their future games software. It will be necessary to sell in SBA’s expertise in audio solutions using relevant case studies. There is, of course, an identified weakness here insomuch as SBA does not have any direct experience of working in this market. Consequently it will need to adopt highly competitive stance in its terms of business. Depending on the outcome of the initial contacts made, it may even prove necessary to propose a low or no cost test project with one supplier in order to gain experience and credibility SBA operates in the Business-to-Business (B2B) market. According to the Chartered Institute of Marketing a typical customer in this market segment will go through the following pre and post decision-making process. Process Stage and Behaviour Customer Prompts and Sources Identifying a need or problem This may be highlighted by press coverage or advertising. Developing product specification The customer will use whatever sources they can find to help them specify what they need. They will pay particular attention to press releases, exhibitions, advertising, editorial comment, industry seminars and relevant direct mail Search for products and suppliers This is the time when the business customer is particularly open to visits from your sales force and trade directory entries. Exhibitions and technical information leaflets are also invaluable sources. This is the time when pricing information begins to be seriously considered. Evaluation of products and suppliers This is a good time to provide your potential customer with demonstration products, visits to existing customers, plant visits or third party testimonials. You may also need to look at special pricing packages or stocking incentives. Ready to place an order This is the time for personal contact. Evaluation of product and supplier performance The more major the buying decision, the more reassurance the customer needs. Review meetings and helpline support provide reassurance, as does good after sales support which all helps to justify the purchase decision. Follow on purchase The first purchase should not be seen as the end of the process, but the beginning of a long-term business relationship. (Chartered Institute of Marketing) The process described above, however, is based on a logical progression of decision making steps only. Whilst it is crucial for any provider to understand the decision making process of its potential customers, it is equally important for the provider to understand what influences customer attitudes and perceptions. Although the nature of SBA’s customer target audience is understood, it needs to be recognised that, even within particular business segments, customer organisations have different needs and wants. So it is crucial to SBA’s business success to gain an understanding of the various attitudes and perceptions that potential customers may have and how these can be influenced. For example a particular customer may focus strongly on product or service quality at the expense of other issues such as price and brand reputation. The importance ranking of these types of factors by customers varies according to how strategically important the product or service is to the buyer as shown in the following matrix. Utilities i.e. Electricity, Gas etc. Video animation and sound Plant and Machinery Office materials i.e. Paper, Pens etc Consultancy (Business to Business International (adapted)) Buyer behaviour in each of these quadrants can be very different. In the low spend, low strategic importance quadrant, for example, a buyer of office supplies is looking primarily for a reliable, single point-of-contact, supply source. The buyer will probably not be particularly highly trained in the area of office supplies purchase and will probably not be particularly concerned over the quality of the materials. They are, however, likely to be influenced strongly by the salesperson and the customer attention and satisfaction that they get from the relationship with that salesperson. SBA operates in the ‘high spend’ and ‘high strategic’ importance quadrants. However, despite a high spend, customers may perceive very little differentiation between suppliers. Price may be the ultimate influencer over choice of supplier but equally this is a specialist segment and buyers may have limited choice. In this case brand reputation and personal relationship with SBA may also be strong influencers. SBA also operates in the ‘consultancy’ box. This gives SBA an extra dimension to its business which complements the undifferentiated nature of some of its service offerings. It enables SBA to offer a strong strategic business input to a customer which, in turn, can generate loyalty and prevent a customer from possibly switching to another supplier. The Key Characteristics of Buyer Behaviour during Post Purchase Product and Supplier Evaluation One stage of the decision making process is now evaluated in more detail, namely ‘Evaluation of product and supplier performance’. The importance of understanding and responding to buyers needs does not end once the purchase decision has been made. Customers need to be reassured that they have made the right decision particularly in a high spend, high strategic importance environment. The theory of ‘Post Purchase Cognitive Dissonance’ is generally well understood by most marketers. It occurs when a buyer of any product or service may have made a decision totally or partly based on emotional rather than rational factors. The buyer may start to experience doubts about the efficacy of that decision. This feeling of uneasiness is referred to as ‘Cognitive Dissonance’ The after effects of this are that the buyer then actively seeks out sources of information and reassurance to justify the decision to him or herself – sometimes referred to as post purchase rationalisation. Most of us can cite an example of when we have been in this mode ourselves. The theory of cognitive dissonance is generally accepted to have first been identified by Leon Festinger in his book entitled When Prophecy Fails. (Festinger, L 1956). It is important that customers of SBA do not experience cognitive dissonance following a purchase decision. If they do then SBA needs to have systems in place to enable it to act to mitigate this cognitive dissonance. 7.2 Market Positioning Strategy Based on the above analysis it is recommended that SBA adopts a market positioning strategy of being at the ‘high end ‘of suppliers where it can ‘add value’ by demonstrating its ability to not only provide audio solutions but also to deliver great customer care. 7.3 Marketing Mix Strategy 7.3.1. Product/Service Tailor-made audio and sound track solutions to accompany mobile gaming visual imagery and game play. 7.3.2. Place (Distribution) Service solutions will be developed in conjunction with the gaming software developers and producers and delivered direct to them. 7.3.3. Price It is not possible at this stage of the planning process to identify a specific price for the service. The price will depend on several factors namely: level of input required; licensing costs for pre-recorded material (these will vary depending on projected exposure of the gaming software within which the audio is contained); an understanding of competitors pricing strategy. However, as stated earlier pricing will need to be aggressive especially during the early stages of the plan implementation. 7.3.4. Promotion and Communications There are a number of models available for the construction of a promotion and communications framework but the diagram below attempts to encapsulate all the aspects of the planning and process that should be considered (Fill, C. 2006) This model also emphasises the importance of an integrated approach to promotion and communications to ensure that synergistic benefits can be maximised i.e. ‘that the sum of the parts is greater than the whole’. Fill simplifies the theoretical aspects of the tasks accomplished by promotion and communications activity into three key elements namely, Push, Pull and Profile (Fill, C. 2006). ‘Push’ This is where the flow of the activity is ‘pushed’ from manufacturer or service provider to the supply chain intermediaries with the prime intention of developing relationships and building brand reputation with those intermediaries who will ultimately sell the product to the end consumer.. ‘Pull’ This is where the flow of the activity is direct from the manufacturer or service provider to the end consumer. The intention is primarily a call to action in the form of either a purchase or an enquiry by the end consumer either direct or through the supply chain intermediaries (if there are any). ‘Profile’ The profile strategy is where the manufacturer or supplier of the product or service adopts a variety of promotion and communications tools across all relevant target audiences. The purpose here is primarily one of building brand reputation. Promotion and Communications Tools for ‘Push, Pull and Profile’ Strategies With an understanding of the theoretical tasks that can be accomplished through the ‘Push, Pull and Profile’ model, the individual promotion and communications tools that deliver these strategies can now be examined. ‘Push, Pull and Profile’ strategies can be seen to accomplish Communications tasks as shown below: Strategy Target Audience Primary Message Communication Task Push Distribution Channel Intermediaries Information dissemination – product or service Relationship development Pull End Consumers Information dissemination – product or service Relationship development; Call to action – Enquiry/Purchase Profile All Target Audiences Brand and Brand Values Building Brand Reputation (Fill, C. 2006. Adapted) This is a relatively simplistic view as information and brand messages may sometimes be mixed within the same communications task. However, this is a good starting point for a more detailed analysis of the various promotion and communications tools that are available for deployment within the three basic strategic tasks. The table in Appendix 2 shows the main available Promotion and Communications tools and which of the ‘Push, Pull and Profile’ strategies they may be used for together with a more detailed breakdown of their respective ‘information’ versus ‘brand’ roles. In view of the limited (in terms of target organisations) and highly defined nature of the primary target audience, direct marketing will take the major share of the marketing resource available. This will be supported with a media relations campaign. The secondary target audiences will be reached using various elements of the promotion and communications mix. ‘Pull’ and ‘Profile’ will be the adopted strategies as detailed below. Promotion and Communications Tools Target Audience – Primary or Secondary Role of Communications ‘Profile’ and/or ‘Pull’ Advertising Online Trade (gaming) Magazines and Websites Primary – worldwide ‘Profile’ - Building Brand Reputation ‘Pull - Information dissemination - product and service; Call to action Public Relations News Conferences News Events Primary ‘Profile’ -International Profile Building Brand Reputation ‘Pull - Information dissemination - product and service; Call to action News Releases – Regional and Local Press Secondary ‘Regional/ Local Profile – All Target Audiences’ Building Brand Reputation Direct Marketing Letters from CEO plus telephone follow up Primary ‘Profile’ Building Brand Reputation ‘Pull’ - Information dissemination - product and service; Call to action 7.3.5. Personnel SBA has highly skilled and professional technicians and support staff. Consideration, however, should be given to employing a ‘relationship manager’ who will have overall responsibility for managing relationships with new clients in the diversified market. 7.3.6. Process A detailed sales process needs to be established for the new market based on SBA’s existing sales process but adapted to the specific operational conditions of the new market as analysed above in 7.1.2 Market Entry Strategy. 7.3.7. Physical Facilities The existing facilities may need to be enhanced to allow for different and production needs. 8.0 ECONOMIC EVALUATION 8.1 Planning Assumptions This plan has been developed without specific cost and income projections. This is because further work and analysis will be required in this area as indicated in the executive summary 9.0 IMPLEMENTATION AND CONTROL 9.1 Action Plan for Implementation of Recommendations and Monitoring This plan will be implemented and monitored by the Marketing Manager who will report on its progress on a monthly basis. BIBLIOGRAPHY Business to Business International. Getting People to Switch. Chartered Institute of Marketing – Business Buyer Behaviour < http://www.cim.co.uk/marketingplanningtool/tech/tech1.asp> Accessed 07?10/09 Festinger, L 1956. When Prophecy Fails. Fill, C. Simply Marketing Communications, First edition 2006 Gartner Research, 2007. Press Release: ‘More Growth Ahead for Mobile Gaming’. . Accessed 07.10.09 Gillespie, A. 2007. Foundations of Economics. GoMo News. ‘Recession Proof?’ http://www.gomonews.com/survey-of-mobile-gaming-industry-leaders-shows-huge-confidence-in-iphone-and-android/ accessed 07/10/09 Pyramid Research, 2009. Mobile Gaming in Emerging Markets: Five-Year Forecast and Impact Analysis. Roberts, B 2009. Gomo News: ‘The Global Mobile Gaming Market Will Grow at a 16.6 Percent CAGR to Reach $18 Billion in 2014’ Abstracted from Research and Markets ‘Mobile Gaming in Emerging Markets: Five-Year Forecast and Impact Analysis’ . Accessed 07.10.09 SBA website, 2009. ‘Our Clients’ Accessed 07/10/09. Wikipedia – Mobile Phone Game Companies, 2009. < http://en.wikipedia.org/wiki/Category:Mobile_phone_game_companies>. Accessed 07.10.09. Wikipedia – Mobile Game, 2009. Accessed 08/10/09. APPENDICES Appendix One – Gaming Software suppliers (Wikipedia – Mobile Phone Game Companies, 2009) Artificial Life, Inc. BSure Interactive Cellufun Championship Manager 2009 Express Covert Operations Ltd Digital Chocolate Dynamo Games EA Mobile FinBlade GameHouse Gamelion Studios Gameloft Gamevil Glu Mobile Hands-On Mobile HeroCraft IOMO Javaground Kalador Entertainment Kuju Entertainment Magmic Metismo Mobi-Mechanic Mobi-Medic Mobile game publisher Mpowerplayer NETSOFTWAREPunch Entertainment Q-stuff User:Rankinb/Sandbox Reaxion RedBoss Games Selatra User:Sixsteps/Gnosoft SmartCell Technology Sonic Boom, Inc. Superscape Appendix 2 - the main available Promotional and Communications tools and which of the ‘Push, Pull and Profile’ strategies they may be used for together with a more detailed breakdown of their respective ‘information’ versus ‘brand’ roles. Promotion and Communications Tools Target Audience Push – Channel Intermediaries Pull – End Consumers Profile – All Target Audiences Advertising National Press Television Primary - End Consumers Secondary – All other Target Audiences Information dissemination - product and service; Call to action Building brand reputation Regional/Local Press End Consumers Information dissemination - product and service; Call to action Building brand reputation Radio End Consumers Information dissemination - product and service; Call to action Outdoor Primary - End Consumers Secondary – All other Target Audiences Information dissemination - product and service Building brand reputation Promotion and Communications Tools Target Audience Push – Channel Intermediaries Pull – End Consumers Profile – All Target Audiences Advertising – contd. Magazines – Consumer End Consumers Information dissemination – product and service; Call to action Magazines – Trade Channel Intermediaries Relationship development Information dissemination – product and service; Call to action Cinema Primary – End Consumers Secondary – All other Target Audiences Information dissemination – product and service; Call to action Building brand reputation New Media – Online End Consumers Information dissemination – product and service; Call to action Building brand reputation Promotion and Communications Tools Target Audience Push – Channel Intermediaries Pull – End Consumers Profile – All Target Audiences Public Relations News Releases All Target Audiences through target media relations Relationship Development Information dissemination – corporate, product, service and financial; Call to action Building brand reputation News Conferences News Events All Target Audiences through targeted media relations Relationship Development Information dissemination – corporate, product, service and financial; Call to action Building brand reputation Lobbying Government; Regulators Relationship Development Building brand reputation Electronic Internet – Website presence All Target Audiences Relationship Development Information dissemination – corporate, product, service and financial; Call to action Building brand reputation Promotion and Communications Tools Target Audience Push – Channel Intermediaries Pull – End Consumers Profile – All Target Audiences Electronic – contd. Intranet Employees Information dissemination – corporate, product, service and financial Building brand reputation Direct Marketing Direct Mail All Target Audiences through targeted mailings Relationship Development Information dissemination – corporate, product, service and financial; Call to action Building brand reputation Telemarketing – Inbound/Outbound All Target Audiences through targeted mailings Relationship Development Information dissemination – corporate, product, service and financial; Call to action Building brand reputation Door-to-Door Inserts End consumers Targeted Information dissemination – corporate, product, service and financial; Call to action -ends- Read More