Target Market

Marketing Communications Planning: Media

by Tom Gray | on Jan 02, 2013 |  Comments

I have a budget, and I cannot do it all. What media do I spend my money on? Consider the strengths and weaknesses of each type of media, and match them to your product and your communications task or goal.

This article addresses your use of traditional media, usually with the goal of attracting people to learn more at your website. It assumes you have a good website, and you are updating it with special offers, pictures of events, videos showing customers enjoying product benefits, success stories and endorsements. The first thing you should spend your money on is a great website. Then you can spend money on attracting people to view it. Using social media will be addressed in a future article.

Media Strengths and Weaknesses

In this table on media strengths and weaknesses, L (low) is a weakness and H (high) is a strength.

Media/S&W Local Targeted* Aud-Vis / Graphics Cheap/Fast Complex Msg#
Network TV

L

L

H/H

L

L

Cable TV

M

M

H/H

M

L

Radio

M

M

M/L

H

L

Metro Newsp

M

L

L/L

H

M

Local Newsp

H

L

L/L

H

M

Magazines

L

H

L/H

L

H

Yellow Pages

H

L

L/L

L

M

Coupons

H

L

L/H

H

M

Outdoor

H

L

L/L

M

L

Direct Mail

H

H

L/H

M

H

*By Income and/or Interest or hobby

# Complex messages require space to tell your story, and media that can be saved for later reference

 

Network television offers visual presentation, but it costs too much for small businesses, both for the media time and for the production cost of the ad. Cable TV is cheaper, more local, and offers the option of a streaming print for those who wish to avoid ad production costs. However, if you want to choose print, cheaper media are available. Some targeting by type of channel is also possible on CATV. Neither has the space or permanence for complex messages.

Radio is local and can be targeted by type of station, but not by income or interest. It is cheap and fast, but t lacks the space and permanence needed for complex messages. Alternative mobile entertainment seems to be making radio less useful to reach customers.

Newspaper ads can be targeted geographically if local newspapers are used. They offer the space for complex messages, but not the permanence for reference unless your customer clips the ad. They are cheap and fast, but look elsewhere if you need quality graphics.

Magazines can be highly targeted by interest and income. They offer high quality graphics, and space and permanence for complex messages. Magazine ads take longer to produce and cost more than newspapers and radio, and their publication schedule cannot handle fast-changing offers.

Yellow Pages are the pre-internet search option. They are quite expensive, and involve lead times of a year or more due to annual publication. Their graphics are poor compared to internet search.

Coupons can be printed in other media, or mailed as part of packages to selected geographic areas. They are now available on internet coupon sites as well. Cost is low for production, but can be high when the cost of the discount is considered. This media makes sense if your objective is to attract interest and “tryouts,” in the hopes of more profitable sales later.

Outdoor includes billboards and various types of signage. It is suitable for reminders for impulse purchases of well-known products for a mass market customer base. It does not fit complex messages or targeted markets. Cost and lead time for production and placement are moderate depending on the location.

Direct mail is very targeted and offers excellent graphics as well as permanence. Its success depends on accuracy of the data in the list used. The most targeted lists can be rented from magazines and associations for one-time use. Direct mail is costly, perhaps $2 per piece, and a 2% response rate is good, so the cost of a response is really $100. Once you have the list, lead time to implement is moderate. Due to the cost of direct mail, different campaigns are tested for success using different response numbers for tracking. This means that rolling out a full campaign takes several weeks.

Matching Media to Product and Communications Goal

If you have a mass market, you need mass media. However, most small businesses have more targeted markets, at least in terms of locality, especially if you spent a little time defining your target market as previously recommended!

For a goal of inform/persuade, this means that many small businesses will find the best fit with local newspapers, magazines for special interests, coupons, good signage if they have a retail location, and direct mail for high margin products if tests prove it can be effective.

For a goal of reminding customers to buy again, if you have the customer’s contact information then internet contact is best. Inexpensive direct mail (postcards) is also a possibility. If you lack that contact information, then local print, coupons, and good retail signage are the best places to spend money on traditional media.

Tom Gray helps owners save and grow their companies. He is a management consultant focused on small business and telecom, a Certified Turnaround Professional (CTP), a Certified Business Development Advisor, and a Certified SCORE Mentor. He can be reached at 630-512-0406 or tgray@tom-gray.com. See www.tom-gray.com

 

Describing “The Market” in Your Business Plan – Section 3.0

by Tom Gray | on Nov 21, 2012 |  Comments

Effective marketing is the hallmark of a successful business. Its absence means the business will fail. If it is that important, you cannot leave it to chance. You must plan how to do marketing effectively.

How Marketing Fits Into Your Business Plan

Your Business Plan is the first place you actually write down those random thoughts about marketing, so you and others can see the logic and the holes. Once you figure out the marketing, then you can estimate its cost, and include that in your financial section.

But before you can figure out the marketing, you need to know who are you going to be selling to. Groups of likely prospects are called your “target market.”

Describing “The Market”: Section 3.0

To describe the Market, you first talk about industry (i.e. all your competitors) sales volume in units and dollars for your target area. Include the sales growth rate. Describe the customer groups (segments) who make those purchases: their demographics, any other characteristics such as interests or how often they buy, and how many there are in the area. Seasonal ups and downs are also mentioned here.

For some sources to measure the size of market segments, see Target Market | Thomas H. Gray.

Next you discuss trends that might change those industry sales figures, or change the ways customers are solving the problem that your product addresses. The acronym DPEST reminds you what trends to think about: Demographic, Political/regulatory, Economic, Socio-cultural, Technological. When you mention a relevant trend, you will of course say why it is relevant – how it is affecting the current or future market for your product. Your goal is to show that the trend is helping your success – you are consistent with it, not fighting it.

Then you choose the primary segment you will be selling to, and up to two secondary segments. This is your target market. Describe your typical customer in each of your target segments. Example: “he or she is (how) old, has x education and y income, family status is z, lived in the area for a years, is interested in b, c, and d, and values e, f, and g enough to spend q dollars on them annually.” Now estimate how many of those target customers live in your selling area, using the sources in the reference above.

Why bother to identify a target market? Why not sell to all? Effective communications and economical generation of “sales leads” both depend on targeting an audience that has some specific characteristics. These audience characteristics drive the design of your communications plan, the features of your product, your price, and where you sell. You want to spend marketing money reaching those most likely to buy, and buy a lot, and often, not the long shots! So targeting is critical to controlling the marketing budget. It is also critical to crafting a message that is effective by speaking directly to the needs of a specific group of customers.

In the organization of your business plan, industry definition would be 3.1, market trends is 3.2, and target market and its size is 3.3.

Competitive Analysis is Crucial!

Now you move on to a crucial issue for your business: Competitive Analysis (section 3.4). First, describe your competitors with a paragraph for each. If there are too many, group them into types of competitors so there are no more than 3 to 5. In this description, consider how they are perceived by customers (their “positioning”), and how well they satisfy the customer’s buying criteria – those 5 to 7 things a customer weighs when choosing a vendor for your product.

After this description of the competitive landscape, summarize it in a table as described in Competitive Analysis | Thomas H. Gray – Consultant, CEO, Director. The table shows how well each competitor meets each of the buying criteria (High, Medium, Low, or not at all).

Then use the table to evaluate your own offering the same way. Where you are High in satisfying customer buying criteria and others are not, this becomes your differentiation – the reason for your business to exist. If there isn’t any, don’t launch the business! If your differentiation is only price attractiveness, find some extra value to offer that will help you keep customers when competitors lower their prices to match yours.

For a short video on how to do this, go to Competitive Analysis: Find Your Edge – YouTube

Now you know who you are selling to, and what advantages you offer them compared to your competitors. Your headings look like this:

2.0 Business and Product Description

2.1 Business Description

2.2 Product Description and Need Met

3.0 The Market

3.1 Industry Definition

3.2 Trends in the Market

3.3 Target Market and Size

3.4 Competitive Analysis and Differentiation

Once you know this, you are ready to work on your strategy and tactics for capturing a share of this market. The next article addresses these.

Tom Gray helps owners save and grow their companies. He is a management consultant focused on small business and telecom, a Certified Turnaround Professional (CTP), a Certified Business Development Advisor, and a Certified SCORE Mentor. He can be reached at 630-512-0406 or tgray@tom-gray.com. See www.tom-gray.com.

Target Market: “Who Are My Customers?”

by Tom Gray | on Jan 27, 2012 |  Comments

Everybody says you must know your customer, but it’s hard to come up with a brief, clear description when a lender or an advertising guru asks you to “describe your target market.” What’s the value of some abstract definition of your customers? Why make the effort to create one?

Payoffs From Defining Your Target Market

               – Reasonable sales forecast, so you can budget the amount of money you need

               – Reasonable view of the potential size of your business, so you are not kidding yourself

               – Makes borrowing money feasible; no lender lends until you define your market

               – More sales, because your product (and your inventory of companion products) is designed to                fit the needs of your target customers

               – More sales, because your pricing is designed to fit your target customers

               – More sales per advertising dollar, because you select media that reach your target, and your                message is directed squarely at what is important to them

               – More sales per promotional dollar, because your promotions address their particular needs at           the right time

               – More repeat customers, because your return and service policies meet expectations

How to Define Your Target Market

Start by describing the personal situation of your perfect customer: he or she is (describe the person) and he or she wants to meet this need: (the one your product meets).

Then generalize this description to include measurable “attributes”. This enables you to research the size of this target market. Some attributes might be age, income, occupation, family size, gender, location, type of residence, etc. Some might be attitudes rather than demographics. You might even want to include purchase or ownership of something, such as boat or a horse or a motorcycle.

For example, my target market might be adults aged 50 to 70 with income over $75,000 within 5 miles of my location who love to dance. Maybe the real sweet spot is male and single as well.

You may have more than one segment in your target market. If so, be able to describe the attributes of each segment.

Once you have the attributes of your target market, you can use databases to find out how many people fit your target market description. See the next article for how to do it. By the way, you can use databases to identify your competitors too!

Can you describe your target market with measurable attributes?

Tom Gray helps owners save and grow their companies. He is a management consultant focused on small business and telecom, a Certified Turnaround Professional (CTP), a Certified Business Development Advisor, and a Certified SCORE Mentor. He can be reached at 630-512-0406 or tgray@tom-gray.com. See www.tom-gray.com

 

Market Size: How Many Are Out There?

by Tom Gray | on Jan 27, 2012 |  Comments

Now that you have defined your target market (see Target Market: “Who Are My Customers?”, you can find out how many are in it – your market size.

Data on the size of your market is stored in databases. Those with the most value require a subscription, and the good news is that libraries subscribe for you! Find a library with a good business collection, and then talk to their reference librarian who specializes in business.

A community college such as College of DuPage is a good source. They even offer a scheduled webinar on the Reference USA database. Some (but not all) local public libraries have good business collections too.

The librarian can suggest the databases likely to have the data you want, and can show you how to use them. Usually you will need to have a library card to access the databases on-line through the library’s website, but often you can apply for and get a library card that same day.

One database available without a subscription is American Factfinder (census data), which is available online free. This database (now named Factfinder2) sorts census data according to the attributes you enter. It is much easier to use than www.census.gov.

The table below shows nine sources with data you can use to define the size of your target market segments.

Reference USA is great for either identifying other small businesses who are competitors in your area, or for providing the names, size, and contact information for businesses who might become your customers, i.e., not only your target market but a sales prospect list as well!

For example, in DuPage County Illinois there are 173 auto top and body repair shops with revenue less than $2.5 million. The list provides the executive’s name/address/phone, and the email address as well for some of them..

The Encyclopedia of Associations is listed because associations often have databases of their members and other industry information. You can find the association in this source, and then go directly to the association for their information, or join them to get access to it.

Market Share Reporter can be useful to know what market shares your competitors have, to estimate a reasonable market share for your company to aspire to.

Attitudes, such as “love to dance”, can be found in Lifestyle Market Analyst.

Household Spending is your source for how many people (of what type) own a particular type of item in your target geography, if this is the key characteristic or attribute of your target market.

You will probably need to use some creativity to interpolate data from more than one database to estimate the size of your target market, but you will be working with real data, not just a hunch!

 

Sources Content Type Bus Cons
Reference USA YP; bus./type in selected area; contact info; size! DB X
Plunkett’s Research Online Aggregated stats DB X
Encyclopedia of Associations Industry (& other) associations Book X
Market Share Reporter Company market shares Book X
American Fact Finder Census; segment by demographics DB X X
Lifestyle Market Analyst Segment by attitudes & preferences Book X
Household  Spending Who spends how much on what; segment by behavior Book X
Statistical Abstract of US Everything! Book X X
Direct Marketing List Source Types of lists you can rent; better to use a list broker Book X X

 

Were you able to define your market size? Let us know about your successful search!

 

Tom Gray helps owners save and grow their companies. He is a management consultant focused on small business and telecom, a Certified Turnaround Professional (CTP), a Certified Business Development Advisor, and a Certified SCORE Mentor. He can be reached at 630-512-0406 or tgray@tom-gray.com. See www.tom-gray.com