How To Create a Marketing Plan in 2023

Marketing plan on
Npa24: 7, UK
Scholar ID:

Introduction
◦The main aim of this report is to develop a marketing plan for
Npa24:7.
◦Competitor's analysis and SWOT analysis of the company.
◦Marketing mix, and segmentation, targeting, and positioning of
Npa24:7.
◦Plan evaluation including recommendations for Npa24:7.

Company brief
◦Npa24:7 offers home emergency that covers through home
emergency experts.
◦It is intended for their products for specifically accomplishing
the requirements of owners for new build properties.
◦Consumer service advisors of the firm is particularly trained to
practice the unique diagnostic software ideas.
◦It helps to develop home emergency issues as well as,
adhering to procedures (Npa24:7, 2019).

Products and Services
◦There are different products and services of Npa24: 7 such as:
◦Business to business, and customer services.
◦Business to business entails housing association housebuilder,
and insurance services (Npa24:7, 2019).

Introduction to marketing management and strategic
marketing planning (Theory)
◦ Marketing management addresses marketing opportunities as well as,
comes out to a feasible approach in order to explore those opportunities in
a profitable way.
◦ The aim of marketing management has efficient operation related to
marketing practices.
◦ It could smoothen the procedure for exchanging the ownership of products
and services from seller to purchaser.
◦ It considers different management functions like planning, organizing,
directing, coordinating, and controlling (Crosby, Devaney, Lizieri, and
McAllister, 2018).

Cont’d
◦ Strategic marketing planning could be entailed as a creative procedure in
its own right.
◦ An effective marketing plan can permit a company entity for increasing its
market share that outcomes in generating more profits as well as,
revenues.
◦ The strategic marketing planning procedure can connect to production
engine for consumption.
◦ The specifics associated with strategic marketing plan would vary through
business to business as well as, industry to industry (Baum, 2015).

SWOT analysis of the company
Strengths
• Credible management team
• Artificial intelligence
• Omnichannel program
• Market expertise
• Underwriter relationships
• FCA authorized
• A number of competing suppliers is relatively small (Keegan, 2017).
Weaknesses
Npa24:7 has only local presence as compared to
global availability.
The increasing availability associated with online
brand has constrained growth (Haslam, et. al., 2015).
Opportunities
Npa24: 7 could motivate brand by promotion, sponsorships, and
advertising.
It could focus on growth by strategically acquisition and franchise tools for
emerging countries.
It can initiate the stores within newer geography since it could enhance the
firm for Npa24:7 (Siemieniako and Gębarowski, 2016).
Threats
Increasing home building expenses would affect the whole profit
margin.
Recession within economic could obstruct overall growth strategy
with respect to initiating high number of stores.
High rivalry among key market respondents could influence the
business performance of Npa24: 7 (Newell, 2016).

Competitor analysis
Competitor Housing
Association
House Builder Claims Market Retail Sales
British Gas X
HomeServe X
AXA Assistance X
CET X
LIM Legal/AmTrust X
Claims Consortium X
Clients In House Solution X X
Other Utilities and Assistance
Companies Who Outsource
Service Delivery (e.g. DAS,
Coplus)
X X
Safeguard X
Generalist Call Centres X
On-Line Review Sites (e.g.
Checkatrade)
X
Local Tradesman X

Segmentation
◦ Npa24:7 can select specific market in order to enhance the revenue in the UK market.
◦ This firm deals with different products and services such as business to business and
customers.
◦ Npa24: 7 could segment target market as per different factors:
Geographic segmentation
◦ Npa24: 7 company would select distinct urban areas of the UK for selling their
products and services.
Demographics: Age
◦ Npa24: 7 would target consumers who belongs to different age groups like 25 &
above age of the group.

Cont’d
◦Behavioral Segmentation:
◦Npa24: 7 could classify the consumers according to
customer behaviour regarding real estate products
and services.
◦Under such segmentation, a firm can focus on loyal
consumers.

Target market
◦The innovative product could lead the consumers with regards
to Npa24: 7 firm.
◦Since, it would offer the affordable ranges of products and
services in the real estate market as well as, delivers healthy
products to consumers.

Positioning approach
◦ It would offer the quality products and services since it has a higher
demand in the marketing environments in the present condition.
◦ It would develop a favourable image between consumers by creating
innovative housing association and offering added value to the business
(van Loon and Aalbers, 2017).
◦ This product will be significant for consumers in order to get modern and
secure lifestyle (Antonakakis, Gupta, and André, 2015).

Marketing objectives
◦To acquire 15,000 new Home Emergency Expert
(retail) customers by 2020
◦To enhance market share by 25% through the
application of positioning strategies in next 2 years
◦To balance the revenues across these sectors such as
outsourced claims market (business to business) and
direct to consumer retail brand

Marketing mix decisions – review the 7Ps
Product
◦In the context of Npa24: 7, it can provide the housing
association, housebuilders, and insurance services that takes
maximum time as well as, efforts for selling purposes.
Price
◦Home emergency products could be sold on a retail basis that
would range from £45 to £300 that is relied on the extent of
cover provided and technique of customer acquisition.

Cont’d
Place
◦ It is the location in which products and services are available for
consumers. It could be either physical location and digital presence
however highly in real estate is a combination of two that are made
available for businesses and customers.
Promotion
◦ Npa24: 7 should focus on encouraging the popularity of products in the
marketplace. Although, in current times, digital marketing has transformed
it is highly used in the housing market.

Cont’d
People
◦ Marketing is a team effort and the whole team would be indirectly and directly entailed in selling
housing, and providing maintenance services.
Process
◦ In this step, Npa24: 7 should focus on delivering products and services to consumers. By considering
the procedure in places, Npa24: 7 can teach the workforces to effectively interact with clients and
offering mechanism for consumer feedback.
Physical evidence
◦ It entails any physical demonstration of product and services entailed in communication among real
estate agent and buyer or renter.

Plan evaluation
◦Npa24: 7 can execute feedback tools and gathers
opinions regarding consumers in terms of gaining an
understanding of the real condition of the firm.
◦Under the digital marketing plan, return on
investment could be a significant approach since it
would evaluate the overall outflow and inflow with
respect to cash.

References
◦ Antonakakis, N., Gupta, R. and André, C., 2015. Dynamic co-movements between economic policy uncertainty and
housing market returns. Journal of Real Estate Portfolio Management, 21(1), pp.53-60.
◦ Baum, A., 2015. Real estate investment: A strategic approach. Routledge.
◦ Crosby, N., Devaney, S., Lizieri, C. and McAllister, P., 2018. Can institutional investors bias real estate portfolio
appraisals? Evidence from the market downturn. Journal of Business Ethics, 147(3), pp.651-667.
◦ Haslam, C., Tsitsianis, N., Andersson, T. and Gleadle, P., 2015, December. Real Estate Investment Trusts (REITS): A new
business model in the FTSE100. In Accounting Forum (Vol. 39, No. 4, pp. 239-248). Taylor & Francis.
◦ Keegan, W.J., 2017. Global marketing management. Pearson.
◦ Newell, G., 2016. The changing real estate market transparency in the European real estate markets. Journal of
Property Investment & Finance, 34(4), pp.407-420.
◦ Siemieniako, D. and Gębarowski, M., 2016. B2B relationship marketing management in trade fair activity. Cambridge
Scholars Publishing.
◦ van Loon, J. and Aalbers, M.B., 2017. How real estate became ‘just another asset class’: The financialization of the
investment strategies of Dutch institutional investors. European Planning Studies, 25(2), pp.221-240.