International Marketing Plan PDF

Table of Contents
Task
1: International Marketing Plan.......................................................................................................1
The country of choice for expansion...........................................................................................1
1.1 The Value Propositions..........................................................................................................1
1.1.1 Mendelow’s Matrix for stakeholder analysis.................................................................1
1.1.2: Porter’s Value Chain.....................................................................................................2
1.2 Key Findings, Challenges and opportunities.............................................................................3
1.2.1 SWOT Analysis..................................................................................................................3
1.2.2 Key Challenges and Implications.......................................................................................4
Challenges and Opportunities of Opening in Bangladesh.......................................................4
1.3 Marketing objective...............................................................................................................5
For the organization.................................................................................................................5
For Customers..........................................................................................................................6
1.4 Strategic Marketing...............................................................................................................6
1.4.1 Target Audience..............................................................................................................6
1.4.2 Targeting strategy...........................................................................................................7
1.4.3 Positioning......................................................................................................................8
1.4.4 Competitive Advantage..................................................................................................8
1.5 Marketing Tactics..................................................................................................................9
1.5.1 Traditional Marketing Plan.............................................................................................9
1.5.2 Digital Tactics...............................................................................................................10
1.6. Action plan, Financials and Budgets..................................................................................11
1.6.1 Action plan....................................................................................................................11
1.6.2 Budgets and Financials.................................................................................................12
1.6.3 Break-even analysis......................................................................................................13
1.7 Sustainability, Ethics and CSR............................................................................................14
1.8. Measurement, Controls, Risks, Review and Contingencies...............................................14
1.8.1 critical success factors..................................................................................................14
1.8.2: Key Performance Indicators........................................................................................14
1.8.3: Agreeing Marketing Metrics.......................................................................................15
1.8.4: Risks and Contingencies to Risks................................................................................15
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Task 2.............................................................................................................................................15
UPPSALA Model Analysis.......................................................................................................15
2.1.1 Psychic distance: International expansion....................................................................15
2.1.2 Establishment Chain: International Penetration...........................................................16
References......................................................................................................................................17
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Task 1: International Marketing Plan
The country of choice for expansion
PureGym has some of the most innovative gym technologies to promote fitness and has
expanded to over 200 locations in the UK; with such domestic success international expansion
could help the business grow further. After some research and careful thought, I have decided, as
the international marketing consultant for PureGym, to suggest Bangladesh as a possible location
for expansion of their gym internationally because it is one of the most active adult population in
the world (HuffPost, 2012). The country is also a developing one with international businesses
growing rapidly and a young population ready to embrace change (Haroon & Wardad, 2018).
1.1 The Value Propositions
1.1.1 Mendelow’s Matrix for stakeholder analysis
Figure 1: Mendelow Matrix for stakeholder analysis; Source: (Eriksen-Coats, 2018).
The Mendelow Matrix in figure 1 shows the key players are necessary for smooth operations to
take place and high-power levels of PureGym lies in the hands of customers as the Business is
customer-centric. Broadcasters have the least interest and power in the business decisions and the
stakeholders and investors must be informed of how the company is going in Bangladesh.
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high
highlow
low
Power
Level
Interest Level
A: Minimal Effort B: Keep Informed
C: Keep Satisfied D: Key Players
CEO
Directors
Trainers
Government
Customers
Employees
Banks
Shareholders
Investors
Broadcasters
Competitors

1.1.2: Porter’s Value Chain
Figure 2: Porter’s Value Chain; Source: (Kaplan Financial Limited, 2020).
Primary Value Activities
Inbound logistics: gym materials such as exercise machines and fitness equipment.
Operations: transforming the exercise equipment and facilities into effective work out sessions
at the gym.
Outbound logistics: storing the machinery, cleaning and handling, ordering new equipment,
processing and receiving new orders. Creating new memberships and delivering merchandise.
Marketing and sales: Engaging in effective marketing criteria to target groups.
Services: training, fitness app, exercise videos, personal session, etc.
Secondary Value Proposition
Firm infrastructure: cost savings to PureGym due to provision of essential services only.
Technology development: use of latest innovative gym equipment and fitness technology.
Human resource development: employing personal trainers, offering training, boosting
employee morale.
Procurement: purchasing new designs of equipment as used in the UK.
By meeting the primary and secondary value proposition activities PureGym can achieve its
mission, vision and goals in a timely and measurable manner in Bangladesh.
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1.2 Key Findings, Challenges and opportunities
In order to understand the marketing environment a SWOT analysis has been done for PureGym.
1.2.1 SWOT Analysis
Strengths
Leader in UK market with hundreds of
branches
Flexible membership plans
24 hours operation time
No contract commitment
Full range of latest gym equipment
Access to up to 50 group classes per week
Fast online sign up
Weaknesses
Catered only to low end of the market
Provides only essential services; no fringes
No receptionists or info desks
Low permanent staff
Self-employed trainers
Easy to copy
Change in Culture can cause shock
Opportunities
Expansion in countries with growing
markets
Target other ends of the market
Employ more permanent staff
Engage in more extensive marketing to
attract more customers
Use goodwill to attract affiliation and
investors
Threats
Bangladesh is a conservative risk averse
country
Religious Preaching stunting growth
Not complacent to competition
Coronavirus effects: social distancing,
government laws, demand
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Figure 3: SWOT Analysis of PureGym

1.2.2 Key Challenges and Implications
From the above SWOT analysis, it is clear that the focus of PureGym is on customer satisfaction
and which service and creating a great environment where customers can work out.
Challenges and Opportunities of Opening in Bangladesh
Risk Averse Conservative Country
In Bangladesh people are still not open to exercising together in an enclosed space. Many people
are unfamiliar with exercise equipment and feel uncomfortable going to gyms. It was considered
by middle class families as a luxury. (Burri & Rahman, 2013). It will be difficult to penetrate a
market which is almost a taboo even now. But during 2018-2019, there were over 500 gyms and
fitness centers in Bangladesh (Haroon & Wardad, 2018) after obesity and other health issues
started rising in the country (Burri & Rahman, 2013). This means that now, PureGym can focus
on making people aware of the health benefits of gym and utilize its no contract policy as a
leverage.
Women and Religion in Bangladesh
The country is mostly conservative because 90% of its population is Muslim and women are not
preferred to exercise outside; there has also been wide controversy about a film which portrayed
a female surfer in the country because it has believed to ‘hurt religious sentiments’ due to the
masculine structure of the female portrayed in the movie (Reuters, 2019). PureGym will likely
face problems when attracting female customers and therefore needs to focus on grabbing the
attention of potential female consumers. However, there is a lot of obese women in Bangladesh
and they should target their marketing tactics specially for this market. For example, showing
that many female bodybuilders are emerging in the country and portraying Bangladesh’s first
female body building competition and showing women how they can get in shape too. (Reuters,
2019).
Growing Competition
Although it is true that the gym culture is still one which is not popular among all walks of
people in Bangladesh; there is already a number of gyms which operate in the center of Dhaka.
As of 2020, 34 well known gyms provide services to their customers (Hosan, 2020). There have
been recent bodybuilding hypes among both men and women in Bangladesh recently as 35% of
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