Strategic Marketing Plan: Analysis and Strategies for Thio Eye Care

This report presents a comprehensive strategic marketing plan for Thio Eye Care, an Australian eye care service center. It begins with an executive summary and an introduction to the company's mission and services. The report conducts a detailed situational analysis, evaluating both internal and external factors, including competitor and customer analysis. It utilizes marketing decision tools such as the BCG matrix, Ansoff matrix, and product lifecycle analysis to assess Thio Eye Care's market position and product strategies. Based on these analyses, the report defines marketing objectives aimed at increasing sales, enhancing brand awareness, and improving customer satisfaction. Strategic decision analysis is performed, and marketing strategies are proposed, including product, price, and promotion strategies. Finally, the report outlines implementation plans, marketing metrics, and conclusions, providing a roadmap for Thio Eye Care to strengthen its market presence and achieve its objectives. The appendices provide additional supporting data and analysis.

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Executive summary
The report is based on the effectiveness of strategic marketing and the plans that needed to be
kept in mind for the implementation of a marketing plan in an organisation. The organisation
chosen is they Care and eye care service centre located in Australia. The report follows the
effectiveness of the marketing plan and conducts a situational analysis of the external and
internal environment of the organisation. The effectiveness of marketing mix and the budget
that needs to be maintained by Thio Eye Care is developed so that it can continue its progress
in the market and ensure that it continues to dominate the eye care service centre in Australia.
Objectives are developed that need to be attained to reach its goals and the implementation
framework of the marketing plan is made based on the analysis of the topic.

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Table of Contents
1. Introduction............................................................................................................................3
4. Marketing Decision Tools (A3).............................................................................................3
5. Marketing objectives (A3).....................................................................................................6
6. Strategic decision Analysis....................................................................................................7
Ansoff’s marketing matrix.....................................................................................................7
BCG strategic Matrix.............................................................................................................7
Product life cycle....................................................................................................................8
Brand positioning strategy......................................................................................................9
7. Marketing strategies.............................................................................................................10
Product strategy....................................................................................................................10
Product development............................................................................................................10
Price strategy........................................................................................................................10
Promotion strategy................................................................................................................11
8. Implementation plans and marketing metrics framework (A3)...........................................11
8. Conclusion............................................................................................................................12
Reference list............................................................................................................................14
Appendices...............................................................................................................................17
Appendix 1: BCG Matrix.....................................................................................................17
Appendix 2: Brand positioning strategy...............................................................................18
Appendix 3: Ansoff Matrix..................................................................................................19

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Appendix 4: Product Life cycle............................................................................................20

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1. Introduction
Thio Eyecare is an Australian bulk-billed Medicare eye care organisation that offers
comprehensive eye care services using the latest diagnostic technologies. The mission of the
organisation is to offer the best services for the people. The strategy of the company is to
deliver people with the best quality spectacle frames and lenses at affordable prices
(Thioeyecare.com.au, 2018). In addition to this, the company helps the people to define their
personal beauty and to perceive beauty in the world. The service of the company includes
regular check-up of the eye, examining the causes for drying of eyes, myopic controls, vision
therapy using the latest available technologies.
Based on the strategies used by the company the marketing plan will outline the
internal and external environment in which Thio Eye care presently operates, by undertaking
a thorough analysis of the organisation’s new eye care products (Thioeyecare.com.au, 2018).
Therefore, through this outlined analysis and objectives, the strategies for the company will
be suggested to develop the organisation’s marketing plan.
In this firstly, a situation analysis will be conducted evaluating internal as well as
external factors of the company with an in-depth competitor and customer analysis for the
organisation. In doing so, the new and existing eye care products and services will be
examined with the help of various tools such as BCG matric, Ansoff analysis, and brand
positioning method along with product lifecycle analysis. Therefore, from these findings, the
marketing objectives will be elucidated and marketing mix strategies will be suggested.
4. Marketing Decision Tools (A3)
The focus of the brand life cycle analysis for Thio eye care will be conducted as a
whole to demonstrate the existing pattern of sales of services within the existing marketing
position of the company. In this context, the most significant change within the organisation

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may be due to the impact of the natural environment that plays a huge role for the industry
provided with green movement by motivating the customers by helping them to choose more
efficient, self-sustainable eye care products (Lovelock & Patterson, 2015). However, the
energy sources used such as oil may have a high impact on the environment. Therefore,
threats from the fines and increase in the cost of raw materials may impact on the business.
On the contrary, the launch of carbon taxation may affect the future profits of specs savers.
This may hamper the production and growth of the company as well as its movement towards
strategic segmentation and establishment of efficiency in business. The current eye care
products such as spectacles and lenses with an older design may go through a decline in their
product lifecycle in the existing marketing trends (De Mooij, 2018).
However, the eye care industry is in a stage of growth as more and more people
prefer eye care products for the wellbeing of their health. According to Armstrong et al.,
(2015), there is a constant rise in competitors resulting in price rivalry. Competitors such as
spec aver Luxottica south pacific holdings and many other emerging players within the
market. These entire organisations are offering affordable optical services and eyewear
products through online and offline stores (West, Ford & Ibrahim, 2015).
The BCG matrix categorises the products in relation to the significant cash generation
and the amount of cash that is needed to support the product while taking in to account the
market growth percentage and the comparative market. In this, the products are classified into
sources of income, dogs, stars and question marks. The figure of the BCG matrix represents
the position on the matrix that the new eyewear products while considering the relative
position of the major competitors. This type of evaluation will help Thio eye care services to
effectively apply the resources for securing the competitive positions for future (Proctor,
2014).

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As the major product for Thio eye care, contact lenses check-up and spectacle frames
treatment is at the cash cow and star segment may also slightly overcasts the source of
income segment. This is because the product is the existing market leaders that have
developed and high market share where the extra growth of profit is prevalent. However,
additional cash may be needed to manage the position in the growing eye care market
specifically for the brand awareness over the new emerging market (Banerjee, 2017). As a
result of which Thio eye care’s position may continue to invest in this product as a prioritised
one.
As stated by Chernev (2018) another product within the BCG matric shows as having
a high potential is spectacle lenses and regular eye care check that is world’s largest eyewear
service provisions that focuses on offering customizes service in different regions. Therefore,
as the other product within the star quadrant is added, this emerging market is turning more
and more aware of the advantages of the efficient and longer-range option for power. In order
to motivate the growth of the product, these products require potential investment by putting
the range in front of the target market through additional promotions such as attending
eyewear products shows throughout Australia. Both OPSM & Laubman and Pank are placed
within the question mark segment representing the high potential of growth for the product in
an emerging stage of the product lifecycle (David, David & David, 2017). Therefore, the
market for eye care products is substantially growing and continuing to develop their
investment that is necessary for creating awareness of the brand; however, the strategies of
marketing will consist of identifying the niche market classification such as personalized
service, high-end luxury service, and online services.
The two products that are recognized as dog Myopia control and dry eye treatment.
These are the emerging market in Australia as a result of which sales might be a bit
backwards with the little number of sales that may not be supported by the producer leading

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to the loss of eye care products (Foxall, 2014). However, as they are increasingly trying to
pick up the trend, both these companies may have very little future as per prediction and the
decision is needed to make to harvest these by reducing any additional marketing. This could
also be done by sequentially passing both brands from the product portfolio offered by the
organization.
5. Marketing objectives (A3)
Objectives
Marketing objectives are laid down by considering the commercial objectives,
organisational objectives of the company while taking in to note the strengths, and weakness
of the internal resources and the opportunities along with the challenges of the external
factors present within the environment. Therefore, from the result of the analysis carried out
above the following marketing goals have been stated for Thio Eyecare:
Objective 1:
The department of marketing needs to increase the sales of the new eye care products
including spectacle lenses, contact lenses with the existing developing market with a rate of
10% by the end of the year 2017/18 financial year.
Objective 2:
The marketing and department of sales are needed to increase the margin of sales for
all the new eye care services and products along with their use of latest technology by 10% in
their existing and developing markets by the end of 2017/18.
Objective 3

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The company is needed to develop and enhance their awareness of brand for the
existing products in the new markers and promote the trails for the products by almost 13% at
the end of the year 2017/18 of the financial year.
Objective 4:
To enhance and develop the products of eye care to improve the satisfaction of the
customer by almost 20% by the end of the year 2017/18.
6. Strategic decision Analysis
Ansoff’s marketing matrix
Ansoff's four major factors are associated with the products and markets for offering
the company in order to conceptualise the marketing objectives and planning. In this context,
the BCG matrix revealed that the four products, which Thio eye care solution needs to invest,
is the eye care diagnosis, vision therapy, contact lenses, spectacle frames and eye care
provision. The two start products are best appropriate to be emphasised on the markets for
increasing the volume of sales of the present markets. These activities could be done by
focusing more on the awareness of the brand and by sharing; the stories from the existing
owners of the product and emphasising the social and after-sales benefits about the
purchasing from Thio eye care (refer to appendix 3).
BCG strategic Matrix
According to Liebl (2018), the products in the question mark section, vision therapy
and regular eye check-up using the latest technology in the glasses required development in
the market. These because this is the new concepts, which require development in the
emerging market that is needed to be encouraged by the target eye products sellers by
converting non-users of regular eye care products into users (refer to appendix 1).

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As Thio Eye-care is a seller of eye care and luxury goods, the products sold by them
are not enough to leverage the entire positioning of the market. Other factors such as after
sales assistance and quality manufacturing are important selling points for these types of
products. The current reality shows that the quality of the services, products are not able to
ensure the success of the company, and the other service-based organisation. As seen from
the study that the major product of the Thio Eye cares is surrounded by competitors with high
performance and same levels of confronting. This shows that the company needs to focus on
the differentiation and strategy of brand loyalty that can be done by focusing on the
distinctive advantages around the tangible characteristics of the core eye care products
(Kipnis & Broderick, 2017). Purchasing these products will include, excellent sales of after
sales assistance with the style and status of the Australian made eye care products, which will
be able to create a point of difference that is needed to be used in promotions. The other
services provided by Thio Eye care services are seen to places in various markets
recommending different methods of promotions that are a necessity to generate the return on
investment to the niche market.
Product life cycle
Although Thio eye care has several kinds of products including eye care services.
Therefore, the emphasis of the product life cycle analysis will be the new eye care product
and services integrated with latest technology represented by the organisation, since this is
the subject of commercial objective and marketing goals.
The new eye care products delivered by Thio eye care are considered to be the
combination of introductory stages and new developed brands and in the developing stage of
the main products such as lenses, spectacle frames and eye acre diagnosis using latest
technology. Inclusion of branded frames and lenses requires heavy promotional activities for
informing the educated customers by focusing on the generation of word of mouth and

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publicly promote the brand. However, the two new eye care products with the traditional
design are going through stage of decline at the time of current marketing trends.
As stated by Scott, Green & Fairley (2016), the eye care and optical industry is in a
stage of growth as more, more people are starting to learn about the products, and they have
started using the products increasingly. Due to this, there are constant competitors in the
market that are allowing the productions of eye care products and distribution in different
markets.
This provision is a high benefit for the company and one that is needed to be
promoted and communicated to the employees. In this context, McDonald et al., (2015) state
that major role of branding is accomplishing sustainable competitive benefits within the
market, that Thio eye care can achieve from its complementary and quality new eye care
products and through after division of sales.
Brand positioning strategy
In terms of brand positioning within the industry, Thio Eye care is needed to position
the techniques that will help them in aligning with the marketing objectives in terms of the
growing consumer involvement and popularity thereby managing the brand identity and
awareness and by developing the new market for the customers. Since the organisation
presently operates within a highly competitive environment wherein the service delivered is
synonymous (Pettigrew et al., 2015). Therefore, Thio Eye care will be needed to position the
brand beyond the service with the addition of international brands that are offered for giving
a competitive advantage to the company (refer to appendix 2).
However, in order to make a differentiating effort the company, present brand identity
need to be successfully sustained for the long-term relationships with the customer’s through
their operations. According to Naumann, Lay-Hwa Bowden & Gabbott (2017), the physical

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store and inner environment of the company may have a significant and long-lasting
impression on the customer. The company can behave in a committed provided with adequate
equipment’s that would help to meet the needs of the customer.
Therefore, Thio Eye care can use the positioning of the organisation through the
family umbrella branding strategy that involves the use of the same brand name used for
various services. This will help the company to enhance and improve the efficiency of the
marketing program (West, Ford & Ibrahim, 2015). Through the provision of differentiating
service and additional incentives to the service by including the Thio care promotional and
packaging, they will be able to obtain credibility and visibility of the brand with an already
developed popularity and increased generating of profit.
7. Marketing strategies
Product strategy
For promoting their products, the target market for the company will be the existing
market and the emerging markets in Australia including children, male and females. In this
context, they will be required to reduce the marketing spend on the brands that is to be
gathered while re assigning the dollars in to the products recognised with more potential.
Product development
The Thio Eye care company is required to create and develop their products
integrating it with latest technology that suit the market in Australia thereby creating value. In
this regards, they are required to attract increase number of clients by adding value to the core
products offered with development locally to suit the international market (Mohsin &
Lengler, 2015). For instance, they need add branded products such Gucci, Prada and bring
latest technological implementation in their products,