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2013 Harrison Jones, Sarah Rodrigues, Amy Simmonds, Leanne Sinclair, Katherine Waddington Conestoga College 12/10/2013 Swan Dust Control: Integrated Marketing Communications Plan This IMC plan was created for Swan Dust Control to help launch their business in a new market and generate overall awareness. It received a grade of 99%. Skills: research, analysis of research findings, teamwork, writing, proofreading and editing, strategic planning
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Swan Dust Control: Integrated Marketing Communications Plan · Integrated Marketing Communications Plan This IMC plan was created for Swan Dust Control to help launch their business

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Page 1: Swan Dust Control: Integrated Marketing Communications Plan · Integrated Marketing Communications Plan This IMC plan was created for Swan Dust Control to help launch their business

Swan Dust Control IMC

Page | 1

2013

Harrison Jones, Sarah Rodrigues,

Amy Simmonds, Leanne Sinclair,

Katherine Waddington

Conestoga College

12/10/2013

Swan Dust Control: Integrated Marketing

Communications Plan

This IMC plan was created for Swan Dust

Control to help launch their business in a new

market and generate overall awareness. It

received a grade of 99%.

Skills: research, analysis of research

findings, teamwork, writing,

proofreading and editing, strategic

planning

Page 2: Swan Dust Control: Integrated Marketing Communications Plan · Integrated Marketing Communications Plan This IMC plan was created for Swan Dust Control to help launch their business

Swan Dust Control IMC

Page | 2

Please note that certain portions of this plan have been omitted to protect

confidential information.

Page 3: Swan Dust Control: Integrated Marketing Communications Plan · Integrated Marketing Communications Plan This IMC plan was created for Swan Dust Control to help launch their business

Swan Dust Control IMC

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Contents Executive Summary ............................................................................................................................... 5

Timeline ............................................................................................................................................. 6

Company Overview ............................................................................................................................... 7

History ............................................................................................................................................... 7

Current Marketing Situation ............................................................................................................ 7

Plan Overview ....................................................................................................................................... 8

Overall Goal ....................................................................................................................................... 8

Objectives .......................................................................................................................................... 8

Situational Analysis ............................................................................................................................... 9

Competitive Analysis ........................................................................................................................ 10

Competitive Matrix .......................................................................................................................... 13

Recommendations ............................................................................................................................ 13

Marketing Mix ...................................................................................................................................... 14

Target Market Analysis ........................................................................................................................ 15

The Region of Waterloo ................................................................................................................... 15

London .............................................................................................................................................. 16

Rebranding Strategy ............................................................................................................................. 17

Name ................................................................................................................................................. 17

Logo .................................................................................................................................................. 18

Tagline .............................................................................................................................................. 21

Trucks ............................................................................................................................................... 21

Website ............................................................................................................................................ 22

Photography and Video .................................................................................................................. 23

Online Strategy.................................................................................................................................... 24

YellowPages ..................................................................................................................................... 24

Spike Mobile .................................................................................................................................... 24

XpressTec Website .......................................................................................................................... 25

XpressTec Online Payment ............................................................................................................. 26

Further Online Recommendations ................................................................................................. 27

Advertising ....................................................................................................................................... 28

Driving Web Traffic .......................................................................................................................... 31

Public Relations Strategy .................................................................................................................... 36

Situation ........................................................................................................................................... 36

Goal .................................................................................................................................................. 36

Objectives ........................................................................................................................................ 36

Key Publics ....................................................................................................................................... 36

Current Customers .......................................................................................................................... 37

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Swan Dust Control IMC

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Potential Customers ........................................................................................................................ 40

Employees ......................................................................................................................................... 41

Potential Partners ............................................................................................................................. 41

Advertising Strategy ............................................................................................................................ 43

Potential Customers: London ......................................................................................................... 43

Potential Customers: Waterloo Region .......................................................................................... 44

Existing Customers .......................................................................................................................... 44

Creative Strategy ............................................................................................................................. 45

Direct Mail ........................................................................................................................................... 46

Precision Targeting ......................................................................................................................... 47

Potential Customers: London ......................................................................................................... 48

Potential Customers: Waterloo Region .......................................................................................... 49

Promotion ............................................................................................................................................ 50

Product Plan: Scent .............................................................................................................................. 51

Budget .................................................................................................................................................. 52

Notes ................................................................................................................................................ 53

Appendices .......................................................................................................................................... 56

Appendix A: Media Blocking Chart ................................................................................................ 57

Appendix B: Tracepoint Webinar ................................................................................................... 58

Appendix C: London Demographics .............................................................................................. 65

Appendix D: Survey Responses (Have not heard of Swan) ........................................................... 66

Appendix E: Survey Responses (Have heard of Swan) ................................................................... 67

Appendix F: Additional Name Options .......................................................................................... 68

Appendix G: Additional Logo Options ........................................................................................... 68

Appendix H: Branding Creative Brief ............................................................................................. 69

Appendix I: Additional Website Options ........................................................................................ 71

Appendix J: Website Creative Brief ................................................................................................ 74

Appendix K: Responsive Web Design Examples ............................................................................ 76

Appendix L: Publics Analysis .......................................................................................................... 77

Appendix M: Business London Rate Card ...................................................................................... 78

Appendix N: Canada Post "Maximizing Return on Investment" ................................................... 80

Appendix O: Precision Targeting Report ....................................................................................... 82

Appendix P: Additional Direct Mail Options ................................................................................ 105

Appendix Q: Direct Mail Creative Brief......................................................................................... 107

Appendix R: Acknowledgments .....................................................................................................109

Page 5: Swan Dust Control: Integrated Marketing Communications Plan · Integrated Marketing Communications Plan This IMC plan was created for Swan Dust Control to help launch their business

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Executive Summary Swan Dust Control is a third-generation independent business in the Waterloo region,

specializing in mat rentals and industrial strength mops for the past 40 years. With no current

marketing plan in place, the following Integrated Marketing Communications (IMC) plan aims to

provide a thorough outline of how Swan Dust Control could market the business moving forward.

This plan offers a fully comprehensive marketing communications plan that outlines 1) a current

situational analysis of the Swan brand, 2) an analysis of the key competitors in the market, 3) an

analysis of the target market, and 4) a fully-outlined rebranding strategy.

In addition, this plan will offer the following recommendations: 1) a detailed online strategy, 2) a

public relations plan, 3) an advertising strategy, 4) a direct mail strategy, and 5) a promotions and

new product plan.

The plan recommends and details the following marketing tactics:

Online: LinkedIn, blogging, content generation, and advertising

Public Relations: Chamber of Commerce networking, brochure, and media releases

Advertising: Chamber of Commerce print and online ads, Business London magazine ads,

and a direct mail campaign

Promotion: new customer, product trial, and referral offers

Target Markets

Swan Dust Control operates as a business-to-business retailer, and as such, the target market is

business owners, decision-makers and managers. The primary target markets for Swan Dust

Control are small business owners in the Region of Waterloo and the City of London. The current

location of Swan Dust Control enables an easy match between the company and the Region of

Waterloo – which includes Waterloo, Kitchener, Cambridge and Guelph – and the City of London

represents a potential market for Swan Dust Control.

Budget Overview

The document offers a full breakdown of the expenses needed to implement the defined

marketing communications recommendations. The total budget, as listed on page 52, is broken

down into two parts: one-time expenses and recurring expenses (every 6 months):

Total Budget $74,993.88

One-time Expenses Recurring Expenses

$49,972 $25.021.88

In short, this plan covers multiple aspects of marketing and communications. A multi-layered

plan is an important ingredient in the rebranding of Swan Dust Control, with each strategy

playing a critical role in the overall picture.

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Swan Dust Control IMC

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Timeline

In order to present a cohesive and complete image, most of the PR and advertising strategies

mentioned in this plan are schedule for implementation after the rebranding process is complete.

For further detail regarding PR strategy timing and advertising buys, see the Media Blocking

Chart in Appendix A.

London Waterloo Region

Weeks 1-6 Rebranding process:

Select new name, logo, and colours

New website (requires photography)

Truck logo change (at least new London truck, but better if all trucks done at once)

Update online payment site branding

Staff meeting & memo

Set up LinkedIn and Google Analytics accounts

Make the online payment system live

Attend London Chamber "New Members" event

Attend one Chamber of Commerce event

Weeks 7-12 Media releases (2-3 in this period)

Media releases (monthly)

Business London advertising Print and deliver brochures for current customers

Personal sales calls & visits Personal sales calls & visits

Direct mail piece Direct mail piece

Online advertising (both LinkedIn and Google)

Online advertising (both LinkedIn and Google)

Chamber of Commerce advertising

Chamber of Commerce advertising

Attend one Chamber of Commerce event

Attend one Chamber of Commerce event

Connect with Chamber contacts and other customers on LinkedIn

Complete truck rebranding if not done

Weeks 12+ Media releases (monthly) Media releases (monthly)

Measure all advertising efforts and make changes as needed

Begin SEO, blogging, and content creation efforts; measure effectiveness and make changes as needed

Optimize LinkedIn profile; publish content through LinkedIn

Research potential janitorial service partners in order to bid on public tenders and large contracts

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Company Overview Swan Dust Control is a third-generation independent business in the

Waterloo Region. It specializes in renting mats – including standard,

custom printed, anti-fatigue, and scraper mats – and industrial strength

mops to businesses from St. Catherine’s to London to Orangeville.

Swan is dedicated to helping businesses remove dust and dirt, enhancing the health and safety of

their workers and customers. Mats and mops are rented by these businesses, and regularly

exchanged for clean ones by a fleet of 14 Swan trucks.

History

Originally Swan Cleaners, the business began in 1948 as a successful dry clean and laundry

company. It was started by Orland Tank, and Orland’s son Jim joined Swan Cleaners in 1963. After

joining the business, Jim expanded it into the dust control services offered today.

After a fire in the dry cleaning plant in 1973, Swan Cleaners was sold, and Swan Dust Control

emerged as an independent business.

Jim’s two sons, Chris and Bryan, joined the business in 1991, and all three generations were

actively involved in its operation until Orland’s passing in 1995. Swan has grown to employ over

65 people, and is in the process of expanding its operations into new markets.

Current Marketing Situation

Currently Swan Dust Control does not have a marketing team in place. It has done some

advertising in the past through KFUN radio and YellowPages.ca.

The radio campaign was for a one-year contract and was not continued as Swan was unable to

obtain measurables. This plan does not recommend radio as an effective opportunity for Swan.

The advertisements through YellowPages have continued but these ads only provide minimal

information about the business (see current ad, below). The YellowPages has also offered Swan

digital SEO marketing services, discussed further in the Online Strategy on page 24.

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Most recently Swan Dust Control went to a local marketing services group, Spike Mobile, to

address the issue of lead generation and find a way to raise awareness about the business. Spike

Mobile made several suggestions but no further work was done and six months have since passed.

The viability of this proposal is discussed in the Online Strategy on page 24.

Based on an overview of the current marketing situation it can be gathered that until now

everything has been ad hoc. Swan has done some advertising for specific situations and for certain

projects, but there has not been an ongoing campaign with any consistency.

Plan Overview

Overall Goal

The overall goal of this plan is to reposition Swan Dust Control Ltd. as a market leader in South

Western Ontario.

Objectives

This Integrated Marketing Communications (IMC) plan is designed to address two main

objectives: 1) Rebrand Swan Dust Control to align the brand with the services more effectively,

and raise awareness of the brand in current and new markets; and, 2) Use that awareness to drive

more customers and leads to the sales team, facilitating a more efficient sales process.

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Situational Analysis The purpose of conducting a situational (or SWOT) analysis on Swan is to identify strengths to

utilize, weaknesses to address, opportunities to examine, and threats to overcome. By taking an

objective, unbiased look at the company, Swan can proactively manage its internal and external

influences and improve operations, pleasing its current customers and attracting potential new

ones.

Swan Dust Control

Strengths

Niche market

Reliable, fast service

High quality

Family-owned

40+ years of experience

Customer service focused

Local to the KW region

Quick response time

Efficient delivery service that maximizes productivity

Non-invasive service

Custom mat options (designs)

Eco-friendly

Employees not working shift-work

Strong company values

Weaknesses

Name is unclear

Payment methods are outdated

Import product from the US

Limited geographical reach due to expenses & response time

Limited exposure

Limited product line (e.g. no uniforms)

Internal organization & politics

Outdated marketing materials

Website has functionality and aesthetic issues

Contact information somewhat buried (not prominent on homepage)

No online billing option for customers

Opportunities

Expansion into London area

Expansion into St. Catherine’s region

Small market

Online client database/payment option

Scented mops (unique selling proposition)

Partnerships with janitorial companies for public tenders

Rebranding

Threats

Bigger businesses with more variety

Businesses with more efficient and advanced technology

National level competitors

May become obsolete due to limited products & services

Stretching company ‘band’ too far – using unavailable resources

Page 10: Swan Dust Control: Integrated Marketing Communications Plan · Integrated Marketing Communications Plan This IMC plan was created for Swan Dust Control to help launch their business

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Competitive Analysis

In order to understand where Swan is positioned within the market, it is important to look at its

competitors.

Universal Services

Universal Services is the most similar business to Swan in terms of services offered. Universal

Services operates on a comparable level to Swan in terms of size and focus but concentrates

mostly on the GTA. It is a direct competitor to Swan and could threaten Swan’s expansion.

Universal Services

Strengths

Online payment options

Client focused

Wide product & service line

Eco-friendly

Custom mat options (designs)

Service multiple industries

National level

Testimonials included on website

Website user-friendly & easy to navigate

Quality service

Social media presence (Facebook)

Customer referral programs

Embedded videos on website

Offer wet & dry mop services

26 years of experience

Weaknesses

Website not aesthetically appealing

Facebook page not updated regularly

Not focused on a specific service

Large company decreases ‘family feel’ of employees

Customers may feel that online payment option is unsecure

Ambiguous name (does not specify what services they do)

Opportunities

Expansion into new locations

With a wide variety of products there is ample room for growth

Threats

Ambiguous name allows for confusions

Facebook page is not monitored for negative feedback from the consumer (goes unanswered)

Website is bland

Customers hesitant about online billing may choose a different company

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Cintas Uniform Services

The largest of Swan's competitors is Cintas. Cintas is an industry leader with products similar to

those that Swan offers. Cintas is a competitor to Swan because it offers a much larger variety of

products and operates on a much larger scale. As a result the public is more aware of Cintas and

its services. Cintas is an international corporation with many resources and employees.

Cintas Uniform Services

Strengths

Wide variety of products and services

International business, publicly traded

Online client database

Company store

User-friendly, modern website

Environmentally conscious

Up-to-date social media presence (LinkedIn, Twitter, Facebook, YouTube)

Corporate reports available online as well as corporate profile

Strong reputation and industry leader

Multiple locations

Active in the community (The Cintas Disaster Relief Truck)

Quotes available online

Weaknesses

Cintas is a major corporation which typically means that there is a lack of family appeal

Investor-focused (not customer-focused)

Products lack uniqueness of smaller brands

Poor customer relations (contracts, bureaucracy, impersonal service)

Negative feedback on social media

No embedded videos on website

Not local

Stigma associated with large corporations

Opportunities

With a wide variety of products Cintas stands to dominate the industry

Continued expansion into related industries

Threats

Smaller businesses with strong customer service may fulfill the areas where Cintas lacks

Shift to buying local

Economic slumps may affect investors

Negative feedback on social media

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Canadian Linen & Uniform Service

The largest Canadian competitor in the industry is Canadian Linen & Uniform Service. It did not

originate in Canada; it is the Canadian branch of 'AmeriPride.' It is still a privately-held family-

owned company. As a large competitor offering a full range of products and services, Canadian

Linen is a significant competitor for Swan.

Canadian Linen & Uniform Service

Strengths

Largest uniform and linen supply company in Canada

Family-owned

Provides services to over 80,000 commercial customers every week

Wide product & service line

Both sell & rent its products

Online store

Comprehensive, user-friendly website

Eco-friendly

Strategic (product) partnerships

125 years of experience

‘Complete Customer Care’ program

Online billing

Personalized products

Online data management system

Company name fully describes product & services

Weaknesses

Large company decreases ‘family feel’ of employees

No specific niche market

Product lacks uniqueness of smaller brands

No embedded videos on website

Not local

Stigma associated with large corporations

Misleadingly named 'Canadian' when the parent company is in America

Opportunities

With a wide variety of products Canadian Linen stands to dominate the industry

Continued expansion into related industries

Threats

Smaller businesses with strong customer service may fulfill the areas where Canadian Linen lacks

Shift to buying local; Canadian Linen is a branch of an American company

Negative feedback on social media affects public perception of the brand

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Competitive Matrix

This competitive matrix examines important aspects of the businesses that are common to Swan

and its competitors. On a scale of 0-10, each company is ranked for its effectiveness in that aspect.

Each individual score shows where organizations need to improve, based on the situational

analyses conducted above. The totals column demonstrates which competitors ranked highest

overall.

Name Clarity

Social Media

Presence

Product Variety

Appeal of Website

Community Awareness

Total

Swan Dust Control

4 0 6 3 3 16

Universal Services

2 4 7 5 4 22

Cintas Uniform Services

9 9 8 8 8 42

Canadian Linen & Uniform Service

8 6 9 7 7 37

Recommendations

Based on the competitive matrix above, it is clear that Swan Dust Control can improve in some

aspects of its business. Cintas Uniform Services and Canadian Linen & Uniform Service are both

big name corporations with many resources. This access to resources is evident in the images that

each company portrays. While Swan may not be able to operate on the same scale as these large

businesses, it can improve in several areas in order to be more competitive and grow.

This plan will focus on several key areas in order to increase market share and generate leads to

the company. These key areas are name clarity, social media presence, and website appeal.

The clarity of Swan's name and logo is very important; this is discussed in greater detail in the

Rebranding Strategy on page 17.

In order to generate awareness, Swan could create a stronger online and social media presence.

Online presence is key: 80% of buyers start with a web search, and 57% of B2B buying decisions

are made before ever talking to a sales team. Websites are no longer just a promotional tool.

When utilized correctly they generate leads and provide companies with measurables.1 Swan's

website must be up-to-date, professional, and appealing in order to establish its credibility and

attract more business.

1 Tracepoint: “How to generate B2B sales leads through your website” (Webinar). Nov. 28, 2013. See Appendix B for complete webinar.

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Marketing Mix To shape an overall picture of the Swan Dust Control products and services, an analysis was

conducted to form the 'marketing mix,' outlining key points regarding product details, price

point, place and, promotional strategies.

Product Price

Industrial & commercial mat rental and cleaning services

Personalized mats available

Third generation, Canadian owned, local to Kitchener-Waterloo

Mats offer protection for carpets and flooring from every day wear

Variety of mat sizes available

Cleaning services enable consistently clean mats for customers

Each mat has a lifetime of approximately 5-7 years

Mats ensure safety of users by preventing slips and falls

Various mat types available (floor mats, scraper mats & anti-fatigue mats)

Treated dust mops and wet mops

Environmentally responsible cleaning and treating system

Highly effective

Waterless system used to effectively clean mops

Minimal waste produced throughout mop cleaning process

The price of both the mat and mop rental and cleaning services are tailored to the needs of the customer

The price is competitive to other mat and mop cleaning services

Contract lengths tailored to customer needs

No contract termination fees currently in place

Place Promotion

Swan services can be purchased by contacting the company directly: online (website), email, or telephone

Services currently available in the Kitchener-Waterloo region, in addition to Guelph, Cambridge, 401 & 403/QEW corridor

Services potentially available in London and surrounding areas, as well as St. Catherine’s and surrounding areas, after expansion

Recommended:

Online (website)

Social Media (LinkedIn)

Direct Mail piece

Media Releases (Kitchener-Waterloo for current market, and London for new market)

Event/Open House (Budd Park)

Brochure/postcard for current customers

Networking (B2B events)

Strategic local partnerships

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Target Market Analysis Swan Dust Control operates as a business-to-business retailer. As such, the target market is

business owners (or, in the case of medium- to large-scale businesses, decision-makers and

management).

Swan's current customer breakdown is approximately 70% small owner-operator businesses, 20%

medium-sized businesses and restaurants, and 10% manufacturing and large industry.

Therefore, the primary target markets for Swan Dust Control are small business owners in the

Region of Waterloo and London.

The Region of Waterloo

The Region of Waterloo includes Waterloo, Kitchener, Cambridge and, for this analysis, Guelph.

The Waterloo Region represents the current market of Swan Dust Control and is home to over

620,000 residents.2 The region is fast-growing and boasts a relatively young population due to its

many universities and colleges. As a result many of the businesses in the region are start-ups, in

the growth process of development.

The high number of start-up businesses in the Waterloo Region creates a perfect market for Swan

Dust Control because most of the businesses are still small. Small business owners are the primary

target for Swan Dust Control and should be the focus. Small businesses are largely owner-

operated and are typically local, operating on a small scale. Owners have final say in the decisions,

so marketing efforts must be targeted to them.

The small business owner has the final decision in what the company does. Small businesses do

not have large reserves of funds; the owners must be wary of risks that may affect their

livelihoods. Data presented to small business owners should show measurable benefits to the

company in order to persuade them.

Small businesses are not the only potential customers for Swan Dust Control. Swan also services

several large businesses. Large businesses include businesses that are established nationally and

may be incorporated. The president of the company is not necessarily the owner. There may in

fact be several owners and many stages to go through before approvals can be made.

In the Region of Waterloo there are several large businesses that must be considered. According

to the website for the Region of Waterloo the major employers are, as of 2011, Sun Life Financial,

Manulife Financial, Toyota Motor Manufacturing, Automation Tooling Systems, and Babcock &

Wilcox.

2 Region of Waterloo: http://www.regionofwaterloo.ca; City of Guelph: http://www.guelph.ca

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London

London represents a potential market for Swan Dust Control. London and its surrounding area

has a population of approximately 474,786 people and it continues to grow each year.3 The

majority of the population lies between the ages of 25-44 and is primarily English speaking. Like

Waterloo it has a large student population with a large university and a college. In recent years it

has experienced large growth as “many national and international businesses have chosen London

as a Canadian home due to its favourable proximity to NAFTA super highways and border

crossings, an accessible pool of skilled labour, comparatively lower costs of doing business and a

highly desirable quality of life.”4

The majority of people in London are employed by the educational sector, followed by health care

and trade. The demographics of London and area are very similar to that of Waterloo, making it a

logical transition for Swan Dust Control to move into this market.

The large businesses present in London include London Health Sciences Centre, Thames Valley

District School Board, and St. Joseph’s Health Care London. These could represent potential large

customers for Swan Dust Control.

3 London Economic Development Corporation: London, Canada Facts & Figures (10).

http://www.ledc.com/_pdf/marketingfacts/MarketingFacts.pdf (See Appendix C). 4 London Economic Development Corporation: London, Canada Facts & Figures (4).

http://www.ledc.com/_pdf/marketingfacts/MarketingFacts.pdf

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Rebranding Strategy

Name The current company name, Swan Dust Control Ltd., poses a problem for business owners due to

its ambiguity. It does not effectively describe Swan's products and services. Swan management

have indicated that this is a frequent issue; they often get calls from customers looking to have

their ducts or offices cleaned.

In a survey conducted of 75 participants, 53 indicated that they had not heard of Swan Dust

Control. The pie chart below details how people who had never heard of Swan responded to the

question: "What services/products do you believe Swan provides?" These respondents are

guessing, based solely on the name of the company, and 98% of people guessed incorrectly about

what services Swan provides. The most popular answers were some form of cleaning service (40%)

and duct cleaning (25%).

67% of people surveyed who had heard of the company, but were not already customers, also

guessed incorrectly. The most popular answers to the same question were, again, duct cleaning

(33%) and some form of cleaning service (25%).

40%

25%

19%

9%

6%

2%

What services/products do you believe Swan provides?

(Have not heard of Swan)

Cleaning services

Duct cleaning

Cleaning supplies

Air filtration

Other

Correct

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Fortunately, 100% of people who worked at a company that used Swan knew what the service

was.5

The proposed name, 'Swan Mats & Mops,' more clearly conveys Swan's core products and services.

With mats accounting for approximately 93% of Swan's business, and mops another 6% (and

growing), 'Mats & Mops' describes exactly what Swan does best.

From this point on in this plan, Swan Dust Control will be referred to as Swan Mats & Mops.

Additional name options can be found in Appendix F.

Logo Rebranding the company is the perfect time to update the logo. The current logo features a swan

on what looks like a tile floor; the tiling is reminiscent of a bathroom. This association is contrary

to Swan's service mandate; Swan does not provide bathroom cleaning or products. Different logos

and colours are used for different things, and the branding is somewhat inconsistent.6

5 Based on primary research conducted by the marketing team. See Appendix D and Appendix E.

6 Logo, top, from website and business cards. Logo, bottom, from www.localwork.ca listing.

33%

22% 6%

6%

33%

What services/products do you believe Swan provides?

(Heard of Swan, non-customer)

Duct cleaning

Cleaning service

Cleaning supplies

Other

Correct

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The current logo is also somewhat similar to two other Swan-named businesses: Swan Moving

and Storage, based in Guelph, and White Swan (paper products) based in Quebec.

In order to avoid brand confusion, Swan Mats & Mops needs a new logo that does not look like

either of these.

A new logo that incorporates the new name and also reflects Swan's core values – getting the job

done, doing it right the first time, working smart, and nurturing employees – will help potential

customers understand Swan's commitment to their businesses.

The new logo and colours will translate to all aspects of the business: signage, website, business

cards, advertising, brochures, etc. This will help create a consistent image of Swan Mats & Mops

for both current and potential customers.

The logo option below represents a new, modern image for Swan Mats & Mops. It is clean and

professional, just like Swan. Its rectangular shape reflects Swan's main product: mats. It is easily

transferable to print, web, and signage. It is "smashable": that is, branded materials could use just

the name, just the word "Swan," or just the image, and it would still be recognizable and

distinctive.7

7 Lindstrom, M. "Brand Sense: Sensory Secrets Behind the Stuff We Buy" (2010). p. 46.

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Credit: Corrine Tam. Additional logo options are presented in Appendix G.

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Tagline

For the initial rebranding, using the tagline “Dirt and dust control since 1973” ensures that “dust

control” is still part of the branding. It is important to maintain brand equity; customers who see

the new branding will still be able to identify the company as the one they are familiar with.

In the future, the tagline “Let us do the dirty work” could be used for creative pieces.

Trucks

Swan's trucks are essentially moving billboards. Fleet graphics have proven value as advertising;

one study, conducted by 3M, found that 97% of survey respondents recalled the ad in question on

a truck.8 Truck rebranding is one of the more expensive items in the budget, due to the size of the

fleet. However, as the most visible aspect of Swan's branding, it is important to maintain

consistency in the rebranding effort. Therefore it is recommended that the logo and graphics on

the trucks are updated.

The most expensive option is full wrapping of the vehicles. This involves covering the entire

surface area of the vehicles in Swan branding. Full wraps can include large photography and

larger amounts of text (such as a full product/service listing or customer testimonials). They are

the most eye-catching option (see examples, below9).

If Swan wants to advertise specific promotions or campaigns, small areas of the full wrap can be

cut so that they are more easily removed and replaced. This allows for some flexibility in the

advertising.

The least expensive option would be to maintain the current style of Swan trucks, and simply

replace the old logo and name with the new.

In order to measure the effectiveness of having the trucks act as moving billboards, a specific

micro-site address could be used on the vehicles to see who contacts Swan because of the vehicle.

Traffic that goes to that particular address would have come directly from seeing the ad on the

vehicle.

8 3M Marketing: "Taking you places with fleet graphics."

http://multimedia.3m.com/mws/mediawebserver?eeeeegH48qTFZj2G0jmGAK2ISIH1SqH47IfeSIfeSeeeeee-- 9 Promotional Graphics: http://www.promotionalgraphics.ca

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Website

As stated in the recommendations on page 13, having an appealing website is crucial, as 57% of

B2B buying decisions are made before ever talking to a sales team. Also, when asked in a 2010

survey what sources of information were most trustworthy, 68% of respondents trusted the

internet most.10

The rebrand project includes a new website. The logo, colours, and updated design are reflected

in the site's aesthetics, and Swan's core values are reflected in the site's easy operation and

informative content. Products are clearly shown on the home page, and content is short but

informative.

10

Canadian Marketing Association: "Marketing Facts: Statistics and Trends for Marketing in Canada" (2012). p. 98.

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Credit: Corrine Tam. This website can be viewed live at http://corrrine.fhero.net.

Additional website designs are presented in Appendix I. Further details regarding the

functionality of the website are located in the Online Strategy, on page 25.

Photography and Video

High-quality, high-resolution,11 current photography of Swan's products and services would

improve the appeal and effectiveness of rebranding efforts. Ideal photographs:

Include real people, displaying a wide variety of ethnic backgrounds;

Represent Swan's customers by including retail, restaurants, manufacturing, etc.; and

Represent the full range of Swan products in use in all four seasons.

High-quality video embedded on the website can encourage visitors to stay longer on the site and

become educated about the product. See the Online Strategy on page 27 for further information.

11 Minimum 150 dpi; 300 dpi recommended for large signage, posters, etc.

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Online Strategy

YellowPages Swan has been in conversation with YellowPages about the "Digital Powerplay" system. This

YellowPages service essentially helps businesses increase their SEO using a variety of web and

marketing techniques. This service is quite costly at $2,000-3,000 per month.

While the service has some merit, it does not offer anything that Google Analytics and other free

measurability tools can offer, except for consulting services. These consulting services make

suggestions as to how to improve SEO and search rankings through content. However, they do

not create content, which is one of the best ways to increase SEO.

If Swan is interested in outsourcing this service, it would be best to outsource to a partner who

could create, manage, and measure the content. Keeping this in mind, it is not recommended to

use the YellowPages beyond the basic listing services included with having a phone line.

Spike Mobile Swan's proposal from Spike Mobile includes many of the same things this plan recommends:

specifically, a rebranding complete with a new logo, and a new mobile-responsive website.

However, the plan from Spike Mobile also recommends using Facebook, Twitter and SMS (Short

Message Service) marketing/text message marketing to generate web traffic.

As demonstrated in the PR strategy on page 40, Facebook and Twitter are not effective lead-

generation tools in a B2B environment. It is difficult and even expensive to generate "Likes" on

Facebook, and even after liking the page not all followers will see posts; businesses often have to

pay to promote posts to make sure followers see them. Forbes contributor Elan Dekel notes,

"Perhaps this model works for celebrities or famous brands that can build up huge followings

organically. But for small businesses that closely track their spending, Facebook Pages in their

current incarnation are a bad investment."12

Twitter, despite being less heavily monetized than Facebook, has a similar problem. Twitter

requires heavy investment in time rather than funds in order to create an engaged following, and

it is generally only large brands that can afford that kind of dedication to the medium. Twitter's

recent revenue strategy includes ads, but at the moment "Twitter advertising is neither practical

nor attainable for most marketers."13

12

Dekel, E. Forbes: "Facebook Pages Are a Bad Investment for Small Businesses" (2013). http://www.forbes.com/sites/elandekel/2013/01/22/facebook-pages-are-a-bad-investment-for-small-businesses/ 13

Wylie, P. Social Media Examiner: "Should You Advertise on Facebook, LinkedIn or Twitter?" http://www.socialmediaexaminer.com/should-you-advertise-on-facebook-linkedin-or-twitter/

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While SMS marketing has an astonishing 95% open rate (compared to email's 20%), its major

pitfall is getting subscribers.14 Due to anti-spam and privacy regulations, companies cannot simply

blast mobile numbers with messaging; people have to opt in for Swan to be able to contact them.

In order to get subscribers, companies have to heavily market the SMS service and offer an

immediate incentive for subscribing (e.g. a free item, discount, or contest entry).15 This form of

marketing is not generally conducive to B2B service-based businesses.

If Swan did manage to get a large number of its customers to subscribe, it would have difficulty

creating engaging SMS content. As a B2B service-based industry, particularly one with regular

contracts and few product changes or additions, the immediate call-to-action nature of SMS

messaging is not required. A service that alerts customers of an impending delivery may be viable

and useful, but would be expensive to implement and keep track of.

Overall the Spike Mobile plan does not effectively address the concerns of B2B in general or Swan

specifically. Therefore it is not recommended that Swan engage Spike Mobile's services.

XpressTec Website As stated in the Rebranding Strategy on page 22, a new website will help educate current and

potential customers on Swan's products and services.

As B2B buyers begin shopping online and over half the decisions are made before speaking to a

sales team, the website needs to provide everything buyers want to know, without overwhelming

them. For example, Swan does not currently list prices on its website; buyers doing research

online need to know this information before making a decision, so Swan could consider making

price ranges available.

The current Swan website has not been re-designed in approximately 10 years. Its functionality is

limited. Michael Krause of XpressTec Corporation has been working on a replacement site and

the ability to make online payments.

A replacement site has not been designed yet but is included in the original quote between

XpressTec and Swan. If Swan selects a design created for this plan, XpressTec's original quote will

decrease, as it included a design. Swan simply needs to provide XpressTec with the Illustrator files

for the new site in order to proceed.

Alternatively, if Swan does not select a design from this document, XpressTec can design one

from scratch. In order to implement the site as quickly as possible, it would be best to dedicate a

Swan website liaison who is exclusively concerned with completing the project with XpressTec.

The new website should be mobile responsive, as described on page 27.

14

Oxygen 8: "Five metrics to assess the effectiveness of SMS marketing." http://blog.oxygen8.com/five-metrics-to-assess-the-effectiveness-of-sms-marketing/#.UqJcdz_eKUk 15

Signal: "Beginner Guide to Text Message Marketing." https://www.signalhq.com/pdf/Beginner_Guide_to_Text_Message_Marketing.pdf

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XpressTec Online Payment

According to Krause, the online payment site is almost ready to go live. Aesthetically, it

represents the old branding, so that will require some changes to incorporate the new look and

logo, but functionally it works well.

The system is essentially an independent site that allows customers to sign up for online payment.

Customers sign for delivery in person, and then the signed invoice is scanned into the system at

Swan. The invoice is automatically uploaded to the correct customer's account and emailed to

them. As one Swan customer indicated, "Many bills go missing because it is paper. Much more

reliable if the bill was emailed to me then I will always have a copy of the bill and can’t miss it."16

With this system, customers log in using their email address and password, and can view all

current (unpaid) and past (paid) invoices on the site.

The ability to receive invoices by email and pay them online would reduce the number of cash

and cheque payments that Swan currently processes. Drivers would not have to handle cash, and

administrators would not have to reconcile and deposit thousands of dollars of cash and cheques.

This will cut down on administrative costs.

XpressTec is fine-tuning the system to make sure it communicates with Swan's current

accounting process, to avoid duplication of data and efforts.

This system fulfills all the necessary requirements for an online payment system: it is secure,

allows users to view invoices online, allows multiple users access to one account, allows users to

store credit cards, and works directly with Swan's accounting system. Once it is updated to reflect

the new branding, it could be implemented easily. As Swan has already purchased this system, it

would be unnecessary to start again with another programmer.

For customers, this system is currently voluntary. It requires that they register online. The

brochure for current customers, recommended on page 38, should include information on how to

do this. Advertising efforts can mention that online payment is available, and the largest accounts

can be contacted personally about paying online. A note about paying online should be added to

the standard invoice form. CSRs can actively promote this option, as it will save Swan significant

time and money.

Once online becomes the de facto payment option, Swan could begin assessing those clients still

paying by cash or cheque. These clients may simply require a person to drop in and show them

how the system works, or a friendly reminder that cash or cheque is no longer preferred.

16

Clair Hills Retirement Community response to email survey.

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Further Online Recommendations

Database

A website is not just for the buyers seeking education. Swan can also use it as a source for

gathering information on leads and customers. If customers choose to contact Swan via the online

contact form, click to download a piece of content, or subscribe to a mailing list, that information

can go into a database of leads to contact later. Maintaining a database of client information will

assist in all future promotion efforts.

The Xpress online payment system has a built in check-box asking if Swan may contact that client

via email in the future. This may be sufficient once the majority of the customers are using online

payment.

Ideally, the online payment system could also gather information about ordering habits, so that

Swan's marketing efforts can be more effectively targeted in the future. This could be an

expensive task, and is not included in the budget for this plan.

Micro-sites

Micro-sites, such as those recommended for the direct mail pieces (see page 48), measure the

effectiveness of particular promotions and advertising at driving traffic to the website. Location-

or customer-specific micro-sites can offer different pricing, promotions, and information without

creating entirely separate websites.

Mobile Responsive Design

According to Quarry Integrated Communications' guide, "A responsive website fluidly adapts its

layout, content, even functionality, as screen sizes get smaller (or bigger) or as devices are

rotated." (See Appendix K for examples of responsive design.)

With the rise of Smartphone use by businesses, the new Swan website must be responsive. The

same Quarry guide's research shows that more than 70% of executives under 40 classify mobile as

their primary communications tool, and that over 50% of executives prefer to make business

purchases on their mobile device.17

Business owners and management must be able to use the Swan site effectively on their mobile

devices, including ordering products and services and paying their bills.

Video

The use of video on the website would increase visitor engagement, and allow Swan to

demonstrate the benefits of its products and services without personal selling.18 For example, the

17

Quarry Integrated Communications "Savvy Marketer's Guide to Responsive Web Design," http://responsivewebdesign.quarry.com/ (2013). 18

Software & Information Industry Association: " How to Optimize Your B2B Marketing and Sales with Online Video": http://www.siia.net/index.php/index.php?option=com_content&view=article&id=928:how-

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effectiveness of a treated mop would translate well to video, as would the speed and "invisibility"

of the delivery service.

According to Inc.com, 43% of B2B customers watch online video when researching products and

services for their business.19 Diginomica describes some of the main benefits of using video for

B2B marketing:

Videos are 53 times more likely to receive an organic first page search ranking than a

traditional web page;

YouTube is the world’s 3rd most popular web site and 2nd most popular search engine;

DoubleClick cites 400-700% higher click through rates with video;

Engagement time for video is ten times longer than static content; and,

75% of executives watch videos and 50% share videos with their colleagues.20

Longer videos (e.g. more than 3 minutes) may merit a landing page that requires the viewer to

provide contact information. A person who is willing to watch a longer video may be a good sales

lead. As with downloading content, the geographical location of the viewer should be noted to

ensure the viability of the lead.

Video production does not have to be exorbitantly expensive, but it can be! If Swan is interested

in creating videos, it may want to consider shopping around to local companies, and considering

film schools and recent graduates looking for portfolio pieces. Typical costs range from $500 to

$5,000 for 30-second to 2-minute videos.

Advertising

Online advertising is one of the main focuses for the plan. The Canadian Marketing Association's

"Marketing Facts: Statistics and Trends for Marketing in Canada" emphasizes the importance of

including online advertising in any campaign. According to the study, "The internet is the most

trusted source of information for Canadians when researching new products and services."

Furthermore, the usage of social media is trending rapidly upward. With a target market of

business owners, the younger boomers (aged 46-55) are currently the most important generation

to Swan. These younger boomers have increased their social media usage from 20% in 2008 to

50% in 2010.21

to-optimize-your-b2b-marketing-and-sales-with-online-video&catid=95:software-documents-a-resources&Itemid=964. 19

Inc.: "B2B Marketing Secret: Video, Video, Video" http://www.inc.com/janine-popick/marketing-to-businesses-make-video-your-marketing-hero.html. 20

Diginomica: "The pros and cons of video as a B2B marketing tactic" http://diginomica.com/2013/10/04/pros-cons-video-b2b-marketing-tactic/. 21

Canadian Marketing Association: "Marketing Facts: Statistics and Trends for Marketing in Canada" (2012). p. 151

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This plan will employ the usage of advertising on social media site LinkedIn, as well as a standard

Google AdWords buy.

While used by only 11% of the total Canadian population, LinkedIn is still the most targeted

advertising to reach business owners and upper management. LinkedIn allows advertisers to

select the option of only appearing in the browsers of the aforementioned target market, and

therefore Swan will only be paying for the clicks of its primary consumers. Furthermore, 35% of

LinkedIn users are on the website on a daily basis.22 This will be conducive to the advertising

frequency needed to see success from the ads.

22

Canadian Marketing Association: "Marketing Facts: Statistics and Trends for Marketing in Canada" (2012).

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In the example below, the audience is located in the Kitchener or London area, in all company

types, and are Owners, VPs, CXOs (CEO, COO, CFO, etc.), Directors, or Managers.23 This specific

targeting method ensures that ad dollars are not wasted on people who can't make the decisions.

23

LinkedIn: Advertising setup.

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Google has positioned itself as a universal front page for the internet. Their AdWords platform is

one of the most efficient methods of advertising online. After selecting relevant keywords (in this

case: Dust, Mats, Mops, Swan, etc.) the advertisement will only pop up in the search engines of

people who searched things involving those words.

Both websites employ the pay-per-click method of billing, which is pleasantly gentle on the

advertising budget. A maximum budget of $10 per day is set on each website for each geographic

market, and Swan's ad will be featured on the sites until it has received enough click-throughs per

day to use up that budget (approximately 5-10 clicks per site). The ads will run over a six-month

period from February 2014 until July 2014. The maximum cost to Swan will be $10,800 for this

campaign.

Online Advertising: Blocking Chart CPD = Clicks per day

Media Vehicle Reach Timing Details Start Date

End Date Cost

Web Ads LinkedIn 1-10 CPD Q1-Q2 2014

3 key markets

Feb-14 Jul-14 $5,400

Web Ads Google Ads

1-10 CPD Q1-Q2 2014

3 key markets

Feb-14 Jul-14 $5,400

Total $10,800

Driving Web Traffic The most effective websites are those that are found easily, engage with customers, and convert

leads into sales. Online advertising is a very effective method for driving traffic to the website, but

there are other methods that will help the Swan website be found by its target markets.

Blogging

Business blogs help drive web traffic in two main ways: 1) adding key words and content to the

site is a form of Search Engine Optimization (SEO) that improves search rankings; and 2) the

target market will want to read educational and engaging content targeted at them located in the

blog. According to one study, B2B websites with regular blog posts generated 67% more leads

than those without.24

The most important factor when writing a business blog is that the content must be targeted to

the people the blog is trying to reach. Some questions to ask when thinking about generating blog

content include:

24

Tracepoint: “How to generate B2B sales leads through your website” (Webinar). Nov. 28, 2013. See Appendix B for complete webinar.

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If the content is engaging and targeted, business owners and managers will read and share the

blog with others, increasing Swan's credibility and visibility in the market.

Social Media

As discussed in the PR strategy on page 40, LinkedIn is the most effective social media tool for

generating B2B leads.25

25

Canadian Marketing Association: "Marketing Facts: Statistics and Trends for Marketing in Canada" (2012). p. 192.

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In order to optimize LinkedIn profiles, include engaging content (it is perfectly acceptable to

reproduce blog posts on LinkedIn), maximize the number of connections and recommendations

by actively connecting with and recommending others, and ensure that the profile is consistent

with Swan's brand image.

Content

One of the highest-level ways to drive traffic to a website is the creation of original, informative

content. This could include whitepapers, eBooks, guides, etc. Like the blogs, the content should

be engaging and relevant to the target market. Content should talk about Swan's expertise, not its

products and services. Readers will want to know what the benefit of the content is to them; if it

is interesting and general enough, they will share it with other business owners and managers.

To derive leads from this content, readers should have to provide some information in order to

download it. Because Swan's reach is limited and it can only service certain areas, readers should

have to provide their name, email, and geographical location. This way, salespeople can

determine if the lead is worth pursuing based on geography.

Measuring Traffic

Google Analytics

Google Analytics is a free tool that allows site owners to visualize and analyze site traffic. It can

measure where traffic to a site comes from, who the visitors are, and what they do when they are

on the site. All a site owner needs to get started is some simple HTML code placed on the website

and a Google account.

Information about how many visitors, both unique and returned, and where that traffic is

directed from (a Google ad, a LinkedIn ad, a blog post, a link on a partner website, etc.) can help

determine the effectiveness of campaigns.

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Knowing which pages are getting the most traffic, and knowing how long visitors are spending on

each page, can inform what content is most interesting to the target audience. With this

information Swan could create a blog post about this content, knowing it would interest others

and draw more traffic.

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A wide variety of metrics are available using Google Analytics. Google has many helpful forum

posts on using this data effectively. If Swan sets up an Analytics account, it can monitor traffic

and alter the marketing and content strategies accordingly.26

Google Analytics is also used to monitor the effectiveness and price of AdWords.

LinkedIn Metrics

LinkedIn also has a built-in measurement system for its advertising. It monitors the number of

clicks per day, the total amount spent, and the number of impressions (number who have seen

the ad, but not necessarily clicked on it).

One of LinkedIn's most relevant features is the Lead Collection tool. By enabling this free feature,

people who click on the ad can request to be contacted by Swan. Swan receives a list of those

people who have requested contact; these are warm leads for salespeople to follow up on.

26

Google Analytics: http://www.google.ca/analytics. Screen shots taken from a client account are for demonstration purposes only.

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Public Relations Strategy

Situation Swan does not currently engage in many public relations (PR) tactics; its sales tactics and

customer service ensure that Swan not only maintains but grows its client base, but more could

be done from a PR standpoint to help raise awareness for the company.

Internally, the most significant impediment to the implementation of a PR plan is the lack of

marketing structure within the company. Swan does not have a dedicated marketing person or

department, and the management focuses on sales and service to grow the company.

Externally, there are many competitors in the industry. Along with small local companies, there

are national and international competitors (e.g. Cintas). The larger competitors are better

equipped to use media releases and social media to communicate with their publics and raise

awareness of their business.

Public perception of Swan is neither favourable nor unfavourable; it is largely unknown except to

its customers. It is facing an identity crisis, largely because the name 'Swan Dust Control' does not

describe the business. Also, mat and mop rental is a fairly "invisible" service. The PR plan, along

with the rebranding and marketing efforts, is targeted at raising awareness of Swan as a company,

and ensuring that the public knows what Swan offers.

Goal

The overall goal of the PR plan is to raise awareness of Swan in both the current markets and in

the expansion markets, introduce the new brand identity, and maintain relationships with

customers, media, and employees.

Objectives 1. Maintain relationships with current customers, as measured by retention of all current

active accounts (approx. ).

2. Generate inquiries (warm sales leads) within 3 months of the rebranding.

Key Publics Publics are groups of people with an interest in the business; this interest is not necessarily

favourable, and not necessarily financial. Publics can include customers, suppliers, media outlets,

government, and public-interest groups. It is important to consider all of a business' publics, as

shown in Appendix L, and determine which key publics need to be addressed by the plan.

In this case, the key publics include current customers, potential customers, employees, and

potential partners.

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Public Stage of Development

Key Messages Strategies Tactics

Current customers

Active Swan Mats & Mops has a new name and new branding, but the quality of the service will not change.

Maintain relationships with current customers through personal calls and visits, and direct mail.

Personal calls and visits Brochure Media releases Event Networking LinkedIn

Potential customers (London)

Latent Swan Mats & Mops’ products and services can help reduce indoor air pollution, cleaning and maintenance costs, and safety/health hazards.

Increase awareness of Swan’s products and services in both current and potential markets in order to generate new sales leads.

Sales calls and visits Media releases Networking LinkedIn

Employees Active Swan Mats & Mops is growing to new markets, and will continue providing exceptional customer service to both current and new customers.

Maintain relationships with employees by keeping them informed of the marketing communications and promotions that will be implemented.

Staff meeting Memo

Potential Partners

Latent Swan Mats & Mops is interested in partnering with janitorial companies to bid on public tenders.

Build a relationship with a janitorial service company in order to be eligible for public tenders that include both Swan services and cleaning.

Personal calls and visits

Current Customers

Current customers are an active public; they are aware of Swan and its products and services.

They may be concerned that the change of branding will impact the level of service they have

become accustomed to, or that the rates for those services will increase. These customers need to

be informed that this is not the case. The largest, most loyal, and longest-running contracts

should receive personal calls or visits from the salespeople.

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A brochure, left at the first visit to each client after the rebranding has occurred, can help inform

clients of the branding change. It should include details of the promotional offers available for

Swan customers detailed on page 50, as well as information about online payment detailed on

page 26.

Media releases in current markets will coincide with the branding change. At least one media

release per week from the rebranding launch pitched to the media in current markets (e.g.

Waterloo Region Record, Guelph Tribune, Guelph Mercury) will improve effectiveness. Media

releases could include:

A business profile, emphasizing the family history and the local community connection;

A personal profile, emphasizing the community contribution of one particular employee;

An announcement of the expansion of the business into London;

An announcement of the purchase/partnership in St. Catherine's;

An announcement of the new building in Budd Park;

A detailed profile of the environmentally-conscious and innovative aspects of the new

building (e.g. solar panels, water conservation system, etc.);

Announcements of partnerships with other local companies; and/or,

Announcements of Swan's (or its employees') local philanthropic efforts.

When the new building in Budd Park is completed, an Open House including both current and

potential customers will help raise awareness of the company. The event can include a tour of the

new facilities and a mixer with food and beverages. A restaurant or catering company from among

Swan's current customers would be an ideal partner for this event. Events are highly effective at

generating B2B leads, as shown in the graph below.27

27

LEAD GEN NEWS: Marketers say 'generating leads is our biggest challenge': http://www.b2bmarketing.net/news/archive/lead-gen-news-marketers-say-generating-leads-our-biggest-challenge

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Networking in business-to-business environments, such as KW Chamber of Commerce events,28

is imperative to reaching business owners. One of the upper management level employees can

ensure that the relationship with the Chamber is fully utilized by attending at least one Chamber

of Commerce networking event per month – a Business After 5, open house, or B2B expo, for

example. As shown in the chart below, after inside sales, executive events are the most effective

way to generate B2B leads.

28

KW Chamber of Commerce Networking and Events: http://www.greaterkwchamber.com/en/networkingEvents/NetworkingAndEvents.asp

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A LinkedIn profile will also help increase awareness in the B2B sphere, as businesses interested in

working with Swan may look them up beforehand. Connecting with current customers and

compiling recommendations from them will increase awareness and credibility. LinkedIn is more

effective than Facebook, Google+, Twitter, and Pinterest at generating B2B leads. The creation

and content of the LinkedIn profile is detailed further in the Online Strategy on page 27.

Potential Customers

Potential customers, particularly in the new target market in London, are a latent public; they are

most likely completely unaware of Swan’s existence or expansion. As always, personal sales calls

and visits in the new market are an effective way of introducing Swan to potential customers.

These calls should be warmed up by the other PR and marketing efforts.

Media releases in London will coincide with the expansion. Several media releases to local media

(e.g. The London Free Press, The Londoner) could be sent to increase the potential for a story

being placed. Media releases could include:

A business profile, emphasizing the family history and the Canadian/Ontario connection;

A personal profile, emphasizing the community contribution of one particular employee;

An announcement of the expansion of the business into London;

An announcements of partnerships with other local companies;

A detailed profile of Swan’s environmental conservation efforts; and/or,

Announcements of Swan's (or its employees') local philanthropic efforts.

Joining the Chamber of Commerce in London allows access to networking events similar to those

in KW. The Speed Networking and Business After 5 events in particular should prove valuable for

generating business leads and creating awareness.29 An upper management level employee could

29

London Chamber of Commerce Events: http://www.londonchamber.com/events/#cid=228&wid=1301

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visit at least one networking event per month, at least two in the first month of expansion into

London, to increase awareness of the business.

As above, a LinkedIn profile helps companies/owners gauge whether or not to do business with

another company. An effective profile, complete with recommendations from current customers,

will help raise awareness and credibility. Connecting with business owners will make Swan appear

in their feeds, creating the potential for other business owners to view the page.

Employees

Employees are actively involved in the perception of the company, as they are the front-of-line

service providers. If Swan’s most important attribute is its service, then its employees who deliver

that service play a key role. Employees should be kept informed of the changes that are

happening, as lack of communication is one of the major causes of low employee morale30.

A staff meeting with all employees, outlining the details of the IMC plan, will allow employees to

prepare for the changes that are occurring. For example, the sales team needs to be aware of the

importance of following up on leads that come from response to the direct mail piece. Knowing

what the piece looks like, when it is being sent, and how to get the information off the website,

will help salespeople respond to those leads more effectively.

A staff memo, summarizing the meeting, could be posted and available for anyone who missed

the meeting or has follow-up questions.

Potential Partners

Swan’s management indicated that one of the company’s difficulties was that Swan’s limited

product line did not afford them the opportunity to bid for certain public tenders in large

30

Lack of Communication Major Cause of Low Employee Morale: http://bizzuka.com/company-blog/lack-of-communication-major-cause-of-low-employee-morale

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organizations, as these tenders included not just mat and mop services but also cleaning supplies

and/or janitorial services.

If Swan partnered with local businesses that fill those gaps, its ability to bid for these public

tenders would be greatly improved. For example, High Level Industrial Cleaning31 specializes in

cleaning large manufacturing facilities, commercial offices, schools, and retail malls. It may be

able to provide the services that Swan cannot, and both companies would benefit from the tender.

In order to build these relationships, the potential partners would need to be researched further

to determine which ones best meet the needs of the tenders, and Swan would have to approach

them personally.

31

High Level Industrial Cleaning homepage: http://www.highlevelindustrialcleaning.com/

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Advertising Strategy

Potential Customers: London

Objectives

The objectives of the advertising campaign directed at potential customers are:

1. To introduce Swan Mats & Mops to the new market in London, and cultivate warm

leads within three months of the campaign; and,

2. Use those warm leads to sign new accounts within 3 months of the campaign.

Strategies and Tactics

As the Public Relations strategy indicates on page 39, the Chamber of Commerce is a valuable

resource for driving B2B sales. Using Chamber of Commerce advertisements, both in print

publications and online, will help establish Swan in the minds of other business owners.32

Once Swan is a member of the London Chamber of Commerce, it will be able to purchase a

directory listing and advertising space in Chamber publications.

Specifically regarding advertising with the Chamber of Commerce, Swan will need to:

Become a member of the London Chamber of Commerce;

Design an advertisement to the specifications required by the Chamber publications and

website (see London Chamber website);

Ensure measurability of the advertisements by asking sales leads where they heard of

Swan, or by using a specific Chamber micro-site;

Measure the effectiveness of the campaign.

Business London Magazine, affiliated with the Chamber of Commerce, reaches approximately

40,000 readers in London with its print edition, and 5,000 readers with its online edition. Over

80% of its readership is management level or higher; as these are the business owners and

decision makers who can contract Swan’s services, it is an ideal channel for reaching the new

London market.33

The same process for Chamber ads, above, should be implemented for advertising in Business

London Magazine. Ideally, if a different advertisement runs in Business London than the

Chamber publications, Swan can measure if potential customers respond to one ad more than the

other. This way, Swan can evaluate which ad had a greater response rate.

32

London Chamber of Commerce: http://www.londonchamber.com/join_the_chamber_member_services/advertising_and_sponsorship_opportunities/. 33

Business London Magazine: http://www.businesslondon.ca/sitepages/?aid=3751&cn=Advetising&an=ADVERTISING (See Appendix M for rate card and specifications).

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Online advertising that specifically targets London business owners and management will drive

traffic to the Swan website, allowing customers to educate themselves on the benefits of Swan’s

products and services, creating warm leads for the sales team to follow up on. Online advertising

is discussed in greater detail in the Online Strategy on page 28.

A direct mail piece targeting businesses in London will introduce businesses to Swan’s products

and services. This direct mail piece will include a promotional offer for new customers, discussed

further in the Direct Mail plan on page 46 and Promotion plan on page 50.

Potential Customers: Waterloo Region

Objectives

The objectives of the advertising campaign directed at potential customers in the Waterloo

Region are:

1. To encourage Waterloo Region businesses not currently using Swan Mats & Mops to visit

the website, and cultivate warm leads within 3 months of the campaign; and,

2. Use those warm leads to sign new accounts within 3 months of the campaign.

Strategies and Tactics

Using KW Chamber of Commerce advertisements, both in print publications and online, will help

establish Swan in the minds of other business owners.34

Online advertising that specifically targets KW business owners and management will drive traffic

to the Swan website, allowing customers to educate themselves on the benefits of Swan’s products

and services, creating warm leads for the sales team to follow up on. Online advertising is

discussed in greater detail in the Online Strategy on page 28.

A direct mail piece, using Precision Targeting, will introduce businesses already on the delivery

route to Swan’s products and services. This direct mail piece will include a promotional offer for

new customers, discussed further in the Direct Mail plan on page 46 and Promotion plan on page

50.

Existing Customers

Objectives

The main objectives of the advertising campaign to existing customers are:

1. To notify existing customers of the rebranding of Swan Dust Control, with the goal of

retaining all existing accounts;

2. To encourage referrals from existing clients within 3 months of the campaign; and,

3. To encourage current mat-only customers to add mops to their contracts. 34

London Chamber of Commerce: http://www.londonchamber.com/join_the_chamber_member_services/advertising_and_sponsorship_opportunities/.

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Strategies and Tactics

Current customers who are members of the Chambers of Commerce mentioned above will benefit

from the advertising directed at new customers as well.

As described in the PR plan on page 38, current customers will need to be informed of the

rebranding. A brochure, delivered with the mats, will inform existing customers of the

rebranding. In order to encourage referrals and an increase in the use of mops by mat-only

customers, this information will include a promotional offer, described in detail in the Promotion

plan on page 50.

Creative Strategy

Appeal

Swan Mats & Mops’ major competitive advantage is the level of service it offers its customers.

Response time, customer satisfaction, and quality products are of the utmost importance.

Rational appeals that educate the potential customer about these attributes are necessary. This

will be the main focus for the creative.

Secondarily, Swan is a third-generation business that has given back to its community for

decades. This community focus can be used for feel-good stories that add a more human element

to the perception of their business, particularly in the Waterloo Region. For the new markets,

rather than focusing on what Swan has done for Waterloo Region, creative should focus on how

businesses in the new market will benefit from Swan’s services and competitive pricing. It should

be made clear that Swan coming to the market is very exciting, and something businesses would

be foolish to miss out on!

Tone

Without extensive use of broadcast or print media, creative options are relatively limited.

Chamber of Commerce print advertising, direct mail, and online advertising, however, will

provide an outlet for considerable creativity.

The tone for Swan’s advertising pieces is about cleanliness and professionalism. Appealing

colours, clean lines, and clean formatting will all be paramount to the success of the campaign

pieces.

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Direct Mail Direct mail is one of the most effective ways to generate leads because it can be targeted very

precisely. It is also effective in determining return on investment. According to Canada Post,

determining ROI is simple using direct mail by using the following steps:

1. Determine objectives and apply measurable criteria that can help you assess campaign

success.

2. Pinpoint your target audience and incorporate an offer with a strong call to action and

trackable response (such as with micro-sites, discussed on page 27).

3. Evaluate responses.

Direct mail is effective in business to business communication because it allows a business to

create awareness about its products and services. Awareness is related to the generation of sales

as well as creating a sense of brand loyalty. Direct mail allows for many options that can be

customized to suit individual needs due to its simplicity and flexibility.

Canada Post outlines several benefits of direct mail:

Results are directly measurable

It’s tangible – can be saved for later

You speak to somebody, not everybody, reducing waste

You can vary the message to suit the recipient

You can do a complete selling job, even for a complex product

Direct mail is a private medium (below the line)

It can build a brand – on its own or with other media

Direct mail can act as your sales force

Direct mail can increase loyalty

Direct mail creates a positive impression for a brand or company

As shown in Canada Post's data, after telephone sales, direct mail is the most effective method for

making direct sales.35

Business to Business – US Market – Overall response rates by objective

Medium Direct Sales & Fundraising Lead Generation

Telephone 9.11% 2.44%

Direct Mail 1.41% 0.71%

Magazine 0.79% 0.24%

Email 0.40% 1.62%

Catalog 0.27% 0.10%

Inserts 0.15% 0.01%

Newspaper 0.020%

35

Canada Post: "Media Response Rates" PowerPoint.

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Mail is still the preferred form of communication for almost every form of correspondence: 36

Additional research from Canada Post indicates that "A significant majority (63%) of Canadians

are more likely to respond to something they receive in the mail than by any other means."37

Direct mail, particularly in combination with other marketing tactics, will help generate web

traffic and warm up sales leads.

Precision Targeting Direct mail has the benefit of using Canada Post's Precision Targeting. Precision Targeting allows

the user to choose routes and delivery locations based on demographic criteria. This means that

the direct mail piece will be sent to people who will be most likely to respond, which is both cost

and resource effective. Success is dependent on reaching the right people, which is made possible

through Precision Targeting.

The following is an example of a Precision Targeting report from London, Ontario. The first page

details what information was requested - in this case, all businesses in London - and a summary of

the information. There are 9,016 businesses in London; houses have not been included. The

36

Canadian Marketing Association: "Marketing Facts: Statistics and Trends for Marketing in Canada" (2012). p. 121 37

Canada Post: "Maximizing Return on Investment" PDF. See Appendix N.

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subsequent pages of the report detail the exact mail routes those businesses are on, how many are

one each route, and what areas of the city are most densely populated by businesses.38

Precision Targeting is able to pick and choose where a direct mail piece will be delivered. Users

can send mail to all businesses, or pick and choose what routes to follow. Precision Targeting will

be useful in the Waterloo Region market especially, as discussed below.

Potential Customers: London The primary direct mail piece to London customers will include a free air freshener, and 10% off

their first six months of services. In order to receive the offer, customers must visit the micro-site

www.swandust.com/London. 95% of the direct mail pieces sent out in London (approximately

8560) should receive this offer.

A secondary offer to the remaining 5% of London businesses should receive a different

promotional offer – free mop rental for six months with six-month mat contract – and be directed

to www.swandust.com/LondonOffer. By directing these customers to a different micro-site, Swan

can measure the effectiveness of each promotion in order to plan future marketing.

The direct mail piece will be a box, 6" x 4" x 1", and will have a label on the outside and a card and

air freshener inside.39 Additional direct mail design options are presented in Appendix P.

38

Precision Targeting report courtesy of Frank Mosey, TStone Mailing, Cambridge, http://www.tstonemailing.com. See Appendix O for the full report.

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Credit: Jessica Bainbridge

Potential Customers: Waterloo Region The Waterloo Region direct mail piece can be similar to the London piece, with different copy. It

should indicate the branding change, and offer new customers similar offers. Micro-sites and a

test offer will help measure the effectiveness of this campaign as well.

The most important factor to consider in planning the direct mail piece for potential customers in

Waterloo Region is Precision Targeting (see page 47). By specifically targeting businesses on the

current delivery routes of Swan drivers, Swan can increase its customer base without drastically

increasing its operating costs.

39

Box specifications and pricing: http://www.uline.ca/Product/Detail/S-16521/Indestructo-Mailers/6-x-4-x-1-Indestructo-Mailers%29

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Promotion The chart below details promotional efforts designed at achieving specific goals for each market.

Goal Promotional offer Delivery

Potential customers (London)

To encourage new business in the London area

Primary: 10% off first six months of services (95% of offers)

Direct mail piece

Secondary: Free mop rental for six months with first six-month mat contract (5% of offers)

Potential customers (Waterloo Region)

To encourage new business in the Waterloo Region

Primary: 10% off first six months of services (95% of offers)

Direct mail piece (with Precision Targeting)

Secondary: Free mop rental for six months with first six-month mat contract (5% of offers)

Existing Customers To encourage referrals

$25 restaurant/movie gift card for each successful referral

Rebranding brochure (PR plan, page 38)

To encourage current mat customers to add mops to their service

Free mop rental for six months with six-month+ mat contract

Existing customers have the potential to create new business in two ways: by referring other

businesses to Swan, and by increasing their current contract orders.

The referral promotion rewards business owners and managers with a $25 gift card for every

successful referral. A "successful" referral is one where the referred business signs a contract of

three months or longer. The gift card could be personally delivered with a thank you note to the

person who made the referral. This promotion is designed so that individual managers, who may

not personally benefit from a discount or free service, still have incentive to refer clients.

In order to encourage current mat-users to try Swan's mops, customers can receive a free mop

rental for six months with their six-month (or longer) mat contract. This one-time incentive

allows customers to try the mops and see how effective they are. At the end of the six-month

contract, customers who found the mops worked well would be encouraged to add them to their

regular service contracts.

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Product Plan: Scent One of the concerns Swan asked be addressed in this plan is the current "industrial" smell of the

treated mops. Swan thought that the smell might be off-putting to consumers expecting a "clean"

scent. Swan management was interested particularly in discovering if there was a scent preferred

by consumers.

The answer to the latter query is, effectively, no. Scent triggers a very personal and very effective

neurological response in the human brain, and each person tends to react differently to different

scents.

However, in all cases, a pleasantly scented room that smells of things like citrus, flowers, or pine

is seen as more clean than an unscented room, even if they appear identical.40 Simple scents,

rather than complex ones, tested better in a series of experiments conducted by the Washington

State University College of Business. For example, customers in a simple-scented store purchased

more and stayed longer than customers in either the complex-scented or unscented store.41

Scented products are perceived to be of higher value and quality, and encourage positive brand

associations and repeat business.42

Therefore, it is recommended that Swan add a scent to the treated mops; it will benefit both Swan

and its customers. Natural, simple scents test positively, so citrus, floral, and other outdoor scents

would all be appropriate selections.

40

About.com: "What does clean smell like?" http://laundry.about.com/od/productreviews/a/What-Does-Clean-Smell-Like.htm 41

Brooks, C. BusinessNews Daily: "The Smells That Make Shoppers Spend More." http://www.businessnewsdaily.com/3469-smells-shoppers-spend-more.html 42

Lindstrom, M. "Brand Sense: Sensory Secrets Behind the Stuff We Buy" (2010).

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Budget

One-time expenses Recurring expenses (based on 6 months)

Rebranding

Logo1

Truck & van rebranding2

Website3

Photography4

Video5

Public Relations

Brochure6

Event7

Chamber events - KW8

Chamber membership - London9

Chamber events - London8

Advertising

Chamber advertising - KW10

Chamber advertising - London11

Business London12

Direct Mail

London (9000 pieces)13

KW (1000 pieces)13

Promotion

Gift cards14

Online

Online payment updates15

Advertising - LinkedIn16

Advertising - Google16

Blog/social media management17

Totals

GRAND TOTAL

Some numbers subject to HST.

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Notes

Rebranding

1. Conestoga charges a fee to make selected designs print-ready. is a maximum fee; for

that fee Swan will receive a high resolution print-ready logo file and all rights to its use.

2. This fee is based on quoted prices from , Swan's current provider. This includes:

a. each for logo removal on trucks;

b. each for logo removal on vans;

c. each for new logo on trucks; and,

d. each for new logo on vans.

The full-wrap or partial-wrap options are considerably more expensive. Full-wrap pricing

from starts at for the sales van; large truck pricing is TBD.

also offers the full-wrap option, starting at .

3. Swan's current XpressTec quote includes the design of a new website; the cost was not

released for the purposes of this plan. If Swan selects one of the proposed designs in this

plan, it will have to pay the fee (See note 1) for that design, but the XpressTec quote

will decrease significantly if design is no longer required. Swan will only have to pay the

already-agreed programming costs, as noted in XpressTec's quote.

Should Swan wish to sever its relationship with XpressTec and go elsewhere for a new

website design, the cost will be approximately , depending on complexity.

(Approximate range provided by Red Cell Innovation, http://www.two-red-cells.com.)

4. The photography amount is based on the purchase of two corporate sessions from

http://www.devoncphotography.com/corporate. Two sessions are recommended to

ensure a wide range of product and action shots for print and online materials. Should

Swan wish to have "on-location" shots of its products in use at various businesses,

additional charges may apply.

5. While video production can range from $500-5,000, B.Hardy Productions

(http://www.bhardyproductions.com) in Waterloo suggested that was a reasonable

budget for a one-minute video. This amount includes the production of two videos.

Public Relations

6. Brochure pricing is approximate. It assumes one hour of design, charged at (an

average rate), plus the printing of 2,500 brochures at http://www.vistaprint.ca for $550.

7. Event pricing assumes no facility rental, as the event will take place at Swan's new

building. It also assumes $1,000 for linen and dishes rental, catering at an average of

$15/person for appetizers, and $15/person for bar for 100 attendees. Partnerships with

restaurants and liquor suppliers may help reduce this cost.

8. The majority of Chamber events, in both KW and London, are free for members. The

budget amount is for paid events, such as participation in the business expos or speed

networking events.

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9. Membership in the London Chamber of Commerce is based on the number of full-time

employees in the London area. In Swan's case, this will likely only be 1-5 people. With

enrolment fee, the cost is for the first year ( in subsequent years); is

the amount corrected for 6 months.

Advertising

10. The KW Chamber of Commerce publishes "The Advocate," sent once every two months to

its members. For 1/4 page advertisement, it is $490/issue. This number is based on 3 issues

spanning six months. This amount does not include design, so additional charges may

apply to have the ad designed.

11. Advertising on the London Chamber of Commerce website, with 16-22,000 page views per

month, is $500 for 26 consecutive weeks (6 months). Advertising in the e-newsletter,

which reaches approximately 2,400 readers on a bi-weekly basis, costs $300 for 13 editions

(26 weeks).

12. Cost for advertising in Business London Magazine is based on a 1/3 page in the magazine,

plus appearance in the online edition. This includes production costs and ad design. This

rate is for 6 months at $695/month (plus $15/month for the online edition).

Direct Mail

13. This amount is based on 10,000 pieces, divided into 9,000 for London and 1,000 for KW.

Decreasing the number of direct mail pieces will decrease the cost accordingly. The

budget for 10,000 pieces includes:

a. 10,000 postcards by VistaPrint (http://www.vistaprint.ca) at $575;

b. Unaddressed business mail postage at /piece;

c. Direct mail services by TStone Mailing (http://www.tstonemailing.com) at

/1,000 pieces;

d. 10,000 boxes at $58/100 boxes from Uline (http://www.uline.ca/Product/Detail/S-

16521/Indestructo-Mailers/6-x-4-x-1-Indestructo-Mailers%29);

e. 10,000 custom air fresheners from CustomFresheners

(http://www.customfresheners.com) at $0.32/piece; and

f. 10,000 labels from Uline (http://www.uline.ca/Grp_CustomPinfeed) at $48/1,000

pieces.

Promotion

14. The promotion amount is based on $25 gift cards awarded for referrals. Partnerships

with current customers (e.g. restaurants and movie theatres) may decrease this cost.

Online

15. This amount is approximate, based on 5 hours at /hour to make the necessary aesthetic

updates to the online payment site. It should be negotiated with XpressTec after Swan

selects a design for the new site.

16. Online advertising on both LinkedIn and Google is calculated on a pay-per-click model.

This plan recommends 6 months of daily advertising, in three markets, with a budget of

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$10/day, on both services. This is the absolutely maximum for the service. It is unlikely

that Swan will reach the maximum $10/day, particularly on weekends and holidays. If the

maximum budget is reached, Swan will have received 5,400 click-throughs from

advertising to the site in the 6-month period.

$10/day is the minimum budget, but Swan could decrease either the number of markets or

the length of the campaign to bring these costs down.

17. If Swan chooses to outsource the web traffic strategies detailed in this plan, the

approximate cost would be /month.

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Appendices

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Appendix A: Media Blocking Chart January has been omitted; advertising and media releases should not begin until after the

rebranding is mostly completed. Based on the recommendations in this plan, this will likely be

completed by February 1.

Week of: 1 8 15 22 1 8 15 22 29 5 12 19 26

KW - print

KW - online

London - website

London - e-newsletter

Waterloo Region

London

Business London

LinkedIn (daily)

Google (daily)

Week of: 3 10 17 24 31 7 14 21 28 5 12 19 26

KW - print

KW - online

London - website

London - e-newsletter

Waterloo Region

London

Business London

LinkedIn (daily)

Google (daily)

Chamber of Commerce Ads

February March April

May June July

Magazine Advertising

Online Advertising

Media Releases

Magazine Advertising

Online Advertising

Chamber of Commerce Ads

Media Releases

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Appendix B: Tracepoint Webinar

Nov 28, 2013: How to generate leads through your website

www.tracepoint.co.uk

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The bottom two slides on this page are examples of the types of things that can be measured

using HubSpot.

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And most importantly... love your website!

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Appendix C: London Demographics

From London Economic Development Corporation, "London, Canada Facts & Figures."

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Appendix D: Survey Responses (Have not heard of Swan)

Have you ever heard of Swan Dust Control?

What product/service do you think Swan Dust

Control provides to its customers?

Have you ever heard of Swan Dust Control?

What product/service do you think Swan Dust

Control provides to its customers?

No Duct cleaning No Cleaning supplies

No Air filtration No Duct cleaning

No Duct cleaning No Duct cleaning

No Duct cleaning No Cleaning supplies

No Cleaning service No Cleaning service

No Duct cleaning No Other

No Cleaning service No Air filtration

No Cleaning service No Other

No Cleaning service No Other

No Cleaning service No Cleaning supplies

No Air filtration No Cleaning service

No Floor Mats - Correct No Cleaning service

No Cleaning supplies No Cleaning service

No Cleaning service No Cleaning supplies

No Cleaning service No Air filtration

No Duct cleaning No Duct cleaning

No Cleaning service No Cleaning service

No Cleaning service No Cleaning supplies

No Cleaning service No Duct cleaning

No Cleaning supplies No Cleaning service

No Cleaning service No Cleaning supplies

No Cleaning service No Duct cleaning

No Duct cleaning No Air filtration

No Duct cleaning No Cleaning supplies

No Cleaning service No Cleaning service

No Cleaning service No Cleaning supplies

No Duct cleaning

Incorrect - 98%

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Appendix E: Survey Responses (Have heard of Swan)

Non-customers

Have you ever heard of Swan Dust Control?

Do you work for a company that uses Swan Dust Control products/services?

Do you know what Swan Dust Control provides to its customers?

What product/service do you think Swan Dust Control provides to its customers?

Yes No No Duct cleaning

Yes No Yes Floor Mats - Correct

Yes No No Cleaning service

Yes No No Cleaning service

Yes No No Floor Mats - Correct

Yes No Yes Duct cleaning

Yes No No Cleaning supplies

Yes No No Duct cleaning

Yes No Yes Floor Mats - Correct

Yes No No Duct cleaning

Yes No Yes Floor Mats - Correct

Yes No Yes Other

Yes No No Duct cleaning

Yes No No Duct cleaning

Yes No Yes Cleaning service

Yes No Yes Floor Mats - Correct

Yes No No Cleaning service

Yes No Yes Floor Mats - Correct

Incorrect - 67%

Customers

Have you ever heard of Swan Dust Control?

Do you work for a company that uses Swan Dust Control products/services?

Do you know what Swan Dust Control provides to its customers?

What product/service do you think Swan Dust Control provides to its customers?

Yes Yes Yes Floor Mats - Correct

Yes Yes Yes Floor Mats - Correct

Yes Yes Yes Floor Mats - Correct

Yes Yes Yes Floor Mats - Correct

Incorrect - 0%

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Appendix F: Additional Name Options

Additional names considered for this plan included:

Swan Mat & Mop Services

Swan Mat Services

Swan Mat Rental

Swan Dirt Control

'Swan Mats & Mops' was recommended as it most clearly and concisely describes what Swan

provides.

Appendix G: Additional Logo Options

Credit (from top left): Michelle Velasquez, Vanessa Vokey, Angus Nierop, Justin Van Daele

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Appendix H: Branding Creative Brief

Meeting Dates

Nov. 20 Initial meeting, briefing

Nov. 26 Concept presentations,

feedback

Dec. 3 Selection of final artwork

Dec. 5 Delivery of final artwork

Project

The client, Swan Mats and Mops (formerly

Swan Dust Control) requires a new logo and

branding identity.

In order to present options to the client,

designers are asked to create four or more

logo options.

Project Objectives

Create a new identity for Swan Mats and

Mops.

The designs should be professional, modern,

and aesthetically pleasing.

Materials reflecting the new identity will be

used to raise awareness of Swan’s products

and service, and to generate sales.

Target Audience

Swan services businesses, ranging from small

owner-operators to large industries. These

businesses include retail, food service,

manufacturing, and others.

The main target is the business owner,

though in larger organizations it may be an

office manager or receptionist who makes

the decision to rent from us.

Swan’s products are used in primarily high-

traffic areas of these businesses.

Customer Benefits

Standard mats prevent the tracking of dirt,

leaves, slush, and snow from the outside.

Mats reduce cleaning and maintenance

costs, indoor air pollution, and slips and

falls.

Scraper mats are textured to allow customers

and employees to scrape caked-on dirt, mud,

slush and snow from their footwear.

Anti-fatigue mats reduce strain on

employees working on concrete or other

hard surfaces, improving productivity and

morale.

Treated mops pick up significantly more dirt

than sweeping or vacuuming. Like the mats,

these mops help improve indoor air quality

and reduce cleaning costs.

These products are rented from Swan, and

replaced every two weeks. They are

laundered using an environmentally-friendly

system that uses less water than competitor

operations.

Competition

There are many competitors, both locally

and nationally. Cintas is the largest national

competitor.

While competitors also have uniforms,

bathroom supplies, cleaning products, etc.,

Swan is dedicated to only carrying mats and

mops (and, very minimally, air fresheners).

Distribution

The selected logo design will be used in

print, online, and on both small- and large-

format signage. Logo designs must be

transferrable to many different formats and

sizes.

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The direct mail piece and website design (see

other briefs) should feature one of the logo

designs.

Provided Materials

The brochure provided was designed in-

house in the late 1990s. It demonstrates the

former branding and colour palette, but

should not inhibit the new design.

The brochure also details the available

products.

You may also view the current website at

www.swandust.com.

Creative Considerations

This should be an evolutionary, not a

revolutionary, change.

Maintain a blue/green colour palette. The

shades of blue and green need to be

changed/updated for the new identity. A

consistent colour palette across all logo

options is preferred.

The client will require multiple design

options.

The logo design options can range from

drastically different to only slightly updated

in order to provide the most choice.

Logo will probably include a swan graphic,

and must include the name Swan Mats and

Mops. An ampersand (&) instead of ‘and’

may be acceptable. The best logo designs will

allow for easy partial use (e.g. just the swan,

just the name, the name without ‘Mats and

Mops’).

Illustrations can incorporate the swan, the

name, and the products in interesting ways.

For example, a swan with a mop for a tail, a

swan in the shape of the S in Swan, and/or a

swan rising from dirt like a phoenix from the

ashes are all options that we considered in

brainstorming.

Key Messages and Tone

Logos should be professional, clean, and

modern. Swan is about quality, cleanliness,

and service. The new identity must inspire a

sense of credibility and professionalism in

business owners.

Project Mandates/Life Span

The selected logo design will be used for all

business communications for many years. It

should be adaptable to all forms of

traditional and online communication.

Approval Process

At the concept presentation meeting on Nov.

26, the team will review the preliminary

designs and make recommendations for any

changes. Because the client will need several

options, some may be approved right away

while others require changes.

Designers are welcome to email the

marketing team contact at any time with

ideas, proofs, and questions in order to make

the meetings more productive.

The marketing team will approve the designs

that will go to the client. The client will

make the final selection.

Delivery Instructions

The marketing team will require print-ready

files no later than Dec. 5. The marketing

team will provide a USB for this purpose.

Key Contacts

Marketing contact Sarah Rodrigues

[email protected]

519-568-3279

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Appendix I: Additional Website Options

Credit: Jessica Bainbridge

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Credit: Angus Nierop

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Credit: Justin Van Daele

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Appendix J: Website Creative Brief

Client Swan Mats & Mops University Avenue, Waterloo, Ontario Meeting Dates November 12th 2013 – Initial client meeting November 19th 2013 – Creative brief presentation; IMC action plan; name change feedback. November 20thth 2013 – Initial meeting with designers November 26th/27th 2013 – Designer meeting #2 December 3rd/4th 2013 – Designer meeting #3 Project Re-design of company website (www.swandust.com). Project Objectives Re-design new Swan Dust Control Limited website. Target Audience Primary audience: Potential business owners looking for information about mat & mops cleaning services. Client (User) Benefits Standard mats prevent the tracking of dirt,

leaves, slush, and snow from the outside.

Mats reduce cleaning and maintenance

costs, indoor air pollution, and slips and

falls.

Scraper mats are textured to allow customers

and employees to scrape caked-on dirt, mud,

slush and snow from their footwear.

Anti-fatigue mats reduce strain on

employees working on concrete or other

hard surfaces, improving productivity and

morale.

Treated mops pick up significantly more dirt

than sweeping or vacuuming. Like the mats,

these mops help improve indoor air quality

and reduce cleaning costs.

These products are rented from Swan, and replaced every two weeks. They are laundered using an environmentally-friendly system that uses less water than competitor operations. Competition There are many competitors, both locally

and nationally. Cintas is the largest national

competitor.

While competitors also have uniforms,

bathroom supplies, cleaning products, etc.,

Swan is dedicated to only carrying mats and

mops.

Key Messages

Swan Mats & Mops provide exceptional

service for businesses looking for mat

rental and cleaning services, as well as

industrial mop purchasing.

Swan Mats & Mops is a has been a

Canadian owned and operated family

business for 40 years.

Swan is dedicated to a cleaner

environment - from reusable mats and

mops, to vehicles powered by propane -

with state of the art cleaning methods

and water pollution equipment

continuously updated to positively

impact water cleanliness.

Creative Considerations

Simple, concise website design

The new website should not be copy

heavy

Include many images

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Embedded videos

Keep with green & blue theme (see

‘Branding’ Creative brief)

Logo must be a focal point of the website

(see ‘Branding’ Creative brief)

Functionality:

Video slideshow included – slideshow

must run by itself, with each image a link

to a different part of the site

Minimal work for audience

Home Page Menu Headings:

Products & Services

Ordering & Payment

About Us

Contact Us

The new website must comply with the Accessibility for Ontarians with Disabilities Act (AODA) and must also be mobile accessible. Strategic Focus Marketing efforts will drive customers to the website in order to warm leads and to encourage online payment. The website will aim to increase the overall efficiency of the business. Tone & Manner Website should be professional, clean and modern. The website should be user-

friendly, and easy to navigate. The new website must inspire a sense of credibility and professionalism in business owners. Approval Process At the concept presentation meeting on Nov.

26, the team will review the preliminary

designs and make recommendations for any

changes. Because the client will need several

options, some may be approved right away

while others require changes.

Designers are welcome to email the

marketing team contact at any time with

ideas, proofs, and questions in order to make

the meetings more productive.

The marketing team will approve the designs

that will go to the client. The client will

make the final selection.

Timelines Creative designers will finalize designs by December 5th. Once approved, Swan Mats & Mops will be given all files for future use. Key Contacts Marketing Team Contact Amy Simmonds [email protected] (226) 688 4330

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Appendix K: Responsive Web Design Examples

From: Quarry Integrated Communications "Savvy Marketer's Guide to Responsive Web Design,"

http://responsivewebdesign.quarry.com/ (2013).

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Appendix L: Publics Analysis

The publics analysis details any publics - groups of people with an interest in the business - and

groups them into customers, producers, enablers, and limiters. Consideration of all of these

publics is important to the creation of an informed PR plan.

Customers Producers

Businesses

Small business, retail and non-retail (mainly owner-operated)

Restaurants and chain businesses

Manufacturing/industrial business

Manufacturer of mops/mats (South Carolina) Suppliers

Cleaning/laundry supplies

Mop treatment product

Truck supplier, maintenance/repairs Utilities Employees

Management/ownership

Office/administrative staff

Sales force

Fleet

Production (laundry) staff

Enablers Limiters

Local community Chamber of Commerce (KW, London, etc.) Customers (references) Partners

Jay Fencing

Big Guy Cleaning

Potential partners (janitorial companies, St. Catherine's, Niagara, environmental groups)

Media (favourable)

Competition (local and national) Environmental groups (may be concerned

about the environmental impact of the process)

Legal (safety, chemicals, labour board, government)

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Appendix M: Business London Rate Card

From http://www.businesslondon.ca/sites/businesslondon_ca/upload/img/2013-BL-Rate-Card.pdf

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Appendix N: Canada Post "Maximizing Return on Investment"

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Appendix O: Precision Targeting Report

Businesses in London, Ontario. Provided by Frank Mosey, TStone Mailing.

http://www.tstonemailing.com

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Appendix P: Additional Direct Mail Options

Box label

Inside card

Credit: Corrine Tam

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Credit: Justin Van Daele

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Appendix Q: Direct Mail Creative Brief

Meeting Dates

Nov. 20 Initial meeting, briefing

Nov. 26 Concept presentations,

feedback

Dec. 3 Selection of final artwork

Project

The client, Swan Mats and Mops (formerly

Swan Dust Control) requires a direct mail

piece to introduce their new logo and

generate new leads to their business.

In order to present options to the client,

designers are asked to create three or more

label options.

Project Objectives

Swan is looking to rebrand their image in

order to generate new leads for potential

sales as well as strengthen their relationship

with existing customers.

Target Audience

Swan services businesses, ranging from small

owner-operators to large industries. These

businesses include retail, food service,

manufacturing, and others.

The main target is the business owner,

though in larger organizations it may be an

office manager or receptionist who makes

the decision to rent from us.

Swan’s products are used in primarily high-

traffic areas of these businesses.

Customer Benefits

Standard mats prevent the tracking of dirt,

leaves, slush, and snow from the outside.

Mats reduce cleaning and maintenance

costs, indoor air pollution, and slips and

falls.

Scraper mats are textured to allow customers

and employees to scrape caked-on dirt, mud,

slush and snow from their footwear.

Anti-fatigue mats reduce strain on

employees working on concrete or other

hard surfaces, improving productivity and

morale.

Treated mops pick up significantly more dirt

than sweeping or vacuuming. Like the mats,

these mops help improve indoor air quality

and reduce cleaning costs.

These products are rented from Swan, and

replaced every two weeks. They are

laundered using an environmentally-friendly

system that uses less water than competitor

operations.

Competition

There are many competitors, both locally

and nationally. Cintas is the largest national

competitor.

While competitors also have uniforms,

bathroom supplies, cleaning products, etc.,

Swan is dedicated to only carrying mats and

mops.

Distribution

This piece will be distributed via direct mail.

The piece will be mailed out to business

owners in the London area.

Positioning Strategies

Swan is a family owned business that takes

pride in the level of service that they provide

to customers. They provide fast service

without being disruptive. The direct mail

piece needs to reflect this relationship with

the consumer.

Provided Materials

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Refer to branding brief.

Creative Considerations

Piece will include a label for the top of the

box as well as a card to be placed inside the

box. Box will include a branded air freshener.

Card must include contact information for

Swan. The box is 6" x 4" x 1".

Piece must communicate the rebranding of

Swan and generate interest in the business.

Logo will be changed and must be

incorporated into the label as well as the

card in some manner. Colours will also be

altered (refer to branding brief).

The client will require multiple design

options.

This piece will be part of an integrated plan

so there must be consistency between

products.

Allocate white space for business names.

The logo design options can range from

drastically different to only slightly updated

in order to provide the most choice.

Illustrations can incorporate the swan, the

name, and the products in interesting ways.

Copy

Swan Mats & Mops

Dirt and dust control since 1973.

Swan Mats & Mops, based in Waterloo, is

expanding to London!

More than 80% of dust, dirt and grime in

public buildings is tracked in from outside.

Only 10% is removed from floor mats with a

vacuum cleaner.

Renting mats and mops from Swan helps

decrease dirt and grime, improve indoor air

quality, and reduce slips and falls.

New London customers who visit

www.swandust.com/London will receive 10%

off their first six months of service! This air

freshener is yours to keep with our

compliments.

Key Messages and Tone

Refer to branding brief.

Project Mandates/Life Span

The direct mail piece will be used as an

introductory tool as Swan expands into

London. For the time being it will only be

used in the initial mail out.

Approval Process

At the concept presentation meeting on Nov.

26, the team will review the preliminary

designs and make recommendations for any

changes. Because the client will need several

options, some may be approved right away

while others require changes.

Designers are welcome to email the

marketing team contact at any time with

ideas, proofs, and questions in order to make

the meetings more productive.

The marketing team will approve the designs

that will go to the client. The client will

make the final selection.

Delivery Instructions

The marketing team will require print-ready

files no later than Dec. 5. The marketing

team will provide a USB for this purpose.

Key Contacts

Marketing contact:

Katherine Waddington

(519) 503-5824

[email protected]

References

www.swandust.com

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Appendix R: Acknowledgments The following businesses graciously provided information, quotes, and time to assist in the

completion of this plan:

1. Frank Mosey, TStone Mailing: http://www.tstonemailing.com

2. Yvan Rodrigues, Red Cell Innovation: http://www.two-red-cells.com

3. Michael Krause, XpressTec Software Solutions: http:/www.xpresstec.com

4. Shane Lowry, B.Hardy Productions: http://www.bhardyproductions.com

5.

6. Scott Hills, YellowPages: http://www.yellowpages.ca

All the pieces designed for this plan were created by students of the Conestoga College

advertising program:

Jessica Bainbridge

Becca Ellig

Angus Nierop

Corrine Tam

Justin Van Daele

Vanessa Vokey

Michelle Velasquez