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Transcript of E-Bike Marketing
Jopo Irish E-Bike Marketing Plan
1
I/We declare that all materials included in this project are the result of our own work and that due acknowledgement has been given in the bibliography and
references to all sources be they printed, electronic or personal. All group members contributed equally to this work.
.
Group C2 21/04/2015
Aysha Shibaniya Schamnad (14203387) _____________________________________
Jordan McMahon(10328559)________________________________________________
Meghan Frazier (14207408)_________________________________________________
Nicholas Burns(11361531)__________________________________________________
Noona Happonen(14200756)________________________________________________
Qingjing Ye(14203427)____________________________________________________
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Table of Contents List of Tables and Figures .................................................................................................................... 4
Introduction ........................................................................................................................................... 5
Executive Summary ........................................................................................................................... 5
Terms of Reference ........................................................................................................................... 6
Key Objectives .................................................................................................................................. 6
Business Mission ............................................................................................................................... 7
External Marketing Audit ...................................................................................................................... 7
Macro environment ............................................................................................................................ 7
Political Factor ............................................................................................................................... 7
Economic factors ........................................................................................................................... 7
Socio-cultural factors ..................................................................................................................... 8
Technological factors ..................................................................................................................... 9
Ecological factors .......................................................................................................................... 9
Legal factors ................................................................................................................................ 10
Market Overview ............................................................................................................................. 10
Global Market and Growth Rates ................................................................................................ 11
European Market and Growth Rates ............................................................................................ 11
Trends .......................................................................................................................................... 11
Market profitability .......................................................................................................................... 11
Customer Analysis ........................................................................................................................... 13
Distribution Analysis ....................................................................................................................... 14
Competitor analysis ......................................................................................................................... 14
Internal Marketing Audit ..................................................................................................................... 16
Operating Result .............................................................................................................................. 17
Strategic Issue Analysis ................................................................................................................... 17
Market segmentation ....................................................................................................................... 19
Target market ................................................................................................................................... 21
Positioning ....................................................................................................................................... 22
Marketing Mix Effectiveness .............................................................................................................. 22
Marketing structures and system ..................................................................................................... 22
SWOT Analysis ................................................................................................................................... 23
Marketing Objectives .......................................................................................................................... 24
Strategic Thrust ............................................................................................................................... 24
Key Marketing Strategy Objectives ................................................................................................. 24
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Core Strategy ................................................................................................................................... 25
Target market ................................................................................................................................... 25
Competitor Targets .......................................................................................................................... 25
Competitive Advantage ....................................................................................................................... 26
Marketing Mix Decisions .................................................................................................................... 27
Product ............................................................................................................................................. 27
Price ................................................................................................................................................. 28
Place ................................................................................................................................................ 28
Promotion ........................................................................................................................................ 29
Organisation and Implementation ........................................................................................................ 30
Organisation .................................................................................................................................... 30
Implementation ................................................................................................................................ 31
Control ................................................................................................................................................. 32
References ........................................................................................................................................... 33
Appendix ............................................................................................................................................. 37
4
List of Tables and Figures Tables Table 1- Porters Five Forces
Table 2- Competitive Overiew
Table 3- Budget
Table 4- Market Overview
Table 5- SWOT
Table 6-Boston Matrix
Table 7- Competitive Scope
Table 8-Event Roll Out Schedule
Figures Figure 1- EU Rules and Regulations
Figure 2- E-Bike competitor Price Advantage
Figure 3- Irish E-Bike Market Share
Figure 4- Target Market
Figure 5-Organisation Flow Chart
5
Introduction Executive Summary
This report intends to highlight and explore the potential market for Jopo’s electronic bicycle
(E-bike) in Dublin.
The Irish economy is on a road to recovery and the consumers are slowly increasing
consumption. As the spending increases, consumers are looking for immersive consumer
experiences and fluidity in the purchasing process. The government has made sizeable efforts
to increase cycling and in the recent years cycling has indeed increased. E-bikes are slowly
making their way to the Irish market, but the market still lacks a clear brand presence. All of
these factors indicate that the time is right for Helkama Velox to bring its popular brand, Jopo
into the Irish market. The current market prospectives can, in fact, provide profitable for the
Brand and its product Jopo Electro 3-V.
C2 Marketing intends to utilise the brand’s already successful marketing strategy in Ireland
and create a whole new Jopo culture and community in Dublin. Through the market
segmentation, two groups were identified as the target market, Students and Young
Professionals between age 18 to 34. Both of these groups tend to follow fashion trends and
use social media as their communications channel. This is an advantage to the brand because
part of its appeal is the colourful and fresh product design. The product will be positioned in
the market as something that the consumer ‘want’ but in addition it is functional, which
encourages to the consumer to purchase it.
As the brand moves into the market, it will face many issues. One being the lack of cycling
culture, which it can combat by creating its immersive Jopo culture. Another issue is the lack
of distribution channels. To combat this, it is proposed that Jopo uses newly identified
6
retailers, specifically targeting two in the Dun Laoghaire and City Centre areas. This allows
easy access to its target market. When it comes to Jopo’s competitors, it is important that the
brand stays loyal to its image and focuses on the quality of its product and the uniqueness of
its design.
Jopo’s marketing campaigns will not be conventional because C2 Marketing wants to respect
the brands decision not to invest in print advertising. Instead, the product will gain a huge
amount of visibility via public events and social media presence. C2 Marketing is
recommending that this strong brand awareness and locally embedded approach is kept when
moving the Jopo E-bike into the Irish market.
The key marketing objective is to gain a 8% market share during the first year of operation
and a further 2% increase after that. This will be accomplished through grassroots marketing
and by interacting with the Irish consumers. Jopo will bring colour and playfulness into the
market and its Jopo Electro 3-V will stand out as smile becomes a standard in cycling.
Terms of Reference
Jopo has expressed interest to expand its operations to the Irish market in the month of May
2016, with specific concentration on its Jopo Electro 3-V. C2 Marketing has provided
qualitative and quantitative analysis of the venture. As a result, a marketing strategy has been
penned
Key Objectives
1. To carry out both qualitative and quantitative analysis of the current E-bike market in
Dublin.
2. To identify where the product range will fit best, identify potential locations and to
segment the market for Jopo.
3. To suggest a budget of proposed operations such as targeting events, promotions.
4. To devise strategy and marketing plan.
5. To present the findings and proposals to Jopo
7
Business Mission
Jopo’s primary aim is to not only
manufacture high quality, fun bikes
and e-bikes but to truly embed those
bikes into the spirt and astatic of the
local community. They will always
endeavour to capture the
imagination of the user with its
timeless look and functionality. As
Jopo looks to expand its market into Ireland their integral spirt and dedication to their slogan
“Smile as Standard” will never be compromised.
External Marketing Audit
Macro environment The macro environment provides the framework for internal operations of the marketplace
and influences the actions of individual companies, thus PESTLE analysis is key for
examination of the Irish market to see if it is worth Jopo attempting to introduce its E-bike to
it.
Political Factor The Irish government is involved in cycle-to-work scheme, which aims to increase cycling
among professionals. Participants can save up to 51% on the bike of their choice and E-bikes
are included in the plan (IBBA, 2011). Despite the savings, the success of this scheme has
been underwhelming (Claude and Peterson, 2014). In addition, The National Cycle Policy
Framework (NCPF) aims to build a sustainable cycling culture by building better
infrastructure, educating the population about safety, image and common conceptions, and
marketing the health benefits of cycling. While Jopo will not be directly taking part in these
initiatives, any improvements in the safety and image of the cyclists in Ireland will benefit
Jopo since it will make the brand more desirable to consumers.
Economic factors Ireland is emerging from a serious downturn that affected all areas of the economy. The
recovery process has been impressive and in 2013, personal disposable income rose 3.3%,
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which resulted in an increase in customer confidence, peaking at +12 in September 2014 (The
Marketing Institute of Ireland, 2014). This is positive for any potential start-ups or investors
in the Irish consumer goods industry. For Jopo improvement in the economy is good news
(see Appendix A, for an outlook of the Irish economy). Investment is up (+10.0% in 2015)
and unemployment down (10.0% in 2015) which indicates that the market opportunities for
premium goods are starting to look positive (Power, 2014).
The benchmark interest rates in the Eurozone have dropped to 0.5% (TradingEconomics,
2015), which would increase consumer spending.
Since December 2014, Ireland has experienced deflation and in March 2015 it hit 0.6%
(Taborda, 2014). This could negatively affect Jopo as deflation can reduce profits, where
goods are sold undervalue, which subsequently can have knock-on effects on areas such as
employee wages and even employment. Ireland is set to experience inflation for May 2015
and the following months (TradingEconomics, 2015).
Another aspect of deflation is on the consumer's side; deflation makes it seem like their
money is going further in the short run. This is due to the lagging effect of market
adjustments; their wages will stay the same, but the price of the goods is going down. This
has the potential to increase consumer spending.
Socio-cultural factors 27.75% of the Irish population lives
in Dublin County (CSO, 2011). See
Appendix B for the population by
age groups. Cycling as a mode of
transport is still relatively
underutilised (CSO, 2012) because
there is a clear lack of cycling culture. Cycling Ireland (2015) has around 400 events in its
event calendar. However, many of the events are competitive in nature or focused on raising
awareness for a specific cause. The lack of cycling culture is not necessarily a threat to Jopo
because the brand has constantly separated itself from a typical cycling culture that is either
viewed as a method of transportation or a sports activity. However, Jopo should be aware of
these conditions when transitioning into the market.
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Consumer values and trends are aligned with Jopo's values, which highlight the importance
of community and the shared experiences. BordBia study (2014) suggests that one of the key
drivers in the consumer's buying decision process is fluidity and simplification. Choices and
the availability should be made easy to consumers with busy lifestyles. Consumers want to
have fun and the creation of immersive customer experience; belonging and sharing
experiences are important values.
In the BordBia study (2014) it is also noted that the consumers have become more
environmentally friendly and more aware of their health, which even further benefits the
brand.
Technological factors Innovation is driven by technology, and technological changes have had, and continue to
have, a knock-on effect on the E-bike industry. Jopo is meant for the urban environment.
Because of this some of the developments do not have a major effect on the brand that aims
to produce a simple and easy-to-use quality product for its consumers. Having said that,
developments in the Irish market are constantly being followed, and new technologies will be
implemented based on maintaining a convenient top-quality product.
Currently, there are multiple mobile applications that directly impact the brand. These
applications vary from mapping to calorie counting. Any improvements and increase in
mobile applications is naturally in Jopo's best interest because it indicates that the consumers
are cycling more.
Ecological factors Jopo's manufacturing does not take place in Ireland and
as result; many of the ecological factors do not affect the
brand. However, Helkama Velox and Jopo as a brand are
dedicated to following all national and European Union
(EU) regulations in regards to sustainability and climate
change. All packing materials will be made from
recyclable material and because the bike is rechargeable, its carbon footprint is very small.
As a mode of transport, cycling is extremely environmentally friendly, and as noted earlier,
the consumers are becoming more aware of environmental issues. However, travelling to
work by car remains popular and according to the Census 2011 (Central Statistics Office,
2012), 55% of the commuters living in Dublin drove to work by car while only 5.9% cycled.
10
Legal factors
Figure 1. EU rules and regulations
In order to be categorised as a bicycle, E-bikes must apply all the qualities listed in figure one
(Kenbay, 2015). Jopo Electro 3 V. meets all these requirements, and it is categorised as
pedelecs.
Market Overview E-bikes are part of the global electric two-wheel vehicle market within the consumer durables
section. Other products include E-scooters and E-motorcycles and despite the rapid market
evolution, E-bikes remain a niche product. The global market for the E-bikes is broad due to
the number of variations in terms of motors, batteries, colours and designs that are used.
To derive the estimated Irish market for E-bikes, United Kingdom figures were used
(Peace,2014). Based on the United Kingdom market size it was concluded, that in 2014
roughly 3,500 units1 were sold in Ireland. This figure is relevant due to the similarities in
cycling culture between the two countries.
1 This number was derived by dividing the UK market by the British population. The result was then multiplied by the Irish population: 49,000/64.1 million. X 4.8 million.
Max Weight 40 kg
Maximum Speed 25 mph
Maximum con?nulous
rated power of 0.25 kw
Pedal assisted cycle:motor stops when
pedalling stops
Fully Func?onal Pedals
EU E-‐Bike Requirements
11
Global Market and Growth Rates In 2013, global sales reached 40 million E-bikes with China as the world's largest producer
covering 85-90% of the market (Hurst and Wheelock, 2010). Strong demand and a robust
differentiation strategy contributed to many companies’ successes within China.
The Global market for E-bikes has experienced a rapid growth since early 2000. In a global
study, Hurst Wheelock (2010) forecasted a further growth increase within the next three
years and a global compound annual growth rate of 7-8% accumulating in 2018. According
to the report, China is set to keep its top position with a forecast of 42.5 million units in 2018,
the highest figure of the total global market. Western Europe will take second place.
European Market and Growth Rates In line with global trends, E-bikes have also seen a strong growth in Europe, in the last
decade. The standard bicycle market, however, has declined. Figures produced by European
Cyclists’ Federation (2015), show that sales have increased in top geographic markets, which
include Netherlands, Switzerland, and Germany.2 According to Hurst and Wheelock (2012,
pp. 2), ‘Western Europe will account for 3.4% of the global E-bike marketplace by 2016,
generating 12% of the revenue from the global market.
Trends Trends that contribute to the growth of E-bikes depend on the external environment of the
geographic location. In China, the urban landscape aids E-bike popularity, as a source of
transport, due to area’s dense population. In addition, socio-economic conditions, such as
growing wealth and high technological developments increase demand within the country.
The green movement and fitness trends also aid growth particularly in areas such as Europe
and the United States. Cultural trends are also a factor. In Western Europe, Germany, and the
Nordic countries, there is a large cycling culture. This will be key in examining the entry of
Jopo into the Irish market as Ireland has a relatively low cycling culture compared to Finland.
Luckily for Jopo, E-bike sales have increased in the UK, which shares similar attitudes
toward cycling as Ireland (Walker,2012).
Market profitability To determine the profitability of the market, Porter’s Five Force analysis has been used (see
Table 2). The analysis concludes that for an established company and brand, entering the
Irish market can be profitable because an enormous start-up investment will not be necessary.
2 In the Netherlands E-bike purchases elevated by 9% while in Germany sales were up 8% from 2012 to 2014
12
Since Jopo has already established a strong brand image in Nordic countries, and it is
strongly focused on its brand, the market offers possibilities for profit earning
1.Bargaining
Power of
Suppliers
Moderate
All Jopos are manufactured in Finland in Helkama Velox’s factory and
then exported to global markets. Raw materials and rest of the
components (including gears and breaks, etc.) can be purchased from
multiple suppliers, which gives them a little bargaining power. Besides
this, switching from one supplier to another is easy, and there is a small
threat of supplier forward integration.
2.Bargaining
Power of
Buyers
High
The bargaining power of the buyers is quite high due to the restriction in
the distribution channels. However, the consumers are not highly
concentrated, which has an effect on the market. The consumer also has
the option to choose a cheaper substitute, which in turn increases their
bargaining power. From the manufacturer point-of-view the bargaining
power remains high despite the consumers’ power.
3.Substitutes
Moderate
A normal bicycle is the closest substitute to an E-bike. Since most of
them are cheaper, the switch to the substitute can be more attractive
option during a downturn. As a mode of transport, also public transport,
motorcycles and cars are substitutes. The two latter require a higher
investment, and the consumer must also have a license to operate them,
which makes the switch more difficult. In that sense, public transport
poses the biggest threat as the switching cost is affordable, and the
consumers might be attracted to the easiness of the option.
4. Threat of
New Entrants
Moderate
Because of deregulation, the lack of big brand names and the existence of
small companies, barriers to entry is relatively high. However, adding to
that, the entrance to the market requires a high capital investment and the
distribution channels are restricted, which creates barriers for new
entrants.
5. Rivalry
Moderate
Some of the factors in the market indicate that the industry rivalry is low.
The E-bike market is still relatively small, which means that there are a
small number of competitors. Many of the companies manufacture
normal bicycles and because of that the barriers of exit is low. However,
the market is lacking a clear leader; brand loyalty is insignificant, and
many of the bicycles are similar because of regulations. For an
established company and brand, entering the market can be profitable
because an enormous start-up investment will not be necessary. Since
Jopo has already established a strong brand image in Nordic countries,
and it is strongly focused on its brand, the market offers possibilities for
profit earning.
Table 1- Porter’s Five Forces
13
Customer Analysis Jopo’s target market in Ireland is Students and Young Professionals (between the age of 18-
34). Jopo E-bikes are a ‘want’ based-product thus the aim is to market it as a fashion trend, a
‘must-have’ item rather than fulfilling any transportation needs. Thus, the buying process is
not a completely individual one; the persuasive forces surrounding customers also have to be
acknowledged.
Students may not be financially stable.
Therefore, the Jopo E-bike should to appeal to
the Decider, i.e., the parent(s) or Guardians(s).
Savings on transport cost in Dublin, which
usually run up to around €1,200 a year
(Numbeo), may persuade the Decider. In
addition, the student no longer has to depend on
other transportation. While appealing to Students, there must be consideration given to the
social factors, i.e. the students’ peers who are the Influencers. Due to the colourful and
innovative nature of the E-bikes the product should appeal to this demographic.
Young professionals’ purchase decision process
differs slightly. They are more financially stable. They
are the ultimate decider; however they may have
spouses whom they may consult in their decision-
making process. Co-workers may also be influencers
over the young professionals and become a persuasive
force in purchasing the E-bike.
This report suggests that the initial buying process for
both target markets shall be primarily based on
consumer culture theory (Arnold and Thompson, 2005).
The latter suggests that buying is less rational and rather a socio-cultural act. Secondary
buying processes lies in an information processing approach, which relies more on rationale.
While the aim is to market the product as a trend, the product is also a functional purchase. In
the decision-making process, while primary buying process will be captured, the secondary
option needs to be kept in mind.
14
Distribution Analysis One barrier to entry worldwide and particularly in Ireland is caused by the limited number of
distribution channels in the market. However, recently there is a growing number of
companies importing bikes into Ireland. Because the product is manufactured in Finland and
exported to Ireland, the distribution will usually depend on independent retailers.
In Ireland, the E-bike industry is small with less than ten distributors. In the county of Dublin,
the main distributors are individual retailers including Greenaer, CI E-bike, Kenbay, and Go-
Electric. The issue with having a small number of retailers in the market is that once they
adopt one brand of E-bike for distribution they will not adopt another. Thus, Jopo will need to
attract a new distributors with no previous experience in the market. The main manufacturer
in Ireland is Halford plc. This is a threat considering Halfords huge brand recognition in
Ireland. Halford has its privately owned distribution channel, which gives it a competitive
advantage in the market.
Competitor analysis Direct competition: There are four main competitors in the Dublin market, who are currently
providing E-bikes. They are Greenaer, Ci Ebike, Kenbay Electric Bikes and Go Electric.
While other retailers providing conversion kits, these four groups are the main existing
competition. Most of the competition is located in the city centre, excluding KenBay Electric
Bikes, that is located in Tallaght. There is a clear absence of E-bike presences in the Dun
Laoghaire-Rathdown area. See Table 3 for the competition overview.
Competition Targeting Price/quality Strengths Weaknesses Competitive advantage
Greenaer Leisure, commuters
Expensive/high quality
- Market leader and the largest supplier - Wide variety of brands - Distribution channels - Offers repairs
- High prices - Lack of branding
- Differentiation
15
Ci eBike Commuters Reasonably priced/good quality
- Supplies used bikes - Repairs - EU market leader - Nationwide
- Lack of branding - Offers cheap quality E-bikes - Lack of focus in competitive advantage
- Differentiation - Low cost
KenBay Commuters Average price/average quality
- Product variety - Rentals
- Lack of branding -No repairs
-Differentiation
Go-Electric Functionality and commuters
Reasonably priced/high quality
- Supplies brand E-bikes - Multiple locations in Ireland - Corporate buyers
- Lack of branding - No repairs
- Differentiation
Table 2. Competition Overview
Potential competition: Cheap Chinese E-bike companies and other small companies are the
main potential competition. However, while the cheap E-bikes might appeal to the consumer,
the lack of branding and the quality of the product might not seem attractive to the customer.
Due to the barriers to entry, the access to the market would require a big investment, which
makes the access to small companies quite difficult.
Figure 2 shows the range in prices charged for current E-bikes in the Dublin market.
16
Figure 2: E-bike competitior price range in Dublin market.
Figure 3: E-bike market share
Internal Marketing Audit
The internal marketing audit will acquire in-depth knowledge of the company’s internal
operations and performance, in order to review its competencies and abilities. The gathering
of this information will help in the process of creating an effective marketing plan for Jopo’s
E-bike to enter the Irish market.
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Greenaer Ci Ebike Kenbay Go Electric
E-‐Bike Compe4tor Price Ranges
Lowest Price
Highest Price
Market Share
Greenaer
Kenbay
CI Ebike
Go Electric
17
RESEARCH 1000
PERSONNEL Promotion Team Salaries Project Manager 3000
Data Analyst 2400 Promotion Manager 3000 8400
OFFLINE MARKETING Public Relations 1000
Events Freshers Week and University Marketing Sep-16 3800
Colour Run Jun-16 800 Dublin Pride Jun-16 1000 Electric Picnic Sep-16 2000 4800
OVERHEAD & ADMINISTRATION Telephone Charges 870 Exporting Costs 11,300
Table 3: Budget
Operating Result During the first year in the Irish market, an estimated 300 units will be sold. This would
mean that Jopo would achieve 8% of the current market. This would result in roughly
€500,000 in revenue. Since Jopo is manufactured in the Helkama Velox factory, it benefits
from economies of scale, which leads to higher profit margins. The accessories are projected
to increase the final revenue around €75,000. Since Jopo is completely new to the Irish
markets, these numbers are extremely cautious. After the first year, it is predicted that jopo
will increase its market share by 2% as it introduces more colour options.
Strategic Issue Analysis
18
The recovering economy provides a good opportunity for Jopo to venture into the Irish
market. The brand has already managed to gain profitable niche position in the UK market,
which is in nature fairly similar to the Irish. The government initiatives, including cycle-to-
work scheme and the NCPF, aim to increase
cycling in Ireland and according to the 2011 Census
(Central Statistics Office, 2012), cycling has seen a
9.6% increase since 2006. However, the attitudes
towards cycling and cyclists are still lagging
behind, and a successful marketing campaign
should aim to increase the interest towards cycling
and address these negative attitudes.
Jopo’s brand has always been about individuality
and standing out. At the same time the people who
own a Jopo, belong to the Jopo community, which is all about having fun and enjoying life.
The brand values are clear: authentic, simple and timeless (Helkama,2013). As mentioned
before, the consumers are currently looking for immersive customer experiences and the
sense of belonging is an important factor. Jopo has all the necessary qualities to appeal to the
consumer, but there are some major issues that must be addressed. One of which is how to
interact with the Irish consumers and how to make Jopo part of the Irish culture. While the
brand has managed to accomplish a following in its national market and other Nordic
markets, this does not guarantee success in the Irish market. Since the marketing of the Jopo
Electro 3-V is going to focus on selling the product as a ‘must-have’ product, it is detrimental
that this issue will be addressed.
Jopo will continue to pursue its differentiation competitive advantage with a narrow scope. In
doing this, it will face a threat from other existing companies that are pursuing the same
strategy. In gaining its market position, Jopo has to position itself in the market, in a way that
will create a barrier to imitation. The product’s core competencies lie in its functionality and
emotionality. The E-bike is easy-to-fix, and both distributors will offer servicing for it. In
addition, it is extremely user-friendly, which makes it easy to use. Emotionally the product
appeals to the customer because it is colourful, authentic and fun.
19
Market segmentation Identifying the right market segments is important because it will increase focus in the
marketing process. C2 marketing has kept Jopo’s brand values and core competencies in
mind and segmented the Irish market (see Table 5). All data was collected from the 2011
Census (Central Statistics Office, 2012).
Geographic segmentation
39% of the population lives in Dublin and its suburbs 57% of the people living in Dublin, live in Dublin city
and Dun Laoghaire –Rathdown 3 out of 53 top universities are located in these area,
including Dublin Institute of Technology, which ranks 8th on the list of top universities in Ireland
Aound 44% of all students study in Dublin
3 Trinity College Dublin, University College Dublin and Dublin City University (TopUniversities, 2015)
Dublin City
Dun Laoghaire-‐Rathdown
Fingal
South Dublin
20
Demographic segmentation: Dublin City
Unemployment rate slightly lower than the national average
33.5% of population are students aged 15 and over 7.25% cycle to work, school or college 23% use public transport 34.4% of the population are between 18-34 of age
Demographic segmentation: Dun Laoghaire-Rathdown
Low unemployment rate 34,9% of the population are students aged 15
and over 5.15% cycle to work, school or college 23% use public transport 26% of the population are between 18-34 of age
0
10000
20000
30000
40000
50000
60000
70000
0-‐4
10-‐14
20-‐24
30-‐34
40-‐44
50-‐54
60-‐64
70-‐74
80-‐84
Female
Male
0 2000 4000 6000 8000 10000 12000 14000 16000 18000
0-‐4
10-‐14
20-‐24
30-‐34
40-‐44
50-‐54
60-‐64
70-‐74
80-‐84
Female
Male
21
Behavioral segmentation: Students and Young professionals (Age 18-34)
Increasingly brand loyal (Eder,2013) High focus on social media Majority are adaptors (Tucker,2011) Influencers are the second largest group Majority pays for their purchase Price influences the purchase decision Quality is important Focus on the design of the product and
its functionality May not be the (only) Decider
Table 4- Market Overview
Target market Two groups have been identified as Jopo’s target market (see figure 4). The decision was
based on market segmentation, which showed that both groups were highly present in the
chosen geographic locations and their purchase behaviour has many similarities.
Figure 4: Target market
Stud
ents
• Students living 2-15km radius of their campus
• Students who currently walk, cycle, or use public transport
• Main focus on students who do not live with their parents
• Age group 18-34 • High focus on social media • Trend followers
Youn
g professio
nals • Young professionals who
travel between 2-15km to work
• Who currently walk, cycle, or use public transportation
• Trendsetters • Age group 18-34 • High focus on social media
22
Positioning Jopo will be positioned in the market as a ‘must-have’ urban E-bike. It will appeal to its
target market because it is functional, yet fun. ‘Made in Finland’ will be marketed as
representing the product’s high quality, which makes it a smart investment. The high level of
online presence will give the customers the opportunity to interact with the brand. While the
events that Jopo takes part in will create visibility and allow the consumers to physically
interact with it.
The key issue is to use Jopo’s strengths when moving to a new market. This is why the
segmentation and positioning are consistent with Jopo’s strategy in Finland. In Ireland, its is
inevitable to distance the E-bike’s image as part of the Finnish society and instead turn the
‘Made in Finland’ into a guarantee of high quality.
Marketing Mix Effectiveness
To create the most effective marketing mix, C2 Marketing acknowledges that it has to meet
the specialised needs of the target market, to meet and exceed the set marketing objectives.
By selling through strategically picked retailers, a large section of the target market will be
reached and both retailers will service Jopo bikes fast and conveniently. The chosen retail
partners will have training in all things Jopo, from brand to product, in order to more
effectively sell to the target market.
Without the correct product, the above mean nothing. The hand-made, Finnish E-bike by
Jopo will never be compromised in style, personality and above all quality. Customers of our
target market will come to not only expect, but value the durability and unique feel of their E-
bike. Staying true to Jopo’s vision of locally embedding products and little to print
advertisement, C2 marketing will find the perfect community events, groups and promotions
to keep the integrity and spirit of the brand, Smile as Standard, intact.
Marketing structures and system The main focus in Jopo’s introduction to Ireland is content and product marketing. As
mentioned already, the approach will be very similar to what it is in Finland. However, the
marketing structures have to be flexible enough to respond to differences between the Irish
and the Finnish market. Constant monitoring of the set objectives will take place, to allow
quick response to ineffective approaches.
23
SWOT Analysis
Strengths
• High quality, Finnish handcrafted
bicycle.
• Stylish appearance and unique
design.
• A global foothold with retailers in
Finland, Denmark, Germany,
Iceland, Sweden and United
Kingdom.
• Leading position in Finnish
market.
• Active and strong social media
presence and following
Weaknesses
• Undifferentiated standard e-bike
feature’s in relation to Greenaer,
Kenbay.
• Does not run print and media
campaigns.
• For the target demographic, the
cost of the bike at 1799 is high.
• Strong pre-occupation with being
a Finnish brand might not
translate internationally as a
positive to those looking to buy
domestic.
Opportunities
• E-bikes sales are booming in
Eurozone,
• A developing market such as
online business.
• Increased goods consumption as
economy in Eurozone starts to
improve.
• Move into a new international
market.
• An increasingly health
consciousness of consumer.
Threats
• Existing competitors having
strong market control.
• Competitors have superior access
to channels of distribution.
• Existing companies have superior
economies of scale and bargaining
power.
• Competitors have wider selection
in terms of price points for
customers.
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Marketing Objectives
Jopo currently lies in the expansion stage of the business life-cycle. This is clearly evident in the
company’s development into new marketplaces and distribution channels across Europe: most
recently Germany and France. The company’s primary motivation rests in increasing its market
share within the E-bike segment of the business, thus increasing modes of revenue and profit.
This is ultimately to serve the generic goal of increasing shareholder value. The main short-term
objective is to capture 8% of the Irish market. After this further 2% increase is planned, once
more colours enter the market. The long-term objective is to create a strong niche position for
Jopo.
Strategic Thrust
Stage One: Begin with the introduction of the Jopo Electro 3-V to the Irish E-bike market.
Start with the three basic colours and with three additional colours. In addition to the E-bike,
bike accessories will be offered.
Stage Two: Engaging with the local community is extremely important to Jopo and its
success. Continuing the tradition, Jopo Ireland Facebook page and Jopo Ireland Instagram page
will be created. Each new customer will get an invitation to join these pages and post their
pictures and experiences online (see appendix C for an example). Jopo’s Irish social media
campaigns will mainly focus on events in Ireland with some focus on international and Finnish
news regarding Jopo and cycling.
In addition to the social media campaign, Jopo will work closely with the local community, in
events such as Dublin Pride and Rainbow Run. The main aim of the brand is to make it as much
part of the Irish
Stage Three: After the initial introduction to the Irish market, more colour options should be
introduced.
Key Marketing Strategy Objectives
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Following the Boston Matrix structure (Build, Hold, Harvest and Divesting) we have set
strategic objective for the sales of Jopo E-bikes move into the Irish market.
1. Build By carefully selecting and establishing sustainable distribution channels, Jopo will be able to build a core business in Ireland. The retail partners’ strategic location and knowledge, along with the extensive social media network will instantly help to jumpstart and drive sales of the E-bike.
2. Hold In order to hold the business coming in, Jopo will aim to integrate the brand into the local community. C2 Marketing will endeavour to help it to do this by picking strategic community events and charities to align the brand with.
3. Harvest Jopo will look to harvest on not only the sale of the E-bike but the additional accessories sold. It will look to expand customer base with adding in additional colours for sales and features as the market in Ireland shows growth and treads in buying become measurable.
4. Divest As Jopo is just entering the market, a full divesting plan is not needed. Given the unlikely event that the market does not prove profitable Jopo can end the exportation of E-bikes into Ireland. Jopo will not have to invest in personal and resources here in Ireland so exit is feasibly an easy prospect if required
Table 7- Boston Matrix
Core Strategy Jopo is to achieve a unique market position in the Irish market by using differentiation as its
competitive advantage and focusing on a niche market.
Target market Jopo will exclusively target Students and Young Professionals living in Dublin. The goal is to
achieve a profitable position in the market and increase E-bike sales. How this of, is by
strategically appealing to consumers that spend a lot of time online and follow the latest
trends. Creating visibility will increase interest, which will then lead to sales. Adding to this
the functional nature and the prospect of the Jopo community, the product and the brand will
stand out. The consumers will not only want the product because it is functional but also
because they can make a fashion statement with it.
Competitor Targets
Jopo should have no problem in setting all existing competitors in the market as targets.
Some competitors should be more attainable in the short run as others may take longer to
overtake.
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Go Electric and Greenaer are the first that should be targeted as Jopo offers greater value for
money and Go Electric are currently trying to clear its E-bike range from 2014, suggesting it
may have experienced a lack of demand or inability to sell its product. However, it is
important the keep in mind that Jopo does not target the high-end customers, so instead it
should focus on highlighting its product quality and functionality.
Kenbay has production facilities in Dublin and is therefore quite attractive price wise, but in
terms of market share it is not as developed which provides Jopo an advantage.
Competitive Advantage Jopo pursues differentiation competitive advantage. It separates itself from the rest of the
industry due to its atypical brand image, which is less focused on cycling as a form of sport
or as a form of commute, but more focused on Jopo as a ‘lifestyle’ and as community. Its
narrow scope (see Table 7) allows it to focus on its target market by allowing the brand to
respond to consumer trends quickly. Jopo’s biggest strategic advantage is its ability to create
a unique market position. Instead of focusing on many different models, it applies similar
design in different colours. In its value chain, it creates savings by getting many of its parts
from different suppliers, which gives it more negotiation power (Helkama, 2013). Large
savings are also made in marketing, which requires only a small part from Jopo’s budget. All
marketing is mainly focused on creating visibility through social media and different
activities in urban areas. The savings in these areas are channelled to manufacturing and
design expenses, which in part create value for the customer.
Competitive Scope
Industry scope
Narrow -‐ Focused on
manufacturing bicycles
-‐ Nine different models
-‐ Very little
Segment scope
Narrow -‐ Urban focus;
Students and young professionals
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spending on marketing
Geographic scope
Irish Market: Narrow
-‐ Available for purchase only in Dublin
-‐ Service only in Dublin
Vertical Integration Scope
Narrow -‐ E-bike motor
and battery purchased from Panasonic
-‐ Gears and hubs purchased from Shimano
-‐ Brackets purchased from Shimano
-‐ Wheels purchased from Weinmann
Table 7- Competitive Scope
Marketing Mix Decisions
Coming up with the correct marketing mix to correctly promote, price and place a product, is
vital to the success of the implementation. Below details the suggested marketing mix for
Jopo Electro E-Bike.
Product Despite the modern nature of an E-bike, the core look and feel of a Jopo bike has been
maintained in its electronic version: Helkama Jopo Electro 3-V, E-Bike Pedelec. As a
pedelec bike, it has a motor that is activated when pedaling begins. (See appendix D for
product description)
The Jopo Electro 3-V is currently in the maturity phase of its Product Life Cycle.(NEED
SOURCE). It is an established product with a customer base throughout the Europe. While
the company will be expanding its business into Ireland, the product itself is established and
set in its production and ascetic.
As with any technologically based product, E-bikes will continue to evolve over time,
possibly making the Electro 3-V inferior or obsolete in a few years time. However, it is the
hope of C2 Marketing and Jopo that the overall brand identity and quality will help bring
customers back for their next E-Bike at the decline end of the Product Life Cycle for this
particular unit.
28
Price The price of the Jopo Electro 3-V is consistent across Europe, and it is recommended to keep
it at that same price when sold by the Dublin retail partners. All bikes will be bought directly
through Jopo, which cuts out wholesale and intermediary expenses. This in turn allows
margins to not be eroded by extraneous costs and keeps the overall price of the bike down to
a more manageable level.
Price Elasticity needs to be considered when pricing these bikes. Especially in the Irish
market, the ease and availability of substitutes, such as trains and buses as forms of
transportation or cheaper competitor brands, means that consumers could decide to purchase
a more affordable brand or not purchase at all. Keeping the price of the bike consistent, and
competitive against other brands is reflective of the desire to reflect the price elasticity of the
product. If the bike becomes too highly priced, it could easily not be bought as it is after, all
despite its many conveniences, a premium product.
Keeping the price consistent also means that there is little to no benefit from buying online
from a retailer like Amazon, which is very competitive price wise. Additionally as other
countries import the bike, such as England and Germany, it shows that despite the
importation and transportation cost the price is set at a level that still makes the E-bike a
profitable venture for Jopo.
While the higher price point of €1,799 could be difficult for students, it offers fantastic value
for money. Jopo offers a 10-year factory warranty on its products.
Place As discussed previously, C2 has identified to specific locations to sell the Jopo Elektro 3-V
exclusively in Dublin. These partners have to be accessible to the target markets, have built-
in service centres to help assemble the bikes, and have a sterling reputation. Two retailers
has been identified: Cyclebike and The Bike Rack.
Cyclebike- City Centre Retailer
Cyclebike located on Mary Street in Dublin city centre.
Mary Street is easily accessible from Dublin’s busy street,
29
O’Connell Street, making the accessible by all methods of transportation.
The retailer is active on social media, with a Facebook page that is updated on a daily basis
and have more than 6000 likes on Facebook, so it has an extensive network.
More important is its reputation and the extra’s it offers. Cyclebike offers two years of
servicing on bikes purchased with them. Reviews praise not only the stock selection, but the
knowledgeable and friendly service. Jopo’s slogan, 'Smile as Standard' needs to be reflected
in those who sell the product. Cyclebike’s employees already embody that quality and have a
passion for cycling.
The Bike Rack- Dun Loughahire Retailer
The Bike Rack is situated on Jobstown road. Just a short walk from
the Dart station, Like Cyclebike, The Bike Rack has an extensive
social network and is extremely active on Facebook on a daily
basis.
Both locations will begin to carry the bikes in mid-May 2016, more than a month in advance
of the first planned marketing event for the brand. The bikes will be distributed to the
identified retailers directly from Jopo.
Promotion The overall promotions goal of C2 Marketing is to create brand awareness and interest in
Jopo products. The firm will endeavour to do this by utilising, and adapting Jopos’ current
strategic marketing plan that has seen massive success in throughout Europe. Jopo currently
runs a pull-strategy marketing plan. This essentially means it creates demand in its target
market for a specific product which in turn gets the product from channel partners.
(Webopedia). C2 Marketing believes it can translate the successful marketing strategy to the
Irish market by picking specific events that reflect not only the colorful aesthetic of the brand,
but bring together the target age demographic.
The promotional channels that will be utilised are:
30
1. Social Media –Jopo already has a strong social media presence and will look to move
that into Ireland by creating dedicated Facebook, Instagram and Twitter pages. The retail
partners that have been chosen will run campaigns of their own and reach their almost 10,000
combined Facebook followers. The retailers will be advertised clearly on all Jopo specific
pages in order to help get customers to the retail location for purchases.
2. Community Visits – These will be promotional events at specific locations, such as
University and business plan.
3. Community Events- Specific events that attract the target age demographic and reflect
the brand presence, will be targeted. Echoing Jopo’s commitment to community pride,
promotions will always strive to raise charitable funds through rations and promotions with
Jopo at these events. The community needs to see Jopo as a fixture and investor in the
community
Organisation and Implementation
Organisation The organisation of this marketing plan will be overseen by C2 Marketing and an external
promotions team. The firm will select the retailers and then oversee all promotions and
advertisements undertaken to promote the brand and E-bike in Ireland.
For staffing at all events, an external promotion team from Dublin will be used. After
approval of the marketing strategy, an external promotions team will be identified by its
costs, availability and reputation for running events like the ones approved. The promotions
team will answer to C2 Marketing on how to run all promotions. The firm in turn will need
approval on any promotions by the Jopo marketing department already established in
Finland. Jopo will ensure that all promotions run reflect the current, and successful, brand
marketing and strategy it currently has.
31
Figuare-5- Organisation Flow Chart
Implementation The first step in moving Jopo e-bikes into the Irish Market is first identifying the correct
retailers to partner with.
Both the city centre and Dun Laoghire locations will begin to carry the bikes in mid-May
2016, more than a month in advance of the first planned marketing event for the brand. Both
locations will run active social media campaigns, and contests in order to advertise the bikes
in a similar fashion to how Jopo harnesses social media in Finland currently.
To move their innovative e-bike into the Irish market the firm is proposing to have a Jopo
presence at several Dublin community events. These events are in line with their current
social media, grass roots marketing strategy
The following are a list of the proposed events and how they could be run in order to
showcase Jopo’s e-bike to full effect and introduce it in to the Irish market.4
4 Please see appendix E for the full description of the events
3. Firm Distriputes Promo?on Work External promo?on team will be selected off cost effec?veness and ablity to run the promo?ons
Firm supplies funds and monitors the promo?ons work.
2. Jopo Marke?ng Approves Promo?on
Jopo internal marke?ng department will review proposal and suggest changes Final approval on promo?on sent to firm
1. Firm Suggests Prom?on
Promo?ons iden?fied on ablity to reach core demographic in irish market Budget Suggested for the Promo?on
32
Event When Run By
Social Media Launch April 2016 C2 Marketing and Jopo
Bikes in Store May 2016 Retail Partners
Colour Run June 2016 Promotions Team
Dublin Pride Festival June 2016 Promotions Team
Electric Picnic September 2016 Promotions Team
Freshers Week/University Visits September-October 2016 Promotions Team
Targeted Work Place Visits September-October 2016 Promotions Team
Table 8- Event Roll Out Schedule
Control
How well a plan is implemented and managed can determine its overall success. Entering a
new market has many unknowns, lots of room for misjudgment’s or miscalculations, but that
should be anticipated, and Jopo needs to possess the ability for flexibility in plans to react to
different potential outcomes.
1. Division of the plan-This plan needs to reflect all aspects of the business, from the top to
the bottom. A contingency plan needs to be developed also to fall back on when problems are
unresolved.
2. Implementation- Clear goals need to be set as they set the course of action. These need to
be clear and decisive.
3. Collection and Evaluation of Data- Key Performance Indicators should be adhered to and
analyse how Jopo has done in comparison to the goals it has initially targeted.
4. Action- When data has been collected from all aspects of the business, it needs to be
evaluated. This will show where the business currently stands and the performance of the
strategy. Further plans need to be devised to take the business to the next stage, whether that
is corrective measures or setting new goals to achieve higher results.
33
Importantly for control, it needs to be carried out regularly not just annually. This allows for
quick action and up to date plans to react efficiently. C2 marketing suggests bi-weekly
meetings in order to carry out this course of action and keep short term goals. For long term
goals, changing market conditions need to be acknowledged in terms of new competitors or
new technologies.
Important aspects of the control process will include target sales, customer feedback, the
budget and market share.
Finally, it is acknowledged that such a rigorous control process is time-consuming for
managers. C2 Marketing aims to make this process as automated as possible. The data will be
made easily presentable to the relevant managers in order for them to make the best decision
possible.
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Appendix
Appendix A.
Outlook of Ireland’s economy (Power, 2014)
38
2013 2014 2015 GDP +0.2% +2.5% +3.8% GNP +3.2% +2.0% +3.2% Consumption5 -0.8% 1.4% 1.6% Investment -2.4% +8.5% +10.0% Gov. Net Expenditure
+1.4% -1.0% -0.5%
Exports +1.1% +3.8% +4.5% Imports +0.6 +2.0% +3.5% CPI +0.5% +0.6% +1.5% Unemployment 15.1% 11.4% 10.0%
Appendix B.
Population by age group, Census of population 2011 (CSO)
Age group Both sexes Male Female 0-14 979,590 501,189 478,401 15-24 580,250 290,898 289,352 25-44 1,450,140 717,055 733,085 45-64 1,042,879 520,243 522,636 65 years and over
535,393 243,415 292,079
Appendix C
5 Source: Central bank of Ireland, 2014
39
40
Appendix D. E-Bike Specifications
Jopo Electro E-Bike Specification MINIMUM HEIGHT OF
RIDER 136 cm
BOTTOM BRACKET Sugino 165 mm FRONT FORK Hi-Ten
REAR SPROCKET 3/32 CHAIN : 3/32"
FRONT/REAR BRAKE Hand brake (V-brake) CENTRE BEARING Panasonic 07
TIRE SIZE 24 FRAME HEIGHT 45 cm AL
GEARS Shimano Nexus 3-speed RIMS/TYRES ZAC 2000 / 47-507
Appendix E. Detailed discpriton of Proposed Promotions
FRESHERS WEEK AND UNIVERSITY MARKETING GIVE AWAY 1 e-bike RUN BY Promotions team WHEN Multiple freshers week- mid
September 2016 The promotions team will run a booth at the Fresher’s week of each university located in
Dublin. A “green screen” back drop booth will be set up for students to take a picture of
themselves on a Jopo e-bike. The student will then upload a fun and creative background on
the photo. These pictures will then be uploaded to the Jopo Instagram or Facebook page and
the most creative winner will be selected at the end of September to win an e-bike
TARGET WORK PLACE VISITS BUDGET Promotion Team Costs RUN BY Promotions team WHEN Throughout August-October 2016
The firm is proposing to reach out to companies in the Dublin area that have concentrated
amounts of the target demographic working for them. Examples of these would be Google,
Twitter and Ebay. The promotions team will go in to the companies with bikes, run
demonstrations, ask questions and refer the clients back to one of our two retailers depending
41
on the needs of the customer. The promotions team will be able to help generate the
certificates used for the cycle to work scheme immediately on site so that the prospective
customers are able to buy their new Jopo e-bike as soon as possible.
COLOUR RUN
GIVE AWAY 1 e- bike(raffle for charity) RUN BY Market team and dun Laoughire
supplier WHEN June 2016
The promotions team will run a scavenger hunt will take place with 10 individuals who
entered into a raffle for online before the race. First to find the bike wins. Jopo has run a
scavenger hunt as a promotion before with great success.
DUBLIN PRIDE GIVE AWAY 2 bikes(raffle for charity) RUN BY Promotions Team WHEN June- 2016
Jopo colourful and cheerful demeanour and slogan, go hand in hand with the great cause of
Dublin Pride Week. Ebikes of all colours will be trotted around for the week, with a raffle of
two bikes on the biggest parade day. Tickets will cost 2 euro each and all proceeds will go to
Yes, Equality charity.
ELECTRIC PICNIC
GIVE AWAY 2 bikes RUN BY Promotion team WHEN September-2016
The promotions team will run two separate events. The first is a raffle. They will have to take
a picture of themselves with one of the bikes the team has at the festival and post it to a social
media outlet on the Jopo’s Electric Picnic Facebook, Twitter or Instagram page. One Bike
will be given away. The second day a scavenger hunt will take place with 10 individuals who
posted pictures for the raffle for the day before but did not win. First to find the bike wins.