•Understand what a marketing plan is

•Understand the Ansoff’s Matrix and it’s purpose

•Understand the different types of marketing plans

•Be able to conduct a thorough marketing plan using SOSTAC

•Identify different types of competitors and be able to conduct a comprehensive competitor analysis using a variety of tools

•Be able to conduct an environment scan using multiple tools

•Understand budget-setting methods

•Understand different market research methods

•Understand how to create marketing briefs

•Evaluate potential marketing suppliers

Name of competitors (3-5) / type / how they are a competitor

Screenshots of Google map entries of top competitors

•Background

•Product range

•Target market

•Pricing strategy

•Marketing strategy

•Distribution Strategy

•USP - unique selling point - what makes them better or stand out more from the competition.

https://websiteseochecker.com

https://pagespeed.web.dev/

https://app.wincher.com

•How is your product/service completely unique?

•Why would a customer buy from you and not your competition?

•When will the customer be better off buying from someone else?

•List attributes and categorise them as appealing to the logic or emotion of customer

•How hard is it to understand the attribute?

https://www.socialinsider.io/

https://adstransparency.google.com/

https://www.facebook.com/ads/library/?active_status=all&ad_type=all&country=GB&is_targeted_country=false&media_type=all

https://library.tiktok.com/ads?region=GB&start_time=1664578800000&end_time=1721304769890&adv_name=&adv_biz_ids=&query_type=&sort_type=last_shown_date,desc

•System and processes

•Skills/people

•Suppliers

•Intermediaries

•Competitors

•Publics

•Customers

•Economic

•Societal forces

•Technology

•Legal

•Environment

Objectives - does your strategy help achieve the mission and vision?

Positioning - How do you want to be perceived in the minds of your target customers?

Processes - Automation? Training?

Partnership - what kind of partners?

Sequence - AIDA? RACE? customer aquisition? retention?

Experience - what customer experience you promising?

Engagement - how are you assessing engagement?

Data - how are you monitoring data?

Objective & Task

Competitive Parity

Zero Based Budgeting

Incremental Budgeting

https://www.perplexity.ai/

https://chatgpt.com/

Using the 9 evaluation methods, compare three potential suppliers - local / national. Add any screenshots of the stands they are offering / styles / anything else you find useful in your research.

Cost evaluation, quality of service, social media presence, experience and expertise, scalability, technology, financial stability, cultural fit, reviews.

Competitor 1: Stamford Creative

Type: Local

Why: Agency Businesses can be competitive as they are fighting to prove best for a similar service. So, being local to Stamford makes it harder to prove we offer the better service.

Competitor 2: DP Online Marketing

Type: Digital

Why: Keywords will be the same as we are both online therefore rely on websites and socials to promote ourselves.

Competitor 3: Trio Media

Type: Primary

Why: They are an award-winning agency and are sponsored on Google so appear as the top result when typing in 'marketing agencies'. Will be hard to compete against those unless businesses would prefer to work with a local agency.

Competitor 1: Growth Alliance

Digital and global competitors: Offer digital marketing campaigns similar to us across a wider target audience

Competitor 2: Delivered Social

Local competitor marketing company used by other clients within the franchise that is in the same geographical area

Competitor 3: Ad Extra

Secondary competitors as offering help with Google Ads which is our key differentiation against our more primary competitors

Apprentify - Large provider, cover numerous different qualifications (not just marketing). They use generic coaches for the courses so not as specific as us.

HOET - Another provider doing multiple courses, mainly in hairdressing but have a small marketing apprenticeship set up. Generic qualifications with no CIM included.

Mind - is an indirect competitor to CAMHS professionals. While CAMHS offers clinical treatment for young people, Mind provides general mental health support, advocacy, and resources for all age groups. They may overlap in providing support, particularly for those facing barriers to accessing CAMHS.

Rethink mental illness - is an indirect competitor to CAMHS professionals. While CAMHS provides clinical treatment for young people, Rethink focuses on advocacy, campaigns, and support services for those affected by severe mental illness, often targeting adults but sometimes overlapping in providing resources for families and young people.

Competitor names include other spa dealers which are primary competitors as we target the same customers.

-The Wellness Co

-Scunthorpe Hot Tubs

-H2O Hot Tubs

-1 Stop Swim Spas

Competitor Names which are more secondary competitors as they do not directly compete for the same customer base but do influence customer decisions.

-BeWell

-Platinum Spas

Background: Worked in apprenticeships for a long time (20 years plus)

Target market: Apprentices working in the hairdressing industry and other areas

Pricing Strategy: N/A as funded, but don't offer any additional (such as CIM)

Marketing Strategy: SEO (ranked high on google). Local advertising in magazines. word of mouth from referrals.

Distribution: NA

USP: Been in the industry a long time so can boast of past record (which isn't the best)

Rowan - Direct, local, digital - Sell the same products and have similar campaigns to what we offer, have a huge social media presence, first started in Huddersfield

Wool and the gang - Direct and digital - Sell their own products like ours, high market share, very active on social media.

wool warehouse - Direct and digital - stock other competitors products and have a dominant social media presence

Background- In the industry since 2006

Target Market- Small/medium sized businesses for SEO, web design etc

Product Range- SEO, Finance consultancy, Paid Media, Photography etc

Pricing Strategy- Does not mention, but you get a free consultation to start.

Marketing Strategy- SEO, Projects etc

USP- All skills cover all areas needed for optimising your digital business so their uniqueness comes from the different selling points they offer and tailor to each business.

Background - One of the oldest individual suppliers and dealers of hot tubs

Target Market - Customers in the market for hot tubs or swim spas

Pricing strategy - Charge as much as possible

Marketing Strategy - Use B2B conferences to get other brands to promote their brand

Distribution - Delivery and installation to the customer's house

USP - Have a massive showroom

Competitor 2

Name - Scunthorpe Hot Tubs

Background - Known for having low-quality but very cheap tubs

Target Market - Customers in the market for hot tubs, mainly customers with low budgets

Pricing Strategy - Charge as low as possible

Marketing Strategy - Throw Money at Google Ads

Distribution - Delivery and installation to the customer's house

USP - Offers buy now pay later

Competitor 3

Name - Platinum Spas

Background - Largest supplier of hot tubs and swim spas in the UK

Target Market - B2B customers using a global dealer network to increase sales.

Pricing strategy - Match the price of companies having to import there own stock

Marketing Strategy - B2B Conferences

Distribution - Massive warehouse with 1000's of hot tubs either ready to be collected or delivered

USP - Have a global network of dealers that use them making the brand sound powerful

Background - Been in the industry since 1978 (established)

Product Range - All different types of yarn (huge selection)

Target Market - Customers that don't mind spending that extra bit for quality products, experienced crafters

Pricing Strat - ££££

Marketing strat - SEO, social media campaigns, B2C, Influncers

USP - brand recognition

Name - Wool And The Gang

Background - Established by two fashion designers and a model, Wool and the Gang focuses on reintroducing knitting and crocheting as tools for creating a sustainable, do-it-yourself fashion. Fashion projects by Wool and the Gang have been featured in various national and international magazines and newspapers, such as Vogue, Grazia and The New York Times.

Product Range - clothing, yarn, patterns, tools

Target Market - average knitter

Pricing Strat - ££

Marketing strat - SEO, social media campaigns, B2C, Influncers

USP - brand recognition

all of my competitors pretty much do the same thing

background- digital marketing small business agency since 2010.

product range- google ads, SEO, social media

target market- small businesses looking to be marketed

pricing- comes in a contract so doesn't say

marketing strategy- uses its website to show recent projects and socials too.

USP- Working on big projects like Bear Grylls Academy and running google ads for that.

Background

YoungMinds is the UK’s leading charity fighting for children and young people’s mental health. Founded in 1993, the organization has been at the forefront of providing support, empowering young voices, and campaigning for better mental health provisions for over three decades.

Product Range

• Mental health information and resources for young people, parents, and professionals

• Training programs for schools and professionals

• Helpline services (Parents Helpline)

Target Market

• Children and young people (up to age 25) experiencing mental health issues

• Parents and caregivers of young people with mental health concerns

• Schools and educational institutions

• Healthcare professionals working with young people

• Policymakers and government bodies involved in youth mental health

Pricing Strategy

As a charity, YoungMinds operates on a non-profit basis. However, they have various revenue streams:

• Free services: Most resources and support for young people and parents

• Paid training: Professional training programs for schools and organisations

• Donations and fundraising: A significant portion of their income

• Government and corporate grants

  
  

Marketing Strategy

• Strong online presence with an informative website and active social media channels

• Partnerships with schools, healthcare providers, and other youth-focused organizations

• Celebrity ambassadors and high-profile supporters to raise awareness

• Regular campaigns and awareness events (e.g., #HelloYellow for World Mental Health Day)

• Engagement with young people through Youth Panels and young activists

• Media appearances and press releases to comment on youth mental health issues

Distribution Strategy

• Digital distribution: Online resources, e-learning platforms, and virtual support groups

• Physical presence: Through schools, GP surgeries, and community centers

• Helpline services: Phone and email support for parents

Unique Selling Proposition (USP)

1. Direct support to young people and families

2. Empowering young voices in mental health discussions

3. Campaigning for improved mental health services and policies for young people

Background

Mind is a leading mental health charity in England and Wales, established in 1946. With over 75 years of experience, Mind has been at the forefront of mental health advocacy, support, and awareness in the UK.

Product Range

• Information and support services:

  • Mind Infoline

  • Legal Advice Service

  • Award-winning publications and website

• Local support services through 160 local Minds

• Campaigning and advocacy initiatives

• Training and consultancy services:

  • Mind Workplace training

  • Mental Health First Aid

    
    

    
    

    Target Market

  • Individuals experiencing mental health problems

  • Friends and family of those with mental health issues

  • Employers and workplaces

  • Healthcare professionals

    
    

  Pricing Strategy

  As a charity, Mind operates on a non-profit basis:

  • Free services: Most information and support services

  • Paid services: Professional training and consultancy

  • Fundraising: Events, donations, and corporate partnerships

  • Retail: Charity shops and online merchandise

    
    

  Marketing Strategy

  • Strong brand identity with the iconic Mind ‘squiggle’ logo

  • Comprehensive digital presence: Website, social media, and online resources

  • Partnerships with corporations, celebrities, and influencers

  • National awareness campaigns (e.g., Mental Health Awareness Week)

  • Local outreach through network of local Minds

  • Media engagement and thought leadership in mental health discussions

    
    

  Distribution Strategy

  • Digital distribution: Online resources, e-learning, and virtual support

  • Physical presence:

    • Network of 160 local Minds across England and Wales

    • Charity shops

  • Direct services: Helplines and email support

  • B2B services: Workplace training and consultancy

    
    

  Unique Selling Proposition (USP)

• Direct support and services for individuals

• Nationwide reach through local Mind network

• Influential voice in policy and public perception of mental health

• Evidence-based approach combining research and lived experiences

Background

Rethink Mental Illness is a leading charity in England, founded in 1972, that works to improve the lives of people severely affected by mental illness through community-based services, support groups, and campaigning.

Product Range

• Mental health information and resources

• Community-based support services

• Advice and helplines (including legal advice)

• Peer support groups

• Training and e-learning programs

• Campaigning and advocacy initiatives

• Supported housing and employment services

• Mental health care navigation

Target Market

• People living with severe mental illness

• Families and carers of those affected by mental illness

• Healthcare professionals and service providers

• Policymakers and government bodies

• General public for awareness and education

Pricing Strategy

As a charity, Rethink Mental Illness operates on a non-profit basis:

• Free services: Most support services, information resources, and helplines

• Paid services: Training programs and consultancy services

• Fundraising: Events, donations, and corporate partnerships

• Government grants and contracts

Marketing Strategy

• Strong online presence with an informative website and active social media channels

• Awareness campaigns (e.g., “Time to Change” in partnership with Mind)

• Celebrity ambassadors and high-profile supporters

• Partnerships with NHS trusts, local authorities, and other organizations

• Regular events and conferences

• Production of research reports and policy papers

• Media engagement and thought leadership on mental health issues

  
  

Distribution Strategy

• Digital distribution: Online resources, e-learning platforms, and virtual support

• Physical presence: Local Rethink Mental Illness groups across England

• Helpline services: Phone, email, and webchat support

• Community-based services: Delivered through local partnerships and contracts

Unique Selling Proposition (USP)

1. Combination of national reach and local, community-based support

2. Focus on severe mental illness, filling a crucial gap in mental health support

3. Integration of practical support (like housing and employment) with mental health services

4. Strong emphasis on involving people with lived experience in shaping services and policy

Background: Founded in LA in 2015 and have expanded their services across U.S and U.K

Product Range: Social media campaigns, SEO, Ads

Target Market: Companies with potential to grow their digital presence

Pricing strategy: Low initial price for consultation. PPC

Marketing Strategy: Creative campaigns, digital advertising

Distribution Strategy: Direct- has ownership over digital accounts (social media and websites)

USP: Selective clientele to offer strategies with aligned goals

Delivered Social

Background: Marketing agency in Guildford

Product Range: Websites, SEO, Paid and organic social, training and workshops

Target Market: Companies looking to grow their online presence

Price: Varies per service/ size. Moderately priced

Marketing Strategy: Celebrate endorsements, reputation (word of mouth), social media, industry talks/workshops

Distribution: Directly onto website/ media platforms

USP: "All-in-one" marketing, building every aspect of digital presence

Ad Extra

Background: Company that has been providing support and guidance for digital Ads for 12 years

Product Range: Google and Facebook Ads, SEO, Google analytics and Google My Business

Target Market: New businesses or ones with less developed digital presence

Price: Monthly subscription that varies per service. More expensive

Marketing Strategy: Google reviews, word of mouth

Distribution: Directly onto channels and platforms

USP: "Dealing with a real person"

Background- one of the worlds leading professional service firms and the fastest big growing firms in the US.

Target market- corporations, governments, public sector agencies and not-for-profit organisations

Pricing strategy- Enabling clients to realise 4-8% increase in profitability through better and faster pricing, promotion and discount related decisions

marketing strategy-employs a customer-centric approach, utilising a 360 Degree View of Customer Analysis to identify unmet needs and enhance customer loyalty (KPMG). This comprehensive analysis allows KPMG to tailor their marketing strategies to meet the specific requirements of their clients

distribution-global cross-border distribution

USP- providing strategic insight that gets results

Name- EY

Background- EY is one of the largest professional services networks in the world. Along with Deloitte, KPMG and PwC, it is one of the Big Four accounting firms.

Target market- corporations like; coca-cola, Hilton

Pricing strategy- Their strategy focus on commercial and pricing, price setting, price execution and pricing governance.

Market strategy- market strategy focuses on delivering high-quality professional services across various sectors, including assurance, consulting, strategy and transactions, and tax. Their approach is centered on understanding client needs and providing tailored solutions that drive business performance.

EY’s distribution strategy involves a multi-channel approach to reach its diverse clientele effectively. The firm utilizes direct engagement through its global network of professionals who provide services directly to clients. Additionally, EY collaborates with strategic partners and alliances to expand its service offerings and reach new markets.

The unique selling point of EY lies in its commitment to building a better working world by providing exceptional quality services that combine deep industry knowledge with innovative solutions.

Name- PWC

Background- one of the largest professional services networks in the world. It provides a wide range of services including audit and assurance, consulting, and tax services.

Target Market- large corporations, government agencies, and non-profit organizations.

Pricing strategy- a value-based pricing strategy. This means that their fees are often based on the perceived value of the service provided rather than just time spent on a project. They may charge fixed fees for specific projects or use hourly rates depending on the complexity of the service.

Market strategy- focuses on building long-term relationships with clients through trust and quality service delivery. They emphasize thought leadership by publishing research reports and insights on industry trends which positions them as experts in their field. Furthermore, PwC invests heavily in digital transformation to enhance its service offerings and improve client experiences.

Distribution Strategy - a direct distribution strategy where services are delivered directly to clients through its network of offices worldwide.

USP- its global presence combined with local expertise. The firm has a vast network that allows it to deliver consistent quality across different markets while being able to tailor solutions to meet local needs.

Background- Have been in the business for hear ( does not specify)

Product range- copywriting, video content,web design, SEO, Branding, Marketing Strategies

Target Market- Create content and marketing tactics for individual businesses.

Pricing- another contracted one so does not mention.

Marketing Strategy- online based and targets long term goals for long term customers.

Distribution- online resources

USP- Support at each stage and all is tailored to your business so you can have as many services at once. Use Global Web Index to get a clear understanding of a businesses market.

Social Channels: Linkedin

Followers: 187

Frequency of Posts: 0

ADS: N/A

Delivered Social

Social Channels: Linkedin, Facebook, Instagram, Youtube

Followers: 1.1K on FB, 3,108 on Linkedin, 2,044 on Instagram, 288 subscribers on Youtube

How Often: 18 posts in last 30 days

Main Content Type: Workshops, Offering services

No Ads

Ad Extra

Social Channels: Linkedin, Facebook

Followers: 31 on Linkedin, 124 on Facebook

Main Content: Advertising, inbound (achievements from employees)

How Often: None in last 30 days

No Ads

No posts since 25th December

The main content is new stock, delivery and installation pictures/videos. Prominently on Instagram. No ads on Meta or TikTok. Few ads on Google.

Scunthorpe Hot Tubs

The last post was yesterday. Posting 2/3 times daily

Main Content is delivery and installation photos, always with the customer giving a thumbs up in pics. Running a few ads on Meta, but none on TikTok.

A couple of ads on Google

Hot Tub/Swim Spa companies don't put lots of ads on over January as it's too cold, and no one wants to buy a hot tub.

Linkedin - 89,493

Instagram - 11.5k

posts twice a week

carousel and video

no ads

Youngminds

Tiktok - 18.9k

Instagram - 188k

Linkedin - 245k

post everyday

carousel and video

They have ads on google and tiktok

Mind

Instagram - 525k

Tiktok - 70.7k

linkedin - 674k

posts 4 times a week

carousel and video

Ads on tiktok

Rethink mental illness

Instagram - 88.9k

Tiktok - 2270

linkedin - 163k

posts 4 times a week

mainly carousel and some video

last Ad on tiktok was 2023

• Comprehensive content on various mental health topics, particularly focused on young people.

• Well-structured content hubs covering conditions, symptoms, treatments, and medications.

• Excellent performance in medication-related content, with multiple featured snippets in search results.
  Reviews: No specific review information available, but the high search rankings suggest positive user engagement.
  Keywords They Rank For:

• Ranks well for 'mental health t shirts uk'

• Strong performance in youth-focused mental health topics

Mind
Domain Strength: Very strong, with a Domain Authority of 75/100, one of the highest in the mental health charity sector.
Speed Test: Lower Core Web Vitals score compared to YoungMinds, indicating potential areas for improvement in website performance.
Content:

• Extensive range of mental health information and resources.

• Well-structured content covering various mental health conditions, treatments, and support options.

• Uses a subdomain for their online shop, which may limit SEO benefits.
  Reviews: No specific review information available, but the high domain authority suggests strong user trust and engagement.
  Keywords They Rank For:

• Strong performance for branded terms (e.g., 'mind pin badge', 'mind charity christmas cards', 'mind charity t shirt')

• Likely ranks well for general mental health terms due to high domain authority

Rethink Mental Illness
Domain Strength: Specific Domain Authority not provided, but likely strong based on sector averages.
Speed Test: No specific information provided, but Core Web Vitals are generally high in this sector.
Content:

• Comprehensive mental health information, including condition pages, treatment options, and legal advice.

• Includes references and further sources on medication pages, enhancing credibility.

• Uses a subdomain for their online shop, which may limit SEO benefits.
  Reviews: No specific review information available.
  Keywords They Rank For:

• Ranks #1 for 'section 117' (2,000 searches per month), outranking NHS sites and government pages.

• Likely performs well for terms related to mental health laws and rights.

1. Black Diamond Spas: Strongest share of voice (5.1k) and steady traffic (1.7k), with average position at 9.2

2. h2ohottubs.co.uk: Outpaces in estimated traffic (2.2k) with an average position of 10.1.

3. bluewhalespa.com: Competitive with 3.3k share of voice and 2.9k traffic but a weaker average position of 20.7.

4. wellnessandhottubs.co.uk: Smaller presence (605 share of voice, 599 traffic), but has the best average position (8.5).

Key Takeaways

• h2ohottubs.co.uk is highly optimized for affordability and local keywords.

• bluewhalespa.com leads traffic metrics but struggles with position rankings.

• wellnessandhottubs.co.uk excels in specific high-ranking positions but lacks overall visibility and traffic.

• Black Diamond Spas we lead in visibility but need to focus more on rankings

Domain strength: 58

Speed test: 2.1 seconds

Content: 92% SEO rating, overview of values, services, background of company

Google reviews: 4.7. 12 in total

Keywords: Marketing strategy, creatives, expertise

Delivered Social

Domain Strength: 56

Speed test: 90 s

Content: 94% SEO. overview of values, services, background of company, info on talks

Google Reviews: 4.9 from 261 reviews

Keywords: digital marketing management, creatives, expertise

Ad Extra

Domain strength: 52

Speed test: 20 s

Content: 78% SEO rating, FAQ, simple description of services

Google Reviews: N/A

Keywords: Digital ads, marketing consultants, Google and Facebook

Email newsletters= logic

6. Our services that are tanglible (Website, social posts, videos etc) are easy to understand whereas SEO work and Google and Facebook analytics are less easy for clients to understand which is why we simplify for them

3. Again, we try to have the best relationship possible with clients and are great with reassurance and updates so they are still very much involved and have insights into what we are doing for them and how its performing.

4. A customer may want to go elsewhere if they would prefer more frequent in-person 1-1s and as we are in a smaller area than, say London, that may be a valid reason.

5. We offer all types of services from SEO, web design, social media, PPC etc and so all these attributes are for businesses wanting to improve socials and their user experiences to gain sales and so after speaking with us beforehand customers should feel happy that all goals will be met.

6. It might be hard to understand how they will notice rankings and improvements themselves but most platforms we use they are also linked to so input from both sides will be happening and they can see reports we send them each month.

It is unique as it is the first and only uk staffing company to work with child and adolescent mental health services.

They would use our services as we have had positive feedback and they can be assured they will have a role that aligns with them as there is a big pool of candidates.

Attributes:

• Extensive database of qualified CAMHS professionals

• Thorough vetting process for candidates

• Knowledge of CAMHS-specific qualifications and requirements

• Understanding of the sensitive nature of CAMHS work

• Commitment to improving children's mental health services

• Personalised approach to matching professionals with suitable roles

The attributes are relatively easy to understand, especially for those familiar with recruitment or mental health services. However, some CAMHS-specific terminology or qualifications might require additional explanation for clients less familiar with the field.

• Higher quality ingredients = higher quality products.

• We remove the burden for them to have to extract their own ingredients. Saves them time and money buying from us.

• We are able to deliver to UK customers much quicker than overseas competitors.

USP

• Our products are grown and produced in the UK, we try to import as little as possible.

• Our products are completely natural with no synthetic chemicals, and sustainably sourced & extracted.

• Our products are some of the highest purity on the market (>99% purity extracts)

  
  

Why would customers buy from us?

• We offer competitive prices and are able to distribute throughout the UK much more easily than many overseas companies.

• Many of our competitors don't offer the unique products we have, or have them at lower purities.

• Other companies might not sustainably source products or use the same extraction methods.

  
  

Why would customers buy from competitors?

• Due to having a small team we can't always produce the high quantities they need, so larger companies may suit them better.

• If they are international businesses, they might be able to get products more easily from their local area.

• They might not need a very high purity product, depending on their needs they could get lower quality for cheaper.

  
  

Logic or Emotion?

• Quality / purity - Logic

• Price - Logic

• Sustainability - Emotion

• UK based local business - Emotion

  
  

Understanding Attributes?

• Usually customers need an in depth knowledge of biochemistry to understand the differences between our product and that of competitors.

• However, we are exclusively B2B so all of our customers will be very knowledgeable of the industry and what they need from our product.

2) Most of the ingredients are fresh unlike some of our competitors, resulting in a better quality product overall. We do not sacrifice taste for faster service.

3) They feel like they can get more for their money. Although the prices are very similar, it is common knowledge that the beef meat is fresh, and therefore will taste better.

4) There is more access to other fast food restaurants that are already well-established in the UK market. We are still new to the UK food scene and therefore have a disadvantage as of right now. If a customer wants food at any time of the day/night, a competitor like McDonalds/Dominoes will most likely still be open.

5) Quick service - Logic

Clean restaurant - Logic and emotion

Tasty food - Emotion

Fresh ingredients - Emotion

Collaborative products - Emotion (e.g. Krabby Patty Burger - connects to a customer's childhood)

The primary benefit of Impower Consulting’s product, as perceived by customers, is the ability to drive measurable results and enhance operational efficiency. Customers appreciate the tailored solutions that address their specific challenges. This benefit is often highlighted in testimonials where clients note significant improvements in productivity and cost savings after implementing our strategies.

How Our Product or Service is Completely Unique

Impower Consulting distinguishes itself through its methodologies and frameworks that are not available from competitors. These unique approaches are developed based on extensive industry research and practical experience, allowing us to offer customized solutions that align closely with each client’s goals.

Why Customers Would Buy from Us Instead of Competitors

Customers choose Impower Consulting over competitors for several reasons:

1. Tailored Solutions: Unlike many firms that offer one-size-fits-all services, we focus on understanding the unique needs of each client and developing bespoke strategies.

2. Expertise and Experience: Our team comprises industry veterans with proven track records in delivering successful outcomes across various sectors.

3. Customer-Centric Approach: We prioritize building long-term relationships with our clients, ensuring ongoing support and engagement throughout the consulting process.

4. Proven Results: We provide case studies and data-driven insights demonstrating the effectiveness of our interventions, which builds trust with potential clients.

When Customers Would Be Better Off Buying Somewhere Else

There are scenarios where customers might find better value elsewhere:

1. Budget Constraints: If a potential client has a significantly limited budget that does not align with the scope of services we provide, they may need to seek more affordable options.

2. Specific Needs Outside Our Expertise: If a customer requires specialized services or niche expertise that falls outside our core competencies, it may be prudent for them to look for providers who specialize in those areas.

3. Immediate Solutions Required: In cases where rapid turnaround times are essential, customers may opt for competitors who can deliver quicker results even if those solutions lack depth or customization.

Attributes Categorized as Appealing to Logic or Emotional Consumer

• Logical Attributes

  • Data-Driven Results: Clients appreciate quantifiable outcomes such as increased revenue or reduced costs.

  • Customization: The logical appeal of tailored solutions resonates with businesses looking for specific answers to their problems.

    
    

• Emotional Attributes

  • Trustworthiness: Building a relationship based on transparency fosters loyalty among clients.

  • Supportive Partnership: Clients feel valued when they perceive us as partners invested in their success rather than just service providers.

    
    

System and processes: using platforms like canva, mailchimp, shared media platforms to store campaigns

Skills and people: All employees have certain level of training and expertise and experience using the platforms we create campaigns on. Departments specialising in writing content, editing, filming.

Office - not really used as most meetings are virtual. Used for big long strategy meetings for example. Looking at moving offices in 2025.

Loads of online resources for my role: LinkedIn premium, monday.com, Hunter IO, Perplexity, AI, Chat GPT, Claude etc

Lots of resources for the training: CIM, additional speakers etc

Systems and processes:

Business development process

Recruitment process

Policy process (EDI, health and safety etc)

Learning and development process

HR process

Curriculum process

People:

10, 5 involved with TMT

all experts in apprenticeships (apart from Andy who looks after BD).

We only want people with apprenticeship experience to coach as they know how the curriculum works and can give the best guidance for learners to ensure passing with strong grades

Systems & processes- We always look at businesses' monthly ranking creating URL maps to understand what page a certain URL was ranking last month and if the keyword is coming up with the correct page etc. We are all allocated certain hours for clients a month some of us sharing a client, other times all the hours are completed on our own. Some clients want speaking to more than others so that has to be considered. We make sure we understand what each client needs doing i.e a blog or a website change or even just optimising for a few hours.

Skills & People: All the people working within our agency have many years of experience in marketing. Most started off at university some with experience in marketing others in similar departments. I of course do an apprenticeship and so together we work as a team to focus our efforts on what we can all do best. Our team is sort of split between technical web designing and fixing and the other being copywriting, website uploads, and customer contacting.

• 4 sites dedicated to growing / extracting plants

• Lots of high quality scientific equipment, e.g. automated farming robots and 500 litre Co2 extraction rig

• Consistent funding from the profits of different sides of the business

• Good relationships with many local & international businesses

Systems & Processes

• Inventory management, HubSpot CRM and SAGE software

• Strict guidelines for production of material

• Production schedules to meet orders on time

Skills & People

• Many experts in biochemistry well known in the industry, helps with production and customer relations

• Dedicated marketing team to drive sales

Systems and Processes = Canva, mail chimp, photoshop ect

People = everyone is trained in their specific area whether that being in sales, finances or marketing

System and Processes: we have streamlined processes for candidate vetting, compliance with industry regulations.

Skills/People: The recruitment consultants require deep expertise in child and adolescent mental health roles, strong interpersonal skills for building trust with clients and candidates. The consultants are split into their niche e.g nursing and psychiatry

• Physical Resources: The company has its own service and delivery teams, giving them direct control over logistics and quality.

  
  

• Product Offering: A range of products, including hot tubs, swim spas, chemicals, and filters, allowing them to meet various customer needs.

  
  

• Customer Support: Resources dedicated to aftercare and servicing, with unlimited aftersales service to assist customers.

Systems and Processes

• Integrated Operations: Black Diamond Spas manages the entire customer journey, from consultations to delivery and ongoing support, ensuring consistency throughout.

  
  

• Marketing and Sales Processes: Efforts are focused on expanding the brand’s visibility and growing its dealer network across the UK and Europe.

  
  

• Growth Strategy: Processes are in place to introduce new products and expand availability while maintaining service standards.

Skills/People

• Leadership: Key roles, such as the Founder and the Director of Sales, drive the company’s strategic direction and operational focus.

  
  

• Skilled Workforce: Teams specializing in servicing, delivery, marketing, and aftersales ensure smooth operations and consistent customer experiences.

  
  

• Customer Focus: Staff are trained to prioritize customer satisfaction, ensuring a reliable and accessible support system.

Systems and processes: There are 2 people within the finance department who deal with refunds, paying for contracts with builders, marketing budgets and the payroll for all of the stores, as well as us in the head office. We have one individual in the HR department who deals with any issues or complaints within the company from employees. A maintenance department, operations and marketing, of which there is only me. We collect data from software such as Uberall and TigerPistol to see how well our paid ads do, as well as keep track of data on aggregator platforms such as Deliveroo and Uber.

Skills and people: Employees in the stores are trained with the area trainers from the head offices of each brand. They are trained how to cook the food up to standard and deal with customers and complaints efficiently. All those in the head office team must learn about these processes too to understand the business extensively. All of which have extensive experience in their respective departments such as operations and finance, and therefore have a strong insight into the field.

Internal environment-

systems and processes - we have a badge and pin to enter the office, we have an app called BOB where we are able to look at our benefits and write out shoutouts to the internal team. We use deltek to submit timesheets and request annual leave or sick leave. Each team in the department has weekly meetings

Skills and people- The individuals in our company have years of experience in the public sector and have either come from the NHS or other consultancy firms.

Due to the free training there also able to Continue to upskill themselves and we also do in house training.

Intermediaries: Conferences/ events that showcase our company, word of mouth from current clients

Competitors: Other digital marketing agencies that offer the same services as us

Publics: DMU in the offices we market for as each have their own idea of how they want to run their office within the franchise. Local communities, some are more responsive to different campaigns so our strategies need to be catered towards this target audience.

Customers: Our customers are DMU in different offices within the franchise- B2B customers

• We use local and international companies to provide us with seeds and plants to grow / extract.

• e.g. we use a local farm to supply lavender

Intermediaries

• Due to our company being very new we currently take the products directly to the market ourselves.

• In future we are looking to have ingredients distributors who have strong relationships with fragrance houses and skincare companies etc.

Competitors

• Our competitors are other cosmetic ingredient suppliers such as Givaudan, DSM-Firmenich, Clariant and Mibelle Biochemistry.

Publics

• Local media agencies are interested inn our performance due to them regularly writing articles about us

• Government agencies are interested in our performance due to the nature of things we grow and extract, i.e. controlled substances

Customers

• Our customers include skincare companies, fragrance houses and manufacturers of biomedical products.

• We also have research partnerships with many universities including RHUL and Cardiff

• Food suppliers provide us ingredients for our products.

• Vehicle suppliers provide us with the motorbikes for deliveries.

• Building suppliers help us build the physical restaurant and provide all necessary equipment.

• Real estate agents provide us with the information of various locations and properties available for rent to turn into said restaurant.

Intermediaries: Deliveroo, UberEats, JustEat, PizzaHut Delivery all distribute our products to the consumer when they make a puchase online. This must be done quickly so the food still meets the standards of the customer.

Competitors: McDonalds, Popeyes, BurgerKing, Five Guys etc. all affect are sales indirectly but putting their own offers and deals out.

Publics: Special interest groups for example a pro-vegan may not agree with the fact we sell meat products and could affect our sales.

Customers: They are the heart of the business, as their loyalty and ability to share their experiences online through social media and google reviews is essential in increasing guest checks and sales.

Intermediaries- Event holdings and media systems that allow us to promote certain things.

Competitors- other local marketing agencies for small/ medium sized businesses

Publics- Other media companies that cover similar work.

Customers- Small/medium-sized businesses hoping for an increase in customers/ sales through better marketing e.g web design, SEO, PPC, socials etc

External speakers who provide knowledge on subjects, they often get vetted first to see if they are good.

External support such as assistant with HR etc

Intermediaries: I guess CIM could be classed here as people may use CIM to contact us to do an apprenticeship

competitors: Hoet, apprentify , baltic

Public: Ofsted/ESFA as they monitor what we do and track us to ensure high performance and safety

Customers: all our apprentices, who are all the best in the market! We only recruit high end people :D

Intermediaries = Wholesalers may need a large quantity of a specific product, which means we would have to specifically make it for them or could leave us sold out of that one product.

Competitors = could be running a campaign at the time that may take away potential customers from our business

Customers = Customers may not be happy with a product and leave a negative review on a wholesalers website that could have a negative impact on our sales for that product.

Intermediaries: Job boards, recruitment platforms, and partnerships with agencies help streamline the hiring process and reach a broader audience.

Competitors: Other recruitment agencies specialising in healthcare or mental health staffing create competition for both clients and candidates, impacting market share and pricing.

Publics: Regulatory bodies (e.g., healthcare authorities) influence compliance and reputation. Media and advocacy groups can shape public perception of the company’s role in mental health staffing.

Customers: Healthcare organisations, schools, and other institutions needing CAMHS professionals rely on the company for qualified staff. Their needs and satisfaction directly influence business success.

Suppliers: technology providers, office space vendors, and professional training organizations. Maintaining strong relationships with these suppliers ensures operational efficiency and the delivery of high-quality consulting services.

Intermediaries: As a consultancy, we may collaborate with intermediaries like recruitment agencies to source talent or partner organizations to deliver comprehensive solutions. These intermediaries help us enhance our service offerings and reach a broader client base.

Competitors: Our competitors consist of other management consulting firms operating in the public sector. Notable competitors include Intertek, Groupe, Arthur D. Little, and Oliver Wyman.

Publics: Publics refer to any group that has an interest in or impact on our ability to achieve our objectives. For IMPOWER, this includes regulatory bodies, the media, and the communities we serve.

Customers: Our primary customers are public sector organizations seeking to improve services and tackle complex social issues. By understanding their unique challenges and needs, we tailor our consulting services to deliver effective and sustainable solutions.

• Platforms and Followers:

  • LinkedIn: 6.5 million followers

  • Twitter: 450,000 followers

  • Facebook: 1.1 million followers

  • Instagram: 100,000 followers

• Posting Frequency:

  • KPMG maintains an active presence, posting multiple times per week across platforms.

• Main Content:

  • Industry insights, thought leadership articles, company news, and employee spotlights.

• Advertising:

  • KPMG utilises sponsored content and targeted ads to promote services and thought leadership.

PwC:

• Platforms and Followers:

  • LinkedIn: 4.5 million followers

  • Twitter: 300,000 followers

  • Facebook: 1 million followers

  • Instagram: 150,000 followers

• Posting Frequency:

  • PwC posts regularly, with several updates per week on each platform.

• Main Content:

  • Market analyses, reports, client success stories, and corporate social responsibility initiatives.

• Advertising:

  • PwC engages in paid promotions to highlight reports, services, and events.

Economic- The job market is determined by the economy, it could go either way as people may look at apprenticeships as free training so explore this option.

Societal forces- Individuals are starting to reject university due to high fees and little job success so are looking at alternatives, such as apprenticeships.

Technology - All our training is now done remotely thanks to technology, which means we can cover a wider part of England. We also use/teach AI in the training sessions.

Environmental - We include a sustainability in marketing module which appeases a lot of employers

Legal - We are required to complete legal audits from Ofsted and the EFSA following strict guidelines around supporting apprentices.

• Policies often change dictating which ingredients can and can't be included in different products, we have to make sure we comply.

Economic

• Due to the cost of living crisis people are looking for cheaper alternatives to synthetic chemicals, rise in naturally produced ingredients

Social

• More people are interested in sustainability, natural products are increasingly sought after.

Technological

• Advances in AI are used to automate our farming process, making product becomes quicker and cheaper

Environmental

• Large focus on net zero, we need to be able to show full traceability of our products and how we have a positive affect on the environment.

Legal

• Controlled drugs are heavily regulated, affects what we can and can't do and how we can market our products

E- Taxing again effecting rates of pay for employees. As it is a small company, revenues may struggle to pay workers enough

S- New cultural norms of wanting to be more innovative and stand out more in digital world puts added pressure on my company to propose out of the box ideas

T- Use of AI, need to take extra care when producing content that info is correct etc.

L- Data protection laws, when we write about clients need to ensure we are compliant to GDPR regulations

E- Trends in sustainability mean clients want to be paperless so need to use platforms that allow us to create formerly paper campaigns online

Economical - Decrease in sales over the past 2 years due to lack of consumer spending and increase in prices?

Social Factors - due to people being more concerned about fast fashion and the impact it has on the environment, people are opting more to make their own clothes. (they buy our stuff)

Technological - Due to technological advancement, it has made it easier for our manufacturing process, able to cut out other costs as things can be done in house to save p

Legal - Idk, maybe somethng to do with GDPR laws and how we handle cutomer data

Environmental - sustainable company

Economic- People nowadays with cost of living tend to prefer to find the cheapest way of doing things and there are many cheaper options for marketing a product or service but not at the same level as say my company would cost.

Social Factors- As an agency for all different companies we are able to focus on age distribution well as with social media being so available to all ages it is fun to notice what ages watch certain content.

Tech- With the availability for AI we can come up with great strategies in quicker time as AI is effectively just a quicker way of thinking and so if you have an good blog title idea, optimise the words in AI.

Legal- GDPR is super important as an agency as we are managing so many business accounts and cannot break GDPR guidelines and regulations.

Environment- Try to keep eco-friendly when running events and make it accessible for everyone.

S- we have an edgework framework which is a unique approach to solving complex problems. It is how we deliver sustainable change and better public services.

We drive sustainable change in the projects we work on.

W- We lack innovation and the use of digital tools

O- At events like NCASC, which is The annual National Children and Adult Services Conference (NCASC) is a three day conference for elected members and senior leaders in local authorities with responsibility for, or an interest in, the delivering effective services and opportunities for children, young people and adults. We have a stand and have the opportunity to share what we do as IMPOWER and how we differentiate from other firms.

T- As we are an independent firm it is difficult as we don't have as much of a reputation as larger consultancy firms like KPMG, PWC.

• Unique content personalised to each clients

• Working with the clients in each office, personal relationships

• Experience in the sector

W:

• employees. Small company with around 10 members of staff

• Competitors who are larger companies have more heads to collaborate with

O:

• More offices wanting to use personal marketing campaigns rather than generalised content produced from competitors

T:

• Head Office is calling upon all offices within the franchise to localise digital content which is a key differentiation we have against competitors

Weaknesses- Our company will need more staff to fulfill hours for clients as we do lots of events and customers are growing rapidly and it would be a shame to not complete hours for all clients if we lack staff so it is important we hire more soon. Competitors might be in a better area where people may not have to travel as far to meet. Our resource limitations might be for audits as we would like to personalise audits to our own company to make our self more branded in the smallest of scenarios.

Opportunities- We are covering more ranges of work fields such as wedding planning which just broadens our ability to help all sorts of customers. Like I said new opportunities for more staff would be great.

Threats- More competitors are looking for new clients this time of year and create their own marketing strategy so staying on top of uniqueness is important.

• Our products are completely sustainable and fully traceable, far better than other companies in the industry.

• e.g. collecting millions of litres of rainwater from the glasshouse roof to recycle, and using waste plant matter to fuel burners.

Weaknesses

• We have a lack of manpower in the research and development team, some of our experts are stretched too thin.

• This can make it hard to work on new products as we lack the time and resources other larger companies have

Opportunities

• We are expanding our overseas exporting, taking our products to new markets.

• For example the EU, exporting to France and attending trade shows in Germany and the Netherlands to build a brand name.

Threats

• List of "52 allergens" which can't be present in ingredients is being updated to include many more.

• Some of these could cause us to have to change how we make our products

• Specialised knowledge in recruiting for mental health services, particularly for children and adolescents.

• Strong demand due to a shortage of CAMHS professionals in the healthcare sector.

• Established relationships with healthcare providers like the NHS and private clinics.

• Expertise in navigating compliance with safeguarding and licensing requirements.

Weaknesses

• Reliance on government funding and NHS contracts, which can be unpredictable.

• Limited pool of qualified professionals due to CAMHS training and experience requirements.

• High competition from other recruitment agencies

• Potential lack of brand recognition compared to larger recruitment firms.

Opportunities

• Growing mental health awareness leading to increased funding and demand for CAMHS services.

• Expansion into telemedicine recruitment, sourcing professionals for online therapy services.

• Attracting international talent to fill workforce shortages, especially with improved immigration policies.

  
  

Threats

• Economic instability or NHS budget cuts reducing recruitment opportunities.

• Increasing competition from new recruitment platforms using AI.

• Legal challenges due to tightening regulations on data protection and compliance in recruitment.

• Strengths:

  Provide efficient training for crew members.

  Provide mostly fresh produce to stand out from the rest of the fast food market.

  We have a solid goal to open 3 restaurants a year in high footfall locations. We already have one just down the road from Stamford Bridge and are looking at properties outside of Wembley Stadium.

• Weaknesses:

  So far, due to their dominance in the UK market, companies such as McDonalds have better marketing campaigns and sales figures. Once we have more presence, we would like to match or overtake.

  Our PizzaHut brand is trailing behind brands like Dominoes as they provide a consistent number of "bargain" deals, that are actually still quite expensive. They play on psychological factors for this.

• Opportunities:

  There is a new market for fresh produce food in the fast food industry, that provides speed with taste and quality.

  Ensuring when there are big events on such as at Stamford Bridge and Wembley, that the operations go as smoothly as possible so all customers are happy and leave with a positive experience to tell others and post on socials.

• Threats:

  There are changing regulations in terms of fast food advertisement, especially in areas with a high number of young people and children. For example, in Fulham due to the borough it's in, we cannot advertise fast food on lamppost banners.

  A number of American chains are moving over to the UK market, diluting the curiosity of customers as there are more options to choose from.

M- By about 50%

A- Rather than having the same content written for each page but with the location changed, we have been going through them individually and trying to make each SEO local page or Web design local page specific to that location but can be hard.

R- By increasing the engagement from these pages we are guaranteed to be covering a larger base of clients from different locations and having say Nottingham get increasingly popular then we can do more events in cities etc and have growth speed happen at a bigger rate. Overall increasing sales.

Timebound- Have that completed by around March and then see results grow progressively over 2025.

Increase sales of our cosmetic ingredients

Measurable:

By 100%

Achievable:

By holding open days at our facility and conducting webinars to generate an interest in our business.

Relevant:

This contributes to our overall goal of having Bioscience be completely self sufficient and not relying on cashflow from other areas of the business.

Timely:

By the end of Q2 2025

To distribute a press release for one of our clients

M:

Across 12 different channels

A:

By including informative, relevant and captivating content that entices prospects (driving clients business) and aligns with company values

R:

This will drive our clients business and increase leads, helping our clients to achieve their goals of increasing their clientele

T: By Jan. 31st

Measurable: 500 followers above our current follower count

Achievable - By posting engaging content, connecting with individuals who may be interested in following and sending them an invite. Popping an auto reply on indeed to suggest to follow our page

Relevant - this will likely increase employers wanting to hire apprentices or the apprentices wanting to complete the apprenticeship

Time bound - End of Q1

• Specific: Increase sales in specific locations that have a high Muslim population.

• Measurable: By 20%

• Achievable: By advertising our Halal products in these specific territories should increase our number of sales.

• Relevant: By providing more Halal products and emphasising this in our marketing campaigns on things like Meta ads which can be hyper-localised, we can increase our reach and reputation in that area.

• Timely: Achieve higher sales figures by end of Feb.

M - 100%

A - posting on socials and email campaigns

R - Spread awareness about the campaign

T - by when ever the offer ends idek

• NHS trusts, private mental health clinics, and non-profit organisations requiring CAMHS professionals.

• Newly qualified CAMHS professionals looking for career opportunities.

• International mental health professionals interested in relocating to the UK.

Objectives

• Increase brand awareness within the healthcare sector by 25% within 6 months.

• Secure contracts with 5 new clients in the next quarter.

• Attract 200 new candidates to the recruitment database within 3 months.

Positioning

• Position the company as a trusted, specialised recruiter for high-quality CAMHS professionals, known for its compliance expertise and understanding of mental health needs.

Processes

• Streamline the candidate onboarding process using automated tools for application tracking, compliance checks, and communication.

• Develop a user-friendly online portal for candidates and clients to manage job applications and postings.

Partnership

• Partner with educational institutions offering CAMHS-related qualifications to connect with newly qualified professionals.

• Collaborate with professional bodies like the British Psychological Society (BPS) to establish credibility and tap into their networks.

Sequence

• Start by enhancing the company’s online presence through targeted social media campaigns.

• Follow up by hosting webinars or workshops focused on mental health recruitment challenges and solutions.

• Build on initial outreach efforts by nurturing long-term relationships with clients and candidates.

Experience

• Create a seamless, supportive recruitment experience by providing personaliesd career guidance to candidates and efficient, tailored solutions for clients.

Engagement

• Use social media platforms like LinkedIn and TikTok to engage both professionals and clients through mental health awareness content and job postings.

• Host events or Q&A sessions to connect directly with candidates and clients.

Data

• Leverage analytics to track candidate engagement, recruitment cycle efficiency, and client satisfaction.

• Use data insights to refine marketing campaigns, identify high-demand roles, and improve recruitment processes.

Targeting markets: wide net of all franchises within the U.K.

Objectives: Attending the conference will help achieve our goal of increasing our clientele by 50% at the end of 2025. Adhering to our vision of being the top marketing agency for the franchise

Positioning: We want to be perceived as the top marketing agency that produces personalised content to each office and avoids generic campaigns that our competitors opt for

Process: We will be onboarding a executive sales manager who will be trained on the our values and ethos of as well as the clients.

Partnership: We will be partnering with one of a recruitment agency that has assisted us in creating our unique recruitment and training service- USP for prospective clients

Sequence: AIDA sales funnel at the conference. Creating awareness of our company with our stand, generating interest.

Experience: Promising an innovative and unique customer experience with our recruitment and training service, using VR and QR codes to visit our 'virtual room'

Engagement: Assessed at the conference with how many questions ask, willingness to visit our virtual room and competing the quiz

Data: Potential leads will provide their name, number and email on the QR code which is safely stored to a spreadsheet so we can monitor that stages of conversion

• Our intended audience is beauty & skincare companies, a specialist group.

Objectives

• The strategy helps achieve the mission of promoting sustainable products, the objective is to increase sales of our products and develop long term partnerships.

Positioning

• We want customers to see us as a reliable supplier offering high quality products.

Processes

• We will automate the purchasing process by providing a customer portal and emailing system.

Partnership

• We aim to partner with distributors who can help sell larger volumes of product overseas

Sequences

• The AIDA framework can be used to distinguish which customers are at each stage, e.g. are they just interested or are they actually purchasing

Experience

• We offer the customer a quick and easy purchasing process, fulfilling all their ingredient needs.

Engagement

• We will assess engagement by looking at the amount of sales compared to total engagement (conversion rate)

Data

• Data is managed using analytics from social media

Objectives- We want to see an increase in LinkedIn engagement and less word of mouth.

Positioning- We want to be perceived as a business that puts all our efforts in to them no matter how many other clients we may have. And to achieve their main goals as soon as possible but with detail and hard work involved rather than rushed.

Processes- We have constant updates and checks to discuss when them when onboarded and stick to contract and hourly terms so they are happy.

Partnership- Collaborate with Little Minds charity.

Sequence- we do want the AIDA technique and especially once they are interested we want them to stay with us for the long term. Start with them understanding the contract and then create solutions to their goals.

Experience- We promise our clients experience to be smooth and positive with results noticeable each month.

Engagement- Our biggest and most recent project is what has been getting the most engagement and that has been because business events allow everyone to hear about us and what we offer and for us to also informally speak to potential clients and see if they are the type of client we could help. We also use all forms of media to promote ourselves including print such as posters and leaflets.

Data- We monitor data on Google Analytics for our own businesses but for the work we do for other, the monthly reports we run show us exactly that and if our work has made their pages rank higher etc proving to us what is working or not through the Url maps we make.

Objectives: Bring on new employers who want to hire an apprentice

Positioning: Make ourselves well known for being a high quality apprenticeship provider

Processes: We will follow a strict marketing plan involving regular posting on social channels and offline marketing (leaflet drop)

Partnership: We could look to partner with lead generation companies or partner with local councils whom can help spread the word

Experience: We found that using LinkedIn had a better return for interest from employers vs Instagram

Engagement: We want people to engage with our website and our enquiry form

Data: We will determine success based on how many employers we sign up.

• Primary: Local authorities, NHS organizations, and integrated care systems (ICS).

• Secondary: Central government agencies and other public sector entities.

• Focus Areas: Children’s services, adult social care, SEND, and health and social care integration.

Objectives

• Deliver measurable improvements in public services through better resource management.

• Support clients in achieving outcomes that benefit communities.

  
  

Positioning

• Core Value: Expertise in managing complexity and driving systemic change.

• Unique Selling Proposition: EDGEWORK methodology to deliver better outcomes without increasing costs.

  
  

Process

• Conduct detailed data analysis to understand challenges.

• Engage stakeholders at all levels, from frontline workers to senior leaders.

Partnership

• Collaborates with local councils, NHS organizations, and public sector leaders.

• Builds long-term relationships to ensure sustained impact.

Sequence

1. Initial analysis of challenges and data collection.

2. Stakeholder engagement and co-design of solutions.

3. Implementation of strategies using EDGEWORK.

4. Measurement of outcomes and continuous improvement.

Experience

• A long track record in areas like children’s services, SEND, and adult social care.

• Proven success in helping councils optimise resources and improve outcomes.

Engagement

• Utilizes workshops, consultations, and frontline involvement to ensure stakeholder alignment.

• Prioritizes communication and collaboration to build trust and ownership.

Data

• Leverages data analytics to identify inefficiencies and opportunities.

• Uses evidence-based insights to guide decision-making and measure impact.

• Ensures compliance with GDPR and data protection standards.

Objectives - Increase sales

Positioning - Reliable, good quality

Processes - Email campaigns, abandoned cart automations

Partnerships - Influencer marketing

Experience - Smooth transactions and excellent customer service

Engagement - using socials such as Instagram to help form our community and engage with our customers queries in dms

Data- built in tools in backend of website, mailchim, analytics on socials

Classic way of budgeting, its simple. For example if the sales generated 10k and the allocation was 10% then the budget would be 1k.

Factors influencing choice - this method is the simple way and easy to implement however doesn't factor into account market changes or unexpected circumstances.

Typical industry: can be used in plenty of industries but the main popular ones are retail and food due to its simplicity and ease of implementation.

Size: Larger companies may opt for this due to simplicity.

Objective and task:

This is the method where budget is allocated based on the objectives. The budget starts at zero and then a rational is created to justify any spend. So spending 30k on a campaign but would fully accounted for and rationale.

Factors influencing choice - its a lot more effort and time confusing to plan, however it can align with goals better. Sometimes marketing and sales may not align so this method may work better.

The kid of industry and size of company is aimed at companies with specific growth targets. It may be more suitable for a company that doesn't rely as heavy on sales (such as a funded service eg a charity)

Competitive Parity -

this is where a company matches its budget and plans to a competitor.

Factors influencing choice - this may not be ideal for some companies as the goals of the companies may differ and budgets may also differ a lot. the industry that tend to use this method are more likely established industries such as FMCG where the customer base is already there and they just need to beat the competition.

Zero based budgeting:

this is similar to objective and task where the budget starts at zero and if the marketing activities are justified then so is the spend. They do a lot more research and delve into it to determine if worth.

Incremental budgeting:

this is where the same budget as last time is allocated and then amended slightly for future actions.

Its a simple method, however it may not factor in the last campaign mistakes.

the industry to use this tend to be stable companies with little change in the environment, but may not be suitable for new growing companies

Definition: Allocates a set percentage of sales revenue toward the budget (e.g., for marketing or operations).

• Factors Influencing Choice:

  • Revenue stability.

  • Business growth stage.

• Typical Industries: Retail, consumer goods, and services with predictable sales cycles.

• Typical Size of Company: Small to medium-sized enterprises (SMEs) and established companies with steady sales.

2. Objective & Task

Definition: The budget is based on the cost of achieving specific objectives.

• Factors Influencing Choice:

  • Clearly defined goals.

  • Strategic focus on measurable outcomes.

• Typical Industries: Advertising, consulting, and project-based industries.

• Typical Size of Company: Large organizations or projects with clear deliverables.

3. Competitive Parity

Definition: Budgeting to match competitors’ spending levels, ensuring comparable market presence.

• Factors Influencing Choice:

  • Competitive industry landscape.

  • Availability of competitors’ data.

• Typical Industries: Technology, automotive, and consumer goods.

• Typical Size of Company: Mid-sized to large companies in competitive sectors.

4. Zero-Based Budgeting (ZBB)

Definition: Every budget cycle starts from zero, requiring justification for all expenses.

• Factors Influencing Choice:

  • Cost-cutting priorities.

  • Need for accountability and efficiency.

• Typical Industries: Government, non-profits, and companies in financial distress.

• Typical Size of Company: Medium to large organizations with complex expenditures.

5. Incremental Budgeting

Definition: Adjusts the previous year’s budget by a fixed percentage or amount.

• Factors Influencing Choice:

  • Predictability of expenses.

  • Limited time or resources for detailed planning.

• Typical Industries: Manufacturing, healthcare, and education.

• Typical Size of Company: Small to medium-sized enterprises and mature businesses.

• Definition: This method sets the budget as a percentage of the company’s sales revenue.

• Factors Influencing Choice: Companies use this when they want the budget to grow or shrink depending on their sales performance. It’s easy to calculate but can be risky if sales drop unexpectedly.

• Typical Industries: Retail and consumer goods companies often use this because their budgets fluctuate with sales.

• Typical Size of Company: Small to medium-sized businesses, especially ones with consistent sales patterns.

Objective & Task

• Definition: This approach focuses on setting goals (objectives) and figuring out the tasks needed to achieve them. Then, the budget is created based on how much those tasks will cost.

• Factors Influencing Choice: Companies use this when they want their spending to directly support specific goals, like launching a new product. It’s more strategic but takes time to plan.

• Typical Industries: Tech and healthcare industries use this because they often have specific projects or launches.

• Typical Size of Company: Larger companies or those with clear marketing goals and resources to spend on detailed planning.

Competitive Parity

• Definition: This method matches the marketing budget to what competitors are spending.

• Factors Influencing Choice: Companies pick this method to stay competitive, but it can be tricky since they might not have the full picture of competitors’ budgets.

• Typical Industries: Industries with lots of competition, like fashion or food and beverage.

• Typical Size of Company: Medium-sized businesses trying to keep up with industry leaders.

  
  

Zero-Based Budgeting

• Definition: With this method, the company starts with a “zero” budget and builds it from scratch based on needs and goals, rather than using past budgets as a reference.

• Factors Influencing Choice: It’s ideal for cutting unnecessary expenses but takes a lot of effort and planning.

• Typical Industries: Used in industries like manufacturing or government organisations where costs need to be tightly controlled.

• Typical Size of Company: Bigger organisations that want to optimize spending.

  
  

Incremental Budgeting

• Definition: This method uses the previous year’s budget as a base and adds or subtracts a small percentage to create the new budget.

• Factors Influencing Choice: It’s simple and works well if a company has stable expenses, but it’s not very flexible for major changes.

• Typical Industries: Industries like education or utilities, where costs are predictable.

• Typical Size of Company: Suitable for small to medium-sized companies with steady operations.

5. How would you improve the website?

• Easy

• Somewhat easy

• Neutral

• Somewhat difficult

• Difficult

2) Did you find the information you were looking for?

• Yes

• Kind of

• No

3) How would you rate the overall design and aesthetics of our website?

• Good

• Quite good

• Average

• Quite poor

• Poor

4) How satisfied were you with the speed of the website?

• Satisfied

• Quite satisfied

• Neutral

• Quite dissatisfied

• Dissatisfied

5) Can you suggest any improvements we should make to the Wendy's website to better satisfy our customers?

Did you find what you wanted ? Yes/No

How quickly did you find the product you was looking for ? ....

With a rating 1-5 (1 being super slow, 5 being super fast) how quick did our website load for you ?

Could you suggest any improvements for our website ?

1. How well did you understand the content on our website?

2. How has your opinion of our company changed after viewing the website?

3. Which features of our website, if any, would you would change and why?

4. On a scale from 1 to 10, how easily were you able to navigate our website?

5. Did you find all the information you were looking for on our website?

very satisfied, neutral, dissatisfied

2. what measurable outcomes or improvements have you seen as a result of working with us?

3. How would you rate the collaboration and communication throughout the project?

4. Would you consider working with IMPOWER again?

5. What could IMPOWER do differently to better meet your needs?

Others could be : Rate from 1-10

Was this content easy to understand?

Based on the £2,000 budget and priorities, Supplier 1 (Local) seems like the most cost-effective and relevant choice for promoting CAMHS professionals services at the event.