The essence of strategic marketing

The essence of strategic marketing This report designed to provide practical recommendations on segmenting markets, targeting specific customers, and positioning effectively SGNs service in China market. Having addressed the purpose of STP, it has ascertained that SGNs competitive advantages and potential competitors, the segmentation and targeting markets decisions for SGN thus proposed to utilize geodemographic variables as segmentation bases. The two segment profilers of SGN were formed after exercised key variables. Profiler 1 is a group of senior citizens of age 60 and above and profiler 2 is a group of middle age citizens from 40 to 60 years old working professionals. Upon evaluation of market attractiveness of these two distinct segments, it is advised that SGN targets both segments, adopting concentrated marketing strategy, via single marketing mix. Positioning strategy adopted by SGN is more for less value proposition and positioning statement as To senior citizens, SGN offers the utmost personalized elderly service at their home. Read this report for SGN practical marketing tool to easily deal with the challenges and exploit market opportunities that drive incremental revenue and increased profitability. The whole point of this proposal is to assist with better segmenting, targeting, positioning and decision making, be sure that focus on the most appropriate strategies that provide the most opportunity, least risk, and highest performance for SGN. TABLE OF CONTENTS Introduction à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 5 Background of the Company and the Service Chosen à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 6 Literature Review of the Segmentation, Targeting and Positioning Concept research this theoretical underpinnings of this concept and critique à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 7 Basis for Proposed Segmentation and Targeting for SGNs Service à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 16 Basis for Proposed Positioning for SGNs service à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 21 Annual Schedule for the Programme including Marketing Budget/ Expenditure à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.à ¢Ã¢â€š ¬Ã‚ ¦..à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. 24 Conclusion à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ 25 References à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. 26 1. Introduction This report aims to develop and propose the Segmentation, Targeting and Positioning strategies for the personalized elderly home-care service in China, offered by Sunrise Greycare Network Co. Ltd (SGN). Chapter 2 briefly describes the SGN credentials and up to 24-hour service that is provided for the senior citizens in China. Segmentation, targeting and positioning concepts from various books are critically assessed and discussed in Chapter 3. Chapter 4 contains valuable information of the basis of proposed segmentation and targeting for SGNs service and Chapter 5 discusses on the positioning map, competitive advantages and value proposition of SGNs service. Chapter 6 tabulates the annual schedule of the programme that includes marketing budget/expenses and the final conclusion will be made in Chapter 7. 2. Background of the Company and the Service Chosen Company Profile Sunrice Graycare Network Co.,Ltd (SGN) is specializing in offering home-based eldercare service up to 24-hour to families in China. SGN grows its first footprint in Beijing to offer a unique proposition to senior citizens. The whole team is dedicated to improving the quality lives of the elderly. SGN helps with every facet of daily living, from escorting on appointments and companionship, to housekeeping and personalized healthy screening to the seniors. Above all, elderly are always enjoying a safely and comfortably at each home with SGN care, instead of staying at nursing house. Mission Statement Vision: To make SGN the top of mind company for senior care Mission: Leverage our unique strengths to render reliable service and care that exceed clients expectation. Credo: Work with passion, commitment and professionalism 3. Literature Review of the Segmentation, Targeting and Positioning Concept research this theoretical underpinnings of this concept and critique 3.1 Introduction of Segmentation, Targeting and Positioning (STP) Market segmentation, targeting and positioning are the three steps, as shown in below Figure 3.1, that top management has to decide before the implementation of any marketing plan in a company. Figure 3.1 Steps in Market Segmentation, Targeting and Positioning Market segmentation Identify bases for segmenting the market Develop segment profiles Market targeting Develop measures of market attractiveness Select target segments Market positioning Develop positioning for target segments Develop a marketing mix for each segment Source: Armstrong, Kotler Da Silva (2006, p.213) These steps are defined by Armstrong, Kotler Da Silva (2006) as follows: Market segmentation: Dividing a market into distinct groups with distinct needs, characteristics, or behaviours who might require separate products or marketing mixes. Market Targeting: The process of evaluating each market segments attractiveness and selecting one or more segments to enter. Market positioning: Arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target customers. 3.2 Market segmentation: Market segmentation is the act of dividing a market into distinct groups of buyers with different needs, characteristics, or behaviors who might require separate products or marketing mixes (Armstrong, Kotler Da Silva 2006). Market segmentation is pre-requisite to access the right market and people at a maximum. It drives markets growth and increases sales to the business profitability from authors viewpoint. The effectiveness of segmentation should be measurable, accessible, substantial, differentiable and actionable (Smith 2003). Segmentation helps to see the target customers more effectively. The customers have different requirement and needs and influenced by different media. A segment is a unique group of customers who share some common characteristics that make them different from other groups of customers (Smith 2003). Some segments have different needs, require different versions of the same product, pay different prices, buy in different places, can be reached by different media (Smith 2003). Consumer markets can be segmented by many different variables which include geographic, demographics or social statistics, geodemographics, psychographics and behavioralistics. Smith (2003) explains these five categories as below: (1) Geographic: categorized by location which includes streets, towns, cities, regions, countries, continents, and climate, population density and so on. (2) Demographics (social statistics): segmented by age, gender, marital status, life cycle, social class, education, job type, social class, income level, because of consumers needs and wants change with above-mentioned elements. (3) Geodemographics: this mixes geographic and demographic data to create categories of house-type with locations. (4) Psychographics: segment market based on peoples lifestyle, personality, attitudes in accordance of their psychological feature. Lifestyle is often segmented by marketer among others factors. (5) Behavioralistics: bahavioral segmentation reflects the benefits consumer enjoyed and the consumption rate of products or services. Different consumer seeks benefits differently from own perspective. The consumers are divided by light, medium and heavy level as per individuals frequency of usage. The other type of segmentation, according to Smith (2003) is industrial, organizational or business-to- business markets. The organizational markets are segmented by personal characteristics of organizational customers and the benefits sought. The most common profilers for organizational markets are grouped as follows: Type of organization Size of organization (heavy or light user) Geographical location Corporate culture Operating characteristics Job title Purchasing approaches Apart from above profiles, it is felt that marketer also needs to find out who is the end user of organization so as to better understand the direct customers wants and needs. How the customers would use the product or service, the answer helps improve or innovate the product or service to satisfy customers needs. Identify the usage rate which affects sales volume and sales forecast. Lastly, who is the purchasing person and the relationship with purchasing organization is very pertinent to the markets segmentation, because the product or service can be segmented precisely to the buyers once corporate strategies and demands are well perceived. Researchers from McKinsey and others institutes have studied commodity markets, it showed that even customers in commodity market are classified by three segments. Customers concerned about cost more than quality who are Price-sensitive buyers. Whereas, people go for quality excellence and deliverables-focused fall into service segment. The commitment customers are close to total value, thereby winning a long-term relationship (Doyle 2002). While E-commerce is impacting the lives and lifestyle of people, many people prefer to research the related products and rely on the internet as guidance before purchase. In the Reverse Segmentation pinpointed by Kotler, Jain and Maesinecee (2002), customers inform companies of their likes, dislikes and other key messages by answering online questionnaire. The information can be used by the company to construct customer segments. The company can then develop appropriate offerings for the different segments. Marketers can respond to reverse marketing by paying attention to the customers four Cs: enhanced customer value, lower costs, improved convenience, and better communication (Kotler, Jain Maesincee 2002). They need to explore the customers cognitive space, assess the companys competency space, and capture the collaborators resource space (Kotler, Jain Maesincee 2002). Although segment variables vary with different products or services, the author feels that demographics is the most easiest and fastest way to segment the markets which can be measurable and differentiable in marketplace. The strengths are these information of demographics are quite steadfast compare with others categories, people can change their location, lifestyle but most of people cannot change age and gender. The data can be attained from local authorities and other professional organizations without or less costs. 3.3. Market Targeting Target marketing evaluates each market segments attractiveness and selects one or more segments to serve (Armstrong, Kotler Da Silva 2006). To target the best market segments, the company should analyze each segments size and growth (product life cycle), profitability and competition, structural attractiveness and compatibilities with company objectives and resources (Armstrong, Kotler Da Silva 2006). Chaston (1999) also mentions that the identified segment must be of an adequate size, the higher costs of servicing customers needs can be recovered through charging higher prices, the segment is accessible to the supplier and the selected marketing position is resistant to the subsequent entry of competitors. According to Armstrong, Kotler Da Silva (2006) and Doyle (2002), selecting the best target segments involve below strategies which depend on company resources and product itself: Undifferentiated marketing: offers a product for mass market, requires mass production, mass distribution and mass promotion for the same product to all consumers without differences among segments. Differentiated marketing: develops different market offers for two or more segments. Concentrated marketing: niche market focuses on only one or a few market segments. It is especially favored by companies with limited resources. Micromarketing: it includes local marketing and individual marketing. Products or services are tailor-made in pursuit of unique needs from specific individuals and locations. Above are concepts of common target marketing strategies and marketers often adapt to one of them to market their products/services. The author favours concentrated marketing because it provides a strong foundation to build up reputation and gain a great market share effectively. This marketing strategy also helps small company to reduce costs and maintain high prices. However, there is a risk involved as once the segment grows rapidly, it will likely attract larger competitors. Market Positioning Positioning is all about how a product or service is positioned or perceived in the minds of a target group of customers. It answers the question: Why will someone in the target market(s) buy my product or service instead of the competitors? (Lodish, Morgan Kallianpu 2001). American academics Aaker and Shansby categorized all the variables into six groups as follows (Smith 2003): Attribute, eg gentleness, ruggedness, tasteful Price and quality, eg premium-quality image or value-based Use or application, eg associations with a particular situation or occasion for use User, eg linking the product or service to types of users, lifestyles, profiles Product class, eg positioning in diet foods or in normal foods Competitors, eg positioning against a competitor and competitive advertising Perceptual maps help to devise positionings and repositionings. Product positioning maps are drawn with their axes dividing the plot into four quadrants. This is because most of the parameters upon which they are based typically range from high to low and the two attributes usually considered are quality and price. However, it is felt that real-life product positioning maps will be more complex as there involves a number of dimensions, apart from the two attributes being considered. A products position is a complex set of perceptions, impressions and feeling that consumers have for the product compared with competing products. A product or service must differentiate its offer by building a unique bundle of benefits that appeals to a substantial group within the segment. Beyond the product differentiation, companies also can be differentiated by hiring better people which overtake other competitors. Generally, there are five winning value propositions to brand the products positionings: more for more, more for the same, the same for less, less for much less, or more for less (Armstrong, Kotler Da Silva 2006). Doyle (2002) adds that companies must gauge the 4 criteria so as to structure the differential advantages properly among customers. Successful marketer will always design the products or services that are unique, sustainable, profitable and offering benefits to customers. Overall, the author feels positioning is an outcome of differentiation strategy, the outcome of positioning ultimately is to create and anchor a market value proposition into the minds of targeted customers within segmented territory. It is proved that products unique proposition is associated with strong marketing communications and planning, in which deliver the deliberate position and convey the key message to target customers along a continuum. The distinctive benefit, chosen position and brand awareness take a long time to plot and map out through consistent market effort. Although customers hardly change the original product perception in mind, but marketers often choose to repositioning the product when the target markets changes. 4. Basis for Proposed Segmentation and Targeting for the Service Chosen Armstrong, Kotler Da Silva (2006) have a checklist of segmentation bases which serves a knife to slice or carve up the segments correctly. Marketer must draw a close attention to the nature of the product and market, to select the most relevant variables for the best segmentation bases. Demographic variables: age, disposable income, gender, occupation etc Geographic variables: urban, suburban, rural etc Behavioral variables: benefit, occasion, usage, loyalty status etc Sunrise Graycare Network (SGN) divides customers into different groups based on age, income level, location and population density. China has the largest elder population in the world, which accounts for one fifth of the worlds total older population. The older population over 60 is 143 million by 2004, accounting for 10.97% of the total population. There are 11 provinces and municipal cities which are above the national average in population ageing. Beijing is among top of them is about 13.66% (Xiao 2007). According to the latest statistics released by 2010, the elderly population of Beijing has reached 2.54 million (CPDRC 2010). Beijings graying population is expected to grow to 6.5 million by 2050, when one in three people will be older than 60, the aging committee estimates (Cao Quan 2009). The shortfall of elder care service can be seen in Beijing. An example for whose nursing homes can only accommodate 9,924 people just 0.6% of the senior population.  With longer life expectancy, growing affluence and the effects of Chinas stringent One Child Law policy leaving the elderly with a child unable to care for them (Retirement Homes 2005). Aging residents in China usually are traditionally taken care of by their children. However, nowadays young peoples lifestyles have been changed, job competition caused growing work pressures, constantly overtime and anxiety. Many young couples turn to professional service to look after their parents and grandparents (Zhang 2010). A great shortfall in eldercare in China is a serious problem caught attention by government. Seeing the size of the graying population, SGNs segment groups specifically are working adults and 60 years old and above old people in Beijing. Working professionals at middle-age who need to take after both parents and parents in law, they will also need to raise and educate their children simultaneously. These people born in the 40s to 60s are sandwich generation, they are often very tired in keeping balance between life and work. A salary survey conducted by America Huiyue Company showed that Beijing Managers earn the juiciest salary, earning the highest salary among other cities in China (AsiaInfo Services 2002). It is believed that these people have sound financial condition and need professional care to lighten their burden. The feature of SGNs locations is a great access to very famous hospitals where potential clients frequently visit with their parents. SGN offices located in golden districts and only take about 5-10 minutes walking distance to the hospitals and residential areas. Hence, the segmentation bases zoom SGN target groups in two finer segments as below: Segmentation Age Income Level Location Population density Segment Profiler 1 60 and above RMB24,000 p.a. and above Downtown in Beijing, adjacent to local communities High Segment Profiler 2 40 to 60 RMB36,000 p.a. and above Downtown in Beijing, adjacent to local communities High As Doyle (2002) specifies that there are five factors govern the attractiveness of the segment, namely: Segment size Segment growth Profitability of the segment Current and potential competition Capabilities of the business After evaluating the two different market segments, SGNs targeting markets are chosen for both segment 1 and 2 based on the five factors. Due to SGN is a start- up company with limited resources, therefore, concentrated marketing strategy (or niche marketing) is deployed for the two targeting markets. The detailed analysis on attractiveness of the chosen targeting markets is as follows: 1. Segment size By 2050, the elderly Chinese will outnumber the entire U.S. population (USA United Nations Department of Public Information 1999), the elderly population in Beijing is about 2.54 million in 2010 (CPDRC 2010). Such a large size of targeting group determined SGNs market prospective. 2. Segment growth Beijings graying population is expected to grow to 6.5 million by 2050, when one in three people will be older than 60, the aging committee estimates (Cao Quan 2009). The data indicated clearly that the potential growth is positive, in other words, the peak of elderly service will not be ebbed but upsurge instead. 3. Profitability of the segment SGN used concentrated marketing strategy to market efficiently, which reduced marketing costs but focused to best serve consumers in the same way and to achieve profitability. The nature of business is considered a low investment yield high returns. No inventory worries. The other side, the eldercare business in China, according to Service Industry Tax Rebate Policy under Chapter 12.1 Elderly Service, it stipulated that agency for elderly service, disabled service, matchmaker agency, funeral service will not be taxed for the beginning of 3 years of business (BJ local Taxation Bureau 2010). It seems that the local government is actively promoting eldercares business by waiving off business tax and it is believed that there will be more benefits coming. It showed that SGN targeting markets can be most profitable. 4. Current and potential competition There is still a big gap to be filled and catered for the swelling graying population in China. Currently theres no direct competitor in Beijing, the competition will not be fierce. Although a numerous nursing homes and household agencies in local market are seen as indirect competitors, but SGN is the first company only practicing home-based eldercare service for aged 60 and above seniors, it makes SGN the top of mind company before any other rivals presence. 5. Capabilities of the business SGN established a team which is filled with versatile leaders who will inspire people to render the professional senior care to the targeting groups. The manpower capability is one of the companys key competitive advantages for business sustainable. SGN is hiring a pool of qualified and capable people to take challenging tasks every day, provided with on-job training regularly for continually business productivity. With sufficient staff on board, it is enabled to maximize business sales volume on daily basis. SGN office sites are located in four primary districts in Beijing. It serves as an extensive network to attract senior residents in each district. 5. Basis for Proposed Positioning Chosen Below Figure 5.1 shows the positioning map of indirect competitors and proposed SGNs position for current market situation: Figure 5.1 Positioning Map Quality Price Low High High Low Cluster A Cluster B Cluster C = Indirect competitors = SGN Source: Adapted from Armstrong, Kotler and Da Silva (2006, p.236) According to recent research and survey conducted by SGN, it is found that the two important attributes that customers want are Quality Service and Price. These survey results are plotted in a positioning map as per Figure 5.1, which illustrates the existence of three clusters in the current China market. Clusters A, B and C are indirect competitors for elderly care service, they are either nursing homes, household agencies or hourly maid service. The brands bundled together within Cluster A considered prestige segment due to high price and good service (quality), Cluster B represents the brands that are categorized in middle segment, their price and service ranked in average range. Those brands in Cluster C are pricing low and qualities are also in low level, competitors in Cluster C fall into economic segment. It is proposed that SGN positions itself as more for less for its value proposition, as shown in Figure 5.1. This value proposition is most welcome by customers and will enable us to greatly differentiate from these indirect competitors. SGN has the following competitive advantages: I. Focus SGN is only focusing in aged care solution, committed to deliver the highest standard quality of work to elderly for better quality of life. II. Home sweet home Despite of the modern nursing homes are equipped with most advanced facilities, it is always clean or sterilized all the while. The caregivers are professional and sympathetic, but people just feel aging there is depressing in China. Home is the best place to stay is what SGN endorse and practice. The environment is a key to ensure that clients enjoy themselves to a greater extent. III. Comprehensive service SGNs unique in-home care is covering all concerns from elderly people, from physical level to spiritual level needs, which other competitors are not able to fulfill some specific requirements. IV. Staff SGNs dedicated team is well-trained knowledgeable personnel with pleasant personality. General Practice Team is to handle the daily routine work for older people, medical and health care is handled by interdisciplinary team led by Geriatric Care Manager. V. Service charge SGNs service charge is subjected to the frequency and duration. SGN service charge is more flexible than other competitors, price options will enlarge client base and engage them from short-term to long term clients through their experience. The benefit chosen for SGNs positioning statement is: SGN is the only service specialist for home-based elderly service. Hence, the overall positioning statement for SGN is: To senior citizens, SGN offers the utmost personalized elderly service at their home. 6. Annual Schedule for the Programme including Marketing Budget/Expenditure Annual Schedule -Year of 2011 a) Budget and Deployment Plan Country Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Marketing Budget Total Budget Beijing, China -Ads (ATL BTL) -Open House (package promotion) E-marketing Printed collaterals Referral scheme Chinese New Year Feb 03-05 -Ads (ATL BTL) E-marketing Roadshow (community alliance) -Referral scheme Ads (ATL BTL) Open House (package promotion) E-marketing Referral scheme Labor Day May 01- 03 Ads (ATL BTL) E-marketing Roadshow (community alliance) Referral scheme -Ads (ATL BTL) -Open House (package promotion) E-marketing Printed collaterals Referral scheme Dragon Boat Festival June 06 Ads (ATL BTL) E-marketing Roadshow (community alliance) Referral scheme -Ads (ATL BTL) -Open House (package promotion) E-marketing Printed collaterals Referral scheme Ads (ATL BTL) E-marketing Roadshow (community alliance) Referral scheme Mid-Autumn Festival Sep 12 National Day Holiday (Oct 01-06) -Ads (ATL BTL) -Open House (package promotion) E-marketing Printed collaterals Referral scheme Ads (ATL BTL) E-marketing Roadshow (community alliance) Referral scheme -Ads (ATL BTL) -Open House (package promotion) E-marketing Printed collaterals Referral scheme Ads (ATL BTL) E-marketing Roadshow (community alliance) Referral scheme Cost Estimate RMB5.000.00 RMB3,000.00 RMB5,000.00 RMB3,000.00 RMB5,000.00 RMB3,000.00 RMB5,000.00 RMB3,000.00 RMB5,000.00 RMB3,000.00 RMB5,000.00 RMB3,000.00 RMB48,000.00 RMB50,000.00  © SGN 2011 Total RMB48,000.00 7. Conclusion Upon segmentation, two distinct segments were identified and evaluated of their market attractiveness. It is recommended that SGN targets both segments, adopting concentrated marketing strategy, via single marketing mix. These two segments are: Profiler 1 is a group of senior citizens of age 60 and above and profiler 2 is a group of middle age citizens from 40 to 60 years old working professionals. The positioning strategy proposed for SGN is more for less value proposition and positioning statement as To senior citizens, SGN offers the utmost personalized elderly service at their home.

Noh Extended Essay

Every culture in the world has its own theater. In Japan one of the most ancient forms of theater is Noh. The Noh theater found its form in the fourteenth century and continues in much the same form, with many of the same plays, in present day Japan. A Noh play portrays one all-encompassing emotion dominating the main character, the  shite. Whether jealousy, rage, or sorrow, all music, gesture, dance, and recitation are used to build the emotion to its final climax at the close of the play. Often the plays depict the return of a historical personage, in spirit – or â€Å"ghostly† – form, to the site of a significant event in his or her life.A warrior might return to the battle field, or young woman to the scene of a love affair. According to Buddhism of the fourteenth century, a person could not find spiritual release even after death if he still possessed a strong emotion or desire. To exorcise this emotion, the warrior might appear in his armor and recreate t he battle in a dance. The dance would reveal his humiliation at suffering defeat. Noh plays are extremely intense. In order to express something so abstract as an emotion, words are often inadequate. As the play progresses, then, dance and poetry are used to express the tortured heart.Other elements which contribute to an intensification of the mood are the bare simplicity of the stage which allows no distraction from the main character, and the gorgeous costumes of the main character himself. The stylized movements also help to focus the energy on the emotion rather than on the individual personalities. In Noh as in classical ballet, every movement is choreographed and often symbolic. There is no individual interpretation. Masks are used in many different cultures. In Japan, Noh masks are used for theatre and dance performances.Each mask represents a certain person, hero, devil, ghost, or legendary animal, depending on what the character is in the performance. As Noh is an art form that utilizes masks, there is a great variety of them. There were originally about 60 basic types of noh masks, but today there are well over 200 different kinds in use. Noh performers feel that the noh mask has a certain power inherent in it which makes it much more spiritual than a prop used to change ones appearance. Taking into account the status of a certain noh, the noh performer will carefully choose a noh mask, known also as a noh-men or omote.In most cases, the exact mask is not predetermined, but depending on which noh is being done, the shite has a variety to choose from. In the end, it is up to the shite to make the final determination as to which mask is chosen. Exactly when the noh mask came into being is not entirely clear however it is believed that masks, and their names still used today, were developed from the mid to latter part of the Muromachi period (1392-1573). Previous to that time, the mask conventions were not entirely set and masks themselves had stronger religious connotations.It was during the Muromachi period that the religious significance of the masks began to wane and they took on more human characteristics. It is thought that as performers started to think more about the use of yugen (mysterious beauty) and profundity, they felt they needed to hide the unattractive aspects of their own faces and concentrate on making the beauty of noh stronger. Between the end of the Muromachi period and the modern age the art of making noh masks was established as a hereditary art with a long lineage.Two examples are the Deme family from Echizen (present day Fukui prefecture) and the Iseki family from Ohmi (present day Shiga prefecture). Following the establishment of noh mask making families, the stylization of noh masks significantly advanced. Even today there are many independent mask makers. While some nohgaku performers still make their own masks, the performance world and the mask-making world are essentially independent of each other. As it is often difficult to tell the actual feelings expressed in a noh mask, it is said to be made with a â€Å"neutral† expression.The mask carver tries to instill a variety of emotions in the mask. It is up to the performer to imbue the mask with emotion. One of the techniques used in this task is to slightly tilt the mask up or down. With terasu (tilting upwards) the mask appears to be slightly smiling or laughing and the expression lightens somewhat. While kumorasu (tilting downwards), produces a slight frown and can express sadness or crying. Basically, by using minute movements, the performer is able to express very fully. Noh masks, like costumes and props, are extremely valuable heirlooms and handed down from generation to generation.After having the costume put on, the shite then goes to the kagami no ma (mirror room) where in front of a mirror, the shite faces the mask. In putting the mask on, the word kaburu (putting on clothing) is not used. Instead the word kak eru (to hang) or tsukeru (to attach) is used. In this way, it is implying that the performer is â€Å"becoming† the mask, and its emotions, in order to better express the characters feelings. In reality, a noh mask does not entirely cover a noh performer’s face when it is being worn. In fact, it is thought best if some part of the chin and/or jowls show.Also, as the eye holes of the mask are very small, the field of vision of the performer is very limited when wearing the mask. Consequently the simple design of the stage and the use of hashira (pillars) assists in helping the performer know their location during a performance. Not all the main performers on stage wear masks in noh. Usually the shite and the tsure wear masks and occasionally there are instances where the ai will as well. The waki as a rule, playing a character who is living in the present, does not wear a mask. This is called hitamen or a â€Å"direct mask. However, even without wearing a mask, the per former is meant to â€Å"make their face a mask. † The performer must inject power and emotion into their performance while not using their face to express. In some genzai noh the shite or tsure do not wear masks. Noh performances reflect upon the daily life and times of the Japanese. An extremely stylized art form which dates back to the feudal period, the masks used convey the mood and character of the part played by the performer. Thus, each mask is a manifestation of elegant simplicity and rustic tranquility.

USS Saratoga (CV-3) in World War II

USS Saratoga (CV-3) was an American aircraft carrier that saw extensive service during World War II (1939-1945). Originally conceived as a battlecruiser, Saratoga was selected for conversion to an aircraft carrier following the signing of the Washington Naval Treaty. Entering service in 1927, it was the US Navys first large carrier. With the beginning of World War II, Saratoga took part in many of the campaigns in the Pacific and sustained major damage on several occasions. With the end of the conflict, it was selected for disposal and was sunk during the Operation Crossroads atomic testing at Bikini Atoll. Background Originally conceived as part of a large building program in 1916, USS Saratoga was intended to be a Lexington-class battlecruiser mounting eight 16 guns and sixteen 6 guns. Authorized along with the South Dakota-class battleships as part of the Naval Act of 1916, the US Navy called for the six ships of the Lexington-class to be capable of 33.25 knots, a speed which had previously only been attainable by destroyers and other smaller craft. With the American entry into World War I in April 1917, construction of the new battlecruisers was repeatedly postponed as shipyards were called upon to produce destroyers and submarine chasers to combat the German U-boat threat and escort convoys. During this time, the final design of the Lexington-class continued to evolve and engineers worked to design a power plant capable of achieving the desired speed.  Ã‚   Design With the end of the war and a final design approved, construction moved forward on the new battlecruisers.  Work on Saratoga commenced on September 25, 1920 when the new ship was laid down at New York Shipbuilding Corporation in Camden, NJ. The ships name derived from the American victory at the Battle of Saratoga during the American Revolution which played a key role in securing the alliance with France. Construction was halted in early 1922 following the signing of the Washington Naval Treaty which limited naval armaments. Though the ship could not be completed as a battlecruiser, the treaty did allow for two capital ships, then under construction, to be converted into aircraft carriers. As a result, the US Navy elected to complete Saratoga and USS Lexington (CV-2) in this fashion. Work on Saratoga soon resumed and the hull was launched on April 7, 1925 with Olive D. Wilbur, wife of Secretary of the Navy Curtis D. Wilbur, serving as sponsor. USS Saratoga (CV-3) shortly after its lauch in 1925. US Naval History and Heritage Command Construction As converted battlecruisers, the two ships possessed superior anti-torpedo protection than future purpose-built carriers, but were slower and had narrower flight decks. Capable of carrying over ninety aircraft, they also possessed eight 8 guns mounted in four twin turrets for anti-ship defense. This was the largest size gun permitted by the treaty. The flight deck featured two hydraulically powered elevators as well as a 155 F Mk II catapult. Intended for launching seaplanes, the catapult was seldom used during active operations. Re-designated CV-3, Saratoga was commissioned on November 16, 1927, with Captain Harry E. Yarnell in command, and became the US Navys second carrier after USS Langley (CV-1). Its sister, Lexington, joined the fleet a month later. Departing Philadelphia on January 8, 1928, future admiral Marc Mitscher landed the first aircraft on board three days later. USS Saratoga (CV-3) OverviewNation: United StatesType: Aircraft CarrierShipyard: New York Shipbuilding Corporation, Camden, NJLaid Down: September 25, 1920Launched: April 7, 1925Commissioned: November 16, 1927Fate: Sunk as part of Operation Crossroads, July 25, 1946SpecificationsDisplacement: 38,746 tonsLength: 880 ft.Beam: 106 ft.Draft: 24 ft., 3Propulsion: 16 Ãâ€" boilers, geared turbines and electric drive, 4 Ãâ€" screwsSpeed: 34.99 knotsRange: 10,000 nautical miles at 10 knotsComplement: 2,122 menArmament (as built)4 Ãâ€" twin 8-in. guns, 12 Ãâ€" single 5-in. gunsAircraft (as built)91 aircraft Interwar Years Ordered to the Pacific, Saratoga transported of force of Marines to Nicaragua before transiting the Panama Canal and arriving at San Pedro, CA on February 21. For the remainder of the year, the carrier remained in the area testing systems and machinery. In January 1929, Saratoga took part in Fleet Problem IX during which it mounted a simulated attack on the Panama Canal. USS Saratoga (CV-3) underway in January 1928. US Naval History and Heritage Command Largely serving in the Pacific, Saratoga spent much of the 1930s taking part in exercises and developing strategies and tactics for naval aviation. These saw Saratoga and Lexington repeatedly show the increasing importance of aviation in naval warfare. One exercise in 1938 saw the carriers air group mount a successful attack on Pearl Harbor from the north. The Japanese would use a similar approach during their attack on the base three years later at the start of World War II. World War II Begins Entering Bremerton Navy Yard on October 14, 1940, Saratoga had its anti-aircraft defenses enhanced as well as received the new RCA CXAM-1 radar. Returning to San Diego from a brief refit when the Japanese attacked Pearl Harbor, the carrier was ordered to carry US Marine Corps fighters to Wake Island. With the Battle of Wake Island raging, Saratoga arrived at Pearl Harbor on December 15, but was unable to reach Wake Island before the garrison was overrun. Returning to Hawaii, it remained in the area until being hit by a torpedo fired by I-6 on January 11, 1942. Sustaining boiler damage, Saratoga returned to Pearl Harbor where temporary repairs were made and its 8 guns removed. Leaving Hawaii, Saratoga sailed for Bremerton where further repairs took place and modern batteries of 5 anti-aircraft guns installed. Emerging from the yard on May 22, Saratoga steamed south to San Diego to begin training its air group. Shortly after arriving, it was ordered to Pearl Harbor to take part in the Battle of Midway. Unable to sail until June 1, it did not arrive in the battle area until June 9. Once there, it embarked Rear Admiral Frank J. Fletcher, whose flagship, USS Yorktown (CV-5) had been lost in the fighting. After briefly operating with USS Hornet (CV-8) and USS Enterprise (CV-6) the carrier returned to Hawaii and began ferrying aircraft to the garrison on Midway. On July 7, Saratoga received orders to move to the Southwest Pacific to aid in Allied operations in the Solomon Islands. Arriving late in the month, it began conducting airs strikes in preparation for the invasion of Guadalcanal. On August 7, Saratogas aircraft provided air cover as the 1st Marine Division opened the Battle of Guadalcanal. In the Solomons Though the campaign had just begun, Saratoga and the other carriers were withdrawn on August 8 to refuel and replenish aircraft losses. On August 24, Saratoga and Enterprise returned to the fray and engaged the Japanese at the Battle of the Eastern Solomons. In the fighting, Allied aircraft sank the light carrier Ryujo and damaged the seaplane tender Chitose, while Enterprise was hit by three bombs. Protected by cloud cover, Saratoga escaped the battle unscathed. This luck did not hold and a week after the battle the carrier was struck by a torpedo fired by I-26 which caused a variety of electrical issues. After making temporary repairs at Tonga, Saratoga sailed to Pearl Harbor to be dry docked. It did not return to the Southwest Pacific until arriving at Noumà ©a in early December. Through 1943, Saratoga operated around the Solomons supporting Allied operations against Bougainville and Buka. During this time, it operated for periods with HMS Victorious and the light carrier USS Princeton (CVL-23). On November 5, Saratogas aircraft conducted strikes against the Japanese base at Rabaul, New Britain. Inflicting heavy damage, they returned six days later to attack again. Sailing with Princeton, Saratoga took part in the Gilbert Islands offensive in November. Striking Nauru, they escorted troop ships to Tarawa and provided air cover over the island. In need of an overhaul, Saratoga was withdrawn on November 30 and directed to proceed to San Francisco. Arriving in early December, the carrier spent a month in the yard which saw additional anti-aircraft guns added. To the Indian Ocean Arriving at Pearl Harbor on January 7, 1944, Saratoga joined with Princeton and USS Langley (CVL-27) for attacks in the Marshall Islands. After attacking Wotje and Taroa at the end of the month, the carriers began raids against Eniwetok in February. Remaining in the area, they supported the Marines during the Battle of Eniwetok later the month. On March 4, Saratoga departed the Pacific with orders to join the British Eastern Fleet in the Indian Ocean. Sailing around Australia, the carrier reached Ceylon on March 31. Joining with the carrier HMS Illustrious and four battleships, Saratoga took part in successful raids against Sebang and Surabaya in April and May. Ordered back to Bremerton for an overhaul, Saratoga entered port on June 10. USS Saratoga (CV-3) in Puget Sound after a refit, September 1944. US Naval History and Heritage Command With work complete, Saratoga returned to Pearl Harbor in September and began operations with USS Ranger (CV-4) to train night fighting squadrons for the US Navy. The carrier remained in the area conducting training exercises until January 1945 when it was ordered to join USS Enterprise in support of the invasion of Iwo Jima. After training exercises in the Marianas, the two carriers joined in mounting diversionary attacks against the Japanese home islands. Refueling on February 18, Saratoga was detached with three destroyers the next day and directed to launch night patrols over Iwo Jima and nuisance attacks against Chi-chi Jima. Around 5:00 PM on February 21, a Japanese air attack struck the carrier. Hit by six bombs, Saratogas forward flight deck was badly damaged. By 8:15 PM the fires were under control and the carrier was sent to Bremerton for repairs. Final Missions These took until May 22 to complete and it was not until June that Saratoga arrived at Pearl Harbor to commence training its air group. It remained in Hawaiian waters until the wars end in September. One of only three prewar carriers (along with Enterprise and Ranger) to survive the conflict, Saratoga was ordered to take part in Operation Magic Carpet. This saw the carrier carry 29,204 American serviceman home from the Pacific. Already obsolete due to the arrival of numerous Essex-class carriers during the war, Saratoga was deemed surplus to requirements after the peace. As a result, Saratoga was assigned to Operation Crossroads in 1946. This operation called for the testing of atomic bombs at Bikini Atoll in the Marshall Islands. On July 1, the carrier survived Test Able which saw a bomb air burst over the assembled ships. Having sustained only minor damage, the carrier was sunk following the underwater detonation of Test Baker on July 25. In recent years, the wreck of Saratoga has become a popular scuba diving destination.

Residential Schools Vs. Public Schools - 1121 Words

INTRODUCTION The First Nations children were greatly affected by the residential schools, as it left them physically and emotionally damaged from the trauma of being isolated from their families and cultural values; being abused (physically, verbally and sexually) while also being discriminated against, which had lasting effects. Although there were many other tribes who were also neglected, such as the metis and the units, my focus will be on the First Nations boys and girls who were affected by the residential schools and how it continues to affect them in today s society. Throughout this essay, I will be proving examples and research to show what the residential schools were followed by what type of effects it had on the boys and girls who were forced to attend the schools. RESIDENTIAL SCHOOLS The Indian Residential Schools were boarding schools that forced students to leave their families and homes in order to go and continue their education elsewhere. They were formulated with the partnership of the United Churches along with the Government. (Laing,2013:53). The Government and the Churches put these schools in place in order to separate the children from their family and cultural customs and values. The goal was to isolate the children from what they are used to in order to â€Å"kill the Indian in the child† and have them pick up the new Euro- Canadian culture and values along with the English Language. In addition to being taken away from their families, theShow MoreRelatedResidential Schools Vs. Public Schools1253 Words   |  6 PagesResidential School’s were introduced back in the 1870’s, they were made to change the way native children spoke their languages and how they viewed their cultures. The residential school system in Canada was operat ed by the government, where the native children were aggressively forced away from their loved ones to participate in these schools (1000 Conversations). 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