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Marketing Plan 2011

KPMG Paris creating a loyaltyprogram

Schnefel PaulaThouvenel SimonGuillemaille SimonMaziere Patrick 1

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SUMMARY

õ PART 1: STRATEGIC PLANNINGõ Analysis of the current situation

õ Achievable marketing objectives

õ PART 2: ACTION PLANõ Yearly action plan and marketing budget

õControl procedures and criteria of success

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1) ANALYSIS OF THE CURRENT SITUATIONõ 1-1 Macro environmental analysis.The environmental analysis shows that KPMG is

mainly influenced by the economical environment (appendix 1)

õ 1-2 Market Analysis.The level of competitiveness is high on this

market: 8,3 out of 10 (appendix 2)

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õ 1-3 Direct, Indirect and future competitive analysis.In France, KPMG is at this moment the leader in his

activity. (appendix 3)

õ 1-4 Market segmentation.KPMG has segmented its activity by sector of

activities of his clients.

õ 1-5 Existing Marketing-mixt.Basically,KPMG is oriented to the B to B promotion.

Thus, the quality of the service is the most important aspect of their work. (appendix 5-1 and 5-2)

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õ 1-6 Strength/ Threats/ Opportunities andWeaknesses.

This analysis confirms that the environment is very competitive and KPMG has to face a main problem: loyalty of the clients. (appendix 6)

õ 1-7 Positioning.The best perceived perceptual map is

when combining delivery of the work on time (USP1) and the price of the work (USP3). (appendix 7-1,7-2 and 7-3)

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õ 1-8 Sources of information.

õ One questionnaire done with a management representative, KPMG île de France branch. (appendix 8)

õ Internet research mostly on www.kpmg.com

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2) Achievable Marketing Objectivesõ 2-1 Marketing strategy.Next year, we are going to develop a loyalty

program « Product development strategy ».

õ 2-2 Desired market segmentation.We are opting for a relational segmentation to

develop the loyalty program.(appendix 9).

õ 2-3 Desired marketing-mix.As our objective is clients loyalty, we have to

create several events. (appendix 10)

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õ 2-4 Marketing objectives.The principal objectives are to increase turnover

and improve brand image. (appendix 11)

õ 2-5 Position.Next year we will have to improve the respect

of deadlines to be perceived as more punctual. (appendix 7-1)

õ 2-6 Yearly sales forecast.For our subject we cannot forecast impact on

the top of the line. However, we expect that at least 50% of the clients will renew their contracts.

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3) Yearly action plan & marketing budget.

õ 3-1Main cooperative bodies. The most important goal of KPMG is to retain their

clients over a long period of time. To accomplish this alliances are required. (appendix12).

õ 3-2 Retaining marketing activities.KPMG does already 3 things to loyalty the clients:Each client has his own advisor, KPMG sends

regularly emails, and arrange several B to B yearly events.

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õ 3-3 Developing new service.õ Our goal is to increase the loyalty of the client.

Audit companies are limited because of laws and ethical code which they must respect. (appendix 13)

õ We have several points to change or to create :

õ increase the number of the B to B events: We do not need to organize many events, but a few more interesting ones.

õ Keep the young employees: The goal is to create a “family relationship” between KPMG representatives and the client. Indeed, if the clients always have the same auditor they will better know each other’s expectations.

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õ With the second point we have the third: increase our knowledge of each client: try to know what are their preferences in order to offer them some presents, (tickets for the Opera of Paris, etc.)

õ Increase the quality of work õ Make reports more presentable, clear and easy

to understand for the clientõ Accomplish deadlines on timeõ Help the client when help is neededõ Work with a smile J

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õ 3-4 Marketing Promotion.In France there is a law prohibiting promotion for audit

companies such as KPMG.

The only way left to KPMG is to create B to B events. The objective is to show the interest of the group in its existing and potential clients. Here are a few examples:- Present a survey on successful companies duringthe crisis.

- Present country profiles to help companies.- Establish a yearly event where all clients would beinvited.

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õ 3-5 Enhancing service marketing principles.

There are 3 locations of interactions with the clients: the office of the client, the office of KPMG and the location where the events take place. The employees have to be polite and establish a relationship with the clients. The work has to be well done, on time, and has to be comprehensible.

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õ 3-6 GANTT scheme.

õ 3-7 Marketing budget.

Resources ExpensesCapitalCooperations(1+1>2)

90%10%

Events/PRGiftsTrainingsNon allocated funds

60%20%10%10%

Total 100% Total 100%

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What to do? When? Who? How much?1. Respect “100% on-time” standard

Always auditors No cost

2. Enhance client relationship, in accordance with tax policies

Plan to give free tickets, offer special thing according to the preferences of each client

Employee of KPMG who are the personal advisors with the client

No cost

3. Conduct clients’events

3 times per year KPMG-Events It depends on the size of the events

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4) Control Procedures &Criteria of success.õ 4-1Control bodies.Creation of an event department in charge of:

õ Surveys to control client satisfactionõ Survey presented during B to B eventsõ Realization of the events

õ 4-2 Control Tools. (appendix 15)õ Questionnairesõ Budgetõ GANTT

õ 4-3 Control Milestones.We have to establish a yearly report per client.(appendix 16)

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APPENDIX

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APPENDIX 1POLITIC ECONOMIC

- Deontology Code- Impossibility to make advertisement(merchandising)

- Professional Secret- Rules of IFRS, Financial Security law,

Sarbanes Oxley, 8eme Europeandirective.

- Obligation from the client to keep thecompany during 6 years

Strong competition: many companiesthat offers the same service. MostImportant are: Deloitte, E&Y , PwC andMazars

SOCIO-CULTURAL TECHNOLOGIES- 217 offices in France- 7400 employees

Investment in environment (conferences,sponsoring)

ECOLOGIC LEGAL- Development: photocopy in black

- « carpooling »

KPMG S.A. : a Limited Co.

PESTEL analysis

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APPENDIX 2Market analysis

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APPENDIX 3RankNo. Designation K€ Effectives Number of

offices

1 KPMG S.A. 790 073 7 353 214

2 Deloitte 728 000 6 000 165

3 Ernst & Young 560 000 3 310 13

4 PricewaterhouseCoopers 439 000 2 551 25

5 Mazars 274 090 2 178 27

CSF WEIGHT GRADE RESULTS COMPETOTOR’S GRADE

COMPETITOR’S RESULTS

WORK DONE ON TIME

10 8 80 8 80

ECOLOGY 9 10 90 7 63

FORMATION 7 9 63 7 49

ADVISORY 8 8 64 8 64

AUDIT 10 9 90 8 80

CSF analysis

Top 5 in France

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APPENDIX 5-1

B to B : various events

80%

Sponsoring 15%

Radio or Tv debates 5%

Promotion-mix analysis

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APPENDIX 5-2

Price 15%

Quality of service

70%

Brand

15%

Offer-mix analysis

The price and the brand depend on the quality of service.

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APPENDIX 6SWOT analysis

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APPENDIX 7-1Perceptual map-1

1 2 3 4

1

2

3

4

USP2: way ofpresentationdocument

USP 1: On Time

E&YMazars

Deloitte

KPMG

KPMG year plus one

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APPENDIX 7-2

1 2 3 4

1

2

3

4

USP 2: Way ofpresentingdocuments

USP 3: Price

KPMG

Mazars DeloitteE&Y

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Perceptual map-2

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APPENDIX 7-3

1

2

3 4

1

2

3

4

USP 3 Price

USP 1: On Time

KPMG

Deloitte

E&Y

Mazars

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Perceptual map-3

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APPENDIX 8

õ How is the market segmented?

õWhat kind of promotion is used?

õWhat are the major CSFs of theKMPG France?

õWho are your direct competitors?

õWhat are the range of services offeredto your clients?

Questionnaire

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APPENDIX 9

õ To create a loyalty program, we need to identify the preferences of each customer.

õ Example: if we have to offer gifts. We mustn't offer an opera ticket to someone who prefers rugby games.

õ It is why we have to segment the clients through their lifestyle.

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Desired market segmentation

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Appendix 10Desired marketing-mix

B to B

90%

+ 7%

Sponsoring 8%

+3%

Radio and TV debates 2%

The B to B is the only way for KPMG to get closer to their clients.

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APPENDIX 11

STRENGTHS WEAKNESSESOPPORTUNITIES Ecological awareness

(improve the image of the company)

A program of loyalty for employees has to be implemented as well

THREATS Competitors benefit of the good education that the employees receive at KPMG

Several qualified employees leave the company and work for the competitors

if KPMG keeps its staff, the clients will further develop relationships with the company.

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APPENDIX 12

õ The top goal for KPMG is to maintain existing clients for a long period of time rather than introduce new ones.

õ Improving the reputation will be easier because we already know what the clients need.

õ This is why KPMG has got a little weakness.There are several points to improve about the loyalty:

õ Improve the quality of services (accomplish the work in time, make the documents more presentable and comprehensive in the eyes of the customers).

õ To improve the KPMG-Client relationsõ Keep the young employees: durable relation between the client and

KPMGõ Improve employee satisfaction

õ Events: Less events in number but more qualitative in content.

õ To improve these point we can make alliances.õ Travel agencies: Can make a partnership. In this way, we‘ll offer reduced

price tickets.õ Thomas cook

õ Events Company: in order to improve professionalism and reduce the cost.õ Arc Parisõ ASAP

Possible alliances

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APPENDIX 13õ Prohibition law.http://www.legifrance.gouv.fr/affichCode.

do;jsessionid=A802C103DE9F1F4AD27CC586E63568D2.tpdjo13v_1?idSectionTA=LEGISCTA000006094626&cidTexte=LEGITEXT000006071103&dateTexte=20070326

õCode of ethics.http://www.commissariat-aux-

comptes.fr/audit/deontologie.php

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APPENDIX 14The major part of audits take place at the office of the clients,

only sometimes at KPMG. So the most important location is the client’s office.

To stay in touch with the clients, the employees of KPMG use telephone or eMail. The location is again the office of the clients, because they receive the call or the mail at their workplace.

A loyalty program can be strongly supported by events.The employees always have to be very polite and friendly. The

client’s problems should be the most important thing to care about.

The employees, especially the auditors have to establish a relationship with the clients.

Furthermore the employees have to work accurately and do their work in accordance with the expectations of the clients.

The documents have to be comprehensible for the clients.As auditors and employees know the clients, they should

inform each other when they have an idea about a present or an event which could satisfy their clients.

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Enhancing service marketing principles

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APPENDIX 15

õ After an event we can analyze the satisfaction rate of each client with a questionnaire.

õ We have to control that the budget for each event was respected.

õ GANTT scheme: The managers who are in charge of the project have several meetings during the year.

õ Three times a year, a survey is to be launched during or after a KPMG event.

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Control tools

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APPENDIX 16õ Send a yearly greeting card for Christmas and

New year.

õ Establish a sample of new clients that have arrived when the program was launched.õ As in France a client has to stay in an audit

company for 6 years, there will be a control in 6 years and we will see how many clients of the sample group are staying with KPMG.

õ On a shorter period, we control the satisfaction rate every year during the second quarter of the following year.

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Control by Milestones

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