Price and Place Marketing for Zuri Software Inc.
Zuri Software Inc. distributes its product from the office to the customer since most of the work is customized to the client’s requirements. It is important to understand that attracting a more significant advertising volume regardless of the type is in connection with paper audience and circulation. The advertising agents, big economic agents, and individual persons know the impact of advertising if the calendar is in direct, or even more ration with the readers, and when deciding printing the calendar they carefully compare the client’s profile to tariffs, number or circulation of readers and the needed coverage area.
Zuri software also identifies new channels and improves advertising offers to attract more clients. The management’s option to increase sales, which fosters more distribution, is withdrawing from companies offering advertising services which many competitors distribute in their available inventory. The competition gets favorable commissions, and the publisher may get up to 10% of the list price in the advertisement. Depending on third parties to advertise for people to buy may affect the performance of the customized calendar. Those with their selling staff debate on whether to divide the staff between advertising on print or online. Some of the staff members support the convergent views. Still, some also consider online distribution more efficient, claiming it is difficult for sales managers to train teams with different selling techniques without the same financial expectations.
Establishing new publishing models will impact the rate of distribution, which involves marketing services like lead generation, consumer insights, new offerings for clients, and custom content such as data-based and premium content applications. Reinventing the content delivery model is another way to get a have competitive advantage, with a focus on cost-cutting and emphasizing on “central profit” of unique and reputation-defining material. Zuri Software seeks to avoid a formula-driven approach to lowering cost and adopting strategies that align the revenue generated with the value of the content.
Another evaluation of a successful strategy for Zuri Software is innovating new products and cost models. As the digital world brings changes, new devices used to access printed documents emerge, and new applications are developed to exploit Zuri’s products leading to future opportunities for the company.
Zuri’s strategy to market and sell involves finding solutions that attract customers, not by offering favorable discounts only but by providing visually appealing calendars with more exciting ways to relay content. When all the departments at Zuri work together and meet the interest and needs of the customer, there may be successful results, implying that the actions unfold in two levels; that is the marketing system and its function component-, relationship with the client, the advertising, product management, and selling team that needs to work together. The distribution should also be understood, accepted, and supported by all other groups.
The staff in the company is well trained to support teamwork, which applies internal and external marketing. Internal marketing involves employing motivating, talented, and capable employees who serve the client’s interests and needs. The external marketing distribution precedes internal marketing, and for Zuri, promising excellent services are not an option before the team can deliver the product. A team not supported by the distributing strategy cannot successfully sell the calendars because building a selling staff in the print media is more challenging to motivate. Zuri’s existence depends on how the selling department interacts with the customers.
A significant recommendation to keep Zuri Software’s product on the market should be customized to meet new, inevitable changing consumer expectations. The quality of the calendar and the company’s reputation based on the team’s professionalism will base the future distribution strategies in the business.
Evaluation and Control
Financial Controls and Performance Standards
When comparing financial expenditures with set goals, the results will be added to the project report. Zuri Software Inc. suggests the following financial controls and performance standards.
The total budget for new product research, the customer survey will take up 60% of the promotional budget each year for the coming year.
The budget will be broken down within the project and 20% allocated to the study of the billing cycle, 30% to the development of marketing information and customer survey, and 50% allocation to implementing new products and developing new businesses.
The project teams report financial expenditures such as direct expenses and personnel salaries, for the project segment. The company, through the marketing director, will develop and provide standardized reporting.
The marketing director also adheres to the project budget by reporting overages weekly to the company president and redirecting budget dollars needed for every project of the company’s analysis team.
Every new product to be offered is monitored every quarter to determine the product’s profitability. Expenses in product development will be distributed for two years, by calendar quarters, and compared with the generated gross income over the same period.