• Subject Name : Marketing

Marketing Plan Report: Shared Value Project

Contents

1.0 Executive summary.

2.0 External analysis.

2.1 Industry analysis.

2.2 Consumer analysis.

2.3 Competitor analysis.

2.3 Environmental analysis.

2.5 Summary.

3.0 Internal analysis.

3.1 Ansoff matrix.

3.2 SWOT analysis.

3.3 TOWS analysis.

4.0 Objectives.

5.0 Strategic marketing plan.

6.0 Implementation.

References.

1.0 Executive Summary of Transurban

Transurban is road Operator Company specialising in developing and managing the urban toll road networks in North America and Australia. It initiated its operations in the year 1996 and has also been listed in Australian Securities Exchange (ASX). It is a full owner of CityLink in Melbourne, Australia. Being a 100 per cent manager and shareholder of CityLink, it has been awarded by the Victorian government as a consortium of the country's Transfield Holdings. This firm has augmented the existing freeways and has also constructed to new toll roads known as the Southern links and the Western link which directly link numerous existing freeways for providing a high-capacity and continuous road across the central business district by the employment of electronic toll collection technology which is also regarded to as e-TAG.

In the professional services industry, Transurban is facing diversified, dynamic and disruptive landscape. With the introduction of digital technologies, market maturity and robust competition, the organisation is being pushed into professional services for adapting the innovative ways and becoming more diverse in terms of its workforce. In this assessment, an overview of Transurban is conducted in order to gain enhanced insight into the overall size and dynamics of the sector through financial perspective. It provides the employment prospects to those people who have been facing issue in terms of getting employed. It maintains 'diversity and equity' as its key value. The key objectives as formulating from the analysis are strengthening the distribution network, supporting the community and fostering an inclusive workforce.

2.0 External Analysis of Transurban

2.1 Industry Analysis of Transurban

Threat of new entrants

Transurban Group ensures to redefine the standards on a regular basis in order to ensure that the window of extraordinary profit for the new entrants is diminished. It discourages the entrance of new players in this industry by safeguarding that the lower pricing strategy is maintained and a unique value proposition is maintained (Transurban 2020a).

Threat of substitution

Transurban is a highly service-oriented organization which places high eminence on the employment of a diverse workforce, it will be critical for any other firm in the industry to fulfill the needs of the employees.

Power of suppliers

This factor is quite low; this is so because the organization has made sure that efficiency is maintained with multiple suppliers. It has also a strong bond with the third-party manufacturers (Transurban 2020a).

Power of buyers

Transurban has built a wide network of satisfied customers (Yang et al. 2020). It employs around 1500 employees and makes sure that the unique needs of the customers are met. Its different products involve Cross City Tunnel, Logan Motorway, Lane Cove Tunnel, Westlink M7 and many more. It is contingent from its wider customer base that the bargaining power of the buyers is also low as the switching cost is quite high. 

Rivalry among competitors

Transurban has not only excelled in its industry but also strong roots to ethical considerations which makes it quite eminent in contrast with its rivals. In the corporate of the organization of the year 2019, it was reported that it has new mobility options for the people with disability and has hence, eased the freight delivery (Transurban 2020a).

2.2 Consumer Analysis

2.2.1 Secondary research

The data is collected through secondary sources such as peer-reviewed journals and articles and the corporate report and the sustainability report of the organization. The research is carried on different zones such as the diversity of the employees employed and the disabled workers. The data is also collected on the basis of variables like stressing on the individual identity of the individuals and cultivating a sense of social connectedness among the employees. It is evident from the collected data that the organization is efficiently partnering with partners like Outlook Victoria for creating sustainable connections and opportunities with the people with a disability.. Around 44 per cent of the executives in the firm are females (Transurban 2020b). Considering the pandemic, the organization has considered supporting the people who have lost jobs. It has effectively secured the position of the world’s leading toll-road operators. It is contingent from the research that the major target markets of the organization are brownfield opportunities in North America.

2.2.2 Primary research

For the primary research, data is collected via an interview with the core decision-maker of the firm, managerial team, marketing team and the stakeholders to determine the business opportunities, corporate assets and expertise and the social needs. ‘Why laddering theory’ is employed in the interviews to gain an enhanced understanding of the viewpoints of the interviewees. Open-ended questions are employed for gathering data. Questions were asked on the basis of the above-mentioned only.

The themes determined from the interview were quite similar to that of the primary research. On amalgamating both the primary and secondary assessment, it can be inferred that the key themes are technological interventions and innovation, social needs, skills and market opportunity.

2.2.3 Market segmentation

Industry demands are usually driven by the behaviour of consumers. The three main factors that drive the industry demands are personal, social and cultural behaviour of the customers. The demographic profile of the customers is effectively examined to comprehend characteristics relating to choosing the services. 70 per cent of the customers are the retail customers while 30 per cent is the retail customers (Transurban 2019a).

2.3 Competitor Analysis of Transurban

Transurban generates overall revenue of around $2.9 B and has been successfully engaging in managing the toll roads and facilitating the urban road network development. Leaving its competitors far behind, it witnessed sales of around 2249000 in the year 2018 and 2643000 in the year 2019 (Transurban 2019a). It clearly reflects the performance of Transurban. It has supported many organizations by amalgamating with Ability Works to provide employment opportunities through the NDIS plan.

2.3 Environmental Analysis of Transurban

Political factor

Transportation regulations such as Heavy Vehicle National Law (HVNL) regulate the operation of Transurban in Australia (Transurban 2019b).

Economic

The steady economic growth and infrastructure quality inflation in Australia is facilitating the operations of the firm.

Social

With the growing accord of employment opportunities of people with disability, Transurban has effectively partnered with Ability works and supports them. It has allowed the firm to stand strong on the grounds of contribution to societal needs and ethics (Transurban 2019b).

Technological

Technological advancements in Australia have allowed it to integrate vehicle and road safety technology. Trip compare tools have further facilitated the operations of the firm. 

Environmental

Regulations regarding waste management in the transportation sector have pushed Transurban to drive towards sustainability (Transurban 2019a).

Legal

Human Rights and Equal Opportunity Commission Act 1986 supports Transurban to maintain a diverse workforce.

Table 1: PESTEL analysis

2.5 Summary of Transurban

It is evident from the external analysis that for luring the customers, it is of utmost eminence to maintain a robust control of the external factors and have a close check of the competitors. Through the primary and secondary research also, it is contingent that the keys success factors for the organization are acknowledging the cultural beliefs of the customers in terms of maintaining the diverse workforce, integrating the latest safety technology and maintaining optimum pricing (Transurban 2019b). The key trends that are influencing the organization and its partnership with the Ability Works are the growing consensuses of providing equal prospects to the people with disabilities and the legal regulations regarding human rights.

3.0 Internal Analysis of Transurban

3.1 Ansoff Matrix

Market penetration

Market development

§ It is the preliminary strategy of Transurban to ensure that intensive growth is promoted in Australia and the same industry.

§ It is indulging in aggressive marketing practices to make sure that the customers are lured (Transurban 2019b).

§ It is indulging with Ability Works to promote its initiative of employing a diversified workforce

§ It engages with the migrant communities as well via touchpoints.

§ It has developed 495 Express Lanes and 95 Express Lanes in Virginia, USA (Transurban 2019b).

Product development

Diversification

§ It is offering different products such as the Logan Motorway, Gateway Motorway and many more (Transurban 2019b).

§ It is engaging for more disabled individuals for taking the leadership roles

§ It is providing structured pathways towards providing development programs for people with disability.

§ It is fostering a micro-environment for promoting inclusion and equity of the employees (Mayer et al. 2019).

Table 2: Ansoff matrix

3.2 SWOT Analysis

Strengths

Weaknesses

§ Transurban has a strong brand portfolio in the market. It is assisting the firm to ensure that the expansion is facilitated in the new product categories (Mayer et al. 2019).

§ The organization obtains good returns on the capital expenditure and hence, is able to make sure that the revenue systems are effectively maintained.

§ Customer satisfaction is quite high as the firm ensures that the consistency of quality is maintained and has a dedicated customer relationship management department.

§ As compared to the competitors, the inventory management costs are quite high.

§ The profitability ratio and Net Contribution per cent of Transurban Group are lower than the average of the industry (Transurban 2019b).

§ Outside the core business, the organization witnesses limited success. It has poor financial planning in terms of its expansion across the international borders. Its current asset ratio and liquid asset ratios indicate that it needs to use its resources in a more efficient custom (Mayer et al. 2019).

Opportunities

Threats

§ Due to its effective amalgamation with the Ability Works, it will also get support from the government in its operations across the country (Bronze et al. 2017).

§ Due to the low inflation rate, the organization can be more stable in the market.

§ Through the sate as well as federal level contractors, it can further expand its market share.

§ Intense competition in the toll roads and management industry can be a threat to the organization.

§ The movements regarding the pay level especially can hinder the profitability of the firm (Bronze et al. 2017).

Table 3: SWOT analysis

3.3 TOWS Analysis

TOWS

Strengths

Weaknesses

 

§ Strong distribution network with a wide array of outlets

§ It has high revenue and positive profits reported in the last two years

§ A strong presence on social media platforms (Ng et al. 2016)

§ It follows a low-cost structure

§ Less investment in the research and development in comparison with the competitors (Ng et al. 2016).

§ It has low-quick ration giving rise to the liquidity problems

§ It incurs high rental charges

Opportunities

SO strategies

WO strategies

§ E-commerce and social media platforms are inflating and more users are joining these network

§ Household income of the individuals is continually increasing

§ Transurban has an opportunity to invest in markets due to low-interest rates (Ng et al. 2016).

§ Consumers can be attracted through aggressive marketing to spend

§ Environmental friendly products can be crafted through innovation

§ Sales can be further improved by maintaining low prices and stressing on quality (Yang et al. 2018).

§ Payrolls can be increased and incentives can be provided to the employees to cultivate a sense of loyalty among the customers.

§ Low interest rate can be maintained to make sure that the finance ownership can be maintained efficaciously.

Threats

ST strategies

WT strategies

§ Threat of new entrants is always a persistent fear in every industry due to the wide gap (Yang et al. 2018).

§ Input is becoming expensive due to the rising charges of the fuel

§ More substitute products are entering the market to offer the same service at a lower price but with degraded quality.

§ Fighting off the new entrants can be done by making sure that the distribution network is strengthened (Wiseman 2018).

§ Cheaper alternatives to the fuels can be found and the green fuel can be employed to reduce the costs and at the same time adopt sustainable practices (Yang et al. 2018).

§ For competing with the increasing competition, it can be ensured that investment is done in intellectual property rights.

§ Investment can be increased in the research and development to drive innovation and better compete with rivals (Yang et al. 2018).

§ The better work environment needs to be cultivated and diverse workforce and their viewpoints need to be incorporated in the decision-making.

Table 4: TOWS analysis

4.0 Objectives of Transurban

  • The organization seeks to improve its ‘license to operate’ and strengthen its delivery systems so that integrated road networks are built (Quiggin and Wang 2019).
  • It intends to support the productivity and wellbeing of the communities.
  • To develop strategic initiatives for fulfilling the social needs of the customers In NSW, it has effectively integrated with the Salvation Army’s Drive for Life program for assisting the people disadvantaged people between the age of 16 and 25. By partnering with the Ability Works, it is supporting the people with disabilities and making sure that the refugees and migrant women are supported.

Objectives

Viability

Feasibility

Desirability

 

Risk

Timeframe

Available resources

Cost

Probability of success

Objective 1

Medium

High

High

High

High

Objective 2

Low

Medium

High

Medium

High

Objective 3

Low

Medium

High

Medium

High

Table 5: Objectives matrix

5.0 Strategic Marketing Plan

5.1 Enhancing the License to Operate and Strengthening the Delivery Systems

Overview

It can enhance its backs office systems and make sure that effectual relationships are maintained with the stakeholders

Delivery

§ Robust monitoring of the toll collection and enforcement processing

§ Effective recording of the trip data for processing

§ Emphasizing on the annual recurring maintenance includes

Value

Advantages

Drawbacks

 

It will be helpful in the tag and payment management

There will be an enhanced prospect of the government initiating the tender for the optimal pricing project

Laying prominence on the long-term sustainability and the goals of stakeholders (Quiggin and Wang 2019).

 

Practicability

Connected and automated vehicle (CAV) trials can be done to improve the delivery speed (Yang et al. 2018).

Mobility-as-a-service exploration

Traffic modelling to improve collaboration with stakeholders

Clear communication of the goals with the stakeholders will be required

Feasibility

Improving the project success rate across Sydney, Melbourne and North America

Employing data to recognize optimal incident response staging locations

Forthright costs will be involved.

5.2 Supporting the Communities 

Overview

Inaugurating culturally sensitive and flexible membership programs and developing the volunteer schemes.

Delivery

§ Promoting engagement through cultural events

§ A social calendar can be created which comprehends the special days of the Indigenous people and disabled people such as International Day of Disabled Persons.

Value

Advantages

Drawbacks

 

It will assist in improving engagement with the Indigenous community and people with disabilities

It will highly appeal to people to seek support from the firm and Ability Works

There will be a need to employ special staff to comprehend the needs of the community.

 There will be a requirement of training the volunteer staff.

For gaining the interest o the communities, there will be a requirement of continually penetrating in the market and effective marketing for a long duration which will require enormous financial resources (Curtis et al. 2019)

Practicability

Large migrant communities, Indigenous people settled in Victoria can be initially targeted. Similarly, disabled people can also be a target in Victoria.

Engagement will be simple and straightforward and will be basically to support them and assist in career growth.

There will be a requirement to tap into the local community

Feasibility

In-house marketing, business development can be done

Upfront costs will be required which is a major drawback.

5.3 Reaching out To the Customers and Creating Awareness Regarding the Employment Prospects

Overview

Crafting plans to spread awareness regarding the employment prospects for people with disability and the migrants. A program is required to address their needs. It will be helpful in creating awareness regarding the brand in the country.

Delivery

§ Digital banners can be placed at the airports for reaching out to the maximum audience

§ Collaboration needs to be strengthened with Ability Works so that the diverse pool of employees is maintained

Value

Advantages

Drawbacks

 

It will assist in maintaining a subtle presence in the market and will also be beneficial in increasing awareness and fulfilling the social needs

Excess brand presence may lead to saturation and can further contribute to confusion (Soria-Lara et al. 2018).

Practicability

Airport advertising will contribute to the effectual dissemination of the organization’s objective.

 

Feasibility

The digital banner will cost the firm about $16000 per month. It can also consider partnering with the tourism branches to ensure maximum dissemination.

The varying in-flights costs of advertising can be a major drawback.

6.0 Implementation of Transurban

The preliminary objective to strengthen the distribution network ensures to leverage the existing infrastructure and programs. It will be helpful in elevating organizational expertise and capability. It will also simultaneously dive the investment in safety and efficiency. The marketing budget will be around $34600. The second objective will foster the community engagement and at the same time add to the brand name of the firm. Both the second and third objectives will be accomplished by ensuring that the engagement with community volunteers are done. Budget for the second objective will be $20000 and that for third will be $16000. Furthermore, incorporation of the social calendar will compliment the diverse cultural requirements of the individuals. Also, the scholarship and development pathways for individuals with a disability are a key step to accomplish the objectives. The other two objectives will be fulfilled in the serial wise custom.

Objectives

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Objective 1

             

Objective 2

             

Objective 3

             

Table 5: Gantt chart

References for Marketing Plan Report: Shared Value Project

Bronze, A.T., Bronze, M.V.C.C., Bronze, P.C.Y.C. and Bronze, S.S.I. 2017. ACRS news. Journal of the Australian College of Road Safety–Volume28,3.

Curtis, C., Stone, J., Legacy, C. and Ashmore, D. 2019. Governance of Future Urban Mobility: A Research Agenda. Urban Policy and Research37,3 pp.393-404.

Mayer, M., Yusuf, J.E.W. and O'Connell, L.L. 2019. Reducing Risk in Public-Private Partnership Contracts: Two Examples From Highway Tolling Projects. In Building a Sustainable Transportation Infrastructure for Long-Term Economic Growth, pp. 174-199.

Ng, T., Wong, K. and Wong, J. 2016. Enhancing public engagement in a fast-paced project environment. In Proceedings of the Institution of Civil Engineers-Civil Engineering, Vol. 169, No. 6, pp. 41-48.

Quiggin, J. and Wang, J. 2019. Unscrambling the toll road egg. Economic Analysis and Policy61, pp.29-38.

Smith, R., 2017. The west gate tunnel project should be downsized. Planning News43,4 p.26.

Soria-Lara, J.A. and Banister, D. 2018. Evaluating the impacts of transport backcasting scenarios with multi-criteria analysis. Transportation Research Part A: Policy and Practice110, pp.26-37.

Transurban. 2019a. Sustainability report. Available at: https://www.transurban.com/content/dam/investor-centre/toolkit/transurban-overview-fy19.pdf

Transurban. 2019b. Corporate report. Available at: https://www.transurban.com/content/dam/investor-centre/04/2019-Corporate-Report.pdf

Transurban. 2020a. Keeping you moving. Available at: https://www.transurban.com/

Transurban. 2020b. Diversity. Available at: https://sr17.transurban.com/be-good-neighbours/our-people/diversity

Wiseman, Y. 2018. Vehicle identification by OCR, RFID and Bluetooth for toll roads. International Journal of Control and Automation11,9 pp.67-76.

Yang, D., He, Q., Cui, Q. and Hsu, S.C. 2018. Organizational citizenship behavior in construction megaprojects. Journal of Management in Engineering34(4), p.04018017.

Yang, D., He, Q., Cui, Q. and Hsu, S.C. 2020. Non-economic motivations for organizational citizenship behavior in construction megaprojects. International Journal of Project Management38,1 pp.64-74.

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