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Leeds University
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Assessed Coursework for

LUBS/MATH
 5
 4
 8
 5
 M

MODULE TITLE: Relationship and Direct Marketing__________

MODULE LEADER: Tony Aldred/Rod Humphreys _________

WORD 5,897

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Leeds University
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STUDENT NAMES:

200437189

200481969

200499308

200500084

200500322

200502388

GROUP NUMBER:
2C-11















 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11































DIRECT
MARKETING
PLAN
FOR
CARBON
TRUST









(GROUP
2C11)






















3
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





TABLE
OF
CONTENTS



EXECUTIVE
SUMMARY.............................................................................................................. 5

1.
ANALYSIS .............................................................................................................................. 6

1.1
COMPANY
BACKGROUND............................................................................................................. 6

1.2
EXTERNAL
ANALYSIS ..................................................................................................................... 6

1.2.1
PEST
Analysis ................................................................................................................................ 6

1.2.2
Competitor
Analysis...................................................................................................................... 7

1.2.3
Market
Situation ........................................................................................................................... 8

1.3
INTERNAL
ANALYSIS ..................................................................................................................... 8

1.3.1
Customer
Insight........................................................................................................................... 8

1.3.2
Product
and
Brand
Performance .................................................................................................. 9

1.3.3
Marketing
and
Web
Resources..................................................................................................... 9

1.4
SWOT
ANALYSIS ......................................................................................................................... 10

1.5
KEY
CHALLENGES
AND
ISSUES..................................................................................................... 11

2.
RESEARCH
OBJECTIVES........................................................................................................ 11

3.
ACQUISITION
&
RETENTION
STRATEGY ............................................................................... 11

3.1
TARGET
MARKET ........................................................................................................................ 11

3.2
SELECTED
MEDIA ........................................................................................................................ 12

3.3
RETENTION
STRATEGY……………………………………………………………………………………………………………….13

3.4FREQUENCY
AND
EXPOSURE ....................................................................................................... 13

3.5
MANAGEMENT
OF
CONVERSION
RATES ..................................................................................... 14

3.6
BUDGET...................................................................................................................................... 15

3.7
CAMPAIGN
EVALUATION ............................................................................................................ 15

3.8
CREATIVE
BRIEF .......................................................................................................................... 16

4.
DATABASE
STRATEGY.......................................................................................................... 20

4.1
DATABASE
MARKETING .............................................................................................................. 20

4.2
RETENTION
MARKETING............................................................................................................. 21

5.
CONCLUSION………………………………………………………………………………………………………………………23

6.
REFERENCES........................................................................................................................ 24



APPENDICES............................................................................................................................
27


























4
 Direct
Marketing
Plan
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Carbon
Trust
–
Group
2C11





EXECUTIVE
SUMMARY




The
 Carbon
 Trust,
 a
 British
 non‐profit
 organisation
 aimed
 at
 reducing
 the
 carbon
 footprint
 of

companies,
is
seeking
to
increase
the
number
of
applications
for
the
carbon
survey
it
provides.

The
surveys
are
conducted
free
of
charge
on
the
applicant
firms’
premises,
and
have
the
aim
of

identifying
methods
for
reducing
the
firms’
carbon
emissions.
A
direct
marketing
approach
will

be
used
by
Carbon
Trust
in
order
to
meet
its
target
of
generating
over
2,500
surveys
within
the

next
 year.
 The
 company
 currently
 has
 a
 list
 of
 220,000
 companies
 with
 potential
 to
 market
 its

services.
 In
 this
 report,
 it
 is
 proposed
 that
 89,840
 companies
 be
 targeted
 in
 order
 to
 generate

3,865
surveys.
The
production
&
manufacturing,
construction,
retail
and
accommodation
&
food

sectors
 have
 high
 energy
 consumption,
 making
 them
 the
 primary
 target
 market
 for
 Carbon

Trust’s
direct
marketing
activities.
Acquisition
and
retention
strategies
are
suggested
to
enhance

Carbon
Trust’s
database.



































5
 Direct
Marketing
Plan
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Carbon
Trust
–
Group
2C11





1.
ANALYSIS

This
section
will
discuss
the
Carbon
Trust’s
history
and
some
general
information
of
the

company,
 followed
 by
 an
 analysis
 of
 its
 external
 environment,
 of
 its
 internal
 environment,
 a

SWOT
analysis
and
an
outline
of
the
key
issues
and
challenges
that
the
organisation
is
currently

facing.


1.1
COMPANY
BACKGROUND

The
Carbon
Trust
(henceforth
referred
to
as
CT)
was
created
as
an
independent
body
by

the
United
Kingdom
government
in
April
2001,
as
a
component
of
the
climate
change
levy
(CCL)

package
 (HM
 Treasury,
 2006).
 The
 CT
 is
 a
 non‐profit
 organisation,
 whose
 stated
 mission
 is
 to

accelerate
the
move
to
a
low
carbon
economy.
CT's
core
activity
consists
of
helping
companies

and
organisations
reduce
carbon
emissions
by
providing
help,
support
and
advice.
It
also
funds

the
development
and
deployment
of
low
carbon
technologies
and
is
actively
engaged
in
the
fuel

cell,
 wave
 energy,
 wind
 energy,
 solar
 energy,
 biomass
 and
 biofuels
 sectors.
 Unusually
 for
 a

government‐sponsored
organisation,
it
operates
venture
capital
funds
‐
in
this
case
in
the
early‐
stage
low
carbon
technology
sector.
It
finances
a
number
of
loan
funds
‐
including
an
interest‐
free
 loan
 for
 small
 and
 medium
 sized
 enterprises
 for
 energy‐efficient
 equipment,
 and
 a
 similar

scheme
for
the
public
sector.
CT
is
funded
by
the
Department
for
Environment,
Food
and
Rural

Affairs
 (Defra),
 the
 Department
 for
 Business,
 Enterprise
 and
 Regulatory
 Reform,
 the
 Scottish

Government,
 the
 Welsh
 Assembly
 Government
 and
 Invest
 Northern
 Ireland
 (The
 CT
 and

McKinsey,
2009).
Current
clients
include
both
large
and
small
organisations.
Coca‐Cola,
Toyota,

British
Airways,
Tesco
and
McDonald’s
are
examples
of
some
of
CT’s
clients.





1.2
EXTERNAL
ANALYSIS

This
section
will
cover
the
macro‐environmental
aspects
that
have
a
direct
impact
on
CT.

A
 PEST
 analysis
 will
 be
 carried
 out,
 in
 order
 to
 investigate
 the
 political
 and
 economical,
 social

(and
 cultural)
 and
 technological
 issues
 facing
 the
 company.
 Then,
 a
 competitor
 analysis
 will
 be

undertaken
 to
 learn
 which
 strategies
 similar
 organisations
 are
 pursuing.
 Finally,
 a
 brief

description
of
the
current
market
situation
in
the
UK
for
carbon
reduction
will
be
outlined.





1.2.1
PEST
Analysis

Under
 the
 political
 and
 economical
 factors,
 the
 Climate
 Change
 Act
 2008
 is
 a
 new

regulation
which
stipulates
that
by
the
year
2050
the
UK’s
carbon
account
must
be
at
least
80%

lower
 than
 the
 net
 emissions
 of
 carbon
 dioxide
 and
 other
 greenhouse
 gases
 of
 the
 year
 1990


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 Direct
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Trust
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2C11





(OPSI,
2008).
The
new
CRC
Energy
Efficiency
Scheme
is
a
recent
development
that
seeks
to
meet

the
Climate
Change
Act’s
target,
and
is
having
a
big
impact
on
British
companies.
The
CRC
was

introduced
 in
 April
 2010,
 and
 is
 the
 first
 mandatory
 carbon
 trading
 scheme
 in
 the
 UK,
 and
 will

affect
 around
 5,000
 organisations
 that
 have
 annual
 electricity
 bills
 of
 approximately
 £500,000

(CRC
Magazine,
2010).


Social
 and
 cultural
 factors
 include
 the
 increased
 awareness
 of
 the
 general
 British

population
 on
 environmental
 issues.
 There
 is
 a
 high
 demand
 for
 sustainable
 products,
 as

evidenced
 by
 the
 success
 of
 fair
 trade
 products
 in
 the
 UK
 (Sadowski
 and
 Buckingham,
 2007).

According
 to
 the
 2007
 Ethical
 Consumer
 Report,
 11%
 of
 British
 adult
 population
 buy
 ethical

products
each
month,
and
look
at
the
carbon
labels
of
the
products
they
purchase.

Technological
issues
also
have
an
impact
on
carbon
reduction.
It
is
vital
that
companies

have
 proper
 IT
 systems
 installed
 to
 monitor
 and
 manage
 their
 emissions,
 such
 as
 systems
 that

permit
the
firm
to
accurately
measure
their
use
of
carbon
and
also
to
identify
opportunities
of

reducing
the
firm’s
current
activities
carbon
level
(Graf,
2010).


1.2.2
Competitor
Analysis

In
 the
 UK,
 there
 are
 a
 few
 other
 organisations
 that
 have
 similar
 purposes
 as
 CT.
 These

companies
include:

• The
Carbon
Neutral
Company:
Was
the
first
ever
company
created
to
help
organisations

reduce
their
carbon
footprint,
established
in
1997.
It
has
offices
in
London,
New
York
and

Singapore,
 and
 thousands
 of
 clients
 in
 six
 continents.
 The
 Carbon
 Neutral
 Company

provides
 tools
 to
 help
 companies
 plan
 a
 carbon
 reduction
 programme,
 measure
 their

carbon
 emissions,
 set
 and
 meet
 emission
 targets,
 and
 communicate
 their
 carbon

reduction
 activities
 to
 stakeholders.
 It
 provides
 a
 globally
 recognised
 certificate,
 the

Carbon
Neutral
Label.
In
terms
of
marketing,
the
company
does
not
seem
to
invest
much

in
 advertising,
 and
 has
 a
 somewhat
 simple
 website.
 (Information
 collected
 from

company’s
website:
www.carbonneutral.com)


• Carbon
 Clear:
 
 Is
 a
 British
 carbon
 reduction
 organisation
 with
 international
 presence
 in

the
US,
France
and
Spain.
Like
Carbon
Trust,
it
helps
companies
to
resolve
the
problems

of
 carbon
 emission.
 It
 is
 observed
 that
 the
 company
 seems
 to
 rely
 on
 surrogate

advertisements,
 in
 partnership
 with
 their
 clients.
 The
 company’s
 website
 doesn’t


7
 Direct
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2C11





encourage
 much
 interaction
 with
 its
 viewers.
 (Information
 collected
 from
 company’s

website:
www.carbon‐clear.com)



Carbon
 Trust
 appears
 to
 have
 a
 competitive
 advantage
 over
 its
 competition,
 as
 it
 has

achieved
higher
brand
awareness
through
investments
in
marketing
communication.
It
also
has
a

more
interactive
website,
as
discussed
in
section
1.3.2.



1.2.3
Market
Situation

Growing
 concerns
 for
 environmental
 issues
 have
 created
 a
 new
 sector
 in
 the
 British

economy,
 the
 Low
 Carbon
 and
 Environmental
 Goods
 and
 Services
 –
 LCEGS
 –
 sector,
 which

includes
 solutions
 for
 air,
 noise
 and
 marine
 pollution,
 land
 and
 water
 contamination,
 and
 also

activities
 such
 as
 waste
 management,
 recycling,
 renewable
 energy
 technologies
 and
 other

emerging
low
carbon
activities,
like
carbon
reduction,
nuclear
energy,
energy
management
and

carbon
finance
(INNOVAS,
2009).
The
UK
LCEGS
sector
was
worth
£106.5
billion
in
2007/8,
which

is
 the
 equivalent
 value
 of
 the
 UK’s
 healthcare
 and
 construction
 sectors,
 Emerging
 Low
 Carbon

activities
accounted
for
50%
(INNOVAS,
2009).



 The
demand
for
carbon
reduction
programmes
is
certaintly
increasing
in
the
UK,
amongst

organisations
of
all
sectors
(Envos,
2010).



1.3
INTERNAL
ANALYSIS

This
section
will
provide
information
of
the
internal
issues
facing
CT,
including
customer

insight,
product
and
brand
performance,
as
well
as
marketing
and
web
resources
available
to
the

company.


1.3.1
Customer
Insight

CT
 acts
 in
 the
 business
 market
 as
 opposed
 to
 the
 consumer
 market,
 so
 other

organisations
form
its
customers.

In
order
to
make
effective
marketing
decisions,
it
is
necessary

that
 organisations
 know
 certain
 information
 about
 their
 customers
 (Hooley
 et
 al,
 2008).

Appendix
1
outlines
the
key
questions
that
should
be
asked
to
gain
customer
insight.

In
 business‐to‐business
 transactions,
 there
 usually
 is
 more
 than
 one
 person
 involved
 in

the
 decision‐making
 process,
 especially
 when
 the
 buying
 situation
 is
 a
 new
 task
 (Kotler,
 2003).

Although
 CT’s
 surveys
 are
 free
 of
 charge,
 the
 decision
 can
 still
 be
 considered
 of
 high

involvement,
 because
 the
 companies
 know
 that
 once
 the
 survey
 is
 complete,
 they
 will
 be

required
to
invest
heavily
in
CT’s
services.
Webster
and
Wind
(1972)
argue
that
an
organisation


8
 Direct
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Trust
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2C11





has
a
buying
centre,
formed
by
the
individuals
involved
in
a
buying
situation,
which
includes
five

roles:
users
(individuals
who
use
the
purchased
products/services),
buyers
(individuals
formally

responsible
 of
 dealing
 with
 suppliers),
 influencers
 (individuals
 who
 provide
 information
 and

evaluate
 alternative
 options,
 directly
 or
 indirectly
 influencing
 the
 decision
 making
 process),

deciders
 (individuals
 that
 have
 authority
 to
 select
 among
 alternative
 buying
 actions),
 and

gatekeepers
 (individuals
 that
 control
 the
 information
 flow
 into
 the
 buying
 centre).
 For
 CT,
 the

buyers
 of
 each
 firm
 should
 be
 the
 first
 point
 of
 contact,
 as
 they
 will
 pass
 on
 the
 information

around
the
buying
centre,
ultimately
reaching
the
decider.


Okerke
 (2007)
 explored
 the
 motivations,
 drivers
 and
 barriers
 to
 carbon
 management
 in

100
 British
 companies,
 and
 concluded
 that
 there
 are
 five
 main
 factors
 that
 motivate

organisations
 to
 undertake
 carbon
 management
 activities,
 five
 external
 forces
 that
 drive

companies
to
be
concerned
about
their
carbon
footprint,
and
three
barriers
that
may
stop
a
firm

from
investing
in
a
carbon
reduction
programme.
Appendix
2
outlines
these
motivations,
drivers

and
 barriers.
 By
 understanding
 the
 reasons
 why
 companies
 invest
 in
 carbon
 reduction

programmes,
CT
can
gain
insight
into
the
factors
that
drive
companies
to
seek
for
their
services.



1.3.2
Product
and
Brand
Performance

CT
has
invested
heavily
in
advertising,
and
as
a
result,
has
gained
a
high
market
exposure

and
 recognition
 in
 the
 marketplace.
 CT
 has
 worked
 with
 over
 12%
 of
 companies
 with
 annual

energy
 bills
 in
 excess
 of
 £50,000,
 and
 its
 business‐led
 approach
 has
 helped
 it
 achieve
 a
 strong

brand
and
market
position
(National
Audit
Office,
2007).
However,
the
company
has
been
facing

some
criticism
from
the
Energy
Services
and
Technology
Association
(ESTA)
who
claim
that
CT
is

encroaching
customers
from
independent
energy
consultants
(Encyclopaedia
Britannica,
2009).




1.3.3
Marketing
and
Web
Resources

The
following
marketing
resources
are
available
to
the
CT,
based
on
the
marketing
assets

proposed
by
Hooley
et
al
(2008):

 Customer
 based
 assets:
 Relationship
 with
 customers,
 company
 name
 and
 reputation,

strong
brand,
superior
products
and
services.


 Internal
support
assets:
Information
Systems,
Technical
skills,
R&D,
Consultant
Expertise.


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 Direct
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 Alliance‐based
 assets:
 Joint‐ventures
 with
 organisations
 in
 the
 energy
 sector,
 such
 as

Babcock
 Energy
 and
 Triodos
 Renewables,
 forming
 the
 Connective
 Energy
 subsidiary

(Process
Engineering,
2006).


CT
 has
 a
 strong
 web
 presence,
 with
 the
 majority
 of
 enquiries
 about
 the
 company’s

services
 being
 sent
 via
 their
 website,
 and
 the
 survey
 application
 process
 is
 done
 online.

Therefore,
the
website
must
be
of
a
high
standard
to
encourage
companies
to
apply
for
a
survey.

CT’s
 website
 design
 comes
 across
 as
 being
 sophisticated,
 accurate,
 honest,
 and
 intelligent,

tailored
to
cater
the
business
sector.
The
CT
website
is
a
guiding
light
for
wanderers
(Strauss
et

al.
 2005)
 .
 It
 stands
 for
 clean
 and
 clear
 environment
 an
 opportunity
 for
 a
 pollution
 free

environment.







1.4
SWOT
ANALYSIS

The
SWOT
analysis
represents
the
strengths,
weaknesses,
opportunities
and
threats
that

are
facing
the
CT.
It
is
a
summary
of
all
the
issues
raised
in
this
report.











1.5
KEY
CHALLENGES
AND
ISSUES


 Raising
awareness
among
the
ignorant
business
class.


 Lifting
the
fear
against
the
price
charged
by
the
CT.


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Trust
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 Communication
gap
existing
in
the
CT
business
model.


 Lack
of
investment
in
advertisements.


 Business‐to‐Business
Market
is
difficult
to
target.


 Free
site
survey
may
not
sound
believable.



2.
RESEARCH
OBJECTIVES




 Develop
 an
 acquisition
 and
 conversion
 strategy
 to
 ensure
 that
 the
 CT
 meets
 their

objectives
of
getting
2,500
surveys
completed
in
the
year.


 Gain
insights
into
the
target
audience.


 Design
a
creative
brief
for
CT.


 Develop
 an
 integrated
 communications
 plan,
 which
 enhances
 communication
 through


various
forms
of
media.


 Determine
the
feasibility
of
the
creation
of
an
e‐CRM
programme
for
CT.


 Provide
recommendations
for
the
CT
website.


3.
ACQUISITION
STRATEGY


3.1
TARGET
MARKET

UK
industries
were
analysed
to
determine
the
primary
target
markets
for
CT
based
on
a

combination
 of
 market
 size
 and
 their
 previous
 energy
 consumption
 levels
 (DECC,
 2010),
 thus

presenting
the
greatest
opportunity
for
CT
to
not
only
achieve
its
objective
of
completing
at
least

2,500
but
also
to
make
the
most
difference
in
terms
of
targeting
industries
responsible
for
the

greatest
levels
of
carbon
emissions.
It
is
therefore
decided
that
production
and
manufacturing,

construction,
 and
 retail
 industries
 will
 be
 the
 primary
 focus
 of
 the
 acquisition
 strategy
 and

communication
 plan.
 
 With
 the
 accommodation
 and
 food
 industries,
 including;
 hospitality,

catering,
clubs
and
restaurants
forming
the
secondary
target
market.
Newly
populated
prospect

data
will
be
purchased
from
reputable
companies
and
has
been
accounted
for
in
the
budget,
this

will
 ensure
 data
 accuracy
 and
 also
 keep
 telemarketing
 cost
 to
 a
 minimum.
 Please
 refer
 to

Appendix
3
for
the
segmentation
and
targeting
profile.


11
 Direct
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Carbon
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2C11





3.2
SELECTED
MEDIA

A
variety
of
both
on
and
offline
media
is
utilised
to
ensure
the
inherent
limitations
in
each

media
tool
is
compensated
for
by
other
tools.
The
final
media
selection
was
based
on
a
variety
of

factors,
including;
media
conversion
rates
(response
rates),
reach
and
the
cost
of
conversion
to

surveys
applicable
to
each
media
type.





DIRECT
 MARKETING:
 A
 combination
 of
 postal
 and
 electronic
 direct
 mail
 is
 scheduled.
 Unlike

advertising
which
aims
to
build
awareness,
direct
mail
is
considered
to
have
more
credibility
and

engender
an
equal
ratio
of
awareness,
consideration
and
purchase
decision‐making
(Fill,
2009).

Its
 strength
 in
 targeting
 precise
 target
 markets,
 and
 even
 specific
 customers
 and
 organisations

renders
it
most
beneficial
in
communicating
to
specific
groups.
As
such
organisations
within
the

primary
target
industries
of
manufacturing,
production
and
retail
will
be
targeted
by
direct
mail.





ADVERTISING
 –
 OFFLINE:
 Advertising
is
used
to
stimulate
awareness
and
perception
(Fill,
2006)
and


facilitate
 the
 targeting
 of
 large
 geographical
 areas.
 Advertising
 within
 both
 industry
 specific

magazines
 and
 general
 business
 magazines
 can
 help
 engender
 long‐run
 purchasing
 behaviour

(Fill,
2006)
with
responses
of
being
returned
several
months
after
the
initial
campaign.
The
use
of

such
 media
 also
 helps
 increase
 exposure
 levels
 as
 magazines
 are
 frequently
 passed
 amongst

readers
(Fill,
2006).
This
will
help
create
an
ongoing
flow
of
customer
enquiries.
A
combination
of

direct
 response
 adverts
 and
 inserts
 were
 used
 interchangeably
 to
 reduce
 the
 risk
 of
 potential

customers
becoming
desensitised
to
standard
advert
styles,
thus
aiding
advertising
effectiveness

and
conversion
to
enquiry
rates.





ADVERTISING
 –
 ONLINE:
With
considerable
business
conducted
over
the
Internet
the
use
of
banners

were
identified
as
effective
tools
for
ensuring
targeted
reach
and
conversion.
Fill
(2006)
stated

web
banners
are
responsible
for
over
96
per
cent
of
all
Internet
advert
awareness;
and
provide
a

comprehensive
basis
for
evaluating
the
campaigns
effectiveness.





PUBLIC
 RELATIONS:
 Considered
 to
 hold
 the
 most
 credibility
 (Fill,
 2009)
 press
 releases
 have
 been

negotiated
within
the
magazines
in
which
the
advertisements
appear.
They
will
be
used
to
build

awareness
 and
 inform
 readers
 of
 the
 benefits
 of
 a
 CT
 survey.
 Unlike
 adverts
 that
 become

cluttered
 and
 unappealing
 if
 reliant
 on
 large
 volumes
 of
 text;
 press
 releases
 primarily
 contain


12
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





text
 and
 provide
 an
 opportunity
 to
 convey
 more
 detailed
 information,
 reinforcing
 the
 adverts

strength
 and
 message
 (Fill,
 2006).
 They
 can
 for
 example,
 effectively
 communicate
 the
 recent

legislation
issues
affecting
organisations
and
their
carbon
emissions,
thus
helping
to
convey
the

benefit
of
CT
surveys.






3.3
RETENTION
STRATEGY

The
retention
communication
strategy
follows
a
slightly
different
approach
to
that
of
the

acquisition
 strategy.
 Communications
 to
 new
 customer
 (generated
 via
 the
 newly
 purchased

contact
list)
will
be
done
solely
through
direct
marketing.
A
CRM
system
would
allow
for
previous

customers
 to
 be
 segmented
 into
 various
 categories,
 thus
 facilitating
 the
 effective
 and
 efficient

targeting
 of
 specific
 segments.
 It
 will
 allow
 CT
 to
 send
 bespoke
 and
 personal
 communication

messages
to
named
individuals,
thus
helping
to
improve
not
only
the
response
rate
but
also
long‐
term
customer
retention.


Cross
 selling
 communications
 will
 be
 made
 quarterly
 to
 existing
 customers.
 However
 as
 it
 has

been
calculated
that
only
20%
of
customers
have
a
registered
email
address,
most
direct
mailings

will
 be
 done
 via
 the
 post.
 However,
 it
 is
 important
 that
 CT
 ensures
 they
 collect
 as
 many
 email

addresses
 as
 possible
 to
 use
 in
 retention
 marketing,
 as
 its
 associated
 costs
 are
 considerably

lower
 than
 sending
 post
 direct
 mails.
 Once
 the
 initial
 cross‐sell
 DM
 has
 been
 sent,
 a
 follow‐up

call
 to
 assess
 the
 progress
 of
 the
 carbon
 reduction
 survey
 will
 be
 conducted
 in
 addition
 to
 the

cross‐selling
additional
services.
However,
future
communication
DMs
will
not
be
followed‐up
by

telemarketing
 due
 to
 the
 high
 cost
 associated
 with
 telemarketing.
 The
 use
 of
 a
 CRM
 database

will
 help
 categories
 the
 customer
 in
 terms
 of
 their
 spend
 with
 CT.
 It
 is
 important
 that
 regular

maintenance
of
the
database
is
undertaken
by
telemarketing
to
ensure
it
contact
only
valid
and

up‐to‐date
customer
data.



3.4
FREQUENCY
AND
EXPOSURE

When
 scheduling
 the
 media,
 attention
 was
 paid
 to
 the
 frequency
 of
 exposure.
 With

target
markets
subjected
to
the
message
an
average
three
times
over
a
period
of
twelve
months;

the
optimal
recommended
opportunity
to
see
(OTS)
ratio
(Pickton
&
Broderick,
2006).
This
will

help
 ensure
 the
 message
 is
 received
 but
 not
 over
 exposed
 causing
 audience
 (Pickton
 &

Broderick,
2005).
It
must
however,
be
stated
that
the
affects
of
multiple
OTS
result
in
duplication

of
target
audience.
Although
it
has
the
advantage
of
increasing
OTS,
it
also
acts
to
reduce
the
net


13
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





reach
(Pickton
&
Broderick,
2005.
Although
the
GRP
includes
potentially
duplicated
figures,
the

conversion
to
survey
is
based
on
deduplicated
figures
at
5%.


Communication
 campaigns
 were
 scheduled
 following
 a
 drip
 approach
 to
 encourage
 a

continuous
 flow
 of
 enquiries,
 thus
 avoiding
 service
 bottlenecks
 and
 period
 of
 over
 capacity

where
customer
services
are
unable
to
effectively
service
the
customer.
It
also
has
the
additional

advantage
of
creating
a
definitive
market
presence
within
the
given
budget
constraints
(Pickton

&
 Broderick,
 2005).
 During
 the
 months
 of
 July
 and
 August
 no
 communications
 have
 been

scheduled.
 This
 is
 to
 allow
 customer
 services
 to
 follow‐up
 on
 the
 primary
 target
 market
 of

production
 and
 manufacturing.
 It
 has
 also
 been
 identified
 as
 the
 time
 of
 year
 when
 most

managers
are
on
holiday,
thus
least
likely
to
respond
to
communications.



3.45MANAGEMENT
OF
CONVERSION
RATES

It
is
important
to
ensure
conversion
rates
are
effectively
managed
thus
engendering
the

highest
response
rates
from
communication
tools.
As
customers
are
not
expected
to
pay
for
a
CT

survey
it
is
anticipated
that
higher
than
average
response
rates
will
be
applicable,
since
the
focus

is
on
undertaking
a
free
survey
with
cost‐saving
benefits
and
no
commitment
to
buy.
Regardless

of
the
type
of
media
utilised,
budget
has
been
allocated
to
ensure
each
communication
element

has
 a
 bespoke
 creative,
 designed
 to
 appeal
 to
 the
 individual
 target
 market,
 thus
 helping
 to

increase
response
rates.
Additionally
telemarketers
are
effectively
trained
and
briefed
to
ensure

their
 ability
 to
 convert
 to
 survey
 is
 maximised.
 To
 further
 encourage
 commitment
 a
 £10

commission
will
be
paid
for
all
surveys
completed.





ADVERTISING
 –
 OFFLINE:
 Inserts
 and
 direct
 response
 adverts
 were
 used
 to
 ensure
 the
 highest

response
rates
(Tapp,
2008).
 They
also
provide
the
opportunity
to
make
a
greater
impact
than

traditional
advertising
styles.
Due
to
the
individual
tailoring
of
messages
to
the
target
audience,
a

higher
 than
 average
 response
 rates
 are
 anticipated.
 They
 range
 between
 0.3
 –
 1%
 dependant

upon
the
relevant
business
media.
It
is
anticipated
that
even
if
the
conversion
rates
fluctuate
or

differ
from
the
predicted
percentages,
there
is
still
sufficient
leeway
to
ensure
that
the
objective

of
competing
over
2,500
surveys
is
achieved.




ADVERTISING
 –
ONLINE:
 Click‐through
rates
from
banner
advertisements
have
been
set
at
2%;
based


on
 DoubleClick.net
 reports
 (cited
 in
 Tapp,
 2008).
 The
 click‐through
 rate
 will
 be
 maximised


14
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





through
the
use
of
interactive,
attention
grabbing
and
informative
rich
text
banners.
Conversion

to
enquiry
once
on
the
CT
website
is
set
at
7‐8%
dependant
upon
the
business
media
and
is
set

slightly
 higher
 than
 the
 industry
 average
 as
 the
 service
 is
 free
 and
 does
 not
 involve
 purchase

commitment.




DIRECT
 MAIL:
 the
conversion
to
enquiry
rate
is
set
at
15%
due
to
the
follow‐up
of
telemarketing;


thus
increasing
the
rate
from
2%.
Although
this
has
dramatically
affected
the
costs
involved,
its

ability
 to
 directly
 target
 specific
 organisations
 and
 named
 individuals
 ensures
 the
 potential

benefits
exceed
the
associated
costs.









PRESS
 RELEASES:
 although
 playing
 a
 supporting
 role,
 press
 releases
 provide
 a
 cost
 effective
 and

credible
addition
to
traditional
advertising.
Response
rates
are
set
at
0.5%
and
will
be
followed

up
by
telemarketing
to
ensure
effective
conversion
to
surveys.



3.6
BUDGET

The
 total
 £850,000
 budget
 for
 the
 twelve
 month
 acquisition
 and
 retention

communications
strategy
was
split
85%:15%.
The
focus
was
on
the
return
on
investment
of
the

campaigns.
As
such
a
variety
of
tools
were
utilised
to
ensure
effective
reach
and
targeting
of
the

primary
target
markets.
Budget
was
specifically
allocated
to
creating
a
bespoke
design
for
each

communication
campaign,
although
this
increases
the
campaigns’
costs
its
is
expected
to
return

more
leads
by
target
the
markets
exact
needs
thus
increasing
the
communications
appeal.
Thus,

increasing
response
rates.
Additionally,
to
ensure
the
accuracy
of
data
each
DM
campaign
will
be

sent
using
a
newly
purchased,
reliable
and
accurate
mailing
list.
This
will
help
minimise
cost
and

waste
by
ensuring
names
are
relevant
and
upto
date.
The
cost
per
conversions
vary
dependant

upon
the
campaign;
they
are
detailed
in
the
acquisition
media
overview,
Appendix
4.



3.7
CAMPAIGN
EVALUATION

Emphasis
 will
 be
 placed
 on
 evaluating
 the
 effectiveness
 of
 the
 campaign
 to
 ensure
 the

budget
is
being
allocated
as
effectively
and
efficiently
as
possible
to
achieve
the
objectives.
There

are
 two
 predominant
 method
 of
 evaluating
 campaigns;
 pre
 and
 post
 campaign
 testing.
 Pre‐
testing,
referred
to
as
copy
testing
attempts
to
reduce
the
risk
of
advertising
failures
(Pickton
&

Broderick,
 2005),
 it
 can
 however,
 not
 predict
 the
 success
 of
 the
 mediums
 chosen
 to

communicate
the
message
and
focus
solely
on
the
message
and
creative
aspect.
As
CT
is
not
a


15
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





new
organisation
selling
new
products,
it
is
assumed
that
the
expertise
and
market
awareness
of

CT
 combined
 with
 the
 knowledge
 and
 skill
 of
 the
 creative
 agency
 render
 the
 benefits
 of
 pre‐
testing
 exceeded
 by
 its
 associated
 costs;
 and
 has
 such
 has
 not
 be
 accounted
 for
 within
 the

budget.
 In
 contrast
 it
 is
 highly
 recommended
 that
 the
 campaigns
 are
 frequently
 tested

throughout
the
campaign
duration
to
ensure
their
effectiveness
in
creating
leads
and
effectively

targeting
the
market.
The
tools
selected
to
communicate
with
CT’s
prospective
customers;
direct

response
 adverts
 and
 insert,
 direct
 mail,
 and
 banner
 advertisements,
 were
 selected
 for
 their

suitability
 in
 providing
 efficient
 opportunities
 for
 evaluating
 the
 success
 of
 the
 campaign.

Although
criticism
of
the
ability
to
evaluate
on
line
advertising
exists
(Fill,
2006
pp191;
and
Dreze

&
 Zurfryden,
 1998);
 Briggs
 and
 Hollis
 (1997)
 advocated
 that
 click‐through
 rates
 provide
 an

accurate
measurement
of
the
effectiveness
of
the
use
of
banner
advertising.
However
it
may
be

difficult
 to
 differentiate
 whether
 the
 banner’s
 success
 or
 failure
 is
 due
 to
 design
 or
 vehicle
 by

which
 it
 is
 communicated.
 Similarly
 to
 the
 other
 tools,
 this
 can
 be
 tested
 through
 the
 use
 of

different
advert
styles
and
messages
testing
their
effectiveness
in
achieving
response
rates.
Each

tool
can
be
separately
evaluated
to
determine
its
ability
to
generate
leads
in
comparison
to
the

other
 tools
 and
 its
 own
 predicted
 conversion
 rates.
 Over
 time
 the
 most
 effective

communications
 tools
 should
 be
 selected
 to
 communicate
 the
 message
 to
 prospective

customers;
thus
ensuring
the
highest
return
on
investment.



3.8
CREATIVE
BRIEF

Brand:
Carbon
Trust




















Campaign
Title:
Save
money
with
Carbon
Trust


Brief
Prepared
by:
C211

Date:
5
May
2010



Section
1:

Campaign
Objectives

Acquisition
‐
To
generate
at
least
2,500
surveys
within
a
year
and
to
convert
50%
of
the
enquiries

to
customers.
Retention
‐
To
create
a
database
for
facilitating
customer
relationship
management

and
cross
selling.




Section
2:
The
Product/Brand
Positioning

The
Carbon
Trust
is
an
independent
government
authority
that
interacts
with
UK
businesses,

supporting
them
in
reducing
their
Carbon
Footprint.
By
reducing
their
levels
of
carbon
emissions

they
not
only
comply
with
new
legislative
carbon
emissions
restrictions
but
also
help
lower
their

fuel
consumption
costs.




16
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





Section
3:
Target
Audience

The
below
industries
have
been
identified
as
producing
the
highest
levels
of
carbon
emissions,

and
as
such
will
form
the
primary
target
markets
of
the
campaign.


Market

Target
Market
 Size

Production
&

manufacturing
 8,984

Construction
 3,180

Retail
 7,640

Accommodation
&

Food
 4,420


All
companies
communicated
to
have
been
chosen
on
the
basis
of
their
employment
size.
It
is

assumed
that
the
companies
having
an
employment
band
size
of
50
people
and
above
are
will

have
an
energy
expenditure
of
over
£50,000
per
annum.
Those
companies
are
then
divided
into

the
three
survey
categories;


One
day
survey:
For
companies
with
energy
bills
of
between
£50k
and
£250k.
A
consultant
will

provide
a
precise
pre‐formatted
report
with
basic
recommendations.





1. 

2. Standard
survey:
For
companies
with
energy
bills
of
between
£250k
and
£500k.
A
consultant
will

spend
3
to
10
days
interacting
with
a
customer
and
assess
possible
opportunities
for
carbon

reduction.

3. Extended
survey:
For
companies
with
energy
bills
of
between
£500k
and
£3M.
A
consultant
will

spend
3
to
10
days
working
with
one
customer
over
an
extended
time,
and
deliver
reasonable

recommendations.







Section
4:
The
Proposition
(message)
linked
to
targeted
group
(Chunkwumerije,
2007)

1. Primary
Messages:

2. Profit:
The
most
significant
advantage
of
having
a
Caron
Trust
survey
undertaken
is
the
potential

cost
savings
incurred.
This
affecting
the
companys’
bottom
line.

Legislation:
It
has
recently
become
a
legal
requirement
that
companies
act
to
reduce
their
carbon

emissions
and
operate
within
the
‘acceptable’
levels
of
omissions.
As
such
it
is
important
to

educate
companies
on
their
legal
obligations
in
addition
to
communicating
the
potential
cost

savings.





Secondary
Messages:

3. Credibility:
Public
awareness
and
important
placed
on
controlling
carbon
footprints
has
become

increasingly
popular
over
recent
years.
Participating
in
voluntary
carbon
emission
reduction
will

help
businesses
build
credibility;
demonstrating
to
consumers
that
they
are
leading
the
way
in

reducing
their
carbon
footprint
rather
than
waiting
until
legislation
become
progressively
more

restrictive.


4. 


17
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





5. Ethical
Considerations:
Most
companies
believe
that
doing
the
right
thing,
and
being
seen
to
do

the
right
thing,
will
positively
establish
their
‘ethical’
reputation
and
concern
for
‘green’
issues,

thus
positively
affecting
customers’
perception.
By
acting
ethically,
for
example
investing
in

Carbon
Trust’s
services
will
assist
them
in
translating
market
and
consumer
trust
into
long‐term

customer
retention
and
profit
maximisation.


6. 



Section
5:
Proposition
Support

Regardless
of
the
primary
objectives
of
individual
businesses;
for
example
profit
maximisation,

growth
or
market
share
acquisition;
it
is
assumed
that
their
operating
costs
will
be
directly
related

to
their
ability
to
achieve
their
primary
business
objective.
As
such
the
main
focus
of
the

campaign
is
to
reinform
and
remind
customers
of
the
cost
saving
potential
of
having
a
carbon

trust
survey
undertaken.
As
such
we
will
not
be
supporting
the
campaign
with
additional
sales

promotions.
The
introduction
of
the
legislation
gives
the
campaign
more
weight
as
it
is
now
a

legal
requirement
for
organisations
to
operate
within
certain
carbon
emission
guidelines.
Is
it

therefore
important
to
remind
customers
of
their
legal
obligations
and
addition
to
the
cost

savings,
and
market
support
potential
brought
about
by
being
seen
to
act
ethically.




Section
6:
Public
Relations
activity

It
has
been
negotiated
with
publications
in
which
the
campaign
has
been
scheduled
to
advertise

that
a
250‐300
word
press
release
(with
one
accompanying
picture)
will
run
in
the
same
issue
to

support
the
advert.
As
such
CT
also
require
four
press
release
articles
aimed
as
the

aforementioned
target
market.
A
copy
of
the
media
schedule
will
accompany
this
brief.




Section
7:
Propose
media
which
will
reach
the
targeted
group(s)


Type
of
 Format
 Name
of
 Target
market


Media
 Publication

(Magazine)

Direct
mail
 Postal
 One‐piece
mailer,
 Production
&

full
colour,
4
panel.
 manufacturing


 Postal
 One‐piece
mailer,
 Mining

full
colour,
4
panel.


 Postal
 One‐piece
mailer,
 Construction

full
colour,
4
panel.

Direct
Mail
 E‐mail
 Full
colour
HTML
 Mining

with
click‐through

links
to
CT
website


 E‐mail
 Full
colour
HTML
 Construction

with
click‐through

links
to
CT
website


 E‐mail
 Full
colour
HTML
 Transport
&
Storage

with
click‐through

links
to
CT
website


 E‐mail
 Full
colour
HTML
 Education

with
click‐through

links
to
CT
website

18
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2C11







 E‐mail
 Full
colour
HTML
 Education

with
click‐through

links
to
CT
website

Advertising
 
 
 

Magazine
 DR
 Management
 B2B
managers
‐
all

Advert
 Today
 industries


 DR
 The
Manufacturer
 
Manufacturing
&

Advert
 Production


 Insert
 Construction
News
 Construction


 Insert
 Institute
of
 Hospitality/
Catering
/

Hospitality
 Education
/

Restaurants
&
clubs



 Inserts
 Retail
Week
 Retail


 Press
 Manufacturing
&

release
 The
Manufacturer
 Production


 Hospitality/
Catering
/

Press
 Institute
of
 Education
/

release
 Hospitality
 Restaurants
&
clubs



 Press

release
 Retail
Week
 Retail


 Press

Release
 Construction
News
 Construction

Internet
 The
Manufacturer
‐

Rich
text,

Banner
 animation
full
 Production
&

ad
 colour

 Manufacturing


 Management

Today
‐
Rich
text,

Banner
 animation
full
 B2B
managers
–
all

ad
 colour

 industries


 Retail
Week
‐
Rich

Banner
 text,
animation
full

ad
 colour

 Retail


 Construction
News

‐
Rich
text,


 Banner
 animation
full

Section
8:
Desired
Action
 ad
 colour

 Construction

All
forms
of
advertising
will
be
direct
response
advertisings.
As
such
it
is
important
that
the

contact
number,
website
and
email
address
is
clearing
visible
and
attracts
attention.

Additionally,
promotional
codes
should
be
placed
on
all
printed
advertisements
to
help
with
the

post‐evaluation
of
the
campaign
and
gauging
of
the
most
successful
publications
in
attracting
the

responses
from
the
target
markets.



Section
9:
Tone
of
Voice

Professional
but
not
bored,
active
but
not
aggressive,
mature
but
not
old.


19
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Section
10:
Budget

As
budget
has
been
allocated
on
the
basis
of
the
number
of
advert
variations.
The
ad
variations

are
detailed
in
section7.
A
budget
of
£500
per
advert
design,
£200.00
per
press
release;
£100.00

per
interactive
internet
banner
advert,
and
£500
per
postal
direct
mail
design
and
£300
per
email

DM
has
been
allocated.



Section
11:
How
will
we
evaluate
the
campaign?

The
campaign
will
be
evaluated
by
its
ability
to
generate
enquiries
and
responses;
and
its

associated
cost
per
conversion.
Campaigns
will
be
tracked
throughout
the
12
month
campaign

cycle
and
changes
made
to
design
where
necessary.







4.
DATABASE
STRATEGY


4.1
DATABASE
MARKETING

According
to
Institute
of
Direct
Marketing
definition
Database
marketing
is;

“A
 comprehensive
 collection
 of
 relevant
 and
 interrelated
 data
 serving
 multiple

applications
 allowing
 timely
 and
 accurate
 on
 demand
 retrieval
 or
 manipulation
 of

relevant
 data
 and
 having
 a
 data
 management
 system
 independent
 of

applications”(Humphreys,2010).


Database
 marketing
 is
 said
 to
 be
 “an
 interactive
 approach
 to
 marketing
 that
 uses

individually
 addressable
 marketing
 media
 and
 channels
 to
 provide
 information
 to
 a
 target

audience.
 Stimulate
 demand
 and
 stay
 close
 to
 the
 customers.”
 (Humphreys,2010).
 Database

marketing
(DBM)
involves
building,
organizing,
supplementing,
and
mining
customer
transaction

databases
to
increase
the
accuracy
of
marketing
efforts
by
enabling
the
identification
of
the
best

prospects
 for
 marketing
 efforts
(Goodman
and
Labe).
 The
 data
 collected
 helps
 increase

marketing
 productivity.
 Marketing
 productivity
 can
 be
 enhanced
 through
 the
 introduction
 of
 a

new
acquisition
strategy,
retention
strategy
or
better
Customer
Relationship
strategy.
DBM
has

proven
its
reputation
as
a
tool
for
enhancing
the
customer
value
of
the
organisation
in
a
highly

competitive
 and
 information
 intensive
 age
 (Blatterberg
 et.al,
 2009).
 The
 main
 advantage
 of

having
 a
 database
 is
 to
 facilitate
 the
 ease
 of
 communication
 planning,
 and
 effective
 customer

segmentation
 and
 targeting.
 The
 marketing
 resources
 of
 an
 organisation
 are
 deployed
 for


20
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Carbon
Trust
–
Group
2C11





prudent
 and
 carefully
 planned
 action
 rather
 than
 a
 haphazard
 action
 plan.
 Please
 refer
 to

Appendix
5
for
a
diagram
representing
the
customer
marketing
database.

The
database
is
a
marketing
asset
which
keeps
a
comprehensive
record
of
all
the
customers
in
a

remote
 storage
 area.
 This
 can
 be
 divided
 into
 two
 kinds
 of
 databases,
 Customer
 Database
 and

Prospect
Database
(Humphreys,
2010).
This
can
be
used
to
leverage
profits
through
the
selling
of

a
 wide
 range
 of
 products.
 For
 existing
 customers
 this
 can
 help
 by
 adding
 value
 to
 the
 existing

product
by
continuous
feedback,
and
for
the
prospect
by
providing
them
solutions
and
services


Accurately
 targeted
 at
 them
 that
 match
 their
 requirements.
 The
 database
 is
 a
 good
 source
 of

business
forecast
and
hence
eliminates
the
risks
associated
with
forecasting.
Thus,
reducing
the

money
 spent
 on
 marketing
 resources.
 Continuous
 appraisal,
 to
 the
 existing
 customers,
 of
 the

product
and
services
would
help
in
tailoring
the
products
and
services
for
the
prospects.


4.2
RETENTION
MARKETING

Traditional
 Marketing
 approaches
 support
 the
 marketing
 mix
 and
 the
 attainment
 of
 market

share
through
mass
marketing
and
increased
focus
on
customer
acquisition
(Ahmad
and
Buttle,

2001).
 However,
 the
 inherent
 inadequacies
 of
 the
 marketing
 mix
 lead
 to
 the
 development
 of

Relationship
 Marketing
 (Ahmad
 and
 Buttle,
 2001;
 Booms
 and
 Bitner,
 1981;
 Berry,
 1983;

Gummesson,
1987;
Grönroos,
1990).
Relationship
marketing
enhances
and
sustains
the
supplier
‐
customer
 relationship
 with
 a
 major
 focus
 on
 customer
 retention
 (Ahmad
 and
 Buttle,
 2001).

Reicheld
and
Dawkins
(1990)
claimed
that
5%
increase
in
customer
retention
leads
to
an
increase

in
the
net
present
value
of
a
customer
of
between
25
to
85%
in
a
wide
range
of
industries.
See

Appendix
6
for
a
framework
representing
a
potential
strategy
for
customer
retention.

The
 CT
 strategy
 is
 classified
 according
 to
 both
 service
 marketing
 and
 a
 B2B
 marketing

perspectives.
As
CT
sells
standardised
products
and
services
a
retrospective
segmentation
can
be

used,
 dividing
 customers
 into
 categories
 with
 similar
 behaviour,
 spending
 level
 and
 customer

profiles
 within
 the
 database.
 Relationship
 importance
 should
 be
 placed
 on
 retaining
 and
 cross

selling
 to
 customers
 with
 the
 most
 profitable
 returns
 predictions.
 This
 is
 particularly
 important

when
taking
into
consideration
the
Pareto
Principle
which
states
80
per
cent
of
profits
will
come

from
20
per
cent
of
customers.
As
a
service
provider,
Turnbull
and
Wilson
(1989)
have
enforced

the
 idea
 of
 protecting
 the
 buyer
 and
 seller
 organisation
 through
 structural
 and
 social
 bonds,

though
the
clear
meaning
of
structural
values
have
not
been
emphasised.
The
development
of
a


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Trust
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Group
2C11





relationship
is
a
starting
point,
which
would
create
interdependency
between
the
customer
and

the
 supplier
 as
 stated
 by
 Ahmad
 and
 Buttle,
 2001.
 These
 groups
 must
 be
 periodically

communicated
with
to
remind
them
of
benefits
of
staying
with
CT.
The
most
essential
aspect
of

relationship
marketing
is
to
adjust
the
marketing
mix
depending
on
the
prevailing
circumstances.

CT
must
focus
on
their
service
quality,
both
with
free
carbon
surveys
and
consultation.
Periodic

appraisal
of
the
strategy
should
be
undertaken
evaluate
the
success
of
the
plan.

The
 Carbon
 Trust
 can
 work
 on
 closing
 the
 gaps
 between
 customer
 expectations
 and

experiences
of
serve
quality.
The
core
products
are
often
of
less
significance
when
considering

the
 industrial
 perspectives
 (Ahmad
 and
 Buttle,
 2001).
 Augmented
 products
 such
 as
 carbon

reduction
consultation,
surveys,
and
the
opportunity
to
considerably
reduce
energy
costs
tend
to

more
important
than
the
functional
features.
CT
should
adapt
new
marketing
mixes
depending

on
 the
 segmentation
 of
 the
 profile.
 Please
 refer
 to
 Appendix
 7
 to
 view
 a
 diagram
 of
 the

communication
 strategy
 for
 retention,
 and
 Appendix
 8
 for
 a
 more
 detailed
 discussion
 on
 the

importance
of
Relationship
Marketing
for
CT.

The
Retention
communication
strategy
is
divided
into
two
stages
of
execution.

1. Reminder
Stage:
At
this
stage
of
the
process,
once
the
customer
has
decided
to
choose

the
 services
 of
 Carbon
 Trust,
 the
 customer
 should
 be
 sent
 a
 direct
 mail
 thanking
 the

customer



2. for
choosing
the
Carbon
Trust
services.
Further
email
marketing
software
should
be
used

to
send
newsletters
or
promotional
materials
to
the
list
of
opt
in
list
of
subscribers.



3. Prevent
Inactivity
stage:
After
the
first
round
of
communication.
Few
prospects
would
be

interested
in
the
offerings
of
the
CT.
These
prospects
then
proceed
to
Cross
selling
and

from
 Cross
 selling
 to
 Up
 selling.
 Second
 set
 of
 customers
 are
 the
 Inactive
 ones.
 It
 is

imperative
to
convert
these.

It
is
essential
to
understand
the
reason
for
their
inactivity

and
hence
all
these
inactive
customers
should
be
sent
Feedbacks
forms.
After
analysis
of

the
 feedback
 forms
 new
 marketing
 mix
 should
 be
 adapted
 for
 the
 inactive
 customers.

This
 is
 a
 cyclic
 chain
 and
 stage
 two
 loops
 into
 stage
 one.
 To
 make
 this
 campaign

measurable,
specific
time
bound
objective
must
be
set.



22
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Trust
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2C11





5.
CONCLUSION

The
 focus
 of
 the
 report
 was
 to
 generate
 at
 least
 2500
 surveys
 through
 Direct
 and

Relationship
Marketing.
At
the
end
of
the
study
3865
prospective
subjects
were
identified.
The

production
 &
 manufacturing,
 construction,
 retail,
 and
 accommodation
 &
 food
 sectors
 were

found
 to
 be
 the
 segments
 with
 highest
 energy
 consumptions.
 This
 study
 proposes
 an
 effective

and
 streamlined
 acquisition
 and
 retention
 strategy
 for
 future
 clientele
 in
 these
 sectors.

Furthermore,
 the
 study
 outlines
 a
 ‘retention
 communication’
 for
 the
 Carbon
 Trust.
 The
 study

supports
 the
 theoretical
 viewpoints,
 on
 relationship
 marketing,
 of
 Gummesson
 (2002),



Reichheld,
 and
 Sasser
 (1995).
 
 All
 the
 above
 strategies
 are
 void
 without
 an
 effective
 Database

Marketing.
Database
Marketing
is
one
of
the
most
important
business
process
for
the
prudent

utilisation
of
the
marketing
resources
of
a
firm
(Goodman
and
Labe,
1992).
Database
Marketing

would
help
Carbon
Trust
in
planning
out
proficient
communication
strategy.
Database
Marketing

would
help
Carbon
Trust
in
leveraging
the
marketing
resources
to
plan
out
a
successful
business

proposition.
The
Carbon
Trust
should
focus
on
strengthening
their
eCRM
programme
to
attain
a

distinct
competitive
advantage.



















23
 Direct
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Trust
–
Group
2C11








6.
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Group
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 F.F.,
 and
 Kenny,
 D.W.,
 (1990).
 The
 hidden
 advantages
 of
 customer
 retention.

Journal
of
Retail
Banking:
13
(4),
pp.
19‐23.



31. SADOWSKI,
 M.;
 BUCKINGHAM,
 F.
 (2007).
 Retail
 Corporate
 Responsibility.
 European
 Retail

Digest,
issue
56.



32. STRAUSS,
J.;
ANSARY,
A.
I.
(2005).
E‐Marketing.
4th
Edition.
Prentice
Hall:
Upper
Saddle
River,

NJ.



33. TAPP,
 A.
 (2008)
 Principles
 of
 Direct
 and
 Database
 Marketing.
 4th
 ed.
 Pearson
 Education

Limited:
Harlow.



34. TURNBULL,
 P.W.;
 WILSON,
 D.T.,
 (1989)
 Developing
 and
 protecting
 profitable
 customer

relationships.
Industrial
Marketing
Management.
Vol.
18,
pp.
233‐238.



35. WEBSTER,
F.
E.;
WIND,
Y.
(1972).
A
General
Model
for
Understanding
Organizational
Buying

Behaviour.
Journal
of
Marketing:
26
(2),
pp.
12‐19.






























26
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





APPENDICES



APPENDIX
1:
Key
Questions
to
Understand
Customers


APPENDIX
2:
Motivations,
Drivers
and
Barriers
Related
to
Corporate
Climate
Actions

APPENDIX
3:
Segmentation
&
Targeting

APPENDIX
4:
Media
Plan


APPENDIX
4.1:
Media
Plan
Overview

APPENDIX
4.2:
Budget
and
Costs
Summary

APPENDIX
4.3:
Media
Schedule

APPENDIX
4.4:
Advertising

APPENDIX
4.5:
Direct
Mail

APPENDIX
4.6:
Internet

APPENDIX
4.7:
Press
Releases

APPENDIX
5:
Customer
Marketing
Database

APPENDIX
6:
Potential
Strategy
for
Customer
Retention

APPENDIX
7:
Communication
Strategy
for
Retention

APPENDIX
8:
Customer
Relationship
Management
and
its
implications
for
CT












 `
















































27
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





APPENDIX
1:
Key
Questions
to
Understand
Customers














Source:
Hooley
et
al
(2008,
p.
96)











28
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





APPENDIX
2:
Motivations,
Drivers
and
Barriers
Related
to
Corporate
Climate
Actions








Source:
Okerke
(2007,
p.
481)
















































29
 Industry
Sector ZA
 ZB ZB
1. ZB
2. ZC
 ZD
 ZE
 ZF
 ZG
 ZH
 ZI
 ZJ ZK ZL ZM ZN ZO ZP ZQ TOTAL
Region 

UNITED
KINGDOM 142075 159620 
 298480 77760 127150 293510 86670 175885 157960 66635 91350 340955 197595 25665 66725 137575 189180 2,634,790
GREAT
BRITIAN 125735 154450 285940 75145 123375 283656 83705 171380 156460 64955 88995 335775 194205 24575 63450 132850 183905 2,548,465
ENGLAND
&
WALES 108280 143710 266175 70180 115815 259370 77205 155800 148935 83395 83395 312895 181085 21380 57760 121200 169230 2,353,080
ENGLAND 94160 136680 253735 66220 111335 245435 73185 146455 145055 80585 80585 303475 173025 19745 54455 114170 114170 2,237,555 Employment
size
Band
50‐99
NORTH
EAST 0 0 165 90 10 25 35 40 50 10 0 10 70 55 5 20 95 30 NORTH
EAST
NORTH
WEST 10 0 470 215 50 195 95 85 140 55 25 30 200 185 5 65 280 70 NORTH
WEST
YORKSHIRE
&
HUMBER 15 0 445 165 40 155 65 65 100 40 15 10 145 150 0 40 200 55 YORKSHIRE
&
HUMBER
EAST
MIDLAND 15 10 395 130 45 120 50 75 85 30 20 10 95 155 0 60 175 45 EAST
MIDLAND
WEST
MIDLAND 20 0 475 150 55 140 55 65 95 35 15 25 125 165 0 50 190 75 WEST
MIDLAND
EAST
REGION 35 0 355 175 55 180 85 110 95 65 25 20 175 195 5 70 205 90 EAST
REGION
LONDON
REGION 0 0 190 145 20 195 115 105 305 265 230 90 460 425 15 190 265 205 LONDON
REGION
SOUTH
EASTERN
REGION 35 0 430 220 80 255 90 115 170 175 65 45 250 340 0 215 330 160 SOUTH
EASTERN
REGION
SOUTH
WESTERN
REGION 15 5 295 130 50 110 95 55 155 55 15 30 145 155 5 55 210 85 SOUTH
WESTERN
REGION
WALES 10 0 170 85 30 35 45 30 75 5 10 20 55 65 10 20 160 35 WALES
SCOTLAND 15 15 310 225 30 95 80 80 190 35 10 35 135 145 5 40 175 75 SCOTLAND
NORTHERN
IRELAND 0 5 150 85 25 55 85 30 80 10 5 5 35 25 5 30 90 15 NORTHERN
IRELAND
100‐249
NORTH
EAST 0 5 95 40 10 15 10 20 25 0 10 10 25 30 5 30 45 20 NORTH
EAST
NORTH
WEST 5 0 310 100 35 85 35 55 80 30 30 30 105 145 5 85 90 55 NORTH
WEST
YORKSHIRE
&
HUMBER 10 0 270 70 30 70 35 40 45 25 15 15 75 120 0 50 75 35 YORKSHIRE
&
HUMBER
EAST
MIDLAND 5 10 250 50 35 75 30 30 40 20 5 20 50 120 5 95 55 35 EAST
MIDLAND
WEST
MIDLAND 5 0 290 75 35 80 25 20 40 20 10 25 65 110 5 80 95 50 WEST
MIDLAND
EAST
REGION 10 0 200 85 40 85 45 50 45 50 20 30 100 165 5 90 90 45 EAST
REGION
LONDON
REGION 0 5 105 80 30 105 80 70 165 155 155 50 290 310 10 185 255 115 LONDON
REGION
SOUTH
EASTERN
REGION 20 0 255 115 65 150 60 60 85 115 35 35 160 220 0 225 190 85 SOUTH
EASTERN
REGION
SOUTH
WESTERN
REGION 5 5 180 60 40 45 50 25 60 25 10 25 85 100 10 95 90 40 SOUTH
WESTERN
REGION
WALES 0 0 130 50 15 25 15 15 20 5 5 10 15 40 5 15 50 20 WALES
SCOTLAND 5 5 190 110 20 50 40 40 75 15 10 20 80 85 5 40 90 60 SCOTLAND
NORTHERN
IRELAND 0 0 85 35 10 20 40 15 35 10 15 0 10 20 5 5 50 10 NORTHERN
IRELAND
250+
NORTH
EAST 0 5 135 20 10 5 10 15 15 5 0 15 5 25 15 35 40 10 NORTH
EAST
NORTH
WEST 5 0 55 45 15 45 65 25 45 15 20 30 45 35 40 100 100 30 NORTH
WEST
YORKSHIRE
&
HUMBER 0 0 180 40 15 25 40 20 25 10 10 20 25 75 15 60 60 20 YORKSHIRE
&
HUMBER
EAST
MIDLAND 5 0 105 25 20 40 35 30 10 20 10 5 20 60 50 55 40 25 EAST
MIDLAND
WEST
MIDLAND 0 0 60 40 20 40 35 35 20 15 20 15 30 85 30 80 65 15 WEST
MIDLAND
EAST
REGION 5 0 135 40 20 50 35 35 35 25 35 20 35 130 55 75 70 25 EAST
REGION
LONDON
REGION 0 0 35 60 10 50 110 80 125 125 170 45 215 230 45 135 145 110 LONDON
REGION
SOUTH
EASTERN
REGION 5 0 175 70 45 100 50 55 55 85 40 15 105 140 70 135 95 65 SOUTH
EASTERN
REGION
SOUTH
WESTERN
REGION 0 5 105 35 15 20 30 20 25 10 25 10 40 60 40 85 55 10 SOUTH
WESTERN
REGION
WALES 0 0 65 15 5 10 15 10 0 10 0 0 10 15 20 50 25 15 WALES
SCOTLAND 5 20 125 55 15 15 25 25 25 5 25 10 45 60 20 85 50 20 SCOTLAND
NORTHERN
IRELAND 0 0 35 5 0 5 20 0 10 5 5 10 0 30 30 20 5 15 NORTHERN
IRELAND
260 
 95 7420 3135 1045 2770 1830 1645 2645 1580 1115 795 3525 4470 545 2765 4300 1870 41810
The
actual
number
of
Industries
as
on
record
according
to
the
Standard
Industrial
Classifica^on
(UKSIC(2007))
by
Employment
Size


Employment
size
band ZA ZB ZB
1. ZB
2. ZC ZD ZE ZF ZG ZH ZI ZJ ZK ZL ZM ZN ZO ZP ZQ TOTAL
50‐99 210 5755 615 5140 2395 1200 2275 3965 2525 3270 1480 1270 610 2790 3815 2405 7040 6255 2155 49415
100‐249 75 3695 375 3320 1230 335 1065 2085 1525 940 945 860 300 1495 2800 1815 4175 2245 1035 26,620
250+ 15 1780 185 1595 350 30 345 1590 720 210 540 700 100 730 1260 1435 910 1050 260 13805
300 11230 1175 10055 3975 1565 3685 7640 4770 4420 2965 2830 1010 5015 7875 5655 12125 9550 3450 89840

ZA Agrigulture,
forestry
and
fishing 

ZB Produc^on
ZB
1. Mining,quarrying
&
U^li^tes

ZB
2. Manufacturing
ZC Construc^on
ZD Motor
Trade
ZE Wholesale
ZF Retail
ZG Transport
&
Storage
(inc
Postal)
ZH Acommoda^on
&
food
services
ZI Informa^on
&
Communica^on
ZJ Finance
&
Insurance
ZK Property
ZL Professional,
Scien^fic
&
Technical
ZM Business
Administra^on
&
Support
Services
ZN Public
Administra^on
&
Support
ZO Educa^on
ZP Health
ZQ Arts,
Entertainment,
recrea^on
&
other
 Carbon
Trust
Acquisi0on
Reten0on
Media
Plan
Overview

2010
‐
1011
(N.B:
Full
Page
View)

ACQUISITION & RETENTION PLAN OVERVIEW

No. of TM calls No. of TM calls Commission

Cost Per
Total cost of per hour to Total No. hrs to Cost of follow-up @ Conversion Rate Conversion to per hour to Total No. hrs Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Mailing Objective Type Target Drop Target Market Deduplicate Converstion
sending DM convert to follow-up £50/hr % to Enquiry Enquiry convert to to follow-up £50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
survey survey £10
DM 1: Production & manuf
Acquisition One-piece mailer 11,230 8,984 Production & manufacturing 10,993 3 2,995 £149,733 15.00% 1,348 1,280 3 449 £22,460 50% 640 £6,401 £178,594 £189,588 £296.18
DM 2: Construction Acquisition One-piece mailer 3975 3,180 Construction 4,214 3 1,060 £53,000 15.00% 477 453 3 159 £7,950 50% 227 £2,266 £63,216 £67,430 £297.61
DM3: Retail Acquisition One-piece mailer 7640 6,112 Retail 9,424 3 2,037 £101,867 15.00% 917 871 3 306 £15,280 50% 435 £4,355 £121,501 £130,925 £300.65
DM4: Acommodation & Hospitality/ Catering / Education
Food Acquisition One-piece mailer 4420 3,536 / Restaurants & clubs 5,663 3 1,179 £58,933 15.00% 530 504 3 177 £8,840 50% 252 £2,519 £70,293 £75,955 £301.48
eDM1: Prodt & manu Acquisition e-mail 11,230 2,246 Production & manufacturing 1,198 3 749 £37,433 15.00% 337 320 3 112 £5,615 50% 160 £1,600 £44,649 £45,847 £286.49
eDM2: Construction Acquisition e-mail 3,975 795 Construction 618 3 265 £13,250 15.00% 119 113 3 40 £1,988 50% 57 £566 £15,804 £16,422 £289.92
eDM3: Retail Acquisition e-mail 7,640 1,528 Retail 1,064 3 509 £25,467 15.00% 229 218 3 76 £3,820 50% 109 £1,089 £30,375 £31,439 £288.78
eDM4: Acommodation Hospitality/ Catering / Education
& Food Acquisition e-mail 4,420 884 / Restaurants & clubs 742 3 295 £14,733 15.00% 133 126 3 44 £2,210 50% 63 £630 £17,573 £18,315 £290.79

£33,916.03 4,090 Direct Mail Subtotal 1,943 £19,426.31 £542,005.48 £575,921.51 £2,351.89

No. of TM calls No. of TM calls Commission

Total cost of Cost Per
Customers per hour to Total No. hrs to Cost of follow-up @ Conversion Rate Conversion to per hour to Total No. hrs Cost of follow-up @ Conversion Rate Conversions to for sales Total TM Cost Total Cost for
Mailing Type Drop Target Market sending DM - 3 per Deduplicate Converstion
Acquired convert to follow-up £50/hr % to Enquiry Enquiry convert to to follow-up £50/hr % to sales sales conversion @ for Campaign Ad & TM
annum to survey
survey survey £10
Production & manu. Retention Direct mail - postal 1,009 807 Production & manu. 11,026 3 269 £13,455 15.00% 121 115 3 40 £2,018 50% 58 £575 £16,049 £27,075 £470.69
Construction Retention Direct mail - postal 820 656 Construction 8,856 3 219 £10,935 15.00% 98 93 3 33 £1,640 50% 47 £467 £13,043 £21,899 £468.45
Retail Retention Direct mail - postal 1,129 904 Retail 11,291 3 301 £15,059 15.00% 136 129 3 45 £2,259 50% 64 £644 £17,961 £29,252 £454.39
Acommodation & Food Retention Direct mail - postal 526 421 Acommodation & Food 6,544 3 140 £7,018 15.00% 63 60 3 21 £1,053 50% 30 £300 £8,371 £14,914 £497.10
Misc - B2B managers Retention Direct mail - postal 380 304 Misc - B2B managers 5,391 3 101 £5,067 15.00% 46 43 3 15 £760 50% 22 £217 £6,043 £11,435 £527.91
Production & manu. Retention Direct mail - email 1,009 202 Production & manu. 1,200 3 67 £3,364 15.00% 30 29 3 10 £505 50% 14 £144 £4,012 £5,212 £362.45
Construction Retention Direct mail - email 820 164 Construction 1,200 3 55 £2,734 15.00% 25 23 3 8 £410 50% 12 £117 £3,261 £4,461 £381.69
Retail Retention Direct mail - email 1,129 226 Retail 1,200 3 75 £3,765 15.00% 34 32 3 11 £565 50% 16 £161 £4,490 £5,690 £353.57
Acommodation & Food Retention Direct mail - email 526 105 Acommodation & Food 1,200 3 35 £1,755 15.00% 16 15 3 5 £263 50% 8 £75 £2,093 £3,293 £438.99
Misc - B2B managers Retention Direct mail - email 380 76 Misc - B2B managers 1,200 3 25 £1,267 15.00% 11 11 3 4 £190 50% 5 £54 £1,511 £2,711 £500.61

£49,107.54 580 Direct Mail Subtotal 275 £2,753.84 £76,833.63 £125,941.16 £4,455.86

No. of TM calls Commission

Cost Per
Target / Conversion Rate Conversion to per hour to Total No. hrs Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Advertising Type Drop Target Market Advertising Cost Deduplicate Converstion
Circulation % to Enquiry Enquiry convert to to follow-up £50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
survey £10
Mgt Today 1/2 page DR advert 100,002 100,002 B2B managers - all industries 7,200 0.30% 300 285 3 100 £5,000 50% 143 £1,425 £6,425 £13,625 £96
The Manufacturer 1/2 page DR Ad 9000 9000 Manufacturing & Production 2,495 0.50% 45 43 3 15 £750 50% 21 £214 £964 £3,459 £162
Hospitality/ Catering / Education
Institute of Hospitality Inserts (1-10gm) 10000 10000 / Restaurants & clubs 2,950 1.00% 100 95 3 33 £1,667 50% 48 £475 £2,142 £5,092 £107
Retail Week Inserts (1-10gm) 10197 10197 Retail 4,250 1.00% 102 97 3 34 £1,700 50% 48 £484 £2,184 £6,434 £133
Construction News Full page DR Ad 20668 20668 Construction 4,800 1.00% 207 196 3 69 £3,445 50% 98 £982 £4,426 £9,226 £94

£21,695.00 547 Advertising Subtotal 358 £3,579.87 £16,140.80 £37,835.80 £591.43

No. of TM calls Commission

Cost Per
Average audience Average Advertising Click-through Click-through Conversion Rate Conversion to per hour to Total No. hrs Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Internet Type Drop Target Market Deduplicate Converstion
per mth Cost Rate Quantity % to Enquiry Enquiry convert to to follow-up £50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
survey £10
The Manufacturer Banner ad 250000 250000 Manufacturing & Production 6,350 2.00% 5000 7.00% 350 333 3 111 £5,542 50% 166 £1,663 £7,204 £13,554 £81.53
Management Today Banner ad 184454 184454 B2B managers - all industries 7,478 2.00% 3689.08 8.00% 295 280 3 93 £4,673 50% 140 £1,402 £6,075 £13,553 £96.68
Retail Week Banner ad 674219 674219 Retail 6,600 2.00% 13484.38 8.00% 1,079 1,025 3 342 £17,080 50% 512 £5,124 £22,204 £28,804 £56.21
Construction News Banner ad 512683 512683 Construction 20,607 2.00% 10253.66 8.00% 820 779 3 260 £12,988 50% 390 £3,896 £16,884 £37,492 £96.22

£41,035.48 2,544 Internet Subtotal 1,208 £12,084.81 £52,367.49 £93,402.97 £330.64

No. of TM calls Commission

Cost Per
Target / Total PR insertion Conversion Rate Conversion to per hour to Total No. hrs Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Press Releases Type Drop Target Market Deduplicate Converstion
Circulation Costs % to Enquiry Enquiry convert to to follow-up £50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
survey £10
Mgt Today Press release 100,002 100,002 B2B managers - all industries 295 0.50% 500 475 3 158 £7,917 50% 238 2,375 £10,292 £10,587 £45
The Manufacturer Press release 9000 9000 Manufacturing & Production 295 0.50% 45 43 3 14 £713 50% 21 214 £926 £1,221 £57
Hospitality/ Catering / Education
Institute of Hospitality Press release 10000 10000 / Restaurants & clubs 295 0.50% 50 48 3 16 £792 50% 24 238 £1,029 £1,324 £56
Retail Week Press Release 10197 10197 Retail 295 0.50% 51 48 3 16 £807 50% 24 242 £1,049 £1,344 £56
Construction News Press Release 20668 20668 Construction 295 0.50% 103 98 3 33 £1,636 50% 49 491 £2,127 £2,422 £49

£1,475.00 595 PR Subtotal 356 £3,559.34 £15,423.81 £16,898.81 £262.32

7,181 Acquisition Subtotal 3,865 £38,650.33 £625,937.58 £724,059.09 £3,536.29

Retention Subtotal 275 £2,753.84 £76,833.63 £125,941.16 £4,455.86

All Campaigns Total 4,140 £41,404 £702,771 £850,000 £7,992

Budget Total £850,000.00

Budget Remaining £0
 Carbon
Trust
Acquisi0on
Reten0on
Media
Plan
Overview

2010
‐
1011
(N.B:
Split
Page
View)
ACQUISITION & RETENTION PLAN OVERVIEW

No. of TM calls No. of TM calls

Total cost of per hour to Total No. hrs to Cost of follow-up @ Conversion Rate Conversion to per hour to Total No. hrs
Mailing Objective Type Target Drop Target Market Deduplicate
sending DM convert to follow-up £50/hr % to Enquiry Enquiry convert to to follow-up
survey survey
DM 1: Production & manuf
Acquisition One-piece mailer 11,230 8,984 Production & manufacturing 10,993 3 2,995 £149,733 15.00% 1,348 1,280 3 449
DM 2: Construction Acquisition One-piece mailer 3975 3,180 Construction 4,214 3 1,060 £53,000 15.00% 477 453 3 159
DM3: Retail Acquisition One-piece mailer 7640 6,112 Retail 9,424 3 2,037 £101,867 15.00% 917 871 3 306
DM4: Acommodation & Hospitality/ Catering / Education
Food Acquisition One-piece mailer 4420 3,536 / Restaurants & clubs 5,663 3 1,179 £58,933 15.00% 530 504 3 177
eDM1: Prodt & manu Acquisition e-mail 11,230 2,246 Production & manufacturing 1,198 3 749 £37,433 15.00% 337 320 3 112
eDM2: Construction Acquisition e-mail 3,975 795 Construction 618 3 265 £13,250 15.00% 119 113 3 40
eDM3: Retail Acquisition e-mail 7,640 1,528 Retail 1,064 3 509 £25,467 15.00% 229 218 3 76
eDM4: Acommodation Hospitality/ Catering / Education
& Food Acquisition e-mail 4,420 884 / Restaurants & clubs 742 3 295 £14,733 15.00% 133 126 3 44

£33,916.03 4,090

No. of TM calls No. of TM calls

Total cost of
Customers per hour to Total No. hrs to Cost of follow-up @ Conversion Rate Conversion to per hour to Total No. hrs
Mailing Type Drop Target Market sending DM - 3 per Deduplicate
Acquired convert to follow-up £50/hr % to Enquiry Enquiry convert to to follow-up
annum
survey survey
Production & manu. Retention Direct mail - postal 1,009 807 Production & manu. 11,026 3 269 £13,455 15.00% 121 115 3 40
Construction Retention Direct mail - postal 820 656 Construction 8,856 3 219 £10,935 15.00% 98 93 3 33
Retail Retention Direct mail - postal 1,129 904 Retail 11,291 3 301 £15,059 15.00% 136 129 3 45
Acommodation & Food Retention Direct mail - postal 526 421 Acommodation & Food 6,544 3 140 £7,018 15.00% 63 60 3 21
Misc - B2B managers Retention Direct mail - postal 380 304 Misc - B2B managers 5,391 3 101 £5,067 15.00% 46 43 3 15
Production & manu. Retention Direct mail - email 1,009 202 Production & manu. 1,200 3 67 £3,364 15.00% 30 29 3 10
Construction Retention Direct mail - email 820 164 Construction 1,200 3 55 £2,734 15.00% 25 23 3 8
Retail Retention Direct mail - email 1,129 226 Retail 1,200 3 75 £3,765 15.00% 34 32 3 11
Acommodation & Food Retention Direct mail - email 526 105 Acommodation & Food 1,200 3 35 £1,755 15.00% 16 15 3 5
Misc - B2B managers Retention Direct mail - email 380 76 Misc - B2B managers 1,200 3 25 £1,267 15.00% 11 11 3 4

£49,107.54 580

No. of TM calls
Target / Conversion Rate Conversion to per hour to Total No. hrs
Advertising Type Drop Target Market Advertising Cost Deduplicate
Circulation % to Enquiry Enquiry convert to to follow-up
survey
Mgt Today 1/2 page DR advert 100,002 100,002 B2B managers - all industries 7,200 0.30% 300 285 3 100
The Manufacturer 1/2 page DR Ad 9000 9000 Manufacturing & Production 2,495 0.50% 45 43 3 15
Hospitality/ Catering / Education
Institute of Hospitality Inserts (1-10gm) 10000 10000 / Restaurants & clubs 2,950 1.00% 100 95 3 33
Retail Week Inserts (1-10gm) 10197 10197 Retail 4,250 1.00% 102 97 3 34
Construction News Full page DR Ad 20668 20668 Construction 4,800 1.00% 207 196 3 69

£21,695.00 547

No. of TM calls
Average audience Average Advertising Click-through Click-through Conversion Rate Conversion to per hour to Total No. hrs
Internet Type Drop Target Market Deduplicate
per mth Cost Rate Quantity % to Enquiry Enquiry convert to to follow-up
survey
The Manufacturer Banner ad 250000 250000 Manufacturing & Production 6,350 2.00% 5000 7.00% 350 333 3 111
Management Today Banner ad 184454 184454 B2B managers - all industries 7,478 2.00% 3689.08 8.00% 295 280 3 93
Retail Week Banner ad 674219 674219 Retail 6,600 2.00% 13484.38 8.00% 1,079 1,025 3 342
Construction News Banner ad 512683 512683 Construction 20,607 2.00% 10253.66 8.00% 820 779 3 260

£41,035.48 2,544

No. of TM calls
Target / Total PR insertion Conversion Rate Conversion to per hour to Total No. hrs
Press Releases Type Drop Target Market Deduplicate
Circulation Costs % to Enquiry Enquiry convert to to follow-up
survey
Mgt Today Press release 100,002 100,002 B2B managers - all industries 295 0.50% 500 475 3 158
The Manufacturer Press release 9000 9000 Manufacturing & Production 295 0.50% 45 43 3 14
Hospitality/ Catering / Education
Institute of Hospitality Press release 10000 10000 / Restaurants & clubs 295 0.50% 50 48 3 16
Retail Week Press Release 10197 10197 Retail 295 0.50% 51 48 3 16
Construction News Press Release 20668 20668 Construction 295 0.50% 103 98 3 33

£1,475.00 595

7,181

Group 2C11
 Carbon
Trust
Acquisi0on
Reten0on
Media
Plan
Overview

2010
‐
1011
(N.B:
Split
Page
View)

Commission
Cost Per
Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Converstion
£50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
£10
£22,460 50% 640 £6,401 £178,594 £189,588 £296.18
£7,950 50% 227 £2,266 £63,216 £67,430 £297.61
£15,280 50% 435 £4,355 £121,501 £130,925 £300.65

£8,840 50% 252 £2,519 £70,293 £75,955 £301.48

£5,615 50% 160 £1,600 £44,649 £45,847 £286.49
£1,988 50% 57 £566 £15,804 £16,422 £289.92
£3,820 50% 109 £1,089 £30,375 £31,439 £288.78

£2,210 50% 63 £630 £17,573 £18,315 £290.79

Direct Mail Subtotal 1,943 £19,426.31 £542,005.48 £575,921.51 £2,351.89

Commission
Cost Per
Cost of follow-up @ Conversion Rate Conversions to for sales Total TM Cost Total Cost for
Converstion
£50/hr % to sales sales conversion @ for Campaign Ad & TM
to survey
£10
£2,018 50% 58 £575 £16,049 £27,075 £470.69
£1,640 50% 47 £467 £13,043 £21,899 £468.45
£2,259 50% 64 £644 £17,961 £29,252 £454.39
£1,053 50% 30 £300 £8,371 £14,914 £497.10
£760 50% 22 £217 £6,043 £11,435 £527.91
£505 50% 14 £144 £4,012 £5,212 £362.45
£410 50% 12 £117 £3,261 £4,461 £381.69
£565 50% 16 £161 £4,490 £5,690 £353.57
£263 50% 8 £75 £2,093 £3,293 £438.99
£190 50% 5 £54 £1,511 £2,711 £500.61

Direct Mail Subtotal 275 £2,753.84 £76,833.63 £125,941.16 £4,455.86

Commission
Cost Per
Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Converstion
£50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
£10
£5,000 50% 143 £1,425 £6,425 £13,625 £96
£750 50% 21 £214 £964 £3,459 £162

£1,667 50% 48 £475 £2,142 £5,092 £107

£1,700 50% 48 £484 £2,184 £6,434 £133
£3,445 50% 98 £982 £4,426 £9,226 £94

Advertising Subtotal 358 £3,579.87 £16,140.80 £37,835.80 £591.43

Commission
Cost Per
Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Converstion
£50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
£10
£5,542 50% 166 £1,663 £7,204 £13,554 £81.53
£4,673 50% 140 £1,402 £6,075 £13,553 £96.68
£17,080 50% 512 £5,124 £22,204 £28,804 £56.21
£12,988 50% 390 £3,896 £16,884 £37,492 £96.22

Internet Subtotal 1,208 £12,084.81 £52,367.49 £93,402.97 £330.64

Commission
Cost Per
Cost of follow-up @ Conversion Rate Conversions to for Survey Total TM Cost Total Cost for
Converstion
£50/hr % to Survey Surveys conversion @ for Campaign Ad & TM
to survey
£10
£7,917 50% 238 2,375 £10,292 £10,587 £45
£713 50% 21 214 £926 £1,221 £57

£792 50% 24 238 £1,029 £1,324 £56

£807 50% 24 242 £1,049 £1,344 £56
£1,636 50% 49 491 £2,127 £2,422 £49

PR Subtotal 356 £3,559.34 £15,423.81 £16,898.81 £262.32

Acquisition Subtotal 3,865 £38,650.33 £625,937.58 £724,059.09 £3,536.29

Retention Subtotal 275 £2,753.84 £76,833.63 £125,941.16 £4,455.86

All Campaigns Total 4,140 £41,404 £702,771 £850,000 £7,992

Group 2C11 Budget Total £850,000.00

Budget Remaining £0
 Budget
Cost
Summary
2010
‐
2011

Acquisition Retention
Budget 85% 15%
Retention 722,500.00 127,500.00
Total £850,000
Direct Mail
Creative 3,200 18,000
Production 4,845 16,078
List 12,112 0
Assembly 7,752 6,184
Post 6,008 8,163
eCRM Annual Subscription 0 682
Associated Telemarketing
Costs 542,005 76,834
Subtotal £575,922 £125,941
Advertising
Ad Costs 16,195 0
Creative 2,500 0
Production 3,000 0
Other 0 0
Associated Telemarketing
Costs 16,141 0
Subtotal £37,836 £0.00
Internet
Ad Costs 39,135 0
Creative 400 0
Production 1,500 0
Associated Telemarketing
Costs 52,367 0
Subtotal £93,403 £0
Press Releases
Colour Seperation Costs 475 0
Production 0 0
PR Writing Costs 1,000 0
Associated Telemarketing
Costs 15,424 0
Subtotal £16,899 £0

Overall Total
Total all costs £724,059 £125,941
Budget Subtotal -£1,559 £0
Budget Total £850,000

Budget Remaining £0

Group 2C11
 Carbon
Trust
Media
Schedule

2010
‐
2011
N.B
One
Page
View

Aug-10

Nov-10

May-11
Sep-10

Dec-10

Mar-11
Jun-10

Jan-11

Feb-11

Apr-11
Oct-10
Jul-10
Target Market Market Size Vehicle

Advertising
B2B managers - all
AD1: Management Today industries 100,002 DR advet x
Manufacturing &
AD2: The Manufacturer Production 9,000 DR advet x
Hospitality/ Catering /
AD3: Institute of Education / Restaurants
Hospitality & clubs 10,000 Inserts x
AD4: Retail Week Retail 10,197 Inserts x
AD5: Construction News Construction 20,668 DR advet x
Direct Mail - Acquisition
DM 1: Production &
manuf. Production & manu. 7,187 Direct mail - postal x
DM2: Construction Construction 2,544 Direct mail - postal x
DM3: Retail Retail 6,112 Direct mail - postal x
DM4: Acomm. & Food Acommodation & Food 3,536 Direct mail - postal x
eDM1: Production &
manu Production & manu. 1,797 Direct mail - email x
eDM2: Construction Construction 636 Direct mail - email x
eDM3: Retail Retail 1,528 Direct mail - email x
eD4: Acc & Food Acommodation & Food 884 Direct mail - email x
Direct Mail - Retention
RDM 1 Production & manu. 1,009 Direct mail - postal x x x x
RDM 2 Construction 820 Direct mail - postal x x x x
RDM 3 Retail 1,129 Direct mail - postal x x x x
RDM 4 Acommodation & Food 526 Direct mail - postal x x x x
RDM 5 Misc - B2B managers 380 Direct mail - postal x x x x
eRDM 1 Production & manu. 1,009 Direct mail - email x x x x
eRDM 2 Construction 820 Direct mail - email x x x x
eRDM 3 Retail 1,129 Direct mail - email
eRDM 4 Acommodation & Food 526 Direct mail - email x x x x
eRDM 5 Misc - B2B managers 380 Direct mail - email x x x x
Internet
Manufacturing &
The Manufacturer Production 250,000 Banner ad x
B2B managers - all
Management Today industries 184,454 Banner ad x
Retail Week Retail 674,219 Banner ad x
Construction News Construction 512,683 Banner ad x
Press Releases
Manufacturing &
The Manufacturer Production 250,000 Press Release x
B2B managers - all
Management Today industries 184,454 Press Release x
Hospitality/ Catering /
Education / Restaurants
Institute of Hospitality & clubs 100,000 Press Release x
Retail Week Retail 674,219 Press Release x
Construction News Construction 512,683 Press Release x
 Carbon
Trust
Media
Schedule

2010
‐
2011
N.B
Split
Page
View

Aug-10

Sep-10
Jun-10

Jul-10
Target Market Market Size Vehicle

Advertising
B2B managers - all
AD1: Management Today industries 100,002 DR advet x
Manufacturing &
AD2: The Manufacturer Production 9,000 DR advet x
Hospitality/ Catering /
AD3: Institute of Education / Restaurants
Hospitality & clubs 10,000 Inserts
AD4: Retail Week Retail 10,197 Inserts
AD5: Construction News Construction 20,668 DR advet
Direct Mail - Acquisition
DM 1: Production &
manuf. Production & manu. 7,187 Direct mail - postal x
DM2: Construction Construction 2,544 Direct mail - postal
DM3: Retail Retail 6,112 Direct mail - postal
DM4: Acomm. & Food Acommodation & Food 3,536 Direct mail - postal

eDM1: Production & manu Production & manu. 1,797 Direct mail - email x
eDM2: Construction Construction 636 Direct mail - email
eDM3: Retail Retail 1,528 Direct mail - email
eD4: Acc & Food Acommodation & Food 884 Direct mail - email
Direct Mail - Retention
RDM 1 Production & manu. 1,009 Direct mail - postal x x
RDM 2 Construction 820 Direct mail - postal x
RDM 3 Retail 1,129 Direct mail - postal x
RDM 4 Acommodation & Food 526 Direct mail - postal x
RDM 5 Misc - B2B managers 380 Direct mail - postal
eRDM 1 Production & manu. 1,009 Direct mail - email x x
eRDM 2 Construction 820 Direct mail - email x
eRDM 3 Retail 1,129 Direct mail - email
eRDM 4 Acommodation & Food 526 Direct mail - email x
eRDM 5 Misc - B2B managers 380 Direct mail - email x x
Internet
Manufacturing &
The Manufacturer Production 250,000 Banner ad
B2B managers - all
Management Today industries 184,454 Banner ad x
Retail Week Retail 674,219 Banner ad
Construction News Construction 512,683 Banner ad x
Press Releases
Manufacturing &
The Manufacturer Production 250,000 Press Release x
B2B managers - all
Management Today industries 184,454 Press Release x
Hospitality/ Catering /
Education / Restaurants
Institute of Hospitality & clubs 100,000 Press Release
Retail Week Retail 674,219 Press Release
Construction News Construction 512,683 Press Release
 Carbon
Trust
Media
Schedule

2010
‐
2011
N.B
Split
Page
View

May-11
Nov-10

Mar-11
Dec-10

Feb-11
Jan-11

Apr-11
Oct-10

x
x
x

x
x
x

x
x
x

x x
x x x
x x x
x x x
x x x x
x x
x x x

x x x
x x

x
x
x
 Advertisings
2010 - 2011

Advert Costs
Market Design / Total per
Name Target Market Size Drop Vehicle Ad Details Advert Cost creative Production Campaign
AD1: Management B2B managers - all
Today industries 100,002 100,002 DR advet 1/2 page DR advert 6700 500.00 0.00 7,200.00
AD2: The
Manufacturer Manufacturing & Production 9,000 9,000 DR advet 1/2 page DR Ad 1995 500.00 0.00 2,495.00

Hospitality/ Catering
AD3: Institute of / Education /
Hospitality Restaurants & clubs 10,000 10,000 Inserts Inserts (1-10gm) 950 500.00 1,500.00 2,950.00
AD4: Retail Week Retail 10,197 10,197 Inserts Inserts (1-10gm) 2250 500.00 1,500.00 4,250.00
AD5: Construction
News Construction 20,668 20,668 DR advet Full page DR Ad 4300 500.00 0.00 4,800.00

£21,695.00

Group 2C11
 Direct
Mail
2010
‐
2011
N.B
Full
Page
View

ACQUISITION DIRECT MAIL

Direct Mail Direct mail costs per item (£) Initial Costs (£)
Market Total Cost Design / Total per
Name Target Market Size Drop Freq. of Drop Vehicle Ad Details Production List Assembly Post Other per Item Subtotal creative Other costs Subtotal Campaign
DM 1: Production &
manuf. Production & manu. 8,984 7,187 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00 1.46 10,493.31 500.00 0.00 500.00 10,993.31
DM2: Construction Construction 3,180 2,544 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00 1.46 3,714.24 500.00 0.00 500.00 4,214.24
DM3: Retail 7,640 6,112 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00 1.46 8,923.52 500.00 0.00 500.00 9,423.52
DM4: Acomm. & Acommodation &
Food Food 4,420 3,536 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00 1.46 5,162.56 500.00 0.00 500.00 5,662.56
eDM1: Production & HTML full colour email with click through links
manu Production & manu. 8,984 1,797 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00 0.50 898.40 300.00 0.00 300.00 1,198.40
HTML full colour email with click through links
eDM2: Construction Construction 3,180 636 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00 0.50 318.00 300.00 0.00 300.00 618.00
HTML full colour email with click through links
eDM3: Retail Retail 7,640 1,528 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00 0.50 764.00 300.00 0.00 300.00 1,064.00
Acommodation & HTML full colour email with click through links
eD4: Acc & Food Food 4,420 884 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00 0.50 442.00 300.00 0.00 300.00 742.00

£30,716.03 £3,200.00 £33,916.03

RETENTION DIRECT MAIL

Direct Mail Direct mail costs per item (£) Initial Costs (£)
Customer Total Cost Design / Total per
Name Target Market Acquired Drop Freq. of Drop Vehicle Ad Details Production List Assembly Post Other per Item Subtotal creative Other costs Subtotal Campaign
Inclusion of standard CT brochure detailing
other services & 1 page named/addressed
Production & manu. 1,009 807 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00 2.46 7,943.93 600.00 682.00 3,082.00 11,025.93
Inclusion of standard CT brochure detailing
other services & 1 page named/addressed
Construction 820 656 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00 2.46 6,455.96 600.00 0.00 2,400.00 8,855.96
Inclusion of standard CT brochure detailing
other services & 1 page named/addressed
Retail 1,129 904 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00 2.46 8,890.72 600.00 0.00 2,400.00 11,290.72
Inclusion of standard CT brochure detailing
Acommodation & other services & 1 page named/addressed
Food 526 421 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00 2.46 4,143.51 600.00 0.00 2,400.00 6,543.51
Inclusion of standard CT brochure detailing
Misc - B2B other services & 1 page named/addressed
managers 380 304 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00 2.46 2,991.42 600.00 0.00 2,400.00 5,391.42
HTML full colour email with click through links
Production & manu. 1,009 202 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00 0.00 0.00 300.00 0.00 1,200.00 1,200.00
HTML full colour email with click through links
Construction 820 164 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00 0.00 0.00 300.00 0.00 1,200.00 1,200.00
HTML full colour email with click through links
Retail 1,129 226 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00 0.00 0.00 300.00 0.00 1,200.00 1,200.00
Acommodation & HTML full colour email with click through links
Food 526 105 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00 0.00 0.00 300.00 0.00 1,200.00 1,200.00
Misc - B2B HTML full colour email with click through links
managers 380 76 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00 0.00 0.00 300.00 0.00 1,200.00 1,200.00

£30,425.54 £18,682.00 £49,107.54

Group 2C11
 Direct
Mail
2010
‐
2011
N.B
Split
Page
View
ACQUISITION DIRECT MAIL

Direct Mail Direct mail costs per item (£)

Market
Name Target Market Size Drop Freq. of Drop Vehicle Ad Details Production List Assembly Post Other
DM 1: Production &
manuf. Production & manu. 8,984 7,187 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00
DM2: Construction Construction 3,180 2,544 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00
DM3: Retail 7,640 6,112 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00
DM4: Acomm. & Acommodation &
Food Food 4,420 3,536 1 Direct mail - postal Postal - one piece mailer, C5, full colour 0.25 0.50 0.40 0.31 0.00
eDM1: Production & HTML full colour email with click through links
manu Production & manu. 8,984 1,797 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00
HTML full colour email with click through links
eDM2: Construction Construction 3,180 636 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00
HTML full colour email with click through links
eDM3: Retail Retail 7,640 1,528 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00
Acommodation & HTML full colour email with click through links
eD4: Acc & Food Food 4,420 884 1 Direct mail - email to CT website 0.00 0.50 0.00 0.00 0.00

RETENTION DIRECT MAIL

Direct Mail Direct mail costs per item (£)

Customer
Name Target Market Acquired Drop Freq. of Drop Vehicle Ad Details Production List Assembly Post Other
Inclusion of standard CT brochure detailing
other services & 1 page named/addressed
Production & manu. 1,009 807 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00
Inclusion of standard CT brochure detailing
other services & 1 page named/addressed
Construction 820 656 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00
Inclusion of standard CT brochure detailing
other services & 1 page named/addressed
Retail 1,129 904 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00
Inclusion of standard CT brochure detailing
Acommodation & other services & 1 page named/addressed
Food 526 421 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00
Inclusion of standard CT brochure detailing
Misc - B2B other services & 1 page named/addressed
managers 380 304 4 Direct mail - postal letter (posted in large letter size envelope) 1.30 0.00 0.50 0.66 0.00
HTML full colour email with click through links
Production & manu. 1,009 202 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00
HTML full colour email with click through links
Construction 820 164 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00
HTML full colour email with click through links
Retail 1,129 226 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00
Acommodation & HTML full colour email with click through links
Food 526 105 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00
Misc - B2B HTML full colour email with click through links
managers 380 76 4 Direct mail - email to CT website 0.00 0.00 0.00 0.00 0.00

Group 2C11
 Direct
Mail
2010
‐
2011
N.B
Split
Page
View

er item (£) Initial Costs (£)

Total Cost Design / Total per
per Item Subtotal creative Other costs Subtotal Campaign

1.46 10,493.31 500.00 0.00 500.00 10,993.31

1.46 3,714.24 500.00 0.00 500.00 4,214.24
1.46 8,923.52 500.00 0.00 500.00 9,423.52

1.46 5,162.56 500.00 0.00 500.00 5,662.56

0.50 898.40 300.00 0.00 300.00 1,198.40

0.50 318.00 300.00 0.00 300.00 618.00

0.50 764.00 300.00 0.00 300.00 1,064.00

0.50 442.00 300.00 0.00 300.00 742.00

£30,716.03 £3,200.00 £33,916.03

er item (£) Initial Costs (£)

Total Cost Design / Total per
per Item Subtotal creative Other costs Subtotal Campaign

2.46 7,943.93 600.00 682.00 3,082.00 11,025.93

2.46 6,455.96 600.00 0.00 2,400.00 8,855.96

2.46 8,890.72 600.00 0.00 2,400.00 11,290.72

2.46 4,143.51 600.00 0.00 2,400.00 6,543.51

2.46 2,991.42 600.00 0.00 2,400.00 5,391.42

0.00 0.00 300.00 0.00 1,200.00 1,200.00

0.00 0.00 300.00 0.00 1,200.00 1,200.00

0.00 0.00 300.00 0.00 1,200.00 1,200.00

0.00 0.00 300.00 0.00 1,200.00 1,200.00

0.00 0.00 300.00 0.00 1,200.00 1,200.00

£30,425.54 £18,682.00 £49,107.54

Group 2C11
 Internet
2010
‐
2011

Internet Advert Costs

Average audience Printing Total per
Name Target Market Vehicle Ad Details Advert Cost Creative
per mth Costs Campaign
The Manufacturer Manufacturing & Production 250000 Banner ad Rich text, amination full colour 6250 100.00 0.00 6,350.00
B2B managers - all
Management Today industries 184454 Banner ad Rich text, amination full colour 7378.16 100.00 0.00 7,478.16
Retail Week Retail 674219 Banner ad Rich text, amination full colour 5000 100.00 1,500.00 6,600.00
Construction News Construction 512683 Banner ad Rich text, amination full colour 20507.32 100.00 0.00 20,607.32

£41,035.48

Group 2C11
 Press
Release
2010
‐
2011

Press Release Press Release Costs

Average
Colour Sep PR Writing Total per
Name Target Market audience Vehicle Ad Details Production
Charge Costs Campaign
per mth
Manufacturing & 300 words text
The Manufacturer Production 250000 Press Release plus 1 image 95 200.00 0.00 295.00
B2B managers - all 300 words text
Management Today industries 184454 Press Release plus 1 image 95 200.00 0.00 295.00
Hospitality/ Catering
Institute of / Education / 300 words text
Hospitality Restaurants & clubs 100000 Press Release plus 1 image 95 200.00 0.00 295.00
300 words text
Retail Week Retail 674219 Press Release plus 1 image 95 200.00 0.00 295.00
300 words text
Construction News Construction 512683 Press Release plus 1 image 95 200.00 0.00 295.00

£1,475.00

Group 2C11
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





APPENDIX
5:
Customer
Marketing
Database






Source:
Humphreys,
2010






















































40
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





APPENDIX
6:
Potential
Strategy
for
Customer
Retention


Intermittent

Sales

Promotion

Source:
Authors
Creation

























































41
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





APPENDIX
7:
Communication
Strategy
for
Retention














Source:
Authors
Creation














































42
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





APPENDIX
8:
Customer
Relationship
Management
and
its
implications
for
CT




Service
firms
have
always
been
relationship
oriented
(Gronroos
1995).
CRM
is
“the
development

and
 maintenance
 of
 mutually
 beneficial
 long‐term
 relationships
 with
 strategically
 significant

customers”
(Buttle,
2001,
p.??).
According
to
Plakoyiannaki
and
Tzokas
(2002,
p.
??)
CRM
is
“an

IT
 enhanced
 value
 process,
 which
 identifies,
 develops,
 integrates
 and
 focuses
 the
 various

competencies
 of
 the
 firm
 to
 the
 ‘voice’
 of
 the
 customer
 in
 order
 to
 deliver
 long‐term
 superior

customer
 value,
 at
 a
 profit
 to
 well
 identified
 existing
 and
 potential
 customers”.
 It
 is
 a
 business

philosophy
 which
 connects
 individual
 customers
 and
 the
 customised
 products
 and
 services
 by

having
 a
 supporting
 communication
 and
 feedback
 channel
 from
 the
 participating
 firm.
 The

participating
 firm
 and
 the
 recipient
 customer
 enter
 into
 a
 "learning
 relationship",
 where
 the

customer
is
willing
to
collaborate
with
the
organisation
and
become
a
loyal
customer.
The
firm
in

return
 tries
 to
 maximize
 the
 value
 of
 the
 relationship
 for
 the
 benefit
 of
 the
 customer
 (Bitner

1995).
Served
correctly,
customers
generate
increasingly
more
profits
each
year
they
stay
with
a

company
(Reichheld
and
Sasser
1990).
Plainly
put,
CRM
provides
a
platform
for
the
organisations

to
 gain
 a
 competitive
 edge
 by
 embracing
 the
 customer
 requirements
 and
 developing
 value‐
driven
long
term
relationship.
The
common
element
in
all
relationship
marketing
strategies
is
the

incentive
 the
 customer
 is
 given
 to
 remain
 a
 customer
 (Gummesson
 2000).
 The
 two
 main

determinants
 of
 CRM
 are
 Trust
 and
 Value
 (Seth
 and
 Parvatiyar,
 1995).
 
In
 addition
 to
 this
 the

organisation
must
have
the
willingness
to
understand
the
needs
and
problems
of
the
customers,

meet
 their
 commitments,
 have
 an
 interest
 in
 developing
 a
 long
 term
 relationship
 with
 the

customers
(Bitner
1995).
One
can
always
argue
that
the
primary
function
of
the
organisation
is
to

make
 profit,
 increase
 volume
 of
 sales
 and
 safeguard
 itself
 against
 competition.
 CRM
 functions

tries
to
convince
the
customer
it
is
everything
but
the
aforementioned.
The
main
function
of
the

CRM
is
the
value
creation
process
(http://www.scribd.com).



The
Evans
and
Luskin
(1994)
model
for
effective
Relationship
Marketing









Source:
http://www.slideshare.net/naveedtaji/customer‐relationship‐management‐2763464





The
above
shown
model
represents
the
flow
of
communication
in
between
the
organisation
and

customer.
They
form
a
tripartite
model
of
effective
relationship
management.

The
organisation

relies
on
the
assessment
obtained
from
the
customer
to
inculcate
it
in
the
relationship
marketing


43
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





inputs.
 Understanding
 the
 wants
 of
 the
 customer
 helps
 the
 organisation
 to
 improvise
 their

relationship
marketing
inputs.
The
result
of
relationship
input
is
seen
in
relationship
outcomes.
A

higher
customer
confidence,
customer
loyalty,
customer
satisfaction
are
the
intangible
outcomes

associated
with
relationship
marketing
inputs.




The
CT:
Managing
Customer
Relationship









 Initiating
the
relationship
 Developing
the
relationship

• Gather
Information
of
the
 • Provide
an
appropriate



prospective
customers
 Relationship
 solution,
minimally


 charged
consultation

• Identify
the
buying
 Network


 influencers
 along
with
free
surveys.



 • Plan
and
follow
up
on
the
 • Customise
the


 acquisition
strategy
 relationship


 • Demonstrate
an
 • Link
needs
+
solution


 understanding
of
the
 that
can
be
offered


 customer’s
needs;
 • Discuss
customer


 • Identify
opportunities
to
 concerns;


 build
a
relationship;
and
 • Educate
and
enforce
the


 Illustrate
the
value
of
a
 customer
benefits

relationship
with
the
 • Secure
commitment



customer




 



Enhancing
the
relationship
 

• Assess
customer
satisfaction,
get
 

feedback
 

• Work
on
the
feedback,
ensure
 

customer
satisfaction
 

• Two
way
communication
 

• Add
values,
build
loyalty
schemes




 



Source:
Authors
Construction.





The
CT
has
to
build
a
relationship
network.
This
planned
programme
execution


undertakes
the

initiative
to
build
a
relationship
with
the
future
customers
is
contrived.
The
initial
step
involves

researching
 the
 prospective
 customers,
 identifying
 the
 decision
 making
 influencers
 within
 an

organisation,
planning
a
detailed
acquisition
strategy
and
identifying
the
potential
opportunity
to

nurture
a
relationship
with
the
customers.
Stage
two
involves
engaging
itself
with
the
customers.

This
stage
requires
extending
energies
to
sustain
the
relationship
build
with
a
customer.
The
CT

should
 offer
 minimally
 charge
 for
 carbon
 concern
 consultation
 along
 with
 the
 free
 surveys.
 CT

should
look
to
customise
the
relationship,
they
should
enforce
the
benefits
they
provided
and
at

the
final
stage
of
execution
should
secure
the
customers
commitment.
Finally
CT
should
look
at


44
 Direct
Marketing
Plan
for
Carbon
Trust
–
Group
2C11





enhancing
the
customer
relationship
by
assessing
the
customer
satisfaction
and
working
on
the

feedback
 got
 from
 the
 customers.
 They
 should
 be
 involved
 in
 two‐way
 communication.
 They

should
look
at
building
loyalty
schemes.
The
feedbacks
obtained
should
be
put
into
altering
the

Relationship
marketing
inputs.











References



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 F.,
 2000.
 Relationship
 Marketing.
 In
 D.
 Barnes,
 ed.
 Understanding
 Business

Processes.
London:
Routledge.
Ch.
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2. Plakoyiannaki,
E.,
&
Tzokas,
N.
(2002).
Customer
relationship
management:
A
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Journal
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237.

3. Bitner.
M.
J.,
(1995).
Building
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It's
All
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 N.,
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 (2009).
 Customer
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 [WWW].
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[Accessed
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6. Gummesson.
 E.,
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 F.,
 (1995).
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