| Course | GB530 Marketing Management |
|---|---|
| Unit | Unit 10 |
| Paper type | Marketing plan |
| Length | About 1,100 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | MBA |
| Updated | October 2026 |
Free sample paper for GB530 Unit 10
From 38 Program Buildings to 368: A Unit 10 Marketing Plan Assembled From Nine Earlier Installments
[Student Name]
Purdue University Global
GB530: Marketing Management
Unit 10 Marketing Plan
[Instructor Name]
[Date]
The firm and every figure are composite and illustrative, carried forward from the earlier units; the sources cited are real.
Executive Summary
Scioto Thermal Imaging will become the independent source of roof moisture evidence for owners of industrial and logistics portfolios in Ohio, Indiana and Kentucky. Its target is owners of five or more buildings whose asset managers approve roof spending centrally. Its position: the only independent supplier in the region mapping moisture under the whole membrane, confirmed with cores, for roughly half a consultant's fee and within four days. Its lead product is an annual roof program priced at about 4.2 cents a square foot. Over three years, program buildings grow from 38 to about 368 and one-time surveys decline from 580 to about 360 as the firm exits contractor work. Revenue grows from about $2.75 million to about $4.04 million, and contribution from about $1.91 million to about $2.65 million.
The Ledger
Roof age as the market's clock; about 19,400 buildings in three segments: Unit 2, situation analysis.
Asset managers approve spending above about $5,000; independent evidence trusted at 4.3 of 5 against 2.9 for contractors: Unit 3, buyer research.
Industrial portfolios targeted, about 6,300 buildings worth about $42.6 million a year; schools deferred: Unit 4, segmentation.
Position: whole-roof evidence at half a consultant's cost in four days: Unit 5, positioning.
Report as the product; annual program leads; contractor report retired: Unit 6, product strategy.
Survey cost $1,523 and price $5,120; program at 4.2 cents with about 63 percent contribution: Unit 7, pricing.
Direct sales and insurance brokers at about $1,127 and $1,175 a building; contractor channel exited: Unit 8, channels.
160 named portfolios, ten wins, $141,700 promotion budget: Unit 9, promotion.
The choice of owners over contractors: Unit 1, the strategic starting point.
Every figure in the forecast traces to an earlier unit, so any questioned number leads straight back to its source and its assumptions.
Situation and Target
The market's growth comes from the age of warehouse roofs built during the recent boom, insurers' demand for condition evidence and owners' preference for predictable annual spending. The target segment, industrial and logistics portfolios, scores highest on size, growth, accessibility and fit. Kotler and Keller (2016) describe a marketing plan as the document that translates analysis into a coordinated program of target, position and mix, and the sections below follow that order.
The Marketing Mix
Product. The annual program set out in Unit 6, combining two seasonal flights, rapid leak response, a portfolio view and documentation for insurers. The one-time survey remains as an entry offer. The contractor lead report is retired over two years.
Price. The program at 4.2 cents a square foot, dropping to 3.9 cents once a portfolio enrolls more than twenty buildings; the one-time survey stays at 3.2 cents.
Place. Two account executives in year one and a third in year two; a small group of industrial property insurance brokers paid referral fees; roofing consultants as technical advisers without resale margins.
Promotion. Account-based promotion to 160 named portfolios each year, with roof-age estimates, broker webinars, conferences, case studies and pilot surveys.
Forecast
Base year: 580 one-time surveys and 38 program buildings; revenue about $2.75 million.
Year one: 520 surveys and 123 program buildings; revenue about $3.07 million.
Year two: 440 surveys and 235 program buildings; revenue about $3.48 million.
Year three: 360 surveys and 368 program buildings; revenue about $4.04 million.
Surveys are valued at an average of about $4,300, since roofs vary in size, and program buildings at about $6,770. Contribution is estimated at about 70 percent for surveys and about 63 percent for program buildings. Program growth of about 85 to 130 buildings a year matches the channel estimates in Unit 8 and the promotion funnel in Unit 9.
Managing the Channel Transition
No step in the plan is harder than leaving contractor work, which brought about $1.5 million of revenue in the base year. Palmatier et al. (2020) note that ending a channel relationship should be planned as carefully as starting one, because the departing partners can damage the firm's reputation with the customers it wants to keep. Scioto will stop taking new contractor accounts in the first quarter, honor existing contracts through their terms and explain the change to contractors as a shift to owner programs rather than as a judgment on them. Some contractors will continue to buy one-time surveys at the standard price with the independence statement, and the firm will accept that work while it lasts, since it no longer shapes how owners see the firm.
Marketing Budget
Promotion: about $142,000 a year.
Direct sales: about $284,000 in year one for two account executives, about $426,000 from year two with three.
Broker program: about $57,000 for the partner manager's time plus referral fees of about 8 percent of first-year revenue on referred buildings.
Report and dashboard development: about $60,000 in year one.
Total marketing spending is about $560,000 in year one, about 18 percent of revenue, falling as a share of revenue as program renewals grow.
Controls
The plan is tracked monthly against six measures: program buildings enrolled, the promotion funnel, cost per building won by channel, report delivery within four days, first-year renewal rate and contractor revenue as a share of the total. Anderson et al. (2006) argue that business marketers should document the value they deliver, and the plan adds a seventh measure: the number of program reports that led an owner to choose targeted repair over replacement.
Contingencies
If program enrollments fall below 100 buildings by the end of year one, slow the contractor exit so that cash flow holds while owner sales build.
If renewals fall below 80 percent, review report quality and the dashboard with departing customers before spending more on acquisition.
If a competitor adds thermal imaging to a photo-only network, emphasize core verification and analyst review, which are harder to copy.
Appendix: Ten-Slide Outline
The presentation follows the plan's order: the choice of owners over contractors; the market and roof age; the buyer and the buying center; the target segment; the position; the program; price; channels; promotion and funnel; forecast, budget and measures.
Conclusion
The plan trades contractor volume for owner relationships and a recurring program. Its figures are traceable to the term's analysis, its budget is built from expected wins, and its controls show within the first year whether the trade is working.
References
Anderson, J. C., Narus, J. A., & van Rossum, W. (2006). Customer value propositions in business markets. Harvard Business Review, 84(3), 90-99.
Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson.
Palmatier, R. W., Sivadas, E., Stern, L. W., & El-Ansary, A. I. (2020). Marketing channel strategy: An omni-channel approach (9th ed.). Routledge.
The Purdue Global GB530 Unit 10 instructions
The final GB530 assignment asks you to prepare a complete marketing plan from the term's work. Begin with a short summary naming the target, the position, the lead product and the forecast. Provide a ledger or similar device that ties each key figure to the analysis that produced it. Present the situation and target briefly, then the marketing mix. Give a multi-year forecast with its assumptions, a marketing budget, controls with measures and contingencies triggered by specific results. Address the hardest transition in the plan directly. Include a slide outline if your section asks for a presentation. Expect a long plan in report format, citing marketing sources in APA 7.
Inside the GB530 Unit 10 example
The executive summary states the target, position, program and three-year revenue path. The ledger lists nine figures and the units that set them, and the highlighted sentence explains the ledger's purpose. Situation and target sections cite Kotler and Keller on the marketing plan. The mix covers the program, prices, channels and promotion. A forecast gives surveys and program buildings by year with average values and contribution rates. A section on the contractor exit cites Palmatier and colleagues on ending channel relationships. The budget totals about $560,000 in year one. Seven controls, one measuring decisions changed after Anderson and colleagues' emphasis on documented value, three contingencies and a ten-slide outline follow.
Reading the GB530 Unit 10 grading rubric
A complete GB530 marketing plan is judged on traceable figures, a mix consistent with its target and position, and controls that can show whether it works. An executive summary that states the plan's core in a paragraph earns early credit. A ledger that ties figures to earlier analysis shows integration. A mix whose elements follow from the target and position carries significant weight. A forecast with stated assumptions and a budget built from earlier units show financial discipline. Facing the hardest transition directly shows judgment. Controls and contingencies triggered by specific results complete it. Kotler and Keller, Anderson and colleagues, and Palmatier and colleagues are the plan's APA 7 references.
GB530 Unit 10 help: mistakes that cost points
Many GB530 Unit 10 plans paste earlier assignments together, so figures conflict and the reader cannot tell which is current. Others present a forecast with no link to the analysis behind it. A frequent gap is the transition: a plan that drops a large customer group must say how it will manage the decline. Some writers list measures without saying what result would change the plan. Summarize first, tie figures to their source, keep the mix consistent, forecast with assumptions, budget from earlier work, manage the hardest change openly and set controls with triggers. A slide outline that follows the plan's order helps a reader who has only minutes, and it makes the plan easier to present to a board.
Get a GB530 Unit 10 example written to your instructions
Gather the installments already written for your GB530 plan, the Unit 10 instructions and the rubric, and say whether a presentation is due too. Within 24-48h, a free first custom sample assembles a complete plan with its figures reconciled across sections. Numbers revised mid-term are traced to their latest version. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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GB530 Unit 10 questions, answered
Can the final plan reuse my earlier assignments?
In most sections the final plan is expected to draw on them, updated with instructor feedback and anything learned since. Condense rather than paste, and check your section's rules on reusing your own text, since some similarity checks flag it. The graded skill is synthesis: showing that the pieces now form one plan with one set of numbers.
How long should the executive summary be?
One page at most, often half. It should state the decisions, target, position, price, route and budget, with the headline forecast, so a reader who stops there knows what the plan recommends and what it costs. Write it last, once the numbers are settled, or it will describe a plan that no longer exists.
What goes in the controls section?
The measures you will watch, how often, and what result would change the plan. Tie each measure to an objective, give it a threshold, and name the response. A list of metrics with no thresholds or responses shows monitoring without control, and graders in many sections distinguish between the two.
Where can I find a free GB530 Unit 10 sample paper?
This page carries a full GB530 Unit 10 marketing plan that grows a survey company's annual program from 38 to 368 buildings, with an executive summary, a figure ledger, the marketing mix, a three-year forecast, budget, controls, contingencies and APA 7 references.
Why do one-time surveys fall in the forecast?
The firm is deliberately leaving contractor work, which produced most one-time surveys, to protect its independent position. Program buildings for owners grow faster than surveys decline, so revenue still rises.