| Course | GB530 Marketing Management |
|---|---|
| Unit | Unit 9 |
| Paper type | Integrated promotion plan |
| Length | About 1,130 words, 7 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | MBA |
| Updated | October 2026 |
Free sample paper for GB530 Unit 9
From 160 Named Portfolios to Ten Program Wins: A Unit 9 Integrated Promotion Plan
[Student Name]
Purdue University Global
GB530: Marketing Management
Unit 9 Integrated Promotion Plan
[Instructor Name]
[Date]
The firm, the target accounts, the conversion rates and every cost are composite and illustrative; the sources cited are real.
Objective
Scioto Thermal Imaging's objective for the year is ten new annual program accounts among industrial and logistics portfolio owners, the target segment chosen in Unit 4. At an average of nine enrolled buildings an account and about $6,771 a building, ten wins would bring about $609,000 of first-year program revenue.
Exhibit 1: The Funnel
The plan starts with a named list rather than a broad audience. Using property records and broker introductions, the firm has identified 160 owners in Ohio, Indiana and Kentucky with five or more industrial buildings.
Named portfolios: 160.
Engaged, meaning an asset manager responds to outreach, downloads a report or attends an event: about 72, or 45 percent.
Meetings: about 36, or half of those engaged.
Proposals: about 22, or about 61 percent of meetings.
Wins: about 10, or about 45 percent of proposals.
The conversion rates come from the firm's first year of owner sales and from broker estimates, and they are the plan's main assumptions.
Exhibit 2: The Tools Table
Each tool is assigned to a funnel stage and a cost.
Direct mail kit with an aerial roof-age estimate, awareness and engagement: for each of the 160 portfolios, a printed estimate of the age of every roof in the portfolio, made from public aerial images and permit records, with a letter to the asset manager. About $145 a kit, $23,200.
Targeted professional network advertising, awareness: ads shown to asset managers and facility directors at the 160 firms. $18,000.
Three webinars with insurance brokers, engagement: on what insurers ask about roofs at renewal. $9,000.
Two industry conference booths, engagement and meetings: at regional industrial real estate and facility management events. $28,000.
Case studies and a short video, meetings and proposals: two portfolio case studies and a two-minute video showing a night flight and a report. $16,500.
Account-based outreach by a sales development representative, engagement and meetings: a share of one representative's time for personalized follow-up. $32,000.
Pilot surveys, proposals and wins: a free survey of one building for about fifteen prospects at the proposal stage, at about $1,000 each in delivery cost. $15,000.
Total: $141,700.
The single most persuasive item in the plan is a page showing each asset manager how old their own roofs are, because it turns a general warning into a fact about their portfolio.
Why These Tools
Unit 3 showed asset managers holding approval for roof spending and insurers often prompting their interest. The tools follow that finding. The roof-age estimate speaks to the asset manager's portfolio. The broker webinars connect the survey to the insurance renewal. Case studies and pilot surveys give asset managers the evidence they need to approve a program. Kotler and Keller (2016) describe integrated marketing communications as coordinating tools so that each reinforces the others and moves the buyer toward a decision, and each tool here has a stage and a purpose.
The message across all tools is the positioning from Unit 5: independent evidence covering the whole roof, for roughly half what a consultant charges, within four days. Anderson et al. (2006) recommend that business value propositions be stated in terms the customer can verify, which is why the roof-age estimate, the case studies and the pilot surveys all show the customer evidence rather than claims.
Reaching Each Member of the Buying Center
Webster and Wind (1972) note that business purchases involve several roles, and promotion must reach each one with a message suited to its concerns. The asset manager, the decider, receives the roof-age estimate, the case studies and the proposal, all framed in terms of portfolio risk and insurer requirements. The facility manager, who makes the first call when a roof leaks, receives a separate one-page guide to the leak-response service and an invitation to see a night flight. The insurance broker, an outside influencer, receives the webinar series and a short note explaining how a program report can support a renewal. Coordinating these messages means each person hears a version of the same position, independent whole-roof evidence, in terms that matter to their role.
Why Not Broad Advertising
A broad campaign aimed at all building owners in three states would reach many owners outside the target and few of the 160 asset managers who decide. At the firm's size, broad advertising would pour most of the money into audiences unable to buy a portfolio program. Account-based promotion costs more per person reached but far less per decision maker reached, and it lets every message refer to the prospect's own buildings.
Exhibit 3: The Calendar
January to February: finalize the named list, prepare roof-age estimates, book conference space.
March: mail kits in two waves; begin advertising; first broker webinar.
April to May: sales development follow-up; first conference; meetings and pilot surveys, timed for the spring survey season.
June to August: second webinar; case studies released; proposals.
September to October: second conference; third webinar ahead of year-end renewals; fall pilot surveys.
November to December: close proposals for programs starting in spring; review results.
The Return on the Budget
The plan spends about $14,170 for each expected win. Each win brings about $61,000 of first-year revenue and, at about $4,255 of contribution a building, about $38,000 a year in contribution. If 85 percent of accounts renew each year and contribution is discounted at 10 percent, each account is worth about $122,000 over five years. Ten wins would be worth about $1.2 million, against a promotion budget of about $142,000.
Measures
The plan should be tracked monthly against the funnel: responses to the mail kit, meetings booked, proposals sent and wins. If engagement falls below about 35 percent by May, the message or the list should be revised. Cost per meeting and cost per win should be reported by tool, so that the following year's budget can shift toward what works.
Risks
The conversion rates are estimates from a small base, and a slower year in industrial real estate could reduce meetings. Pilot surveys could become expected as free work; they should be offered only at the proposal stage and only for one building. The roof-age estimate depends on public data that may be incomplete, so each kit should state its sources and invite correction.
Conclusion
The plan begins with ten wins and builds the budget from there. By naming the accounts, matching tools to funnel stages and showing each asset manager evidence about their own roofs, it gives every dollar a job and a measure.
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.
Webster, F. E., & Wind, Y. (1972). A general model for understanding organizational buying behavior. Journal of Marketing, 36(2), 12-19. https://doi.org/10.1177/002224297203600204
The Purdue Global GB530 Unit 9 instructions
In GB530 Unit 9 you develop an integrated promotion plan for a firm's target market. State a measurable objective and build a funnel from the target accounts to the wins the objective requires, with stated conversion rates. Choose promotion tools for each stage of the funnel, assign each a cost and total the budget from the tasks rather than from habit. Explain why the tools fit what buyers need, how messages reach each member of the buying center and how they carry the firm's position. Set out a calendar, compute the return on the budget and list the monthly figures you will track at each stage. Expect about eight pages with a funnel, a tools table and a calendar, citing marketing sources in APA 7.
How the GB 530 Unit 9 example is put together
The plan sets ten program wins as its objective. Exhibit 1 builds the funnel from 160 named portfolios through engagement, meetings and proposals. Exhibit 2 assigns seven tools to stages, from $23,200 of roof-age mail kits to $15,000 of pilot surveys, and the highlighted sentence explains why a page about the buyer's own roofs persuades most. A section on tool choice cites Kotler and Keller on integrated communications and Anderson and colleagues on verifiable value. Webster and Wind's buying center shapes separate messages for asset managers, facility managers and brokers, and a section explains why broad advertising is rejected. Exhibit 3 sets the calendar, and return, measures and risks close the plan.
GB530 Unit 9 rubric: what earns full points
The GB530 promotion plan is assessed on an objective that sets the budget, a funnel with stated rates and tools matched to stages. A measurable objective earns early credit. Building the budget from tasks rather than a percentage of sales carries significant weight, because it ties spending to results. Assigning each tool a stage and a cost shows discipline. Reaching each buying center role with a suitable message shows understanding of business buying. Computing return on the budget with customer lifetime value shows financial sense. Monthly measures by funnel stage complete it. Its references cover integrated communications in Kotler and Keller, verifiable value in Anderson and colleagues, and buying roles in Webster and Wind.
GB530 Unit 9 help: mistakes that cost points
Many GB530 Unit 9 plans list promotion tools and costs without saying what each is meant to achieve. Others set the budget as a share of revenue and then decide how to spend it. A common gap is the funnel: without conversion rates from target accounts to wins, no one can tell whether the budget is enough. Some writers aim broad campaigns at a small business target. State the objective, build the funnel, assign tools to stages with costs, explain each choice, reach every buying center role, set a calendar, compute the return and track each stage monthly. Personalizing the first contact with evidence about the prospect's own assets is often the strongest single tool.
Get a GB530 Unit 9 example written to your instructions
Pass along the revenue target your GB530 plan carries, the buyers it must reach, and the Unit 9 prompt and rubric. The first custom sample comes free within 24-48h, its promotion budget worked backward from that target and each tool assigned to a stage. Conversion rates without a source are shown as stated assumptions. 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 9 questions, answered
What is the objective-and-task method?
A way of setting a promotion budget by defining what the promotion must achieve, listing the tasks needed to achieve it, and costing those tasks. The total becomes the budget. It contrasts with percentage-of-sales or competitive-parity methods, which start from a number. Most graduate sections prefer it because it forces each expense to justify itself against an objective.
Does integrated marketing communications apply to a business firm?
Very much. Business buyers meet a firm through sales calls, proposals, events, referrals and content, often over months, so inconsistency is easy to notice. The integration test is the same as in consumer markets: every tool carries one message, and the timing across tools follows how the buyer actually moves toward a purchase.
Where do conversion rates for the funnel come from?
Your firm's own sales records are best. Otherwise, industry benchmarks from trade associations or sales research firms give a starting point, adjusted and labeled. Show the rate at each stage so a reader can test it. A funnel with hidden rates cannot support the budget it is meant to justify.
Where can I find a free GB530 Unit 9 sample paper?
This page carries a full GB530 Unit 9 integrated promotion plan that runs from 160 named warehouse portfolios through a funnel from 160 portfolios to ten wins, a $141,700 tools budget, a calendar and APA 7 references.
What is the objective-and-task approach used here?
The plan starts from the objective, ten program wins, works out the tasks needed to get there at each funnel stage, and costs each task. The budget is the sum of those costs rather than a share of last year's sales.