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This sample marketing plan was created with Marketing Plan Pro software.

Print media utilized will be the weekly Atlanta Business Chronicle. An extensive direct mail lead generation campaign will also be employed, targeted at employers, brokers, and consultants. Both will be followed by direct sales contact by Southeast Health's professional sales executives.


Southeast Health Plans, Inc. is dedicated to providing small and mid-size employers with a comprehensive benefits administration program that will enable employers to control health benefits costs while allowing employees within the plan to have access to quality health care. By combining self-insurance with stop-loss programs and efficient plan administration Southeast Health will provide to its clientele, both employers and employees, the best of health care with the minimum of restrictions and the broadest individual choice of providers. Southeast Health will deliver a balance of quality care and freedom of choice at a fair price.

Marketing Objectives

  • To quickly achieve measurable market penetration.
  • Decrease customer acquisition costs by 1.5% a quarter beginning year two.
  • Create the brand image within the operating area of the premier health plan administration service provider.

Financial Objectives

  • Hold spending at a specific level as a percentage of sales.
  • A double-digit growth rate for the first three years.
  • Increase the contribution margin by 1.5% a quarter.

Target Markets

The initial target market is the Atlanta metro and north Georgia market. The agreement with Blair Mill encompasses the following ZIP codes:

All three digits beginning with 300-303, 305-307, and 311.

This includes all of metro Atlanta and surrounding counties in north Georgia. At present Southeast Health Plans holds the only strategic marketing alliance with Blair Mill in the entire southeastern United States. Both sides recognize and desire an expanded agreement after phase one goals and objectives are attained.

The critical data to establish potential customer base and market share is to sort employers within the region by number of employees, regardless of whether they are currently with an HMO, an outside insurance carrier, are self-insured, or have no insurance. All are potential clients of Southeast Health Plans. The curve to attainment of critical mass is one of education, media, contact, and sales closure.

Within the targeted ZIP codes defined by the agreement with Blair Mill, the management of Southeast Health Plans has identified 1,801 employers with 50 to 500 employees. Of these, 1,289 are known to have an identifiable insurance carrier, 446 are known to be self-insured, and 66 are known to have no insurance.

Southeast Health has a clearly defined and identifiable market niche that enables highly targeted and efficient marketing of its services.


Southeast Health will position itself as the premier health plan administrative service with both a quality and cost advantage relative to its less flexible competitors. Companies with 50-500 employees will appreciate Southeast Health's health plan administration services and related consulting. Southeast Health will leverage its competitive edge:

  • Unmatched Customer Attention: beyond the fact that the entire organization adopts a customer-centric approach to business, all of Southeast Health's service offerings concentrate on providing the customer with the exact type of plan to meet their particular needs.
  • Costs Advantages: by forming meaningful strategic alliances (Blair Mill Administrators in particular), Southeast Health is able to offer top-quality services at a reasonable price by leveraging the proficiencies of particular partners and not getting distracted from its core competency of offering comprehensive benefits administration programs.

Strategy Pyramids

The single objective that Southeast Health faces is to position itself as the premier health insurance benefit administrator for self insured employers, gaining significant market share within five years. The marketing strategy will seek to first create customer awareness regarding Southeast Health's offered services and develop the customer base.

The message that Southeast Health will generate is that it offers the highest quality/cost ratio for health plan administrative services. This message will be communicated through a variety of methods. The first will be an advertising campaign. This campaign will primarily use the Atlanta Business Chronicle, but other media sources will be employed.

The method of communication will be a direct mailing campaign. The mailings will target employers, brokers, as well as consultants. The last method that Southeast Health will use is direct sales contacts. These contacts will be made by Southeast Health's professional sales executives.

Marketing Mix

Southeast Health's marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion, and customer service.

  • Pricing: a cost per employee basis.
  • Distribution: this will occur through the use of Southeast Health's direct marketing program as well as the use of independent agents.
  • Advertising and Promotion: Southeast Health will be using a multi-pronged marketing strategy to develop brand awareness and achieve market penetration.
  • Customer Service: the entire business operates on a customer-centric business model, ensuring exceptional customer attention.

Marketing Research

Two types of market research were used when Southeast Health was collecting market research. The first type of research was focus groups. The focus groups were collections of seven to nine people who were asked a series of predetermined questions with the responses recorded and discussed among the group members. In addition to the pre-established questions, there was a free-flow discussion format toward the end of the focus group that provided flexibility in allowing the participants to share information and insight with Southeast Health.

Additionally, questionnaires were used to collect market information from perspective customers. The questionnaires were submitted to a total of 200 potential customers. The response rate was 87, higher than expected. The validity and usefulness of the questionnaire was ensured by utilizing a graduate statistics student to develop the questionnaire. This research confirmed many already held assumptions as well as introduced several valuable perspectives that Southeast Health was not yet privy to.

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