The paper "Sydney Dry Cleaner Services Marketing Plan " is a good example of a marketing case study. Sydney Dry Cleaner Services has been the goal of James Gill to establish it as a dry cleaner business coupled with door to door pick-up and deliveries. The keys to success at Dry Cleaner Services including environment, reputation, competitive pricing, competitive pricing, professionalism, customer individual attention, recommendations and customer loyalty, and customer satisfaction. The business marketing plan objectives are to have control of part of market share within the period of 18 months of operation, have sales in excess and attain net profits.
Just like any other business the major marketing problems and issues faced by Sydney Dry Cleaner services are generating awareness and enquiries, effective targeting and keeping up with marketing strategies and trends Sydney Dry Cleaner Services is a sole proprietor business owned by James Gill who plans to upgrade it to a limited company in the next few years. The business will be a home-based business located in Sydney City along the main road for easy access by both private and public means of transportation.
The business will buy vans for picking and delivering customer items. The business main services will be garment alterations, laundry and dry cleaning. It will be managed by the owner and funded both by the owner and the bank. Many people in Australia are getting into full-time employment. They do not find time to do their own laundry or clean household items. They instead get someone else to do that. However, with the increase in personal income, less time to spend at home and the need for more time to involve in leisure activities, there is need for a professional touch on the things they care about including their expensive clothes.
This is where Sydney Dry Cleaner Services comes in to fill the gap and meet the need. The main target segment for this business is professionals and working-class individuals. The business faces competition from three businesses: Washy Cleaners, Spik & Span and Gil Cleaners. They have been operating in Sydney for quite sometimes and though they are small scale businesses, they have a lot of customers.
However, they do not provide door to door services and neither do they use modern technology. Sydney Dry Cleaner Services used modern dry cleaning technology, incurs on costs on rent and provides a wide range of cleaning services to the customer to choose. However, it has no market share available since it is just starting and has already established competitors. With the industry promise of growth, there is a chance of entry of new competitors, and continuous technology changes are yet to introduce new methods and equipment of dry cleaning.
This means the business will need to keep up with the speed. However, with the increase in personal income and many people including women entering into employment full time, business growth is promising. The competitive edge of the business is its ability to satisfy customer needs through providing reliable, quality and speedy services. More of it is the fact that it can provide free pick and delivery services making it convenient for the customer. The environmental forces that may affect the cost, service quality and operations of the business are political, economic, social, technology, environment, and legal forces.
Various recommendations are provided for product, price, place and promotion strategies for the business. A promotion schedule is provided to show the promotional activities that need to take place, accompanied by when they need to be accomplished. Implementation budget for the market plan is set to show how much each activity will cost when it needs to be completed and the success factors.
DevChekitan, S & Don, E 2005, In the Mix: A Customer-Focused Approach Can Bring the Current Marketing Mix into the 21st Century, Marketing Management, 14(1), p. 34-89.
Douglas, C et al, 2010, Strategic Marketing: Creating Competitive Advantage, New York, Oxford University Press.
Euromonitor International. (2011). Washing and (dry-) Cleaning in Australia: ISIC 9301. Retrieved on April 5, 2013 from
Harrington, A 2003, Who's afraid of a new product? Fortune, 148(10), pp. 189-191.
Hult, G 2005, The performance implications of fit among business strategy, marketing organization structure, and strategic behavior, Journal of Marketing, 69(3), p. 49-65
Humphrey, A 2005, SWOT Analysis for Management Consulting, SRI Alumni Newsletter (SRI International).
IBISWorld. (2013). Laundries and Dry-cleaning Services in Australia: Market Research Report. Retrieved on April 5, 2013 from
Kerin, Roger A 2012, Marketing: The Core, McGaw-Hill Ryerson.
Kotler, P & Keller, L 2012, Marketing Management 14e, Upper Saddle River NJ, Pearson Education.
Kotler, P & Keller, L 2009a, A framework for marketing management.4th ed, Upper Saddle River, Pearson Education.
Kotler, P & Keller, K 2009b, Marketing management, 13th ed. Upper Saddle River NJ, Pearson/Prentice Hall.
Michael, D & David, B 2012, Internal Relationship Management: Linking Human Resources to Marketing Performance, New York, Routledge.
Odies C, & Michael, D 2010, Marketing Strategy, Notorp Boulevard,Cengage.
Olson, E & Hult, G 2006, Strategy formation process and competitive advantage in the context of the firm’s product-market strategy, Strategic Management Journal, 27(11), p. 1221- 1231.
Trommsdorff, V & Steinhoff, F 2006, Innovationsmarketing (1.Auflage), München, Vahlen.