WK 8

BUS599 – Marketing Plan

© 2022 Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.

Marketing Plan

Paula King

Strayer University

BUS 599: Strategic Management

Dr. Andrea Banto

February 4, 2024

2

Marketing Plan

Target Market

This marketing plan frames a mechanism for Bright Beginnings Daycare to advance our extraordinary

childcare and early schooling services to working-class families and single parents in the local neighborhood.

With full-time, part-time, and after-school contributions, we offer adaptable services to occupied guardians. Our

central goal is to sustain children's improvement in protected and engaging environments at reasonable rates.

This plan investigates our target clients, competitors, and value proposition. It defines promotional vehicles to

raise awareness of our quality care and accessibility. The goal is to differentiate Bright Beginnings in a crowded

market and rapidly scale to $1 million in annual revenue by year two. Careful execution of this marketing

strategy will cement Bright Beginnings as the preferred local childcare partner for middle-class families.

Demographic Description

The typical customer is 25 to 40 years old with one or more children, is college-educated, is employed

full-time or in various professional vocations, values quality, and has a household income of $40,000 to

$80,000. They live within a 30-mile radius of our facility and prioritize their child’s early development.

Geographic Description

We are in a suburban area that serves both rural and urban cities within a 30-mile radius of our facility.

We initially targeted metropolitan areas in the East region but expanded to the suburbs to assist residential

communities for working-class families and single parents. The population density is approximately 5,000

people per square mile.

Lifestyle Description

Customers seek a work-life balance. Busy schedules demand flexible, reliable childcare. They enjoy

family activities on weekends and family vacations. Our area has a thriving youth sports culture, and Parents

drive family-friendly cars, dress casually, and value experiences over material goods.

Psychographic Description

3

Customers value education and nurturing care. They desire stability and continuity for their children.

These people prioritize community engagement and products that promote holistic child development.

Purchasing Pattern Description

Customers enroll one or more children for full-time, part-time, or after-school care. They learn about us

through referrals or community advertising. Tours are scheduled before choosing a provider. Tuition is paid

monthly via auto-payments.

Buying Sensitivities Description

Priorities are quality staff, safety, cleanliness, cost, and curriculum. Accreditation and ratings influence

decisions. Flexible hours and family discounts also factor into provider selection.

Bright Beginnings competes against both national chains and local home daycares. Our closest

competitors are:

Bright Horizons: This nationwide chain operates over four hundred daycare centers focused on early childhood

education and development. They serve infants through school-age children with programs like preschool,

kindergarten prep, and summer camps. Many locations are affiliated with corporate offices. Bright Horizons

emphasizes its rigorous hiring and training to provide nurturing care. However, with higher teacher turnover,

the corporate model may lack a personal touch.

The Learning Tree: This local daycare center has served the community for over 30 years. They have a single

location designed just for preschoolers ages 3-5. The Learning Tree is known for having very experienced

teachers, some of whom have been there for 15+ years. Their curriculums focus on kindergarten readiness.

However, their limited age range and open hours present less scheduling flexibility for parents.

Parker Family Daycare: An early childhood education teacher operated this in-home daycare for the past 15

years. As a small home business, they care for mixed ages, from infants to school-age, with a cap of just six

children. The environment provides lots of individual attention. However, the home setting limits space and

activities. Open hours depend on the owner’s schedule.

4

Differentiating from Competition

The analysis shows competitors have strengths in experience, corporate resources, or personal touch.

However, Bright Beginnings distinguishes itself by combining the best: seasoned staff, purpose-built facilities,

and a customized approach within a locally owned business (Kang & Kim, 2021). We offer the community

what parents want with the professionalism they expect.

 Staff: Within the first years, we will employ fifteen dedicated staff members to provide smooth

operations and exceptional care. This team comprises professional childcare workers, teachers,

administrative Staff, and a facilities manager. The staff breakdown is as follows: Six certified childcare

professionals will be employed to teach in the daycare. Manages curriculum and child cognitive, social,

and emotional development. Five assistants to clean and secure the school, aid teachers, and protect

students. Two administrative staff will ensure smooth operations by managing scheduling, enrollment,

parent communication, and other administrative tasks. As the facility manager, I oversee daily

operations, safety, maintenance, and daycare. By the second year, we plan to hire four more certified

childcare instructors, three more assistants, and One facility manager.

Programs: Offer a broad age range and schedule options that most competitors lack. Customize learning for

developmental needs.

Customer Service: Develop relationships with prompt communication and family events. Seek referrals and

feedback.

Facilities: Ensure a spotless, secure environment purpose-built for early education. Frequently enhance.

Value Proposition

For working-class and single parents seeking reliable, affordable care to nurture their child’s growth,

Bright Beginnings Daycare provides customized programs for every schedule. Our skilled teachers build

personal relationships in a state-of-the-art facility for early learning: no corporate uniforms, just passion for

your child’s future.

5

Marketing Vehicles

Marketing Vehicle Frequency Cost/Month

Website $1000 (one-time cost)

Facebook Ads 2–3 times per week. $60 per month.

Instagram Ads 2–3 times per week. $300 per month

Local TV Ads Three times per week $1,000 per month.

Local radio ads Two times per week $2,000 per month.

Local newspaper ads Two times per month $500 per month.

Flyers Two times per month $200 per month

Open House Events Quarterly $600 per quarter.

Referral Program Continuous $500 per month.

Word of Mouth Continuous Free

Rationale: This marketing mix provides a broad reach with consistent messaging. Advertising establishes

awareness (Perreault Jr. et al., 2021). Our website and social media focus on engagement through helpful

parenting content, updates, and enrollment ease. Local flyers and events encourage walk-ins. Referrals leverage

existing parent satisfaction (Perreault Jr. et al., 2021). Together, these tactics promote our differentiation and

value while accommodating busy parents’ preferences for digital convenience.

Conclusion

6

This plan positions Bright Beginnings Daycare to grow rapidly in a competitive market. Our target

working-class and single-parent demographic seeks exceptional yet affordable care for their children’s early

development. Bright Beginnings will meet this need through unmatched service, flexibility, facilities, and staff

passion. Our marketing mix includes multiple high-impact channels tailored to busy parents’ reliance on digital

engagement and word-of-mouth advocacy. With adequate capital investment and execution of this strategy,

Bright Beginnings will become the preferred childcare partner for local families. The goal of $1 million in

revenue by year two is attainable by leveraging our competitive advantages through targeted promotion. Most

importantly, each child at Bright Beginnings will receive the nurturing early education that is the cornerstone of

future success.

7

Sources

Cartwright, S., Liu, H., & Raddats, C. (2021). Strategic use of social media within business-to

Business (B2B) marketing: A systematic literature review. Industrial Marketing Management,

97(1), 35–58. https://doi.org/10.1016/j.indmarman.2021.06.005

Kang, E., & Kim, R. (2021). Product market competition, reputation, and dividend policy.

Applied Economics, 1–13. https://doi.org/10.1080/00036846.2021.1877255

Perreault Jr., W. D., Cannon, J. P., & McCarthy, E. J. (2021). Essentials of marketing: a

Marketing strategy planning approach. In thuvienso.hoasen.edu.vn. McGraw-Hill.

https://thuvienso.hoasen.edu.vn/handle/123456789/13195

image1.png