4 marketing plan serco group

MARKETING SID# 0971446/1

1.0 INTRODUCTION

Serco is a multinational organization with a diversified portfolio. They provide management

services in the areas of Civil Government, Defense, Transport and Science within the UK and

abroad. Serco combines commercial know-how with deep public service ethos to deliver the

highest standard of services to its customers at the lowest cost. The company’s overall strategy

is to build a balanced portfolio, maintain high rebid and new win rates make strategic

acquisitions and develop new business models. This reduces the exposure to market

fluctuations, enabling selection of the best opportunities in whichever market they are in and

allows the transfer of expertise from one market to another. For the purpose of this paper the

area of Civil Government will be explored analyzing the current status of this business, its

competitors and future opportunities in order to develop a strategic marketing plan to ensure the

company expands its market share in this area both locally and internationally.

2.0 VISSION/MISSION STATEMENT

Serco’s vision is to be the leading service company in their chosen markets.

Serco’s mission is to accomplish its vision by focusing on the following:

Analyse a customer’s problems and produce a tailored solution which has the improved

management of people and service at its heart.

To redesign organisations to remove bureaucracy, enhance processes and liberate

people to deliver their best

Instill values which are defined by Serco’s Governing Principles ( foster an

entrepreneurial culture, enable people to excel, deliver our promises and build trust and

respect) and are aligned with our ethos of delivering high-quality services

3.0 CORPORATE OBJECTIVES

Serco’s corporate objectives are as follows:

To strengthen its position in existing markets by expanding the scope and scale of their

current contracts and winning a significant number of new contracts

Broaden its portfolio by entering a number of new markets where we see strong

opportunities for growth.

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4.0 COMPANY SITUATION

4.1 FINANCIAL SUMMARY

FIGURE 1

SOURCE: SERCO ANNUAL REVIEW AND ACCOUNTS 2009

Serco’s has shown consistent growth over the last five years. 2009 financial year was

exceptional with revenues, adjusted operating profit and earnings per share increasing by

27.1%, 39% and 30.6% respectively. 90% of Serco’s business comes from government

contracts both locally and internationally which allows high visibility of planned revenue of 91%

for 2010, 76% for 2011 and 64% for 2012. The financial crisis of 2008 has benefited Serco

tremendously in 2009. This is due to the unrelenting pressures on governments to reduce

spending and Serco’s proven ability to manage government institutions cost effectively whilst

delivering superior service resulting in the attainment of high revenue governmental contracts.

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4.2 MARKET SHARE

FIGURE 2

Serco dominates the UK market in the civil government sector. Its competitors are significant in

size and composed of a diverse portfolio in the service industry, however they are not fully

aligned to the civil government sector. Market trends indicate Carillion and Capita are

implementing strategies to expand in this sector thereby eventually becoming significant

competitors to Serco.

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4.3 MARKET OVERVIEW

4.31 INTERNAL ANALYSIS: MCKENZIE 7S FRAMEWORK

Strategy

The business strategy is very sound, it allows for tactical and rapid responses for change in the

external environment.

Structure

The organizational structure is robust and is highly adaptive to meet the specific requirements of

the client and its customers and to manage associated risk within the sector.

Systems

Formal and informal procedures are available that support both strategy and structure to

effectively manage the dynamics of the service sector.

Shared Values

The company has very strong shared values and forms part of its governing principles which

includes fostering an entrepreneurial culture, enabling people to excel, deliver the promises and

build trust and respect.…………………………………………………………………………………..

Skills

A strong skill base exists that is also transferable to aid in areas where skills are deficient.

Several training programs have been implemented to provide employees with the appropriate

tools to effectively perform their duties.

Style

The organizational culture promotes its core values and beliefs of bringing service to life.

Staff

Human resource and health and safety management systems are implemented to ensure

proper training and development, integration and career planning of new and existing staff are

effectively managed.

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4.32 INTERNAL ANALYSIS : 7P’S OF MARKETING

Product/service

Serco analyses a customer’s problems and produces a tailored solution of high quality services

in the civil government sector which is aligned to customer needs. These services are

differentiated, which include; border protection, prisons management, welfare to work, IT and IT-

enabled services, education and children’s services, environmental services, management

consultancy, health management and hospital support.

People

Serco’s provides training to its employees to effectively provide quality service consistently. The

employees have expressed satisfaction via the View Point survey, the survey also confirmed

that the people are motivated to go beyond what is required of them, and do what is needed to

get the job done.

Price

Serco’s service is on behalf of the civil government sector therefore it is at no direct cost to the

customer. The taxes that customers pay are used to manage these government services. The

cost to the government and by extension the taxpayers is competitive based on the number of

contracts won in this sector. These contracts provide profit that supports Serco’s sustainable

growth.

Promotion

Serco does not have a marketing strategy to promote its services as it adopts a business

strategy to win government contracts. They however promote their corporate responsibility in

communities they operate by employing community members, facilitating a student placement

program and investing 1% of profits to community programs. They also promote environmental

awareness and seek to reduce year on year carbon emissions and is currently leading by

example.

Place

Serco place of service is the existing infrastructure in communities already established by the

government civil sector.

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Process

Serco’s processes are of high ethical standards and enshrine the company’s core beliefs. These

processes are governed by their management systems which seek to minimize bureaucracy,

enhance and liberate people to deliver their best. Their process is also geared to educate the

customer of their services and what they should expect from Serco.

Physical evidence

Serco’s “Viewpoint” survey for 2009 identified the world-class levels of commitment and its open

and respectful culture. They received 29 awards from the Royal Society for the Prevention of

Accidents, and a Sword of Honour from the British Safety Council. The awards were given for

excellence in safety and customer service.

4.4 MARKET SITUATION

External analysis: Forces in Micro and Macro environment

4.41 Micro Environment

Supplier

Serco’s utilizes the benefits of competitive supplier selection to optimise the efficiency and

effectiveness of the processes and resources to drive sustainability throughout the supply chain

and to develop positive relationships (thereby reducing bargaining strength of supplier) with

their key suppliers to make the most of their economies of scale. Contracts are formed with

suppliers to guarantee regular supply at stable prices and consistent quality.

Publics

Shareholders, trade unions, media, pressure groups and local communities does not negatively

affect Serco. Serco’s profits and dividends were satisfactory to shareholders and employees are

quite happy based on the employee survey report. They invest in communities and support local

groups aligned to community development and environmental preservation.

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Intermediaries

Serco does not have intermediaries as they provide service directly to customers I.e. business

to customer distribution (B2C)

Customers

Serco’s provide services in many sectors of civil government; because of this the entire

demographic spectrum is achieved. The market size is considerable based on the fact that civil

government is Serco’s highest revenue earner (£1.12 billion in 2009). Market trends indicate

that the government cost reduction strategy shall provide further opportunities of investments,

thereby increasing customer base.

Competition

Serco has two competitors, Carillion and Capita. Serco however controls the market share

guided by a strategy of opportunities to make money out of governments spending cuts. Serco’s

competition is not as resourceful or structured to align itself to win contracts in area that Serco

specializes. The competition is service oriented companies with strengths in other areas not

significantly in direct conflict. Both competitors have strong brand awareness with capable

staffing in the areas they operate.

Their objective is to aligning themselves to profit from government outsourcing by specializing in

the government civil sector.

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4.42 Macro Environment

PESTLE

Political

The British political environment is stable with excellent physical, social and market

infrastructure. The current leadership is attempting to curb the effects of a second recession as

already experienced by Germany (the largest economy in the European Union). The British

political system has hundreds of years of experience and is capable of managing the effects of

the global financial crisis. Change in political leadership or government would not result in

significant risk to Serco as the governments’ priority will be to reduce public expenditure, which

is an area that Serco has a proven track record and also has a memorandum of understanding

to support the government reduced spending strategy.

Economical

The British has a highly developed economy. It is in recovery process from the recent financial

crisis. The government is outsourcing its services as a cost cutting strategy in the public sector.

Corporate tax and inflation is relatively low and the current trends indicate that it will maintain

with a modest degree of uncertainty till 2013. GDP has begun to rise slowly since the second

quarter of 2009 and is expected to be 2.5% in 2013 from 1.8% which currently exist. Interest

rates are relatively low and set to remain to promote private sector spending. Local economic

trends indicate continued loss of jobs over the next four years in the private sector due to

economic uncertainties. The pound sterling is currently and is projected to remain stable.

Social

The UK social sector remains affected by governments spending cuts. Many nationals are

emigrating, however are countered by immigration. The UK population is expected to continue

increasing as net positive immigration continues to occur (5million increase in population over

the next 10years). The demographics have significantly shifted to a large aging population from

6.9 to 3.15 workers to a retiree twenty years ago to 2009 respectively. This is expected to place

additional pressures on the social services. There exist a wide variety of cultures due to the

wide geographic spectrum of immigrants. The standard of living in the UK is relatively high for

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both immigrant and nationals with immigrants having better attitudes towards work and are

preferred candidates for employment.

Technological

The UK is a mature economy and is highly technological. Solid and easily upgradeable

infrastructure exists to accommodate a fast passed rapidly growing technological industry. Most

people use technology to conduct daily activities of shopping, communicating and conducting

personal business. It also allows companies IT systems to easily integrate to effectively manage

units that are geographically apart. The Digital Economy Bill is currently in parliament for

approval, it is legislation designed to ensure Britain’s readiness for the digital age.

Legal

The UK has a long standing and robust legal system. The laws governing criminal activity,

company governance, employment, health and safety, data protection, marketing and sales,

environment and taxation in the view of consumers and companies are well established. The

legal framework regulating UK business law is the Insolvency act of 1986, the Companies Act of

2006, the UK Corporate Governance Code and the EU directives. The UK legal frame work is

clear with distinct separation of powers minimizing influence from the executive to the legislative

arm of government.

Environmental

The physical environmental is advances compared to other nations. The UK environment was

considered in the designing of economic and social systems such as transport systems,

production facilities and raw materials and national parks and wildlife areas. The UK has a

command and control environmental system where the command aspects enforces the relevant

laws such as Integrated Pollution Prevention and Control (IPPC) and New Environmental Policy

Instruments (NEPIs) to monitor and control environmental laws. The laws are closely monitored

and several companies have been fined heavy penalties for acting contradictory to the

governing environmental legislation.

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5.0 COMPETITORS SITUATION Major forces that determine industry attractiveness

Porter’s 5 forces: Figure 3

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5.1 COMPETITORS SWOT

Company Name: Carillion United Kingdom

COMPETITORS#1

STRENGTH

Solid order book £11.1billion

Strong cash flows.

Diverse portfolio and cash stream

Resilient business mix.

Falling debt.

Integrated services in alignment to UK

central and local government

departments.

Solid business strategy resulting in

sustained growth over the past seven

years.

Ranked as one of UK’s largest support

company.

WEAKNESS

Have businesses that are not in high

demand.

Company not fully aligned to profit from

governments spending cuts in the civil

government sector.

OPPORTUNITY

National and local governments around

the world face unrelenting demand

from citizens for better public services.

Develop strategy to provide better

public services to citizens at a lower

cost (alignment with government’s

drive to cut its spending).

Increase advertising to promote

Carillion’s name as the primer provider

of service to citizens and investors in

its entire portfolio’s.

Expand portfolio in alignment to

government departments.

Seek new business from government

THREAT

Recent negative media allegations of

bid rigging emphasizing poor ethical

principles which can tarnish company’s

image.

Costly fines incurred (£5.3million) from

OFT (UK financial regulatory body) for

bid rigging.

Loss of contract from bid rigging

charges.

Loss of confidence from investors

Competition from other large service

companies who are in alignment with

government departmental needs.

Negative effects (loss of revenue &

investors from recent global financial

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outsourcing activities.

Hiring and keeping the right people.

Sell non-core businesses to increase

cash for investment/expansion.

Enforce ethical principles to all staff

Acquire or merge with companies that

are currently in alignment.

Expand into new international markets.

crisis.

Government cuts spending.

5.2 SWOT

Company Name: Capita United Kingdom

COMPETITORS#2

STRENGTH

Strong financial performance.

Strong cash flows.

Consistent year on year growth.

United Kingdom largest provider of

business services.

Strong competitive position in the

United Kingdom.

WEAKNESS

Overdependence on United Kingdom

market.

OPPORTUNITY

National and local governments around

the world face unrelenting demand

from citizens for better public services.

Develop strategy to provide better

public services to citizens at a lower

cost to bid and win government

contracts (alignment with government’s

drive to cut its spending).

THREAT

Difficulty in winning government

contracts from recent allegations of

political funding scandal.

Loss of confidence from investors.

Competition from other large service

companies who are in alignment with

government departmental needs.

Negative effects (loss of revenue &

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Expand service portfolio in areas of

government outsourcing.

Expand into international markets

Diversify portfolio in alignment to

international market requirements.

Outsource services from low cost

providers (IT support from India).


are currently in alignment to target

market both local and international.

investors from recent global financial

crisis.

Government cuts spending.

5.3 SWOT SUMMARY OF COMPETITORS

Both competitors have strong order books coupled with a diversified portfolio with a strong

company base in the United Kingdom. Both competitors have the potential to give Serco fierce

competition if they develop a strategy to align themselves to the cost cutting initiates of the

government by acquisition or merger with existing firms to attain expertise and resources. Both

competitors have a degree of negative publicity in government affairs which may lead to

difficulty of successful contract bids in the civil government sector. Both competitors have similar

weaknesses of underdeveloped portfolio in government civil sector.

6.0 SWOT SERCO

STRENGTH WEAKNESS

Inability to bid successfully when 13


Strong financial performance

Strong cash flows.

Consistent year on year growth.

Proven cost effective civil government

management systems.

Strong reputation and track record of

delivery.

High revenue contracts for the next 3

years.

Diversified business portfolio in over 30

countries.

Strong position in selected markets.

Broad portfolio of international

government clients in both east and

western countries.

Ability to take advantage of global

trends.

Ability to choose the best opportunities

when they arise.

companies form consortium (as with

AMEC consortium who won a 1.3billion

per year to de-commission UK largest

Nuclear power plant).

Poor Internal control and risk

management as indicated by Serco’s

2009 financial statement.

OPPORTUNITY

Service sector market potential of

£28billion to tap into.

Increasing demand for services that

servo effectively supplies

internationally.

Further expand service portfolio in

areas of government outsourcing both

local and international.

New opportunities in new EU members

states.

Outsource services from low cost

THREAT

Competition forming consortium to win

government contracts.

Government using consortium as

preferred bidders due to their CSR

programs.

Significant change in government

policy that impacts market

opportunities or results in changes to

existing or new contracts.

Significant changes in rates of inflation

directly impacting revenue generation

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providers (IT support from India).


are currently in alignment to target

market both local and international.

and/or costs.

Failure to have sufficient funding to

meet current and future business

requirements.

Outbreak of pandemic illness that

severely affects our ability to operate

and meet contracted commitments.

7.0 MARKETING OBJECTIVES

- To increase dividends per share by 4% year on year for the next 3 years.

- To strengthen the company’s position and increase market share by 5% per year for the

next 3 years in current market.

- To increase customer count by 10% over 3 years.

- To increase revenue by 6% per year over 3 years.

- To enter into new markets internationally to grow the company by 10% over 3 years.

8.0 ASSUMPTIONS

1. National and local governments around the world face unrelenting demand from citizens

for better public services, governments themselves are faced with cost pressures in the

recovery from the recent financial crisis.

2. A change in government would not affect previous cost cutting strategy as economical

pressure are prevalent and would remain at least with in the short and middle term

period

3. Competition aware of the above stated governmental pressures, however they are not

as established as Serco but have high growth potential and are aligning themselves to

become a premier service provider in the civil sector to gain from government

outsourcing strategies in cost reduction.

9.0 TARGET MARKET

Serco Civil Government Service Group targets government agencies both local and

international in the areas of home affairs, information technology, welfare to work, integrated

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services, education, children services healthcare and consulting. By extension the entire

demographic spectrum is achieved.

10.0 POSITIONING

Serco seeks to position itself as a premier service provider in the area of civil government that

provides superior service at the lowest price to the customer. Serco has an existing image

synonymous with quality and service at the lowest cost both locally and internationally.

11.0 MARKETING STRATEGY

MARKET STRATEGIES

11.1 SHORT TERM

Strategy: Market Penetration

The market penetration strategy was used based on the marketing objectives of increasing

market share in existing market, increase customer count and increase dividends to

stakeholders. As per Ansoff matrix this would be the best strategy to achieve the short term

marketing objectives.

MARKETING MIX

Product/Service

Offer a service that is superior to the competitors, in a comfortable environment making

it memorable for the customers, making them want to return.16

Ansoff Matrix:

PRODUCTSCurrent New

MA

RK

ET

S

Cur

rent

ly

Ope

ratin

g

PENETRATION: increase market

share

Product replacement

New

Ent

ry Market Development:

new users, segments, etc

Diversification


Pricing

Offer prices that are competitive such that customers are satisfied with value for money

Place

Distribution of the service will be directly from the institution (business to customer -

B2C).

Promotion

Market penetration in existing markets shall be promoted using several methods.

Persuasive and reinforcement advertising shall be used to promote Serco’s exemplary

service of “Bringing service to life” to attract new and maintain existing customers.

Physical mediums shall be used to promote Serco’s image and name such as television,

radio, billboards, magazines, newspapers. These mediums shall also promote social

and community activities that have already been done by Serco for the public.

On the softer side, coordination with governmental institutions, communities and

NGO’s shall be used to perform community services to promote social well being. In

addition local sport associations shall be sponsored training gears and equipment to

promote Serco’s commitment to the society.

A scenic area of high population traversal shall be maintained by Serco, to

illustrate Serco’s commitment to the environment and to promote brand awareness

People

All employees shall undergo refresher training in customer service to ensure consistency

in quality service and to promote that the company’s image is literally in the hands of the

employees. Management shall also promote this philosophy by leading by example,

treating both employee and customer in a manner consistence with excellent service.

Physical Evidence

Records of persons visiting the institution, customer feedback sheets and articles in

newspapers and television promoting the community work that have been done shall

illustrate the experience of the customer at Serco.

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Process

Processes shall be implemented to guide employees to consistently provide a superior

service as well as guide the customer on what services are offered and how it can

benefit the customer.

11.2 LONG TERM

Strategy: Market development strategy

The market development strategy was used based on the marketing objectives of

expanding into new markets to ensure company growth. As per Ansoff matrix this would

be the best strategy to achieve the short term marketing objectives.

MARKETING MIX

Product/Service

The culture of the place of interest shall be studied and a strategy developed to provide

superior service in alignment to existing cultural norms and practices.

Pricing

Offered prices shall be competitive to create an impact in the new environment and

focused on attracting customers. It shall also create an ambiance of value for money

Distribution

Distribution of the service will be directly from the institution strategically

located/acquired and convenient to customers and as an initial strategy, mobile units

shall be used to reach distant customers.

Promotion

Promotional activities for new market entry shall be promoted using several methods.

Brand awareness synonymous with quality service shall be developed using Television,

radio, internet billboards, public spaces and newspaper advertisements. Secondary

promotion shall be achieved by forming networks with existing established non

competitive brands/names to perform community and national service promoting

environmental commitment. Networking with governmental agencies in sponsorship of

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sporting, charitable and social and religious events shall be used to promote

commitment to the public whilst building governmental relationships and awareness.

People

The people in the areas of interest shall be employed and trained in customer relations

and also have experiences Serco employees visit the institutions to exchange

knowledge and ideas to ensure consistent quality service

Physical Evidence

Effective promotion shall materialize as successful bidding for civil contracts, newspaper

articles illustrating the Serco’s commitment and employees and customer surveys to

understand both customer and employees satisfaction.

Process

Processes shall be implemented to acknowledge cultural differences and provide

guidelines to ensure consistence in quality service management in an ethical manner.

12.0 FORECASTS AND IMPLICATIONS

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12.1 FORCAST AND BUDGET - 3yr projection

MARKETING EXPENCE

BUDGET

2011 2012 2013

ADVERTISEMENT

TOTAL

£6,750,000 £5,475,000 £4,285,000

- Television £2,000,000 £1,750,000 £1,300,000

- Radio £1,500,000 £1,200,000 £1,000,000

- News Papers £1,200,000 £1,000,000 £750,000

- Internet £1,000,000 £750,000 £600,000

- Billboards £750,000 £500,000 £375,000

- Public spaces £300,000 £275,000 £260,000

NETWORKING TOTAL £1,000,000 £750,000 £500,000

- Community £300,000 £250,000 £150,000

- Governmental

Agencies

£700,000 £500,000 £350,000

SPONSORSHIP/OTHER

TOTAL

£500,000 £450,00 £400,000

- Local Sport £150,000 £125,000 £100,000

- Charitable Events £200,000 £200,000 £200,000

- Social Events £150,000 £125,000 £100,000

CONTINGENCY

BUDGET

£1,100,000 £1,300,000 £1,500,000

TOTAL MARKETING

EXPENSE

£9,350,000 £7,975,000 £6,685,000

12.2 MARKETING JUSTIFICATION MATRIX

YEAR

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3X3 MATRIX 2011 2012 2013

Total Revenue

£1.7billion £1.9 billion £2.4 billion

Total Running

Expenses £0.532 billion £0.651 billion £0.79 billion

Total Profits £1.168 billion £1.249 billion £1.61 billion

12.3 The graph below illustrates the above tabulated data.

3year Marketing Projection Expected Profits

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12.4 ADVERTISING SCHEDULE

MARKETING PROMOTION

SCHEDULE

2011 2012 2013

ADVERTISEMENT Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

- Television X X X XC X X XXC XX XX XXC XX XX XXC X XX XC XX X XXC X XX XC XX X XC X X XC X X XC X X XC X X

- Radio X X X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X

- News Papers X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

- Internet I I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I

- Billboards X X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 X11

- Public spaces X X X X X X X X X X X X Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx

NETWORKING Community S S S S S S S S S S S S S S S S

Governmental S S S S S S S S S S S S S S S S S

SPONSORSHIP/OTHER

- Local Sport S S S S S S S

- Charitable Events S S S S S S S S S S S S S S S S S

- Social Events S S S S S S S S S S S S S S S S

Legend:

XX – Advertising in both local and international markets of interest

C – Indicates that a pervious community service was promoted in a TV, internet or radio advert

X – Local advertising in existing market

X – Advertising in international markets only

X – Radio announcements at peak listening time daily and sponsored talk show programs weekly.

X – 1 newspaper page every Saturday highlighting Serco’s commitment of “bringing service to life.”

I – Internet promotion on all social web sites

X – Local and international billboards, the increasing number indicates a change (11 changes) in billboard picture promoting Serco in a different positive light.

Xx – One X indicates that one local public or scenic area will be maintained by Serco, Xx indicates that an area both local and internationally will be maintained by Serco to promote brand awareness.

S – Networking and social activities locally, it has many compositions as illustrated in promotional plan

S – Networking and social activities internationally, it has many compositions as illustrated in promotional plan

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13.0 MONITORING AND CONTROL

Continuous monitoring of the marketing plan is essential, comparing actual versus

budgeted/projected values, ensuring activities are completed as scheduled and preparatory

works are also completed for upcoming events. This data shall be used to formulate informed

decisions to guide the marketing plan in the direction it was originally intended. Several

methods shall be used to monitor are:

Monthly meetings to discuss present situation

Monitor profits on a monthly and quarterly basis

Monitoring of the competition on a monthly basis

Comparison of actual versus expected revenue and marketing cost.

14.0 Contingency Plan

Based on finding from the monitoring and control appropriate action can be applied by the

marketing manager to recover from any inconsistencies. A separate budget has been instituted

to compensate for any additional spend during the life of the marketing plan.

15.0 Conclusion

Serco’s business strategy of bidding only for profitable contracts has proven to be highly

effective. Its revenue stream is predictable based on contract life and investments can be made

in this light. Serco did not have a marketing plan previously but had a corporate social

responsibility (CSR) mechanism. The marketing plan developed in this paper collates the CSR

mechanism and effective marketing tools to propel Serco to its ultimate goal of being the largest

service provider company in the world.

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4 marketing plan serco group

Documents

service sector

management services

civil government sector

sercos business

marketing sid

government contracts

uk market

areas of civil government