Q1: Any concerns about the estimates or assumptions in Table 1 in the case?

(10%)

Market share predictions released by the consultants feasibility study are unreasonably high for a
multitude of reasons. One of the first issues would be that farmers are fairly sceptical of alternative power
systems mainly because of the weak brand recognition. Currently, Michelles brand recognition is virtually
zero, not even having a formalized company name, meme or logo. In addition, another reason for the
farmers disinclination to buy a windmill is derived from an ecological effect. Bats are particularly
susceptible to collisions with wind turbine blades, seeing as they fly low to hunt their prey, according to
USGS. This plays a great importance for farmers because of the pest-control services that these
mammals provide. Without such services, many agricultural farmers risk losses in output because of the
decreased predatory presence of bats. Subsequently, this may significantly drive down a reasonable
market share forecast for Michelles company.
In addition, the valuation of the turbines battery is another estimate that is concerning. In this case it
states that the delivery, installation, and warranty added up is $3000. In the explanation and assumptions
column, the delivery, installation, and warranty plus the battery are equal to $4000. Consequently,
suggesting the system battery costs $1000. However, this information is not stated anywhere in the case,
which brings the validity of the battery cost information into question. With EnviroPower Turbines being a
new company it is very important for them to ensure they tighten up their financials and be certain of their
costs.
The calculation of the Canadian Business Turbines revenue is slightly unreasonable. For example,
$47,700 x 1.5% = 715.5 systems. This should be rounded down to 715 systems instead of rounded up to
716. Although insignificant at first glance, this difference actually accounts for an $18,000 discrepancy in
revenue.
The feasibility projections for the first year are critical in determining whether to undertake this risky
project. Consequently, it is imperative to include every detail and aspect that could affect net profitability.
First, Michelle must absolutely budget the travel and accommodation expenses she will have to pay in
order to make visits to prospective farms. The Prairies are an absolutely massive region and couple that
with the high prices of gas, it will cost a lot to commute between prospective farms. She has not
accounted for the incremental costs such as expertise required to sell & service and supply chain logistics
associated with penetrating the U.S. market. She has done very little to research, plan and preparation
into a successful entry into the US market. Add this to various accommodation expenses, and the result
will yield annual expenses upward of $10,000. Finally, marketing and promotion costs could surpass the
budgeted $1.6 million dollars, thus further increasing expenses.
In addition, acquiring 2% of Canadian Farm markets and 1.5%Canadian Business Markets in the very first
year is an optimistic goal. There is already competition between three companies selling more-traditional
windmills to farms, five firms competing in the Canadian Solar panel market. Michelle would be also
competing with companies in other renewable energy sectors such as Geothermal and companies
outside of renewable resources of energy such as natural gas. With all this competition, and the
realization that only 8% of farms and business have installed alternative power systems, it seems almost
impossible that Michelles company could penetrate between 1.5% and 2% of the markets, thus stealing
up to 25% market share, especially after the companys inaugural year.
The operations do not take into account that the company will need time to train the workers to operate
the machinery and train the sales staff.
Next, the feasibility report should include business insurance costs under the expenses section. Michelle
has not yet incorporated her company, and should have to protect herself legally from mishaps occurring
such as a serious injury or property dishevelment due to the windmill.
Finally, net profit listed in the feasibility report represents the companys EBITDA (Earnings before
Interest, Taxes, Depreciation, and Amortization). This figure is overestimating the true bottom line
because it fails to include the interest expenses that Michelle will accrue to her mortgage, as well as any
depreciation or amortization expenses. Given that she has $650,000 in outstanding debt, it is not
unreasonable to believe that she will owe thousands in dollars of interest expenses each year.

Q2: Calculate the totals for the 16 shaded cells in Table 2, below. This combines USA
and Canadian business. Show your explanations, calculations and logic. Assume
results go according to the consultants and Michelles vision as described in the case.
(16%)
1st Year
Canada

2nd Year
Can +
US

Explanation

$5,256.0

$3,942.0

14,600 farms*1.5% = 219 Systems * $18,000

$12,888.0

$12,888.
0

47,700 * 1.5% = 716 Systems * $18,000

US Farm Turbines

$2,682.0

9,900 * 1.5% = 149 Systems * $18,000

US Business Turbines

$32,382.
0

119,900 * 1.5% = 1799 Systems * $18,000

$18,144.0

$51,894.
0

$3,942 + $12,888 + $2,682 + $32,382

Materials & Wages

$9,676.8

$18,451.
2

$3,200*2*(219 + 716 + 149 + 1799)

Deliver, install, warranty,

battery

$4,032.0

$11,532.
0

$4,000*2883 Systems

$13,708.8

$29,983.
2

$18,451.2 + $11,532.0 + $29,983.2

$4,435.2

$21,910.
8

TOTAL REVENUES - TOTAL CGM

$51,894.0 - $21,910.8

$1,600.0

$1,600.0

Given: Consultant Expects Expenses to Remain

Constant

$60.0

$60.0

Given: Consultant Expects Expenses to Remain

Constant

$1,250.0

$1,250.0

Given: Consultant Expects Expenses to Remain

Constant

$24.0

$24.0

$6,486.8

REVENUES
Canadian Farm Turbines
Canadian Business
Turbines

Total Revenues
COST OF GOODS

Total CoG
Total Gross Profit
EXPENSES
Marketing
Internet
Salaries, benefits, utilities
Building lease
Other

Production Capacity Still Well Below 100%

Sales Commision :$51,894.0*12.5%(Average
Rate)

Total Expenses
NET PROFIT (LOSS)

$2,934.0
$1,501.2

$9,420.8
$12,490.
0

$1,600.0 + $60.0 + $1,250.0 + $24.0 +$6486.8

Revenue-Costs $51,894.0- ($29,983.8 +
$2,934.0)

Q3: What would you say are 6 key marketing-related issues in this case? Briefly
explain your logic. (9%)
Michelle currently faces many marketing-related issues. However, some are more concerning to address
than others. The following are the 6 key marketing-related issues facing Michelle and EnviroPower
Turbines in order of importance (1 being the most important).
1) Lack of a distribution strategy. There is currently no distribution strategy for this product. This is a
major issue, as she cannot begin to sell her product if there is not system put in place to deliver the
product to the customer. Seeing as Michelle wants to start distribution within a year, it is crucial that she
figures out her distribution strategy. Michelle needs to consider conducting thorough research to obtain
the knowledge & experience required to market, sell, install and service the product. She also needs to
think about the challenges and costs involved in entering into the U.S. market such costs associated with
supply chain logistics. Distribution is also a large cost, which hinders her ability to accurately predict her
financials.
2) No customer awareness. There has been no investment or promotion strategy aimed at increasing
customer awareness of the product. By investing money and time to create a formal advertising
campaign, she can improve her brand awareness, which in turn will build credibility. Until then, no one
will know about the product, so it would not be logical to release her product to the market seeing as there
will most likely be a lack of buyers.
3) Poorly chosen target market. While Michelle does have good tie-ins with the farming community, the
assumption that she will be able to access and turn these connections into clients is a fairly large
assumption to make. Going after this segment because she was raised on a farm is not justifiable.
There needs to be more research done to ensure that this target market is the most profitable choice for
EPT. Additionally, the many implications of entering the U.S. markets have not been properly analyzed,
and could pose serious challenges to the company. Things to consider are distribution costs, as farms are
in rural locations, and actual percentage of farmers that would be willing to adopt this technology.
4) Lack of patent. Currently, ETPs greatest competitive advantage is the unique design of their turbine.
Without a patent, this technology and design could easily be copied by competitors, which would strip
ETP of their most important competitive advantage. Getting a patent for Michelles product should be
high up on the priority list.
5) Incomplete pricing strategy. The pricing strategy is yet to be fully completed, seeing as not all the costs
have been accounted for. The increase in operational costs due to distribution and incremental marketing
costs might make Michelle reconsider the pricing of her product. This could affect the payback period for
customers, which is a big selling point, as well as increase the start-up fees, which could force Michelle to
take out more debt. Seeing as debt is already an issue as mentioned by Kurtis, this is something to keep
in mind.
6) Minimal/poor prototype testing. The first prototype was completed 1 month ago, which does not leave
much time for proper field-testing. The prototype needs to be tested more so that they can ensure a
quality product, and guarantee the reliability of the turbine. This is an important issue to address, as they
currently have no credibility, and distributing faulty products to their first customers would be terrible for
their credibility, and deter future sales.

Q4: What are other non-marketing issues that need to be addressed? (5%)

Fiscally, Michelle is in a very bad situation with re-mortgaging her family home to finance the development
of her $190,000 turbine. Therefore, she is in massive debt and this can be important cause of the added
stress Michelle feels in addition to being a new mother to twins. This can play a huge role in her decisionmaking and the amount of time she can commit to starting this company. Michelle is a very passionate
environmentalist, and at first glance makes her seem like a great figurehead for a renewable energy
company. However, just because you are very passionate about a field doesn't make you the best
candidate to run a business. Michelle is a e-commerce major from Ryerson University with experience
predominantly helping businesses improve their social media, web design and web traffic analytics. She
does not posses the necessary analytical and marketing expertise needed to run a sustainable business
model and made no initiative to build a team that has the necessary expertise in the alternative energy
industry. It is unknown to whether Kurtis is still invested into the success of the company. Michelle lacks
any personal knowledge of the US market, and her only information comes from a 4-page report from an
unknown consultant with multiple sources of errors in their report. In addition, she has done very little to
investigate how the market in the US is operating which shows her lack a planning. Furthermore, she has
not answered questions like what portion of the 8% is using wind power? At what prices are US
competitors selling? How does the distribution system work? Finally, the turbine has only been tested
under ideal conditions. so what are possible issues that could come as a result of non-ideal conditions?

Q5: Explain which one of the 12 Marketing Checklists you think could be most valuable
to help with this business situation and to resolve the key issues? (5%)
The 12 Marketing Checklists is a great way for companies to mitigate the risk of a variety of marketing
related issues that could have a negative impact on their companies. While all the checklists are useful for
any company, there were two that could be especially useful for Michelle.
The first is checklist 11, which focuses on planning promotion strategy. This is something that we
addressed in question 3, where we mentioned her lack of customer awareness and brand recognition.
Following this checklist would help EnviroPower Turbines build a solid foundation through which a formal
advertising plan could be created. As important as this checklist is to the future of this company, there is
still another checklist that would undoubtedly be more valuable for Michelle to use, which is checklist 9.
The most valuable checklist is Checklist 9, helps to ensure that the company does not overlook planning
their channel strategy. Using this checklist, Michelle will be able to realize that she does not have the
answers to many crucial questions. These questions include but are not limited to; how many channel
levels are needed or desirable to make the products available to targeted segments, which channels and
members perform the best, and at what cost to the company, and who will transport and store supplies,
parts, and finished products and how and when? These are all pretty fundamental questions that
companies who hope to begin distribution within a year should have the answers too. Without knowing
who will be distributing her product she cannot start to get orders to customers or get her products from
production to stores. There is also no cost information here. This impacts her pricing strategy, seeing as
distribution can account for a big portion of a companys costs, and neglecting it in the pricing strategy will
lead to an inaccurate representation of her financial projections.

Q6: Pick six of the 94 Marketing Nuggets that you think hold much potential for helping
move this business forward and to help resolve the key issues. For each one, briefly
explain your logic. (9%)
The 94 Marketing Nuggets show the organization how to market people, their idea, organization and
product and ideas. Of these 94 nuggets the following six are those that Michelle could benefit the most
from using.
Develop Mini-Marketing Plan #1: This plan will create a road map for EnviroPower Turbines to align their
companys goals and vision with the target preferences. Also, this plan makes it easier to pick advertising

avenues because it must align with your 7-sentence marketing plan criteria. It will provide valuable
feedback when communicated to others.
Hiring a Marketing Preneur #10: Michelle is trying to manage a full time job and take care of her recent
twins. It is doubtful that Michelle would have the energy and ability to properly manage her new life as a
full-time manager and a full-time mother. It is essential for her to have someone to devote time to
managing the marketing campaign of her company. She requires a committed expert and preferably one
who is very familiar with start-ups and renewable energy. This expert must share Michelles passion and
interest in the environment, but also be able to help the solvency of her business while fixing liquidity
issues. This expert will ensure that the product will reach its potential and be able to impart wisdom to
Michelle for long-term growth.
Find Fusion Partners #26: Michelles main target audience is farmers and because they make up a large
amount of her clientele, it would be in Michelle best interest develop a fusion arrangement with John
Deere in order to advertise and distribute these product to farmers; as this is the main place they go for
their capital expenditure. In addition, by partnering with John Deere it will help provide support services to
customers about the benefits of EnviroPower. Michelle can gain credibility and will help strengthen her
brand by partnering with this company. John Deere as gives the added benefit of supporting countrywide
distribution and will help alleviate this stress from Michelle and help her margins by saving the added cost
of doing it independently. In return for John Deeres services, Michelle will advertise and promote John
Deere through her promotion efforts.
Solicit Testimonials #29: Having testimonials and reviews from consumers are more valid and trusted than
anything Michelle can say about the product. If Michelle is able to provide new customers with these
testimonials who share their positive customer experiences, new customers undoubtedly will have more
confidence in the brand and will be assured of the benefits associated with wind turbines. Testimonials
are also easy to obtain and are free, making them a viable source. This is also a very cost effective
measure, which is significantly important to a financially distraught new business like EnviroPower
Turbines. In addition, potential clients can gain assurance and confidence in their potential purchase,
which would increase the companys credibility.
Attend Trade Shows #54: There needs to be a detailed plan on how to approach trade shows and how to
seek strategic alliances and competitive intelligence. Trade shows allows you to build your network, hire
employees from competitors and find fusion marketing opportunities.. Michelle needs to target farm based
trade shows such as Canadian Outdoor Farm Show, as it is very popular in the farming community across
Canada. By attending farm trade shows Michelle will convey the benefits and alleviate the issues
customer may have with her turbine. It would be in her best interest to try and create a short video
demonstration, as well as display brochures and posters with the positive testimonials from previous
users. In addition, Michelle must utilize her farming connections to help broaden her network of farmers.
Regular Sales Training #64: Michelle seems to be the only person in her whole organization to know
knowledge about EnviroPower Turbines. It will be immensely difficult to try and sell all these wind turbines
herself. Therefore, it is essential for Michelle to hire salespeople that share her passion for renewable
energy and stay up-to-date on current trends and issues happening in the market. EnviroPower Turbines
salespeople need to be thoroughly trained to ensure they can answer inquires and strengthen the
confidence in the brand. Michelle needs to ensure these sales reps are knowledgeable about the benefits
that the turbines provide and how her version is better than others. Effective training should help Michelle
gain trust from customers. Salespeople will be needed at both tradeshows and future retailers such as
John Deere.

Q7: Pick six of the 64 Sales Tips that you think hold much potential for helping move
this business forward and to help resolve the key issues. For each one, briefly explain
your logic. (9%)

The 64 Sales Tips are designed to help you convince people about any ideas or products you are trying to
sell. These are especially useful for Michelle as she lacks the necessary experience in dealing directly
with customers. Of the 64 Sales Tips mentioned in the book, the following 6 tips are those most applicable
to EnviroPower Turbines.
Sales advocates #6: People promote the product for you, because of how impressed they are of the
product. You have to meet peoples expectations. This is important to note, as our product has not yet had
sufficient testing we risk the possibility of losing sales advocates, which we desperately need to build up
our credibility.
Your price is not high enough #10: A price is only valid if there are sufficient benefits to warrant the price.
We should focus on letting people know of the benefits of our product so that we can justify our price.
Since there is no awareness of our product, letting people know the benefits of our product, will give them
a better understanding of our product. If they understand the potential gains and benefits of our product
they will be more inclined to purchase it.
Know the influencer #23: By finding out the person who makes the final decision is, the company can
more accurately market its product. This is important to make note of when creating the marketing and
promotion strategy. It will help EnviroPower Turbines direct their message at the key decision maker at
the point of purchase.
Is it your product or you? #36: Find out what they like and dont like about the sales process. Find out
what they like or dont like about the product. Once you know what they dont like about the sales process
you will be able to fine-tune it to insure a better quality customer service, which in turn will lead to more
sales and better relationships with customers. The same can be said for inquiring about the product.
Knowing what to fix about the product for your customers, will set your product apart from the competition,
and will force you to stay up to date as consumer preferences change.
Get personal #37: The best customers are those willing to share personal information. Find these
customers, as they will be useful in the future in building your credibility and reputation. These will also be
customers that would be most likely to give testimonials, which are a great way of building credibility.
The 3 letters of cold calling #56: Hunting to find new customers and farming to maintain these customers.
The three letters of cold calling are client, industry, and competition. Knowing about the clientele, the
industry, and your competition will not only allow you to get the most out cold calls, but it will also allow
you to gain important information that can applied to much more than just cold calling.

Q8: Assuming you have the money to invest, would you invest in this new business?
Three reasons why or why not. (9%)
1. Product Issue & Lack of Patent: One of the main reasons why we would not invest in this project is due
to the fact that the product lacks a true competitive advantage and a crucial patent. A major concern with
EnviroPower is the fact that they have no identity and have not differentiated themselves. From a
distribution and selling standpoint, there is no structure or differentiation from their competitors. However,
their strongest competitive advantage, which is the unique design of the product and efficiency, is up for
the tacking due to the lack of a patent. As an investor it would be difficult to see how this company would
be able to capture a large enough customer base and market share with her current value proposition.
Technological advancements in the industry make Michelles turbines less efficient and reduce her
competitive advantage of having turbines that can operate in lower wind speeds. In addition, not securing
a patent can make it very easy for competitors to replicate her design and remake it thus weakening her
company and making her company very vulnerable. Subsequently, due to a prone value proposition and
lack of security makes it a very undesirable investment.
2. Michelle's Insufficient Attention to Detail: Michelle lacks the aptitude and business acumen to run a
business of this scale. Firstly, she completely forgets to include sales commissions in the Preliminary

Market Feasibility Projections for First and Second Year. A commission of 10% - 15% must be accounted
for as it amounts to around $2 million of commission in the first year and $6 million in the second year.
Without this expense, Michelles projection for the first year seems at first glance to be extremely
profitable, whereas in reality, she will lose anywhere from $300,000 at 10% commission to $1.2M at 15%
commission. Michelle is already heavily in debt, having mortgaged her family home to finance
development costs. The bank would only finance another $450,000 if Michelle increased the home
mortgage and take on the mortgage on the building. There is a very significant chance that first year
losses would exceed $450,000, if either sales commission exceeds 10.5%, or if other expenses are
greater than expected. Michelle be will be unable to pay off this debt and could file for bankruptcy.
Business colleagues have also suggested that Michelles start-up might require additional funds to
sustain operations until sales targets were achieved this includes a formal promotion budget and
distribution costs. It does not seem like Michelle is able to obtain these funds. Finally, Michelle has
responsibilities at home with newborn twins. The management of a multi-million dollar business is a fulltime commitment, so it is doubtful that Michelle is dedicated enough to this business to sacrifice her family
life for her shareholders.
3. Lack of Marketing Knowledge: Michelle lacks any personal knowledge of the US market, and her only
information comes from a 4-page report from an unknown consultant. This projection hinges on the fact
that this consultant is correct in suggesting the turbines could get 2% of farmers and 1.5% of businesses
first year in Canada, and then 1.5% and 1.5% the next year in both the US and Canada. This assumption
must be verified to ensure accuracy. Instead, to the investor, this projection comes from an unknown
source with an unknown background, meaning that it lacks credibility. In addition, the consultant believes
that expenses would remain constant both years, due to economies of scale. Yet projections in the
second year show that there would be more than triple as many turbines manufactured, and expenses
related to marketing, sales staff, and administration must increase accordingly. Michelle also lacks a
marketing plan. She was advised that $1.6M would provide sufficient coverage, but she does not know
where that number came from, how to allocate her marketing budget, and lacks a strategy and marketing
mix.

Q9: Imagine you are hired to develop and manage the marketing campaign and budget
for the launch of this business. Imagine the official start date is February 14, 2016, in
about 18 weeks and as of that date you will be able to sell windmills all across Canada.
Your head office and assembly plant will be just outside Toronto. Develop your grand
opening, coming out, launch campaign. Discuss what you will do, what will be your
themes or messages, where this will happen, how much of your budget you would
spend, who you would target, and how you would measure if this was a successful
launch or not. Also, talk briefly about what has to happen between now and Feb 13 th.
(20% + 5%).
The aim of any grand opening campaign is to get widespread coverage of the release date of a certain
product. The success of EnviroPower Turbines initial grand opening campaign is a necessity to seeing a
smooth start to the company's future, assuming distribution and other technical errors have been
accounted for. The lack of any brand awareness makes this promotion plan essential, as it will be the first
time our target market is made aware of our product.
The message we are trying to convey through our advertising efforts is that this is not just a sunk cost in a
product they purchased, but rather a sure-fire investment, guaranteed to return a profit all the while
promoting eco friendly energy and unrivalled performance.
Farmers are having more and more difficulty competing with large companies and their economies of
scale. This leads them to start looking for other sources of income or switching their costing strategy to
become more organic (low volume and high margin producers). For this reason we believe that our
product is a viable solution to the farmers needs, thus making farmers marketable segment. In addition,
farm their perspective adding this additional source of income will greatly help them stay afloat during this

industry shift. Additional reasoning includes; the vast amount of land farmers have can easily
accommodate the requirements for one or many turbines, farmers tend to be environmentally conscious
which is one of the selling points of the turbines, and finally it would increase the retail value of their
properties. It would not be ideal to sell to schools and residential areas due to the fact the design of the
product would have to be changed to accommodate the needs of the urban market. Subsequently,
because of the lack of space for most schools and residential properties, it may be a huge deterrent to
have a noisy and bulky wind turbine in such a confined space.
In talks with owner of Carl Israel Farms, it was uncovered that it essential for farmers to attend trade
shows as it exposes them to new products and services that may help increase their productivity and
further the longevity of their farm. With this in mind, it can be concluded that these farm tradeshows will
yield a large amount of farmers and potential customers for EnviroPower Turbines. The large amount of
exposure she will receive by farmers will be advantageous for Michelle to obtain spots in these trade
shows. The trade shows have been strategically chosen to target the major areas of both the U.S and
Canada. We have chosen to attend the
Nebraska Power Farming Show (Dec. 8-10) .
World AG Expo California (Feb. 9-11)
Western Canadian Crop Production Show (January 11-14)
Sunbelt Agriculture Expo Georgia (Oct. 20-22)
3i Show Kansas (Oct. 8-10)
Canadian Western Agribition Regina (Nov 24-27)
Pacific Agriculture Show Abbotsford (Jan 29-31)
Canadian Dairy Expo Stratford (Feb4-5)
Attending these trade shows within this short time period it will increase the buzz surrounding the product
and stimulate brand awareness. At these trade shows she should set up a booth with a short information
video and give out pamphlets to attendees. This is important due to the fact that Carl Israel told us that he
receives the bulk of the information on prospective products and services through brochure and that he
would take that back home to consult with his financial advisor. The goal would be to do this with multiple
people that we meet at these trade shows thus helping spread our brand through the power of word of
mouth. In addition, it is important for her to convey the benefits and alleviate the issues customer may
have with her turbine. In addition, due to the large amount of sales people it would be best for her to hire
and deploy sales people. Salespeople will also be responsible for trying to and hunt for potential
customers and build a network of farmers. It is extremely crucial for Michelle to ensure that her
salespeople are well trained and personable to persuade customer of the value proposition of
EnviroPower Turbines.
COST

VALUE

RATIONAL

Brochures

$1760

$0.07*25,000 Pamphlets

Travel and Accommodation

$26,400

$19,200+$7,200

Salespeople

$160,000

$40,000*4

Training

$6,000

2 WeeksSalary to Hire and Train each Trainee

1500*4

Demo Video

$700

TV/DVD ($300) + Wood ($150) + Wiring ($250)

Magazine

$750,000

$250,000

Sales Discount

$150,000

10% of Estimated Sales for that Week $1,500,000

% of Total Budget

68.4%

Sum of New Costs($1,094,860)/$1,600,000

To ensure widespread coverage of our message, we want to use as many feasible mediums that are
relevant to our target market. In terms of feasibility, the channels used must be realistic to implement
within the time constraint of 18 weeks. Taking this into account automatically eliminates some options
such as TV and direct radio, as the start up times required for these options are too high. The mediums
we will use include: trade shows, magazines, and the John Deere website.
The John Deere website serves as primary source of information for farmers looking to make capital
expenditures. Whether they are looking for tractors, utility vehicles and excavators. The front page of the
website displays featured products or announcements. Seeing as John Deere is not only our fusion
partner but also the retailer selling our product, the launch of the product should be announced on the
front page of the John Deere Website. This should feature a testimonial from a satisfied customer and
promote our grand opening discount sale of 10% off. This benefits both John Deere in stimulating sales,
and Michelle in creating brand awareness. EnviroPower Turbines product will also be the first turbine that
John Deere offers, which will further increase the significance of this product launch.
Promoting our product and release date in established magazines relevant to farmers such as Modern
Farmer, Grit and The Progressive Farmer, will create more hype around our products grand opening. The
advertisements will feature the same testimonials found on the John Deere website and will provide a
URL that will guide the reader the John Deere website, where they will be able to find more information
about our product and the launch day discount. The readers of these magazines tend to be more serious
about their work and try to learn as much about it as possible. These are the customers who have the
most credibility and who would be great spokespeople for our product.
Using Checklist 12 Planning Metrics as a guide, we will use impressions, click through and page views
to determine the effectiveness of our online campaign on the official John Deere website. This will allow
us to see how many times the banner ad promoting our product launch and sale was shown, how many
times people actually clicked on the banner add, and how many views the page outlining our product,
which is linked to the banner ad, was viewed. We can also compare the projected sales for the first
months prior to the decision to do a big launch campaign, with the results of sales after the campaign has
ended. This will show us if the campaign was beneficial and added to the projected sales of the company
or not. Another performance metric can be return on investment. In this case we would look at the
revenue relative to how much we spent on advertising for that period. If the return exceeds the investment
then the campaign was a success. For ROI we expected to get a return of roughly 130% seeing as
weekly projections for the company equate to $1 million without the campaign, but with the campaign we
project being able to sell an additional 0.5$ million, so $1.5 million minus the 10% discount divided by the
$1 million spend on advertising. However, this advertising will also influence long run revenues, which is
important to be conscious of. To evaluate the success of the tradeshows, we will monitor the number of
patrons coming to the booth as well as the number of brochures handed out. We hope to hand out at
least 80% of brochures.

Q10: Anything else? Final thought(s)? Lagniappe? (3%)

Michelle is the key stakeholder of this project and so understanding her strengths and weaknesses is of
utmost importance, seeing as in the end what she says goes. Using the information gathered from Sales
Salsa by John Pliniussen, a Queens university professor , we can analyze Michelle on three levels that
link top performing sales professionals to success.
First is Your Thinking. Michelle is undoubtedly motivated to see this project through and accomplish
greatness; she has the social networks, and a great education. However, she could use more training in
the fields that are needed to succeed now, such as training in marketing and distribution.

Second is Your Appearance. Michelle has a marketable personality, as a businesswoman with a family
and a business of her own. She is also a part of the Canadian Wind Energy Association, which shows her
involvement and enthusiasm for her work. All in all Michelle has a good appearance.
Third is Your Performance. This is the output, which Michelle has the greatest struggle with. While the
debt she is incurring is an performance incentive, she has no sales processes or techniques, and lacks a
set of productivity systems and tools. In terms of sales, her performance either needs to be improved or
she has to find someone with the necessary abilities to fulfill the required tasks.
As we see from the Sales Salsa analysis, although she does have some of the key ingredients, there is
a still lot of room to improve, which leads us to question Michelles ability to spearhead this operation.

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References
Agriculture Trade Shows & Conferences 2015-16. (n.d.). Retrieved October 23, 2015.
Arcuri, L. (n.d.). Best Small Farm Magazines. Retrieved October 23, 2015, from
http://smallfarm.about.com/od/otherresources/tp/smallfarmmagazines.htm
Ecosystems, Wildlife, and Homegrown Renewable Energy: Smart Science for Decision Makers.
(n.d.). Retrieved October 23, 2015.

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