Executive Summary

        Adam Fuller created the concept for the Majestic Turbine in 2009 when he saw an opportunity within the wind energy market: to provide the homeowner not only with the means to power their home entirely, but to be able to afford to power their home. This meant creating a revolutionary turbine that was so cost effective, it could pay for itself in two years, a notion previously unheard of in the industry. After four years of design, testing and patenting, Majestic’s turbines are ready to revolutionize the market and sign its first customers. In order to accomplish this successfully, Majestic Technologies needs to create an initial brand identity, along with creating high brand credibility and awareness within the Racine County WI market. This will attract initial customers and launch the company into its first year as a solvent company.

        Aside from the opportunities created with the launch of a new company, there are also opportunities in the market at this time, providing the ideal atmosphere for a new company to thrive. Alternative energy is highly supported by federal, state and local governments though various tax credits and refunds. There is also a lack of knowledge and information about the market as a whole, creating misconceptions about wind energy that prevents customers from seeking it as a viable source of alternative energy. Primary research shows that 67.5% of all homeowners have considered some form of alternative energy, but only 46.3% have considered wind energy as a viable source. The main concerns uncovered were the lack of knowledge (32%) and expense (58%). Majestic Technologies can use these opportunities to launch the new company.

        This integrated marketing communications plan seeks to create initial sales and customers for the turbine, but most importantly, create the initial brand identity and brand credibility that Majestic Technologies needs as a foundation for years of prosperity. The campaign will target rural homeowners in Racine County ages 31-59, by involving Majestic technologies within the community (partnering with KidWind in local schools) and providing understandable and straight forward information about the turbines and the industry itself, while capitalizing on the unique selling point of the company, the low cost per kilowatt and high return on investment for the turbines. This will simultaneously position Majestic’s turbines as being the most powerful turbine in the market, while also having the most effective return on initial investment. Majestic, by becoming a source of information for the customer, will be viewed as a trusted and knowledgeable source, lending to the initial brand credibility. The combination of the two will create a strong identity for Majestic Technologies to grow on in future years.

        The overall campaign is estimated to cost $16,046, with a return on investment of 12% after the sale of three turbines. After the sale of 16 turbines (only one per week though the four month building season) this campaign can produce almost $80,000 in profit and have a return on investment of nearly 500%.

        This campaign will build the strong foundation of credibility and identity within the Racine County area that will catapult Majestic Technologies into years of successful business and revolutionizing the wind energy market.

Table of Contents

Executive Summary        

Introduction        

Situation Analysis        

Secondary Research        

Product Analysis        

The Vertical Axis Turbine        

Analysis of Racine County        

Return on Investment        

Market Analysis        

Market Needs        

Majestic Technologies Solution        

Market Demographics        

Segmented Target Market by Psychographics: Diffusion of Innovation Theory        

Segmented Target Market        

Age by Income        

Target Market:        

Competitor Analysis:        

Current Financial Situation:        

Historical Results        

Macroenviroment:        

Economic Forces        

Natural Forces        

Demographic Forces        

Technological Forces        

Political Forces        

Primary Research        

Marketing Research Methods        

Research Objective        

Marketing Research Methods        

Quantitative Research        

Results Summary        

Implications of Research        

TOWS Analysis        

External        

Threats        

Opportunities        

Internal        

Strengths        

Weaknesses        

TOWS Action Plan        

Overall IMC Objectives and Strategy        

Overall Campaign Goal        

MarCom Objectives        

Financial Objectives        

Marketing Communications Strategy        

Target market        

Positioning        

Positioning Map        

Marketing Communications Mix        

Creative Strategy        

Creative Brief        

Advertising Strategy        

Print Advertisements        

Non-traditional Advertisements        

Promotion and Public Relations        

Word of Mouth        

Media Relations        

Community Relations        

Digital and Social Media        

Campaign Timeline        

Schedule        

Consumer’s Decision Making Timeline        

Campaign Budget        

Budget        

Appendices        

Survey Responses        

Media Press Kit        

POP Brochure        

Newspaper Ad        

Direct Mailer #1        

Direct Mailer #2        

Bibliography        

Adam Fuller created the concept of the company, Majestic Technologies, was created in February of 2009, when Fuller invented and constructed his first vertical axis wind turbine. Majestic Technologies began as an off-shoot of Fuller’s larger company, Majestic Services, Inc. in Racine, Wisconsin, a home renovation company, centered on the green initiative, enabling customers to convert their homes in order to reduce their energy costs and help the environment. Currently, Majestic Services offers a wide array of renovation services, like energy-saving insulation and roofing created from recycled materials, installing energy-efficient windows and doors, and earth friendly heating and cooling systems (Fuller, 2012).

Majestic Services is well-established in the Racine County area, with eight employees and a net profit of $400,000 in 2011.

Presently, Majestic Technologies is a start-up company, with no employees, customers or reputation, although it does have ties with the mother company, Majestic Services, developing green and efficient products together. Currently, Majestic Services funds the research and development of the vertical axis wind turbines, created by Majestic Technologies.

In 2013, Majestic Technologies will attempt to become financially independent from Majestic Services and become a stand-alone business.

Today, Majestic Technologies offers custom windmills that contain incredibly cost-efficient wind power technology. These are made out of cost effective and lightweight materials. Currently, Majestic has one turbine running at an indoor motocross arena, which enables the owner to heat, cool and add power to the building, saving approximately $10,000 in energy and heating bills annually (Fuller, 2012) as it produces enough energy to pay for itself within 48 months.

Majestic is still in the beginning stages of its growth due to lack of publicity, and reputation. Majestic has built, and uses, only one prototype windmill. In order for the company to begin growing and prospering, there is a need to create a brand reputation and brand image, along with building a customer base.

Majestic’s turbines, while being both powerful and cost-efficient, still are an initial investment of approximately $10,000. This is at the higher end of the price range for small, residential wind turbines. The high price point (totaled without multiple state and federal incentives), being an almost unknown brand, and fighting many misconceptions about wind energy and turbines as a whole, have created significant resistance for the company and the new product launch.

Product Analysis:

The Vertical Axis Turbine

Strength-

• Majestic’s turbines are multidirectional.
• Majestic’s turbines are supported by the only energy storage system in the market (Fuller, CEO, 2012)
• Majestic’s vertical axis wind turbines are quieter than the traditional horizontal axis wind turbines (Walker, 2011)
• The generator to start the turbine is located on the ground rather than on the head making the turbine safer.
• The wind turbine has waste gates on it so the speed of the turbine is controlled. (Fuller, Majestic Services and Majestic Technologies, 2012)
• The turbines run at all times in as little as 2mph winds, generating more energy for longer periods of time. (McDermott, The Energy Ball: Another Innovative Option in Home Wind Turbines, 2008)
• Short height does not contribute to horizon pollution ("Wind power: Pros," 2011)
• Horizontal blades do not contribute to shadow flicker or bird deaths ("Wind power: Pros," 2011),
• The turbine has a high return on investment (McDermott, The Energy Ball: Another Innovative Option in Home Wind Turbines, 2008)
• The turbine qualifies for multiple local, state and federal tax rebates and ‘green’ loans (Bath, 1988)

Weaknesses-

• The marketplace is saturated with unique designs, both HAWTs and VAWTs (McDermott, Hot Home Wind Turbines You Can Actually Buy, Plus One You Wish You Could, 2008)
• Majestic Technologies has only installed two working prototypes. so they do not have an extensive history with their new invention. (Fuller, Majestic Services and Majestic Technologies, 2012)
• The turbine has one of the highest price points in the market (McDermott, The Energy Ball: Another Innovative Option in Home Wind Turbines, 2008)
• Majestic Technologies’ turbines have very little brand awareness or credibility. (Fuller, Majestic Services and Majestic Technologies, 2012)
• Majestic Technologies has not tested this product in extreme temperatures
• Preconceived notions about wind turbines can diminish homeowner’s property value (Walker, 2011)

Analysis of Racine County:

According to the 2010 U.S. Census

Racine County:

• Population: 195,408

• 121,348 of adults in the 18-65 year age range

• Education: 27.4% ages 35-44 have a bachelor's degree or higher
• Median income: $49,177
• Homeownership Rate:  69.8%
• Homeowners who have a high school degree or higher: 30,688 people

For Comparison: Cattaraugus County

• Population:  79,832
• Education: 25.7% of people in the 35-44 year age range have a bachelor's degree or higher
•  Median income of $31,448
• Homeownership rate: 67.5%
• Homeowners who have high school degree or higher:  25,457 people

(United States Census Bureau, 2010)

Income Levels in Racine County

Return on Investment:

How Majestic’s Turbines pay for themselves in 48 months

The average US household uses 958kwh** per month (1.3kW per day) (United States Census Bureau, 2010) or $103.67 (U.S. Energy Information Administration, 2010).

The average household in Wisconsin uses 709kWh per month (23.63 kWh per day or .98kw per day) at the rate of 13.02 cents per day ($92.31 per month) (United States Census Bureau, 2010).

Assuming that the wind turbine produces 20kW per day (an excess of 19.02kW), it would feed 456.48 kWh back into the grid per month, and the energy company would pay $219 per month to the customer (at a rate of .016 cents per kWh) After 48 months, the homeowner would have received $10,512 from the electric company, paying for the cost of the turbine in its entirety.

The customer would have spent $4,425 in energy costs in the 48 month period, but gained $10,512 in income from the turbines.

**Energy companies charge in kilowatt hours (kWh), but the output of the turbines is measured in kilowatts (kW). To convert kW to kWh, simply multiply by 24.

Market Analysis:

Market Needs

        Crude oil is a limited commodity in the global market. There is no definite answer to the age-old question: How long until the oil dries out? This speculation, or oil futures, causes the fluctuation in gas prices. Generally, as time passes, the prediction of the amount of crude oil to be harvested from the earth diminishes, causing the gradual increase in fuel prices. Coupled with a bad economy, the American consumer has begun to look for ways to ease the strain at the pump, whether it is buying more fuel efficient cars or searching out alternative sources for energy. The search for other ways to heat and cool homes, and power things that have become daily essentials has become more of a priority. This is where the demand for alternative sources of energy is created, allowing wind, solar, hydro and other sources of energy to be marketable (Farrell, 2008).

        National defense also calls for the United States to be less dependent upon foreign sources of oil. As Americans convert to alternative forms of energy, the demand for crude oil products diminishes, allowing the United States to exist on its own supplies of oil (Farrell, 2008).

This growing market has enabled Majestic Services to thrive. It has also created the demand for independent power sources for private homes and small rural businesses. These power sources include solar, hydro, geothermal and wind technologies (Bath, 1988), each coming with its own limitations and inadequacies. The most powerful, and the most controversial, is wind energy. Current homeowners seeking alternative energy want a reliable source so that they can run their homes ‘off the grid’ and not rely on energy provided by oil, in its many forms.

Majestic Technologies Solution:

This field continues to grow and develop new technologies, overcoming preconceptions of the past. Majestic Technologies is at the fore-front of new innovations and technologies, and with the new design of the vertical axis turbine, can become a leader in the private wind energy industry. Majestic Technologies’ windmills contain not only incredibly cost-effective wind power technology, but provide more power and pay for themselves sooner than the competitor’s.  (Fuller, 2011).

 Traditionally, wind farms are built large to get the lowest possible cost factor. Small, traditional turbines are generally less cost-effective. The secret behind Majestic turbines is that unlike old conventional turbines that only turn at speeds of 15 miles per hour; these turbines will turn at a much faster rate, thus producing much more electricity so they are considered a far greener alternative to the typical turbine. Fuller’s goal is to develop one generic windmill that has a very simple yet bulletproof design for wind power. This new ergonomic design of wind turbine is as much as 2000% more powerful than other VAWTs. His turbines also have a built-in safety control that allows waste gates to open in high wind conditions, limiting safety hazards and enabling the turbines to turn in a wider range of wind speeds. Majestic Technologies’ turbines are not only safe to birds and the environment, but they are also safe to human beings (Fuller, 2011). 

These factors compound to create a turbine that is cost-effective, meaning it can produce higher amounts of energy, then a similarly priced turbine, in the same wind speeds

Market Demographics:

• Geographics- American wind turbines are sold worldwide, but the concentration of windmill sales are in the states of California, Arizona, Ohio and Wisconsin (American Wind Energy Association, 2012).
• Demographics- The current consumer for wind turbines is 40 years or older with a disposable income (enough for a down payment for a ‘green’ loan) (American Wind Energy Association, 2008). Race, profession, education, and gender are not sufficient enough to determine any factors.
• Psychographics- Small wind turbine manufacturers’ current customers have a positive outlook on alternative means of both efficiency and conservation within their homes and are inspired by the green movement. Middle to upper class homeowners looking to upgrade current aspects of their homes, or create an investment in their homes to help save money in the future.

• Diffusion of Innovation Theory: Current customers for this product will fall in the earlier stages of the technology adoption theory (Innovators and Early Adopters, see page )

• Behavioral graphics – Small turbine owners are looking to either create a more environmentally friendly home or invest money in their home to save money on their energy expenses. They may be interested in, or may have already, hobbies that pertain to environmental conservation. 

“With successive groups of consumers adopting the new technology (shown in blue), its market share (yellow) will eventually reach the saturation level. In mathematics, the S curve is known as the logistic function” (Rogers, Diffusion of Innovations, 1962).

Income among Technology Adopters:

(AudienceScapes, 2010)

Segmented Target Market by Psychographics: Diffusion of Innovation Theory

Innovators:

 Innovators are willing to take risks, youngest in age, have the highest social class, have great financial liquidity, are very social and have closest contact with scientific sources and interaction with other innovators. Risk tolerance has them adopting technologies which may ultimately fail. Financial resources help absorb these failures. (Rogers 1962 5th ed, p. 282)

        Innovators will buy turbines because they are the ‘new’ way to power homes. They will buy them simply because they are a new trend or the latest technology, more for the for the socio reasons (esteem or recognition in society) than for economic or environmental reasons.

Early Adopters: 

Sometimes called lighthouse customer,an early customer of a given company, product, or technology; in politics, fashion, art, and other fields, this person would be referred to as a trendsetter. These individuals have the highest degree of opinion leadership among the other adopter categories. Early adopters are typically younger in age, have a higher social status, have more financial lucidity, advanced education, and are more socially forward than late adopters. More discrete in adoption choices than innovators. Realize judicious choice of adoption will help them maintain central communication position (Rogers 1962 5th ed, p. 283)

        Early adopters have seen the results of turbines and buy them for the economic and environmental impacts, but socio drivers are still intact. They want to use them for their intended purpose, as a supplement for their energy source, but still view them as a status symbol.

Early Majority: 

Individuals in this category adopt an innovation after a varying degree of time. This time of adoption is significantly longer than the innovators and early adopters. Early majority tend to be slower in the adoption process, have above average social status, contact with early adopters, and seldom hold positions of opinion leadership in a system  (Rogers 1962 5th ed, p. 283)

Early majorities will wait for the opinions of the early adopters to decide on whether or not to build a turbine. They will use them to offset their energy bills, and to create a ‘feel good’ vibe, knowing that they are also helping cut down on greenhouse emissions. They will not buy them for the sole purpose of providing energy.

Late Majority:

Individuals in this category will adopt an innovation after the average member of the society. These individuals approach an innovation with a high degree of skepticism and after the majority of society has adopted the innovation. Late Majority are typically skeptical about an innovation, have below average social status, very little financial lucidity, in contact with others in late majority and early majority, very little opinion leadership. (Rogers 1962 5th ed, p. 283)

        Late majorities will buy a wind turbine after they have been tried and tested. The turbines will have been out for years and used by a good portion of the population. Other people the late majority know will have them, and the late majorities will have done significant research as to the validity to the claims and results. Turbine construction, by this time, will become a common practice, but not adopted by society as a whole yet.

Laggards:

 Individuals in this category are the last to adopt an innovation. Unlike some of the previous categories, individuals in this category show little to no opinion leadership. These individuals typically have an aversion to change-agents and tend to be advanced in age. Laggards typically tend to be focused on "traditions" likely to have lowest social status, lowest financial fluidity, be older than all other adopters, in contact with only family and close friends. (Rogers 1962 5th ed, p. 283)

        Laggards will buy a wind turbines because it is common practice in society to have one, or because they are forced into having one. This will be a last resort effort, as they will still wish to cling to the ‘old’ ways.

Segmented Target Market:

Age by Income

The Silent Generation: 69-90 years

        Income Level: Majority fall in under $45,000

This generation would not be able to afford a turbine and would have little reason to invest in one, as many are no longer in charge of their household expenses. They also would typically fall in the laggard or late majority of the diffusion of innovation technology adoption curve.

Baby Boomer Generation: 49-68 years

        Income Level: Majority fall in $60,000 and over

This generation can both afford a turbine, and have reasons for looking for alternative sources of energy. The majority will have purchased their own home, and be looking into ways to offset rising energy costs. This generation also has a higher probability in landing in the early and late majority portion of the diffusion of innovation adoption curve.

Generation X : 25 to 44

        Income Level: Majority fall in $30,000 to $75,000

This generation of home owners and while they may not have the income to buy the turbine outright, they will have enough for a down payment on a green loan. This generation will also fall into the early adopter and early majority psychographics. They will purchase a turbine, most likely, to help offset the cost of energy bills.

Generation Y (Millennial): under 25

        Income Level: Majority fall under $30,000

This generation, while being more likely to fall in the innovator and early adopters portion of the innovation curve, are less likely to have the income to purchase one. As they are also in the beginning stages of their adulthood and professional careers, it is also more unlikely that they are homeowners.

Target market:

This campaign will focus on both the Early Adopters and Early Majority, who also are part of Generation X as indicated by the primary research survey. While these people are usually not the first to act, and they do not have the most amount of free capital, they will use the turbines as more than just an impulse purchase. The turbines will actually have been researched and will be used for energy supplementation. The delay and alteration of the purchases cause their opinions to have higher value and impact with other people in the community.

        This will benefit the campaign and Majestic Wind Technologies, as this campaign strives for brand knowledge and positioning by becoming a source of knowledge. The high value of the Early Adopters’ and Early Majority’s opinions will aid Majestic Wind Technologies in gaining brand knowledge and positioning within the minds of the community, while simultaneously generating the initial sales and capital that Majestic needs.

Targeting Generation Xs, will be the most profitable, as they are most likely to have high income levels and be able to afford the initial investment or a down payment for a ‘green’ loan. As they are also more likely to fit in the Early Adopter and Early Majority categories, they will also be receptive to using newer technology that has proved itself reliable. Combining their high income levels and position of having high impact on the position of other opinions in the community will generate the most income for Majestic Technologies and create a high brand perception and powerful brand identity

This target market will be reached though marketing communication tactics, specifically using wording to indicate that these turbines are new technology, informing them of the benefits of owning a turbine, and assuring them that they can make their money back through a variety of channels (tax rebates, loans and the energy produced within the turbine itself).

Competitor Analysis:

Windspire® Wind Turbines by Windspire Energy:

Company Profile:

“Founded in 2005, Windspire® Energy, (formerly Mariah Power), was established to develop innovative and proprietary new technology that introduces a new standard for style and function to the small wind industry. Founded on the passion and commitment of two inventors, the company set to work on a new kind of wind turbine. Today, the company is continuing to evolve its product line, focusing on low-cost energy alternative solutions that are smart, noise-free and renewable. The company’s first product to market, the 1.2 kW Windspire wind turbine, was launched on June 2, 2008.” (About Windspire Energy, 2010). A typical Windspire installation will cost between $9000 and $12000.

Product:

“Affordable, attractive, and ultra-quiet, Windspire® wind turbines give you the power to create clean energy from the natural wind just outside your door. At only 30 feet tall and four feet wide Windspire wind turbines are appropriate for urban, suburban and rural environments. Elegantly engineered, scalable and made in America, Windspires come as a complete system. Designed for use where you live and work, Windspires are currently powering homes, small businesses, schools, museums, parks, vineyards, and commercial buildings.” (About Windspire Energy, 2010)

Strengths-

•A vertical axis turbine, which is quieter, does not rely on wind directionality and is bird friendly.

•The four-foot width allows for a greater variety of placement options.

•Simple design allows for low-cost maintenance.

•The turbine is able to link to a computer to give wind speed reading and output measurements.

•The turbine is aesthetically appealing to the eye.

Weaknesses-

•Must run in windspeeds of at least ten miles per hour and work best in an average of 11 miles per hour and above.

•Uses airfoils, which are weaker in strength and do not create a vortex effect.

•The thin design means that the Windspire must be elevated in order to capture the required winds.

•Generates approximately 1.2kW and costs $7,500 per kW (About Windspire Energy, 2010)

The Energy Ball by Home Energy USA

Company Profile:

“Home Energy USA, LLC (HEU) specializes in configuring integrated renewable energy solutions for businesses and homes from office, warehouse, manufacturing facilities and a sales and demonstration office in Seattle, Washington. HEU is the exclusive distributor, from the U.S.A. to Panama (including the Caribbean), for the entire product line offered by Home Energy International B.V. of The Netherlands (HEI). The core products include the Energy Ball® V100 and V200 (small wind turbines), Solar Power (Solar PV), Solar Heat (Evacuated Solar Heat Tubes), the DC Air Conditioner, and the EV Island (ChargePoint Charging Stations with an Energy Ball® and/or Solar PV).  HEU is a privately held company with an expanding network of dealers in many convenient locations throughout its territory.” (USA, 2010)

Product:

“This spherical and virtually silent wind turbine is characterized by the curved rotor blades, which are attached to the rotor hub at both ends. When the Energy Ball® rotor turns it resembles an elongated sphere. This unique feature causes the wind to move parallel to the rotor hub through the rotor. This wind flow pattern forms a key contrast with classic sphere shaped Darrieus turbines, whereby the wind hits the blades perpendicular to the rotor shaft or rotor hub.”

Strength-

•Well-established, worldwide alternative energy company.

•Aesthetically interesting

•Can be mounted on a roof

•Claims to be ‘completely silent and vibration free.’

•Installers come from a long history of environmental technology and are passionate and involved with the customers

Weaknesses-

•Only has the capacity for .5 - 2.5kW at a cost of $3,500 to $7,000 ($1,400- $2,800 per kW generated)

•Can only produce up to 50% of a home’s power. (McDermott, Hot Home Wind Turbines You Can Actually Buy, Plus One You Wish You Could, 2008)

•Begins rotating at four miles per hour, but does not produce electricity until six miles per hour. (McDermott, Hot Home Wind Turbines You Can Actually Buy, Plus One You Wish You Could, 2008)

• The EnergyBall is mono-directional (must turn the way the wind is blowing).

The Air Breeze by Southwest Windpower

Company Profile:

“Southwest Windpower offers the expertise, renewable energy technology, and products to meet global demand for distributed energy solutions worldwide. Whether as standalone wind turbines, or combined with PV technology, our systems are proven to meet the challenges of today’s demanding energy landscape. Twenty-five years of industry leadership, independently tested products, and a proven track record uniquely position our company as the small wind industry standard to meet a variety of power requirements.” (Windpower, 2012)

Product:

“AIR Breeze provides energy you can count on in challenging conditions. This field-proven unit is engineered for battery-charging applications in coastal to desert to Arctic environments. It delivers the energy you need for communications, offshore structures, sailing or remote monitoring, to name a few. With optimized electronic controls, AIR Breeze provides energy quietly and efficiently.” (Windpower, 2012)

Strengths:

•Wide range of applicable climates

•Lightweight, simple and easy to install (can be done by homeowner)

•Has obtained several certifications

Lowest retail price ($1100)

Weaknesses:

•Horizontal axis

•Requires wind directionality

•Energy potential is 38 kWh/month at 13.4 mph ($916 per kW generated)

•Minimum start up speed: 7mph

GALE by Tangarie Alternative Power

Company profile:

“Tangarie (Tan gâr ee) Alternative Power, a woman-owned business focused on providing renewable energy solutions for businesses, schools, homes and industries. We are a North American Company that manufactures and distributes the GALE™ line of vertical axis wind turbines and offers comprehensive renewable energy services including LEED™ certifiable, advanced, high efficiency, grid connected or stand-alone power/cogeneration equipment. We specialize in Wind, Solar, Cooling Heat and Power (CHP), HVAC, Lighting and Building Control Systems. TAP also offers LED lighting, solar hot water and HEPA systems to improve indoor air quality.

Our systems improve power quality and reliability. We can configure energy storage options from emergency power for critical loads to grid independent power. They assist clients in accessing available State and Federal programs such as those that provide low interest funding and grants for project costs. They believe that their clients should be empowered to determine their own energy future while improving the quality of our environment. We can help you reduce energy costs significantly while improving power quality and reliability.”( Tangarie Alternative Power, LLC, 2012)

Product:

The GALE is a vertical axis turbine that has an annual output of 975 kWh/yr (Avg. wind speed of 15..6 MPH), a cut in speed of 4.25 MPH and a swept area of 6.2 ft². The rotors are only 22 inches wide and the overall turbine height is about five feet, not including the stand. This turbine is said to withstand winds up to 130 MPH and put out 58 dB @ 20 feet. The GALE has no gearbox, and though its seal design is able to offer a guarantee against oil contamination to the surrounding environment. The Gale costs roughly $7,000. ( Tangarie Alternative Power, LLC, 2012)

Strengths:

• No gearbox and sealed unit eliminates oil spills
• Requires relatively low airspeeds to begin power generation
• Smallest vertical axis turbine
• Fully customizable color schemes
• Withstands extreme temperatures

Weaknesses:

• Low power output
• Exposed blades
• Lack of gearbox may cause issues in the future
• Not  a ‘Soundless wind turbine’
• Retail Cost: $7,000
• Output: 2kw ($3,500 per kw)

Current financial situation:

Majestic Technologies’ finances are presently entirely supplied by Majestic Services. As stated earlier, Majestic Technologies is a branch of a company called Majestic Services, which is focused mainly on renovation. Majestic Services netted over $400,000 in 2011.

Now, Majestic Services is focused on remodeling projects and decorative concrete. The company is in the process of creating a new website (www.askmajestic.com), and is partnering with another company (www.altostone.com) in order to focus on promotions. Majestic Services is planning to attend local vendor shows and direct marketing efforts in the area once their website is finished and functional. They are currently in the process of producing videos, and have also made a wind power tab on their website to link consumers to Majestic Technologies. Majestic Services has not done any promotion with Majestic Technologies specifically, as they are still trying to become financially independent. Majestic Services states that it is pointless to attempt to market the turbines, without first having the demonstration unit up and operational.

Adam Fuller, CEO, and Majestic Technologies are setting up a new prototype wind turbine and had planned to have it done in the summer of 2012. At the end of July, the business (contracting work) collapsed in the local area around Majestic Technologies, causing them to delay the project. Majestic Services is eliminating the roofing section of the business (costing roughly $2,000/month with insurance and high materials costs) and are pursuing work that they can do without so many employees. In 2012, Majestic Services expected a higher gross and higher retention from expenses. As Majestic Technologies is reliant on the net profits of Majestic Services, this will estimate any budget Majestic Technologies has in 2013 (Fuller, Majestic Services and Majestic Technologies, 2012).

Historical Results:

Presently, marketing from Majestic Technologies entailed a few YouTube Videos, a new website, Facebook, and many journal and newspaper articles. The primary purpose of the YouTube videos and the website is to explain how the turbines work and what makes them so unique. Majestic Technologies has uploaded these digital channels, but they do not actively seek out customers, or engage current inquires and conversations. These outlets are not optimized to generate search engine hits.

        In the beginning of the invention process, Majestic Technologies received several inquiries from local news stations and newspapers about the new turbines. Since then, public communication and relations have become stagnant. There is no active pursuit.

Word of mouth has also been a factor in spreading information about the new turbines. Adam Fuller has been traveling the nation, seeking potential customers by attending conventions, meetings and other promotional tactics, mainly on a one-on-one basis. So far, this has not been successful.

Macroenviroment:

Economic Forces- With the price of crude oil increasing, the need for an alternative energy source is at an all-time high. Experts say that by the year 2050, one-third of the world’s energy will have to come from alternative energy sources (Altenergy.org). America is still heavily reliant on fossil fuels for various energy sources. As oil reserves are depleted, prices will continue to rise.

Government budgets will also affect the willingness of government to continue to offer tax rebates and loans for green energy development and use.

Natural Forces- In the mid-west tornados are a constant problem. Your typical wind turbines are not particularly safe when dealing with dangerous high speed winds (Wind Power: Pros and Cons of Wind Turbines, 2011). Majestic Technologies has tested the turbines in 160mph winds. The turbines also have waste gates to help with very windy situations. Other natural forces can take down and damage any wind turbine. A traditional horizontal axis wind turbine is a very expensive replacement item when having to set up another one.        Other natural factors that may influence the purchase of this product, is the depletion of oil. As previously stated, the amount of oil left on this planet is limited, and while it is uncertain how much remains, the slow depletion of it will cause a steady rise in fuel prices. There is a call to develop and use alternative sources of energy in order to slow, and possibly halt the consumption of crude oil (Farrell, 2008). If such technology evolves, it might make wind energy obsolete. There is also the potential for fuel prices to climb high enough that the use of wind energy becomes a common practice in American households.

Demographic Forces- Many other forces are backing Majestic Turbines, but since homeownership is down across the nation, it is reasonable to expect that wind turbine purchases will also be lower than anticipated. To the contrary, apartment complexes and other living establishments are fighting to have the lowest rent and bills. Landlords could potentially use a windmill to sell their establishment to potential tenants as a kind of way to lower the electricity and heating and cooling bill. Many private wind turbine companies offer rooftop and urban-compatible models.

Technological Forces- Technology is always pushing forward. Commercial wind turbine companies have done very little to renovate the typical horizontal axis designs. While they have attempted to eliminate blade chatter by making turbines smaller and the blades out of lighter material, the overall design remains the same, a design that still contains many issues. While Majestic Technologies has created the latest technology for wind turbines, it will not be beneficial to the market until consumers embrace the trend. This is one of the hazards of creating and marketing new technologies.

Political Forces- While there are some government programs that support wind energy and the production of wind farms, such as tax write-offs and rebates, some communities have zoned themselves, to prevent the building of wind turbines of any kind in their area. Allegany, Gainesville and Castile, NY One example is “on March 22, 2012, Western Wind filed for its tax-free cash grant with the US Treasury under Section 1603. The amount filed for was US $90,556,707, on behalf of the completed, 120 MW Windstar Project. The tax-free cash grant is a US Federal Government program to encourage renewable energy development through a 30% tax-free cash grant paid by the US Department of Energy and is part of the American Recovery and Reinvestment Act of 2009. The tax-free cash grant is subject to approval by the US Treasury and by law, is payable within sixty (60) days.” (American Recovery and Reinvestment Act of 2009 , 2012)

Cultural Forces- Americans today, thanks to the green movement, have become more aware of their impact on the environment. With the rising price of crude oil and gas, more consumers realize the need for alternatives in their lives, either to compensate for rising prices, or to decrease their carbon footprint (Farrell, 2008).

Marketing Research Methods:

Research Objective:  

To gather information from a sample representation of homeowners who live in rural areas that have the potential for being ‘off the grid.’ This will give insight in to people’s perceptions of alternative wind energy, specifically within the immediate market for Majestic Technologies. The company needs to understand how customers feel about alternative energy sources, whether they have considered making the switch, what they are looking for in an alternative energy source (both in needs and expectations), and whether they would consider wind energy as a viable means for alternative energy.

Marketing Research Methods:

Quantitative research:

        To be able to understand the degree of animosity directed towards the traditional wind turbines, determine people’s perception of alternative energy (including wind) and their awareness of the different forms, an internet survey was conducted to assess the market’s attitudes towards alternative energy, whether they had considered it for their own homes, and what their reasons may have been for having not considered it. Majestic Technologies can use this to gain a perspective on its future customers and to gain market insight for future campaigns.

Results Summary:

Of all homeowners surveyed, 67.5% have considered various forms of alternative energy for their homes, Only 46.3% have considered wind energy, but 78.3% are supportive of alternative forms of energy. This suggests that there are some concerns in the market that are preventing them from either considering or purchasing wind turbines to power their homes.

Consumers are willing to pursue the idea of wind energy as an alternative source of energy, but the biggest reasons they do not pursue this is because:

1. They are too expensive (58%)
2. I do not have enough land (55.1%)
3. I do not know enough about them (32%)
4. Zoning laws (30.4%)

See Appendix for survey questionnaire.

Implications of Research:

The research suggests that homeowners in rural areas are receptive to the idea of alternative energy sources, and have considered them for their homes. Surprisingly few have actually considered wind as a viable source. The biggest reasons for not considering it are cost, land, knowledge and zoning laws. Three of the top four reasons stated are opportunities that Majestic Technologies can utilize to position themselves in the market. By doing so, it will also position the turbines as a viable choice for alternative energy.

One major weakness revealed by the research is that the cost of the turbine is significantly more than the price consumers are willing to pay. This obstacle can be easily circumvented by including information about federal, state, and local tax rebates, and capitalizing on Majestic’s unique selling point (being able to pay for itself in as little as 48 months) and by marketing the turbines as costing $500 per kW produced. By doing so, Majestic Technologies can circumnavigate the pricing issue, without sacrificing the price point.

External:

Threats: 

• Preexisting, well established brands create difficult price points to beat, saturate the market, and make it harder for the customer to differentiate products (Bath, 1988)

• Wind energy competitors
• Competition from other sources of alternative energy

• Generalization in community with large, commercial turbines (Walker, 2011)

• Leads to generalization of anti-wind sentiments to include residential turbines

• Anti-wind sentiments lead to town zoning that bans all turbines, despite purpose or size (American Wind Energy Association, 2007)

Opportunities:

• Increase in government support

• Tax rebates at local, state and federal levels (American Recovery and Reinvestment Act of 2009 , 2012)
• Incentives for banks to offer ‘green’ loans (American Wind Energy Association, 2012)
• Driving of information/education programs (KidWind and Wind for Schools programs) (American Wind Energy Association, 2012)

• Fear of oil prices are at an all-time high (Farrell, 2008)

• Increase in market interest for alternative energy source, as a way to cut energy bills
• Increase in interest in becoming “off the grid”

• Current turbine companies are not proactive in consumer education

Internal:

Strengths-

• Majestic Technologies has the support of a well-established parent company in the Racine County area (Fuller, Majestic Services and Majestic Technologies, 2012)
• Revolutionary design

• Requires less wind speed
• Generates more power
• Increases amortization period
• Highly customizable, can fit the needs of almost any customer

• Costs less per kW generated ($500 per kW)

Weaknesses-

• New company

• No brand credibility or awareness within the market
• No brand image or placement which customers can rely on

• Majestic Technologies’ income is reliant upon the proceeds from Majestic Services
• High price point

• One of the highest in the market (when looked at in total retail price)
• Almost double the price customers are willing to pay for a turbine

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Marketing Communications Opportunities

TOWS Action Plan:

        Current trends in the United States, both within the global oil market and governmental initiatives have created multiple incentives for Americans to invest in their homes, though tax rebates and ‘green’ loans. This can be used in a variety of ways, one of which is generating supplemental means for obtaining electricity.  This trend enables Majestic Technologies to launch a new product into an already saturated market. Consumers will be looking for the best product that will enable them to recoup their expenses within the least amount of time. The revolutionary design of Majestic’s turbines will enable them to have a unique selling point in an already saturated field, coupled with the low price point (per kW generated).

The fact that Majestic Technologies is relatively unknown in the market gives Majestic Technologies an opportunity to immediately position itself as a knowledge resource in the market, setting Majestic Technologies apart from the rest of the turbines in the market.  By positioning as a knowledge resource, teaching the customers about all the incentives there are for alternative energy (including the fast investment return) and presenting the turbine as costing $500 per kW  this integrated marketing communications plan will communicate the unique positioning of Majestic Technologies to the market (low cost, high power output equals fast return on investment).

Overall Campaign Goal:

Through the use of an Integrated Marketing Communications plan, it is the goal to position Majestic Technologies and its turbines using the issues that were revealed though secondary and primary research, and an analysis of both the competitors and Majestic itself, to create a brand identity and credibility for the company and gain its initial customers.

        Majestic will position itself with Generation X, (early adopters and early majority) in Racine County as a groundbreaking wind company with products that offers  its customers a highly powerful turbine that can be used on smaller properties with less wind than the competitors. Majestic’s high output enables it to have a high return on investment, allowing it to pay for itself within 48 months, as it only costs $500 per kW.

        This campaign will also capitalize on the low knowledge base that the market currently offers the customer, becoming a resource for people looking into alternative energy. Majestic will inform people of the many tax rebates available, and aid them in gaining both the rebates and ‘green’ loans if they cannot afford to purchase the turbines outright.

        By combining the strengths of Majestic’s turbines and capitalizing on the opportunities revealed in the research, Majestic Technologies will create a brand image portrays both a revolutionary turbine and as a knowledgeable and trustworthy company. Creating this brand image and a strong reputation with its first few customers, Majestic will build a strong foundation for its first few years in operation, in customer support and finances. This will enable them to expand their area of influence in later years outside of Racine County and Wisconsin.

Marketing Communication Objectives:

• Seeking customers: at least three new customers

• To be evaluated by the growth of the number of turbines built within the given year.

• Increasing brand awareness by 25% in the target population.

• To be evaluated with a product knowledge and opinion survey before and after the marketing campaign.

• To increase knowledge of wind energy as an alternative source of energy within the target area by 25%

• To be evaluated with secondary surveys, involvement of schools with the KidWind program and community involvement.

• To follow and communicate with each customer through the decision-making steps.

Financial Objectives:

• To have Majestic Technologies turn a profit within one year.

• This will be measured by the total net income less expenses (such as employee payroll, supplies and other expenses)

• To have a positive return on investment: sell at least three turbines

• To have the return on investments made in the company that is greater than the cost of capital. (i.e. money that is borrowed to start a windmill be greater than the margin made on the building of the windmill.)

Target market:

        This campaign will focus on both the Early Adopters and Early Majority, within the ages of 31 and 59 (Generation X and Late Baby Boomers).  While these people are usually not the first to act, nor do they have the most amount of free capital, they will use the turbines as more than just an impulse purchase. The turbines will actually have been researched and will be used for energy supplementation. The delay and alteration of the purchases cause their opinions to have higher value and impact with other people in the community.

        This will benefit the campaign and Majestic Wind Technologies, as this campaign strives for brand knowledge and positioning. The high value of the Early Adopters and Early Majority’s opinions will aid Majestic Wind Technologies in gaining brand knowledge and positioning within the minds of the community, while simultaneously generating the initial sales and capital that Majestic needs.

Positioning:

        Majestic has the unique opportunity to present itself with the lowest return on investment that its competitors’ products currently have. Majestic’s turbines can pay for themselves in as little as 48 months, because of the power that they can produce. A Majestic turbine can produce 20kW of power a day, the most in the market. The turbine costs $10,000, one of the highest in the market, but when looked at as price per kW, A Majestic turbine only costs $500 per kW produced, one of the lowest in the market. This low cost per kW to build is the reason that the turbines can pay for themselves in two years.

        Majestic’s competitors are surprisingly uninvolved in the consumer’s quest for information about turbines. Turbines are a financial commitment and require a long decision period. While they are present on digital media (websites and articles) the information they provide is vague and highly technical, making it difficult to decipher. Majestic can capitalize on this by also positioning itself as a resource of knowledge in the target area. This will also create a strong foundation for this company’s brand identity and credibility as the company grows.

The goal of the campaign is to position Majestic Wind Technologies and its Vertical Axis Wind Turbine’s as:

• Technological
• Informative and knowledgeable
• Groundbreaking
• Cost effective
• Environmental
• User friendly
• Quality product

Positioning Map

Cost of turbine per kW produced

Marketing Communications Mix:

Consumer Decision Making Timeline

As this is a major financial purchase, the tactics of this campaign will be timed to aid the consumer in the decision/purchase making process 

Creative Brief:

Background: Why are we advertising?

 The inventor, Adam Fuller, owns Majestic Services Inc. A business that renovates homes to become more green. He had an idea for a wind turbine because he saw all of the flaws with traditional horizontal axis wind turbines. The first prototype was built in 2008, launching Majestic Technologies Inc. Currently, Adam has developed three different size turbines, and has an energy storage system along with a system that can heat and cool an entire building. Majestic Wind Turbines is revolutionary in the wind energy field, as the wind turbines lack the situations that contribute to the controversy surrounding the wind energy market.

Whom are we talking to?

The target market of this campaign is Generation X, rural homeowners that live in high wind areas who are also Early Adopters and Early Majority. These people would be supportive of green initiatives, are looking to lower their energy bills and are interested in the latest technological gadgetry (Early adopters and Early Majority).  

What do they currently think?

They currently think that there are more disadvantages than advantages to having a personal wind turbine (i.e. high initial investment, not enough wind in the area, zoning laws, etc.). They also picture a typical horizontal axis turbine when asked what one looks like.

What would we like them to think?

We would like them to think that Majestic’s wind turbines are a groundbreaking, cost effective, efficient, and safe alternative to traditional energy, that require less wind than the competitors to operate, create more power and are fully customizable to fit any need, in any location.

Majestic Technology is also the place for knowledge on the subject of wind as an alternative source for energy for homes

What is the single most persuasive idea we can convey?

The most persuasive idea would be that clean, free energy does not have to be a burden to the homeowner, the public, or the pocketbook.

Why should they believe it?

They should believe it because Majestic Technologies has found many solutions to the vast problems and controversies found in traditional wind energy, and wind energy is supported by all forms of government as an effective alternative for traditional energy sources.

Are there any creative guidelines or mandatories?  

 None

Tone of voice?

Informative, authoritative, inspiring.

Print Advertisements:

Local Newspaper Ad: It is my suggestion that Majestic Technologies buy an ad with the  local newspaper, The Racine Journal Times, which will be both printed and in online format. This form of advertising is relatively inexpensive (ranging from $5 for a basic online ad, to an estimated $500 for a 7x11 full color ad) While this is not a concentrated form of reaching the target market for this campaign, it limits the advertising to the geographical area in which the IMC campaign and Majestic Technologies wishes to focus. Impressions will be measured both by the estimated views provided by the platform (newspaper chosen) and with the use of a QR code. This QR code will link the inquiring customer to a YouTube video that will explain the turbine in depth and gather customer information. YouTube provides statistics on view generations, giving an indication on where the views are originating. This will increase product awareness, the first step in the decision making process.

Brochure: a brochure has been created, with the intended use in following PR tactics. The brochure will be used as take-aways during the various PR tactics, as it will include information on the turbines and Majestic Technologies, a side-by-side comparison to other personal turbines, and contact information. This brochure will be used as a point of sale for the turbine display later discussed. This will also help increase product awareness.

 Direct mail postcard: will be mailed to the target audience (Homeowners in Racine County who are 39-59 and have an income of over $60,000 who also share an interest in technology, reaching our early adopters and majority attitudes). The direct mail postcard will have a picture on the front of the turbine with the quote “Make Money out of Thin Air. Literally.” On the back, in a conversational tone, it will describe the return on investment the turbine can offer, and will discuss the fact that they are going to be featured in schools as part of the curriculum. This will serve to help with the brand awareness portion of the decision making process.

 A second direct mailer will be used as an invitation for potential customers to attend an informational seminar on the turbines, hosted by Majestic, where they can interact with the company and people who have purchased turbines previously from Majestic. This will help with the ‘contact with customer’ portion of the decision making process

Non-traditional Advertisements:

Working displays: Majestic will partner with local hardware and home improvement stores and ask to display a small turbine in front of their stores. This turbine will power a small LED billboard, which will display the amount of watts the turbine has generated, the cost those watts would have cost a homeowner in the area, and how long it would take to pay off the turbine, excluding the tax return a typical homeowner would receive for building one. Inside the store, there will be additional information, in the form of the brochures mentioned above, and informative sales people on hand to answer questions and offer additional information.

The added bonus for the stores will be that they will make commission on any of the customers they recommend. The commission will be $200 per sale.

This campaign will aim for five stores in Racine County to house the display turbines and participate in the commissioned sales. There will be no limit on commissioned sales.

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Word of Mouth

Word-of-mouth communication, by nature, cannot be controlled. To help encourage this, it is recommended that a referral program be introduced to current and prospective customers by including it in the conversation during the consultations and construction phases of their project. For each successful turbine completed, the customer who referred the project will receive $200. This will be commutated to customers by providing business cards to customers so that they can share them with people they talk to about the product. These second generation customers can then turn in the business card during the first consultation (getting that consultation for free; simultaneously creating an incentive for them to turn it in). If that consultation results in a successful project, the first generation customer will receive a check from Majestic Technologies for $200. A limit of five successful recommendations will be rewarded, any recommendations after will result in a credit for a free basic maintenance visit (excluding the costs of parts and resulting return visits).

 Media Relations

It is recommended that Majestic Wind Technologies reach out to local media, like local news stations and newspapers and hold press conferences about the community awareness campaign (the KidWind projects). As this campaign focuses on the Racine County area, it is important to maintain open lines of communication with the community; the most effective means being local media platforms. Being able to provide an ‘inside scoop’ on a revolutionary local product is a point of pride for local media and its community, plus it will show an active involvement in the students’ education.  Local media stations will receive press kits (p. ) giving details that they can use for their articles and segments.

        Local Media will be invited to attend Majestic’s informational seminars created for potential customers. These seminars are held during the early building season and are a place that interested homeowners can come and listen to Adam Fuller talk about the turbines, ask questions, and interact with current turbine owners.

Community Relations

As this is a residential product, which people will build on their land, it is essential to gain community or town approval. Although one of the unique selling points is that Majestic’s turbines are easier to gain permits for, local zoning may prohibit the building of the turbines within the municipality. In order to encourage communities to approve the zoning, Majestic Technologies can integrate itself with local school districts by aiding with alternative energy curriculum, informative seminars for teachers and even aiding local colleges with technology programs. This can be done by reaching a mutual partnership with the school districts, in that Majestic will offer to be available as an expert for any environmental education the school wishes to introduce to its students through the KidWind program, sponsored by the Department of Energy and partnered with 4H. This offer can take place either through word-of-mouth communications or by letters mailed to science teachers in the surrounding school districts, and can be communicated with the assistance of the KidWind Project, as they already have contacts with the school districts in this area. An inquiry link will also be attached to the main website page, allowing inquiring teachers to learn more about what Majestic’s can do for their classroom.

Majestic will create a challenge for neighboring high schools to a competition with each other through the KidWind Project. This competition will be a light display (any form of light; Christmas lights, LED, fluorescent, neon, etc.) that will be held at the end of the school year. The students will build the display (groups of at maximum, ten students) with the guidance of teachers, but will be powered by a Majestic’s model turbine (pictured left). The students will have to create the display to the specifications of the energy that the windmill can provide (they will be using a smaller turbine, making it more challenging). This competition will unite different programs within the school (Technology classes with Science classes, etc). The schools will display the project during a preselected week, and the winner will be chosen by the community via voting (most likely, via votes using a QR Code as the entry point, and tracking them online.). The winning team will receive season passes to a local theme park, who will display their project during the week of the fourth of July.

The competition will be first introduced to local media outlets (news station, newspaper and radio) during September (with the limit of five participating school districts in the first year of the competition), supported with direct mailers to qualified teachers (technology, science and occupational teachers) in each of the districts. They will be given ample time (until December) to get the project approved by the board. The final project will be displayed for one week in May, and the community will be encouraged to vote by the local media, and a winner announced at the end of the year.

Facebook Mock Page

Sticky Ads

Social/Digital Media

        In any digital campaign, it is essential to have a center of communications. Therefore, it is recommended that Majestic Wind Technologies update and optimize their company website. This is where all exterior social media will drive traffic. It is also the first glimpse at the face of the company, so first impressions are key to creating a strong brand identity. The website will be upgraded to include a newsletter, customer feedback/recommendation area, past projects, and opt-in for teachers (see community communications), and optimized for Google bot search algorithms. This website will serve as the landing page that will unite all forms of social media, creating a unifying theme. The sites will work in a symbiotic relationship, driving traffic to and from one another. Customers who are on social media will be directed towards the main website, and the main website will appear in Google searches and encourage people to follow the company through social media.

The website will also be upgraded to include an opt-in system for customers to sign up for more information and links to the Facebook page. This will be useful for Majestic, as they will be able to track and aid customers through the decision making process and be able to communicate with interested customers and current owners.

It is recommended that Majestic Technologies use common social media sites, specifically Facebook and YouTube. These platforms are more visually based, allowing Majestic to share pictures of completed projects and the school challenges. Majestic, using Hootsuite, can use Facebook as a type of newsletter, by programing in status updates months in advance, including environmental FAQs, green tips, reminders and information about the turbine market. The more interesting and applicable to the customer the status, the more engaged the customer, enabling the message to actually be seen, and not just creating background noise in the person’s news feed.

 By becoming an active and contributing participant with the online community, Majestic will begin to be seen as an expert in the field, thereby positioning itself within the minds of the customer as a credible expert, and someone to turn to with questions about the market, and the product potential for purchase.

 This will also capitalize on one of the turbine’s selling features; its unique design. Majestic Technologies’ turbines look like nothing else in the market. Platforms like Pinterest and Instagram are not applicable, as the target market will not be present enough on these platforms to justify their use.

Becoming present on Facebook will also act as a form of word of mouth communications. Activity with Majestic Technologies will appear in the customer’s newsfeed, acting as a silent recommendation, or endorsement by the customer. The customer’s friends will then see the company, creating impressions that may lead to click-trough’s to the Majestic company Facebook page, and subsequently the main website.

Schedule

The PR campaign is to start in April of 2013. This was chosen because it is the start of the building season, and the PR campaign should reflect on that. Social media and word-of-mouth promotions will run year round, with media relations running year round, but slowing during the building off-season (October though March). The turbine donation will occur in June of 2014, at the end of the first year of community relations.

Budget

Total budget: $10,000

This is an estimated dispersal of funds for the PR campaign.  The Social and Digital media aspect of this plan will cost $800 initially to upgrade the current website. After the site has been optimized, it will not require money to maintain, as Adam Fuller, or a selected employee can maintain and update the site.

The cost of the light competition will be estimated at $750 ($75 per ticket, with an estimate of ten kids per group). Additional costs will be the cost of the turbines, $2,500 total ($500 per turbine, estimated at an initial five participating schools) and print materials (budgeted at $100 for direct mailers), for a total of $3350. It should be noted that in future years, the cost of the initial turbines will be considered a sunk cost, and not factored in to the final budget, unless the need arises for the expansion of the program.

The cost of the recommendations program is estimated at $600 per month, as it is given that only three windmills can be built in one month. The cost of business cards will be estimated at $10 for a quantity of 250. (Vistaprint). It is estimated that three lots of 250 (750 total) will be purchased throughout the year.

Media communications is estimated at $750 per year, given that there is one press conference at the beginning of the building season, one at the end of the building season, and one at the occurrence of the donation of the model windmill, three total per year. This cost will include rental of the space (a small conference room and refreshments)

*It is assumed that social media and the website will continue to be maintained by Owner and CEO, Adam Fuller, or an appointed employee.

Minimum to make campaign solvent

Potential Outcome, based on one turbine sale per week, over the four month season (16 total)

Survey Responses

PAGE: 1

Media Press Kit

POP Brochure

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Newspaper Ad

Direct Mailer #1

Direct Mailer #2

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