Swan Jet Adventures is a commercial boating company in Perth that offers adrenaline jet boat rides on the Swan River. Their profit has increased in the past year but brand awareness remains low. Their target market is people aged 21-40 interested in outdoor and water activities. Their main competitor is West Coast Jet, which offers jet boat tours in Fremantle. Swan Jet aims to grow customer numbers by 50% through marketing strategies like SEO, social media, and increasing distribution channels.

1. P
lan
MARKETING PLAN
SWAN JET ADVENTURES
PREPARED BY:
PATRICK GALLAGHER
SION KARTA
ANNA MULHOLLAND
MARIA PAULA VASQUEZ
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2. EXECUTIVE SUMMARY
Swan Jet Adventures, a Perth-based commercial boating company, offers an adrenaline jet
boat ride service that has been running operations on Barack Street jetty since 2007. In the
past year, their profit has expanded from $10,595 (3.91% margin) to $29,754 (10.63%), but
there still is a major lack of brand awareness. Swan Jet currently has a position in the niche
customer market of „adrenaline activities‟, with Swan Jet striving to develop further its focus
differential position in the market.
External Environmental & Critical Success Factors:
Macro and Micro environmental research indicates that Swan Jet is operating within an
environment that would support the growth of Swan Jet. Factors in the external environment
that Swan Jet need to monitor include, West Coast Jet highly discounted prices, relationship
with Swan River Trust and commercial boating regulations and restrictions.
There are three critical success factors that Swan Jet‟s director needs to monitor closely.
These factors are:
1) The ability of Swan Jet to maintain and increase its customer numbers
2) Ensure the continued quality and safety record of Swan Jet
3) Improve the level of customer satisfaction and customer loyalty amongst Swan Jet
customers.
Objectives:
The overall objective for Swan Jet is growth of the business, mainly through the increase of
customer numbers by 50%. Marketing objectives include
 Increase brand awareness by 30%
 Evaluate their target market segments and monitor specific strategies to grow each
 Focus more attention on short term marketing strategies to increase customer numbers to
assist the company‟s financial growth and capital which will fulfil its long-term objective
Strategies:
 SEO & PPC targeted internet marketing
 Increase distribution channels
 Social Media marketing
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3. TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................................................................ 2
SITUATION ANALYSIS .............................................................................................................................................. 4
MACROEVIRONMENTAL ANALYSIS ......................................................................................................................... 4
MICROENVIRONMENTAL ANALYSIS ........................................................................................................................ 7
INDUSTRY-MARKET REVIEW ............................................................................................................................... 7
CUSTOMER REVIEW ............................................................................................................................................ 8
COMPETITOR REVIEW ......................................................................................................................................... 8
DISTRIBUTOR REVIEW ......................................................................................................................................... 9
SUPPLIER REVIEW ............................................................................................................................................. 10
SWOT ANALYSIS .................................................................................................................................................... 11
MARKETING OPPORTUNITY ANALYSIS .................................................................................................................. 11
CRITICAL SUCCESS FACTORS ................................................................................................................................. 12
OBJECTIVES & HIGHER LEVEL STRATEGIES ............................................................................................................ 13
STRATEGIC GAP ANALYSIS ................................................................................................................................. 13
ANSOFF’S PRODUCT-MARKET STRATEGIES ....................................................................................................... 13
SMART OBJECTIVES for Q2 2010- Q2 2011 ....................................................................................................... 15
MARKETING MIX ................................................................................................................................................... 16
POSITIONING & SEGMENTATION ...................................................................................................................... 16
CUSTOMER SEGMENTS ..................................................................................................................................... 17
SEVEN P’s OF SERVICE’S .................................................................................................................................... 19
BUDGET ................................................................................................................................................................. 24
IMPLEMENTATION, EVALUATION & CONTROL ..................................................................................................... 25
ACTION PLAN .................................................................................................................................................... 25
KEY PERFORMANCE INDICATORS (KPI) ............................................................................................................. 26
RECOMMENDATIONS & CONCLUSION ................................................................................................................. 26
APPENDIX .............................................................................................................................................................. 28
REFERENCES .......................................................................................................................................................... 30
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4. SITUATION ANALYSIS
BUSINESS DEFINITION
Swan Jet Adventures (Cruise WA PTY LTD) operating since 2007 from Barrack Street Jetty
on Perth´s Swan River is a small business operation, with large market potential that currently
entertains approximately 5,500 people every year. The company has six employees, including
jet boat skippers, an engineer, and part-time customer service personnel. The main service
offered by Swan Jet is a 25 minute jet boat ride experience for up to 14 passengers on the
Swan River, whom experience the thrills and excitement of an adrenaline jet boat which
reaches speeds up to 80km/h and does continuous 360 degrees spins to keep hearts racing.
Swan Jet offers gift vouchers and merchandise products for purchase, while diversifying its
services to include experience packages of parasailing, helicopter rides, and Harley Davidson
tours to promote the whole Swan Jet experience.
MISSION STATEMENT
The Swan Jet mission statement is “To deliver an exhilarating fast and fun jet boat adventure
while demonstrating our duty of care to our customers, other river users and the unique
environment of the Swan River”.
MACROEVIRONMENTAL ANALYSIS
DEMOGRAPHIC
POPULATION GROWTH & AGE AND SEX DISTRIBUTION
To date, the Australian population in March of 2010 reached 22.2 million, with the population
in WA reaching 2,286,100 along with a growth rate of 2.3% representing the highest increase
in Australia1. The majority of states had a positive increase as a result of migration and
natural population growth, with WA in which Swan Jet operates experiencing the strongest
population growth2. In WA the median age is 36.2 years with WA and Queensland both
having the highest growth of 13.8% in the 15-64 age categories. From June 2009 there were
11.02 million females in Australia, compared to 10.93 million males, with WA and Northern
Territory consisting of more males than females1.
EDUCATION TRENDS
In 2008, there were 3.4 million students in Australia, with 17% of students involved in higher
education and the number of Australian‟s with vocation or higher education qualifications has
been increasing over the past 10 years from 43% to 69% of the total population aged between
25-62 years3. This increase can be linked to the growing significance of educational
qualifications to support employment2 and WA also showed an increase in higher education
overseas students, moving from 14.9% in 1998 to 32% in 20083.
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5. AGE PYRAMID 4
(Source: Compiled from Year book Australia 2009-2010 modified by author)
SOCIOCULTURAL
Family, community life and sporting activities are important elements of the Australia society
with the later representing and population increase from 55% in 2000 to 65% in 2006. The
principal reasons for exercising were heath and leisure, followed by social and family
wellbeing. The proportion of adults attending sport events was 44% on 2006, which remained
stable from 2005 4.
ECONOMIC
Swan Jet customers consist of 75% local West Australians and as a leisure activity, the
condition of the state and country economies can impact the levels of business and disposable
income. Graph A represents how the Global financial crisis (GFC) at the end of 2007 affected
the Australian GDP growth rate and illustrates the steady decline during 2008 as a result of
the GFC. However as demonstrated in Graph A, Australia is slowly gaining momentum in
GDP growth rate and is experiencing approximately 3.2% GDP growth rate in Q3 2010.
GRAPH A
Source: Trading Economics 2010
WA has been a relatively strong economy and from 2006 onwards, WA‟s Gross State Product
(GSP) has been above the GDP growth rate for Australia. Aside from a drop in WA‟s GSP in
2009 compared to Australia‟s GDP, since March 2010 WA‟s GSP has been 5% while
regaining its momentum, and showing a stronger performance than Australia‟s GDP of 2.7%
growth in March 20105.
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6. GRAPH B
Source: Access Economics Cited by Westpac, Q2 20106
ENVIRONMENT
Since 1989 the Swan River Trust has been the regulation authority in charge of the protection
and management of the Swan River and the surrounding lands7. The principal environmental
concerns as a result of increases in boating activities are the hydrocarbon contamination and
general water contamination by pollutants, metals and oils8. The Swan River Trust is vital to
Swan Jet‟s business as they control the awarding of commercial boating licence, restrictions
and boat maintenance practices on the Swan River9,
POLITICAL-LEGAL
As a result of the federal election in August 2010, Australia now has a Labor government and
a Liberal State government. The main legal and political influences affecting Swan Jet are
listed below.
 The Australian Competition and Consumer Commission10 was formed in 1996 to
administer the trade practices Act 1974 and other acts to promote competition and fair
trade in the marketplace to benefit consumers, business and the community.
 The Labour Government 11 plans to introduce a tax relief of instant write offs for small
business assets worth up to $5000, meaning many small business investments can be
written off in the year of purchase. Swan Jet will be eligible for the tax relief plan
resulting in additional cash flow for business operations and marketing.
 The Swan and Canning Rivers Management Act 200612 came into effect to improve the
processes for assessing development proposals and decisions on Swan River activities.
The form 6 license13 is required for all activities proposed in the River Reserve, such as a
commercial charter vessel and ferry operations for financial gain or reward through the
Swan River Trust. Swan Jet Adventures received their license before any renewal
regulations were brought in, so their license is a 30-year exclusive license agreement.
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7. TECHNOLOGY
Swan Jet can benefit from technological advancements in Jet engine fuel efficiencies and
distribution technology. In four years time when Swan Jet‟s jet engines need replacing Swan
Jet should consider jet boat engines that provide greater fuel efficiencies and horse power
which will contribute to enhanced customer experience as it provides more thrill and
reductions in fuel costs. Distribution platforms such as mobile and internet bookings are
something the company can look into. However, the company might experience technology
lag due to restricted capital and may wait to hold off on new technology until price decreases
MICROENVIRONMENTAL ANALYSIS
INDUSTRY-MARKET REVIEW
Swan Jet Adventures operates within the recreation boating industry in Perth in which the city
is experiencing a growing population due to a stable economy and the healthy coastal
environment. The Swan and Canning Rivers are at the centre of the boating industry due to its
facilities with year-round water activities and the numbers of boats ownerships in Perth have
been increasing in a rate faster than the growth of population (Appendix A)7. Furthermore, the
increase in the numbers of recreational boats are a result of the growth in the population along
with the raise in the popularity of boating activities with the retired population which is
expected to double by 2025 (Appendix B)14. The forecast from 2007 to 2025 predicts that the
population in Perth will grow to a rate of 30%, while the number of recreational boats is
expected to increase 82% in the same period of time (Exhibit A)7. Perth needs to increase its
boating facilities to handle the expected addition of 4,600 boats moorings and 34 boat ramps
in Perth7.
EXHIBIT A 7– FORECAST RECREATIONAL BOATS TO 2025
(Source: Department of Planning and Infrastructure of WA 2008)
The tourism industry in Perth plays a key role in facilitating tourism and business activities to
Western Australia. In 2009, WA represented 10.6% of the total international visitors‟
expenditure in Australia, and 5% of interstate visitors‟ expenditures with 695,000
international visitors (13% increase since September 2004), 895,000 interstate visitors (14%
decline) and 4.4 million intrastate visitors. According to the Tourism Forecast Committee,
Perth expects an increase of 4.3% international visitors and a decline of 0.2% domestic
visitors while the WA regions expect a 6.6% increase of international visitors and a decline of
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8. 1.8% domestic visitors over 10 years14. The increases in the popularity of the recreational boat
activities and tourism represent an opportunity for Swan Jet Adventures from the potential
increase of the target market.
CUSTOMER REVIEW
The target market for Swan Jet services are males and females between the ages of 21-40
years that enjoy activities involving outdoors, water activities, thrills and adrenaline such as
young professionals and university students. Additionally, Swan Jet has also had some
corporate customers who booked the Jet boat for company events and sales promotions
rewards. Initially the Swan Jet believed that international visitors were their main customer
segment however this is not the current case as up to 72% of customers are local Western
Australians.
A survey of a small sample size of 50 Swan Jet customers was undertaken, to determine the
accuracy of the target markets. Graph A below show support for the target demographics of
Swan Jet customers but were limited due to the sample size and that the peak season was just
beginning.
GRAPH A
(Source: Compiled from survery data, modified by author)
COMPETITOR REVIEW
Swan Jet Adventures is the only company operating commercial jet boating on the Swan
River, however due to the adrenaline nature of the experience; it has both direct (water based)
and indirect competitors. Direct competitors are those that offer water based and adrenaline
experiences in the CBD and surrounding tourist areas, with indirect competitors including
non-water based activities such as laser games and go-karting. For the scope of this marketing
plan, Swan Jet Adventures has requested that focus be on direct competitors.
The Perth area initially had three companies offering jet boat services to customers; however
in 2009 the third competitor in Hillary‟s Boat Harbour closed its operations. West Coast Jet in
Fremantle is Swan Jet‟s main competitor. Although both companies offer jet boat rides, the
experiences are quite different due to the tour locations in the Indian Ocean and Swan River.
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9. The sustained competitor advantage for Swan Jet is the owner‟s relationship with suppliers
and several distributors due to their exemplary reputation in the Perth commercial boating
industry.
As all of Swan Jet‟s competitors are private companies no data was available on the market
share of each competitor. Please see the table below for a list of Swan Jet Adventures
competitors.
Main Competitors:
Name: Strengths: Weakness: Target Customer:
WATER BASED ACTIVITIES:
West Coast  Can seat 20 passengers – larger boat  Unable to do 360 degree turns.  Adrenaline experience
Jet -  Offers Whale Watching and Jet Boat  Lower Barrier to Entry (operating licence) customers
Fremantle tours  20 minute trip compared to Swan Jet‟s 25 minute  Corporate customers
 Operates on the Indian Ocean  Children $5 more expensive than Swan Jet.  Male & Female 20-40
 Offers family price package  Two tours completely separate (no high speed turns yrs
 Offers photographs and gift vouchers on Whale watching trip).  Low physicality
 Fremantle is a popular tourist and local  Unable to book online.
destination
South Perth  Sole Parasailing operator in Perth on the  Weather dependant  Experience customers
Parasailing river  Unable to receive photos on the day  Male & Female 20-50
– South  Offers two types of rides “High & Dry”  High price $80 for 10 minute ride years
Perth or “Wet-n-wild”  Depending on rider numbers, rider‟s group may have
 Custom built parasailing boat to wait on foreshore (thus solo experience)
 Offers single and tandem rides
Extreme Ski  Offers several services, Water tubing /  Weather dependant  20 – 40 years
WA – South skiing / wakeboarding  High physicality experience customers
Perth  Max 2 day trips (overnight  Groups - parties
accommodation)
 Quality equipment and instructors
Captain  Offer variety of wine, scenic, lunch,  Large overheads (seven boats)  30 + year age groups
Cook dinner and special event tours along the  High jetty fees  Interstate and
Cruises – Swan River and Indian Ocean.  Aging boat fleet International
Barrack St  More expensive than Golden Sun sightseeing tourist
Jetty
Golden Sun  More personal tours than Captain Cook  Limited passenger numbers (smaller boats than  Interstate and
Cruises – cruises Captain Cook Cruises) International tourist
Barrack St  Entertainment commentary  Less tour variety  30+ year
Jetty
DISTRIBUTOR REVIEW
Swan Jet Adventures distributes its product of service through three different distribution
channels of booking agents, direct distributors and internet retailers encompassing zero and
one-level marketing channels.
Distribution Channel Process
In the zero-level, Swan Jet distributes its services directly to the consumer through an on-site
ticket counter at its Barack Street Jetty office as well as through phone and e-mail bookings.
In the one-level channel, Swan Jet distributes its service through a booking agent and multiple
internet retailers (Table A and Appendix D) showing that Swan Jet is in the process of
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10. shifting its distribution channel towards an online model which reduces costs and allows for
higher inventory levels to intermediaries with an extensive network of customers. West Coast
Jet is applying downward pressure on prices by offering a 2 for 1 discount, which is reducing
profit margins for the Swan Jet and the boating industry but Swan Jet has moved to a higher-
traffic location with great visibility which should impact its distribution channels.
Table A: Swan Jet Distributors and Channels
Distributor Type of Distribution Channel Description
Adrenaline Internet Experience Gift Retailer  Australia's largest adventure company, with over 2,000 exciting experiences &
gifts to choose from throughout Australasia.
FreemanX Internet Experience Gift Retailer  Australia‟s leading experience company that offers the fastest, highest, most
daring, most romantic and most life changing experiences available
Netbookings Internet Experience Gift Retailer  Luxury accommodation, day spas and experiences within Australia
Redballoon Internet Experience Gift Retailer  Australia‟s leading internet gift retailer offering gifts and experiences.
 Individual and Corporate Customers
Swan Jet Direct Distributor  On-site ticket counter
 Phone and e-mail sales
Scenic Tours Booking Agent  Leading experts in luxury travel throughout Australia that provides a truly
authentic experience that discovers all the famous 'must-see' sites and natural
attractions.
GoDo Australia Internet Experience Retailer  Leading online booking service for activities who works with hundreds of
activity suppliers across Australia so people can book instantly
BigThanks Internet Gift Retailer  Internet gift retailer for any person for any occasion that offers the most
interesting, fun, unusual and unique gifts from around Australia.
SUPPLIER REVIEW
Swan Jet‟s supplier channel includes a mixture of seven different companies that impact
Swan Jet‟s business (Graph A). In terms of the marketing plan Baileys Marine Fuels and
Totally Work Wear are the two main suppliers that impact Swan Jet‟s business whereas
Harley Tours, Heliwest and South Perth Parasailing are exclusive strategic partnerships.
GRAPH A SWAN JET SUPPLIER CYCLE
(Source: Compiled by author)
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11. SWOT ANALYSIS
(Source: Valentin15 2001, modified by author)
MARKETING OPPORTUNITY ANALYSIS
Opportunity Matrix for Swan Jet Adventures:
Success Probability:
Attractiveness:
HIGH LOW
HIGH - Opportunity Two - Opportunity Three
- Opportunity Five [Monitor]
-Opportunity Seven [Monitor]
LOW
The only marketing opportunities mentioned in the opportunity matrix are those that Swan Jet
has the capabilities and resources to implement, can be communicated and beneficial to the
target market and be implemented better than any competitors 30.
1. Opportunity Two: 72% of customers are local with a 30% customer referral, but low
repeat business, so this opportunity could increase repeat customers and sales numbers.
2. Opportunity Five: An efficient targeted marketing approach would be beneficial as
currently Swan Jet has no clear structure to marketing strategies or budget allocation.
3. Opportunity Seven: This opportunity would decrease customer processing time before
rides, as well as decreasing the level of lost revenue from customer no shows.
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12. 4. Opportunity Three: New distribution channels in areas of high local and international
consumer traffic such as Hillary‟s Boat Harbour, Rottnest Island and Fremantle, would
help increase consumer awareness of Swan Jet as well as increase sales.
Threat Matrix for Swan Jet Adventures:
Probability of Occurrence:
Seriousness:
HIGH LOW
HIGH -Threat One [Monitor] - Threat Two
-Threat Five - Threat Three
-Threat Six [Monitor]
LOW - Threat Four
1. Threat One: This threat is currently occurring as West Coast Jet who is Swan Jet‟s
direct competitor is currently offering 50% discounts on all rides.
2. Threat Five: Both the cost of fuel as well as location rent have a high probability of
increasing due to a strong Western Australian economy, impacting on profit margins.
3. Threat Seven: Swan Jet Adventures meets all the required safety regulations as well as
employing highly trained and experienced skippers, however mechanical and equipment
failures are always a threat.
4. Threat Two & Three: A major strength for Swan Jet Adventures is the unique licence it
possesses from the Swan River trust for 20 years. High licensing entry barriers decrease
the probability of new competitors.
5. Threat Six: As barrack street jetty is a commercial jetty for other large boating
companies and a main source of water transport up and down the river, the seriousness is
low due to larger companies high stakeholder influence.
6. Threat Seven: Swan Jet already experiences speed restrictions in the area where further
development would occur, thus its impact on the ride would be minimal.
CRITICAL SUCCESS FACTORS
1. The ability of Swan Jet Adventures to maintain and increase customer numbers.
 A change in Swan Jet operations location, potential increases in fuel prices and main
competitor offering highly discounted pricing, Swan Jet needs to increase their
customer numbers to cover its expenses. If the competitor pricing threat remains long-
term then Swan Jet risks losing interested customers and incurring cash flow issues.
2. Ensure the high safety record of Swan Jet
 The safety record reflects upon the reputation of the organisation, so senior staff at
Swan Jet need to ensure the continuance of high safety standards and maintenance.
3. Customer Satisfaction & Loyalty
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13.  Word of mouth referrals is the highest channel of how people hear about Sawn Jet, yet
there are low numbers of repeat riders. Therefore Swan Jet need to build a customer
loyalty based to increase Swan Jet awareness within the market.
OBJECTIVES & HIGHER LEVEL STRATEGIES
STRATEGIC GAP ANALYSIS
(Source: Compiled company data, designed by author)
As shown in the graph above, for this season the overall strategic objective is growth of the
business, through an increase in passenger numbers by 50%. Swan Jet has recently moved
locations which has seen a positive impact on its customer numbers and this percentage
increase compared to last year was used to establish the customer growth target.
ANSOFF’S PRODUCT-MARKET STRATEGIES
Using the Ansoff Product-Market-Matrix as showed in Exhibit 2, four potential strategies
were established that Swan Jet could implement by combining current and new markets with
current and new products16. Therefore, the objective is to define the possible courses of action
for Swan Jet to achieve growth, taking into account that the first three strategies can
simultaneously develop as a general company strategy, while diversification strategies need to
be evaluated further as it is a change from the company‟s core business17.
Exhibit 2 – Ansoff´s Product-Market-Matrix 16
Market Penetration Strategy
Market penetration aims to increase sales and profit margins of current products in
their current markets18 by adding new customers, attracting competitor‟s customers and
growing product usage19. Swan Jet Adventures is available through direct sales and from
online distributors who take a 20-25% commission and will aim to implement an online
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14. payment system on their website to remove distributor commissions and increase profit
margins. Furthermore, Swan Jet should initiate online marketing promotions to expand
market share to attract new customers from competitors. Swan Jet could also establish kiosks
at major shopping centers selling gift vouchers and cards during Christmas and other major
holidays and implement loyalty programs to provide incentives for passengers to provide
referrals to friends and discounts for repeat customers to generate additional sales.
Market Development strategy
Market development focuses on expanding into new markets based on the current product
and service with tactics such as geographical expansion, new segments development and new
distribution channels18. The strategy that Swan Jet could pursue is to explore new segments in
Perth and to offer the Jet boat service at different locations in WA at Hillary‟s Boat Harbor
and Mandurah. Swan Jet should expand its consumer base by crafting a marketing strategy to
target the corporate market through communication channels with Perth HR managers that
offer exclusive packages for corporate events. The segment of university student can be
potentially developed with a complement marketing strategy that includes special prices and
benefits, alliances with educational centers and advertising campaigns. Additionally, the
inclusion of a new distribution channel such as Swan Jet tickets being sold on the Rottnest
Express Ferry on the Swan River with their 150,000 annual passengers will allow for entrance
into new segment markets.
Product development strategy
Swan Jet can generate new products for the current market in Perth to promote sales
growth18. Specific tactics such as product innovation and the addition of new characteristics to
the actual product support product development should be used17. Swan Jet has access to an
additional boat that could be used as a river taxi service for special occasions, or tourists
wanting a private boat trip. Swan Jet could also enter into a joint agreement with the bar and
restaurant “The lucky Shag”, offering Swan Jet customers a 10% discount on food and
beverages before or after the Swan Jet ride.
Diversification Strategy
The offering of new products to new markets can be accomplished by utilizing three
different strategies: diversifying through related and unrelated products and vertically
integrating with suppliers or distribution channels1718. Swan Jet Adventures can implement
related diversification by offering jet boat certification, sailing lessons, and jet ski hire. Using
the owners‟ reputation, experience and network can increase the market size and through
vertical integration strategies, the company could utilize these elements to develop a “Hire a
Skipper” company. This is where large private boat owners and small charter companies can
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15. hire skippers with experience and offer maintenance services taking into account the expected
increase in the number of boats in Perth and the engineering expertise of the skipper.
SMART OBJECTIVES for Q2 2010- Q2 2011
Studies have shown that goals that are formulated using the acronym SMART- specific,
measureable, achievable, realistic and appropriate timeframe can increase the likelihood of
goals being achieved20. Given the above analyses, the following objectives focusing on
increasing company growth and brand equity are recommended to Swan Jet:
 Increase brand awareness by 30% throughout Western Australia with a higher
concentration on the Perth metropolitan area
 Evaluate their target market segments and monitor specific strategies to grow each
 Focus more attention on short term marketing strategies to increase customer numbers to
assist the company‟s financial growth and capital which will fulfil its long-term objective
Swan Jet Adventures SMART Goals : Quarter Two 2010 – Quarter One 2011
Quarter: Goals
Q2 MARKET PENETRATION
(Nov - Dec  Increase customer numbers for December by 60%
2010)  Increase number of repeat passengers by 30% (special offers to past passengers)
 Increase brand awareness of Swan Jet throughout the Perth Metropolitan area by 30%
 Increase number of gift vouchers sold by 20%
MARKET DEVELOPMENT
 Increase corporate bookings by 30%
PRODUCT DEVELOPMENT
 Food agreement with “Lucky Shag” bar and restaurant – increase from Nov numbers by 20%
Q3 MARKET PENETRATION
(Jan - Mar  Increase customer numbers by 60% in Jan, Feb & March
2011)  Increase number of repeat passengers by 20%
 Increase brand awareness by 20%
 Decrease by 30% of Redballon/Adrenalin bookings, with concurrent increase of 30% by own
online bookings
MARKET DEVELOPMENT
 Increase corporate bookings by 20%
 Increase student bookings by 20% (New uni semester)
PRODUCT DEVELOPMENT
 Offer water taxi service
Q4 MARKET PENETRATION:
(Apr - June  Increase customer numbers by 50% in April, May & June
2011)  Increase number of repeat customers by 20%
 Increase brand awareness by 10%
MARKET DEVELOPMENT:
 Increase corporate bookings by 20%
Q1 MARKTET PENETRATION:
(July - Sept  Increase customer numbers by 20% in July & September
2011)  Increase brand awareness by 20%
MARKET DEVELOPMENT:
 Investigate possibilities of opening up Jet boat businesses in Mandurah and Hillary‟s Boat
Harbour – investment required, licensing requirements, and customer segments.
Overall goal of increasing passenger numbers by 50%
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16. MARKETING MIX
The Marketing mix is the set of tools including short-term and long-term strategies to shape
the nature of the service offered to consumers21. Marketing communications are the ways by
which firms try to inform, persuade, incite and remind customers either directly or indirectly
about the brands they sell. It represents the voice of a brand and the methods by which
companies can engage in a conversation with consumers concerning their product offerings22.
Furthermore, the challenges presently faced by markets in the design, implementation and
evaluation of marketing communication programs are very different from the challenges faced
23
by marketers 20 to 30 years ago . Effectively designed and implemented marketing
communication programs are priceless for building organisation‟s brand awareness and equity
position.
POSITIONING & SEGMENTATION
Swan Jet operates in a small niche market with several competitors; however the company has
a number of points of difference compared to other companies offering adrenaline activities as
shown in table below.
Swan Jet Adventures Present Generic Strategy
Basis of competitive advantage:
Competitive Scope:
Cost Differentiation
Broad Target Market Lowest cost Leadership Differentiation
Narrow Target Market Focus – cost Focus – differentiation
(Source Hubbard, Rice & Beamish 2008, modified by author)
When developing the customer segments for Swan Jet, a survey was undertaken to identify
and analyse customers into segments24. Swan Jet has a broad customer based as discussed in
the customer section and as a result from the survey results; however four segments were
identified for targeted marketing mix strategies: Corporate Clients, International Visitors,
University Students and Young Professionals. Although focus is on these four customer
segments, it is recognised that the end user of the service is not always the buyer, thus the
buyer may not be in the targeted segments for Swan Jet, particularly as Swan Jet does sell
numerous gift vouchers25.West Coast Jet is the main direct competitors with the
differentiation between the two companies below.
West Coast Jet is the main direct competitor to Swan Jet Adventures as they also offer a jet
boat ride to customers. However there is still differentiation between the two companies as
outlined in the table below.
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17. Similarities and Differences between West Coast Jet & Swan Jet Adventures
Points of  Both offer Jet boat rides
Parity:  Both boats able to do fish tails, bucket stops and travel at high speeds
 Both offer pictures
 Both target “adrenalin experience” customers
 Both weather dependant
Points of  Swan Jet operates on the Swan River
Difference:  West Coast jet operates on Fremantle ocean
 West Coast jet offers Whale watching tours
 West Coast jet boat seats more passengers – however passengers do not sit as close to the water thus
different ride experience
 Only Swan Jet can do 360 degree turns – passengers also feel closer to the water
 Swan Jet gives commentary about the major landmarks of Perth as well as information about the Jet
engines
 Swan Jet ride is 5 minutes longer, as well as $5 less expensive for children
 Swan Jet has a permanent office
 Swan Jet owner has unique relationship with other commercial boat companies operating out of
Barrack St Jetty (thus allowing boat position change)
The table below illustrates the points of parity and difference between Swan Jet Adventures
and its other competitors. Although South Perth Parasailing and Extreme Ski are targeting
similar customer segments, the type of experiences the customers wants determines which
company receives the customer numbers.
Similarities and Differences between Swan Jet Adventures (SJ)& Water based Competitors:
South Perth Parasailing (SPP) Extreme Ski WA (ES) Captain Cook & Golden Sun
cruises (CC/GS)
Points of Parity: - Both offer Photos -Both water experience activities - Water activities
- Both operate on river - Both weather dependant
- Both weather dependant
-Similar target audience
Points of - SPP offer “sky” experience - ES offers overnight experiences - CC/GS not „adrenaline‟
Difference: - SJ river level experience - ES has high physicality compare experience
- SJ ride is longer and less to SJ‟s low physicality - Targeting majority different
expensive - Different services segments
- SJ larger range of target customers -CC/GS offer half or full day trips
with food and beverages
CUSTOMER SEGMENTS
CORPORATIONS
In the past Swan Jet has been approached by the Water Corporation and KFC to provide the
Jet boat service for employees as a result of employee rewards and state or national company
functions. It was identified by the owner that this segment had the potential for growth with
past marketing strategies not effectively targeting this market. It has been
Irvine (2009) identified that employee engagement is 24% higher in those employees that
received non-cash incentives compared to financial incentives, thus this service fulfils the
criteria of non-cash incentive / reward26. Also opportunities for Swan Jet to receive repeat
business are present, as employees can inform family and friends, as well as interdepartmental
recommendations.
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18. INTERNATIONAL VISITORS
This segment includes both domestic and international students, who are seeking adrenaline
activities to partake in. Customers aged between 20-25 scored equal highest in the age
demographics using Swan Jet. Thus potential to increase growth in this segment, with one
why to further increase promotions to this age category is via university clubs/ guilds.
UNIVERSITY STUDENTS
This segment includes both domestic and international students, who are seeking adrenaline
activities to partake in. Customers aged between 20-25 scored equal highest in the age
demographics using Swan Jet. Thus potential to increase growth in this segment, with one
why to further increase promotions to this age category is via university clubs/ guilds.
YOUNG PROFESSIONALS
This segment includes those customers who are working with suitable disposable income and
are looking for adrenaline activities. Customers aged 26-30 where one of the highest age
demographics using Swan Jet, thus Swan Jet should target these customers to increase their
usage.
BRAND EQUITY & AWARENESS
Brand Equity is the differential result of brand knowledge on consumer reaction to the
marketing of the brand and that effective communication enables the formations of brand
awareness and a positive brand image that is in line with their aspirational brand identity25.
Building brand equity requires the incorporation of brand characteristics into a company‟s
overall marketing programs such as „product, price, advertising, promotion and distribution
decisions‟27.Strategically oriented integrated brand communications can help organisations
gain a competitive advantage in the highly competitive world of the 21st century28 but
feedback from customers, prospects and publics regarding an organisation‟s brand awareness
and image will ultimately enable the brand owner to adjust its brand image identity29
According to Young & Rubicam‟s BAV brand equity model, Swan Jet‟s brand position in the
market is classified as „new‟ with high levels of differentiation and energy but having low
levels of relevance, esteem and knowledge30. Swan Jet‟s unique adrenaline jet boating service
and Swan River location differentiates itself from other boating companies. As a young
company with young staff and natural annual growth who are constantly looking to improve
the brand, Swan Jet demonstrates high momentum or high energy. Customers would say that
Swan Jet has middle esteem as demonstrated by high word of mouth referrals from past
customers. Swan Jet‟s relevance is currently low as it has not been accepted or known by
most people in Perth and WA as it is a relatively new brand and due to the limited capital and
marketing budget many consumers have no or limited knowledge of the brand.
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19. The reasons that Swan Jet has low brand awareness are due to the following:
 The company is only 4 years old and has yet had ample time to gain market share
 The company has no awareness of its target market segments and tracking of its
customers leading to past ineffective marketing campaigns as a result
 The company has had a restricted amount of capital to allocate to promotional
activities and diversified media communication channels to increase presence
 The company has mainly focused on the B2C market with limited activity in B2B
 The old office and jetty location on Barack Street had low visibility and foot traffic
STRATEGIES
Swan Jet has limited financial capabilities in implementing a number of strategies over a short
period of time and thus must utilise targeted multi-channel specific strategies to reach their
defined target markets in alignment with the seven P‟s of the marketing mix. As a result, we
would recommend a period of one year to implement the following marketing objectives
across all target market segments to increase brand awareness and improve the corporate
image:
 Increase 21st Century Marketing- Internet and Social Media (Appendix C)
 Promote Swan Jet on deal of the day websites
 Utilize Outdoor Advertising
 Launch of a new brand image and identity campaign
 Targeted event marketing to drive traffic
 Expansion of distribution channels
 Customer and website visitor tracking
SEVEN P’s OF SERVICE’S
Marketers endeavour to create, promote and deliver value for consumers and the use of the
seven P‟s of service, place, product, price, promotion, people, physical environment and
processes are used to help identify the appropriate mix of marketing strategies 21. Marketing
communication options or communication types can be judged according to the response and
communication impact that they ultimately create25.
PLACE
Marketers look at several factors such as distribution channels, coverage, locations, transport
and assortments to establish if any further value can be created, communicated and delivered
to customers21. Swan Jet should use a push strategy in deciding its distribution and marketing
channels to reach the end consumer.
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20. PRODUCT
The challenge within the service industry is that service innovation or differentiation can
often be imitated by competitors, thus no sustained competitive advantage31. Areas under
product that can be evaluated and reviewed for marketing mix include product variety,
quality, design, features, packaging and services21. In order to create a competitive advantage,
Swan Jet should offer a ticket bundling packages with merchandise as well as implement the
booking reservation system of BookD for $250 annually to initiate online bookings for
customers along with a PayPal business account to collect customer payments. Swan Jet
needs to promote and advertise the booking service on all social media platforms and media
communication materials.
The company can add advertising opportunities such as Google Ad Sense on its website for
organisations wishing to promote its products and to drive additional traffic
PROMOTION
Factors under promotion that can be examined for innovation and value for customers include
sales promotions, advertising, sales promotion, personal selling and public relations. The
promotion of services needs to place particular emphasis on increasing the tangibility of a
service and furthermore in the case of services marketing, production personnel are important
components of the promotion mix23. It is identified in the literature that Social network sites
are consumed mainly by young adults and teenagers and that information gathered from
members profiles can be used for targeted advertising32.
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21. PRICE
List price, discounts, allowances, payment timeframes and credit terms can be evaluated to
see if any innovation or further value creation is possible for consumers and contribute to
marketing mix21.
Swan Jet current price structure can be seen in table below, with increase due to new costs.
New Price Structure for 2011
NEW: OLD:
Adults $55 $49
Children (14 years & under) $35 $30
Families (2 Adults & 2 Children) $145 N/A
Swan Jet can incorporate pricing strategy called pricing discrimination which is when a
company sells a product or service at two or more prices that do not reflect a proportional
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22. difference in cost33. The three degrees of price differentiation are: depending on customers
demand sellers charge a different price34, those who purchase larger volumes are offered
discounts 31 and sellers charging variable prices to different customer segments31.
Price discrimination is applicable to Swan Jet only in the second and third degree. The
findings of Morris suggest the use of price discrimination through volume based purchase is
the most effective way especially in industrial marketing (B-to-B marketing)35. The table
below represents current corporate/group price package (second degree price discrimination)
along with tier pricing recommendations.
Corporate/Group Price Package (Current) Recommended
No. of people Price Discount No. of people Price Discount
12+ $45 18% 5+ $50 10%
24+ $39 29.1% 10+ $45 18%
20+ $39 29.1%
In third degree of price discrimination there are several strategies: customer-segment,
product-form, image, channel, location, and time/season pricing21. For Swan Jet, customer-
segment and time/season pricing would be the most beneficial strategy.
Customer-segment pricing is a strategy that uses different customer groups to pay a different
price for the same product or service and time/season is a strategy that varies „by season, day
or hour‟ 35. The table below represents current third degree price discrimination for Swan Jet
along with some recommendations for Swan Jet to implement.
Customer Segment Pricing (Current) Customer Segment Pricing (Recommended)
Price Discount Price Discount
Children $35 36% Children $35 36%
Student $50 10%
Time/Season Pricing (Current) Time/Season Pricing (Recommended)
Morning $50 10%
NONE Winter
Winter season is the least profitable season for Swan Jet. We therefore recommend
introducing „Black to School Week‟ promotion during winter to increase customer volume. In
the morning, Swan Jet is also not attracting too much customers as they would have liked.
Hence, we recommend during low traffic period to noon where traffic is more substantial,
Swan Jet should discount their price to $50 to increase volume.
PEOPLE
In the service industry often customers perceive the employees as the service and that to add
value in the mind of the consumer it is through personalization and active participation of
employees that creates value36. Thus appearance, attitude and manner of employees can
impact on the customers‟ perception of the quality of service that Swan Jet offers. As the
service that Swan Jet offers to customers is an experience, the way customers perceive the
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23. Swan Jet staff can impact on their sense of value for money as well as overall enjoyment. It is
recommended that Swan Jet implements staff training that includes sales training, customer
service with emphasis on staff attitudes and energy levels when dealing with customers and
how staff should assess the quality of service they have given37. Office staff should also be
given an authorised allocated amount of budget, for them to utilise during a customer critical
incident.
PROCESS
Process involves the systems utilised by employees to deliver the service to customers and
often increases in effectiveness can occur as a result of reviewing and implementing changes
to the process management systems16. A standardised customer relationship management
system (CRM) for in store and online sales should be implemented to ensure that Swan Jet
has easy access to rich customer data that can be utilised for future promotions. It is
recommended that the wavier form is modified to gather relevant customer demographics in
order to monitor KPI‟s as well as changes in target market segments. Standardise the type of
information that is given to customers by the jet boat skippers, however allowing for the
skippers to deliver the information in their own unique style.
PHYSICAL EVIDENCE
The environment setting can influence the reality of the service in the mind of the customer,
thus environment and physical evidence aspect can impact the perceived value and experience
the customer has 22. Swan Jet‟s servicescape needs to emit a professional yet adventurous and
exciting vibe at the office which is the first point of customer contact, as well as at the
customer preparation area and in the jet boat itself. It is recommended that all jackets that
customers wear for the ride have the Swan Jet logo in large print on the back of the jackets, to
help with Swan Jet brand recognition by passing traffic going by the preparation area. Swan
Jet already uses monitors to display customer photos but they should develop a Swan Jet
video which shows the Jet boat in action, as well as customer testimonials to promote the
experience. Displaying merchandise in the office window and having a standardised uniform
policy will help build brand recognition and increase the corporate image. The literature
identifies that for a service that people are unfamiliar with, the presence of a long single line
can actually maximise consumer perceived value of the service or product being offered 38.
Thus as Swan Jet currently has low brand awareness, Swan Jet has two opportunities to utilise
queue infrastructure, when clients are checking in and wait to suit up for the ride. It is
suggested to redesign the company´s web pages to make it easier to search information, less
visually confronting and to include a register link to capture potential customers´ information.
This is due to research which indicates customers respond more positively to low feature
Page 23

24. complexity of colour and detail39. Other re-branding activities include logo adjustment and
addition of company slogan “cool your thirst for excitement”. Also there are two different
internet domains that are communicated to customers, so it is vital that that these are merged.
BUDGET
The current marketing budget of Swan Jet Adventure is $72000 constituting 25.71% of
revenue (YR08-YR09). In order to break even, according to the owner of Swan Jet
Adventures, 4000 customers is needed. In the last few months, Swan Jet has purchased a new
location that would attract more foot traffic. With more traffic and marketing strategy, Swan
Jet Adventure is expecting an increase of 40% in its sales revenue. Expenses are expected to
increase by a substantial amount because of purchase of new jetty, more fuel consumption
and hiring a sales person. The forecasted revenue and cost can be seen in the table below.
YR 08- 09 Current Cost Structure
Sales Revenue $280,003 $392,004 Insurance $20,000
Cost w/o marketing expense $178,249 $273,656 Jetty Purchase $44,000
Jetty Rent $20,000
Activities Before Current Staff $78,000
Tourist Magazines $2,640 $3,000 Workers Comp $4,000
Experience Perth $900 $1,200 Phone Bill $7,200
West Australian $11,400 $0 Office $4,800
Brochures $6,000 $6,500 Boat Maintenance $6,000
Posters $2,000 Loan $30,000
Newsletters, Direct Mail $4,000 Fuel (Estimated) $22,656
Yellow pages $8,660 $0 Staff Training $5,000
Internet marketing $8,500 Uniforms $2,000
Online booking $300 Extra Sales Person $30,000
Web site and Logo $1,000 Total Cost $273,656
Aerial Advertising $0 $4,000
Sponsorship (include charities) $6,000 Fuel calculations
Promotional Products $2,500 Total Rides required 755.2
Radio $42,400 $5,000 30 Liters Per Ride 22656
Video Production $2,500 $1 a liter $22,656
Retail Outlets $6,300
Reserve $2,300
Total cost strategies $72,000 $55,100
Total Cost $250,249 $328,756
Net profit $29,754 $63,248
We have also recommended reducing our marketing budget by $16900 because of the
following reasons. First, Swan Jet can reduce its marketing budget for radio as they were only
getting a response rate of 3.7%. Second, Swan Jet can eliminate Yellow Pages listings off-line
and online (0.2 % response rate) and continue utilizing the free listings on Google Places.
Third, Swan Jet can use the proceeds from reduced marketing expense to partially fund their
purchase of new jetty. Finally, we are allocating funds to a more targeted market thereby
increasing response rates of marketing campaigns.
Return on Investment has been calculated to be 13.02%. This is more than achievable because
they are currently experiencing higher foot traffic and customers since the purchase of the
Page 24

25. new location. Cost includes the purchase of new location and marketing budget. This is
because the purchase of new location and marketing expense is the main strategy that
increases sales revenue by 40%. The combined cost of the two is $55,100+$44,000 =
$99,100. The 40% increase in sales revenue accounts to $112,001.
IMPLEMENTATION, EVALUATION & CONTROL
ACTION PLAN
Quarter two and three are the peak operating months for Swan Jet, consequently several of the
marketing mix strategies will need to be implemented almost immediately to ensure that they
have the maximum exposure to consumers. However once implemented a lot of these
strategies can continue through the quarters as well as future years, with the majority of
promotion occurring in quarters two and three.
Swan Jet Adventures Implementation Plan
Quarter Two 2010 – Quarter Two 2011
Quarter: Marketing Mix Strategies: (Responsibility D=Director, OM=Office Manager)
Q2 GENERIC: PROMOTION:
(Nov – Dec  SEO & PPC (Dec - D)  Direct mailing to corporate social
2010)  Brand Ambassadors in shopping centres (Dec– clubs (Nov/Dec- OM)
OM)  Target corporate HR managers
 Charities (Dec - D) (Nov/Dec- OM)
 Social media = Facebook/Twitter (Dec – OM)
 Target Facebook adverts (Dec- OM)
 Loyalty customer discounts
 Re-branding and development of company
logo, website & slogan (Dec-D)
PLACE: PEOPLE:
 Corporate HR distribution (Nov / Dec - OM)  Sales Training (Nov/Dec-D)
 Onboard Rottnest Ferries (Dec – D) Customer Service Training (Nov/Dec-D)
PROCESS: PRODUCT:
 Wavier Modified (Nov - OM)  Partnership with Lucky Shag bar
(Dec - D)
PHYSICAL EVIDENCE: PRICE:
 Uniform Policy (Dec – OM)  Tier corporate $‟s (Nov/Dec- OM)
Q3 GENERIC: PROMOTION:
(Jan - Mar  Ticket bundling (Jan-OM)  Photo gallery SJ Facebook (Jan-OM)
2011)  Commence monthly Email Newsletter (Jan-  Listings on trip advisor (Jan-D)
OM)  PR in paper & magazines (Feb-D)
 Outsource PR (Jan-D)  Posters in Bars & restaurants (Jan-D)
PLACE: PHYSICAL EVIDENCE:
 Distribution at Hillary‟s / Rottnest Island (Jan-  YouTube Swan Jet video (Jan-D)
D)
 Sightseeing Bus tours distribution (Feb-D) PROCESS:
 Student flight centres (Feb-D)  Online booking System (Feb-D)
 Tourist information centres (Jan-OM)
 Uni guild and market stores (Feb/Mar-OM)
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26. Q4 GENERIC: PROMOTION:
(Apr -  Continuance monthly email newsletter (OM)  Corporate employee discount
June 2011) programs (Apr – D)
 Target Facebook advertising (Apr –
D)
Q1 PLACE: PROMOTION:
(July -  Distribution Fremantle (Sept - D)  Advertisements WA Business news
Sept 2011) (Aug / Sept - OM)
PEOPLE:  Target HR managers (Aug –OM)
 Sales & Customer service training (Sept-D)
KEY PERFORMANCE INDICATORS (KPI)
It is necessary for Swan Jet to implement strict record keeping in order to tract how successful
and effective marketing strategies are and how they have impacted on customer numbers.
The KPI information can be recorded directly (customer) and indirectly (booking agents) and
be analysed monthly.
 Increase brand awareness by 30%.
- How customers heard about Swan Jet.
 Evaluate their target market segments and monitor specific strategies to grow each.
- Record which discount offer / promotion did they used.
- Have they ridden with Swan Jet previously?
- Where did they buy tickets from & did they buy a ticket bundle?
- Record customer demographics.
 Increase customer numbers.
- Use table below to monitor if company is on track to reach overall 50% increase in
customer numbers.
Target Customer Numbers Q2 – Q2
Quarter: Past Numbers: 09/10 Target Numbers: 09/10
Q2 1596 2358
Q3 2241 3585
Q4 826 1239
Q1 306 370
TOTAL: 5000 7552
To evaluate people and process marketing initiatives, Swan Jet should on one day every week
offer passengers a free photo if they complete a survey asking for customer feedback on their
experience with Swan Jet. This information should be analysed monthly by the Director.
RECOMMENDATIONS & CONCLUSION
The 2011 Marketing Plan designed for Swan Jet Adventure was developed taking into
account that the company has been present in the market since only 2007, with no actual
planned marketing strategy and with a limited budget according to its market size. The plan
Page 26

27. introduces new strategies that mainly focus on achieving the brand awareness, sales and
growth from a generic focus as well as specific strategies to target corporations, university
students, young professionals and international visitors.
Our recommendations focus on implementing targeted short-term strategies from November
to March 2010-2011 to meet company objectives, through a multi-channel communication
mix focusing on place, promotions and service marketing activities such as:
 Implement customer service training to increase customer service satisfaction, which can
increase word of mouth referrals and customer loyalty
 Internet SEO and PPC Google Ad Words and sweepstakes campaigns to drive traffic
 Implement and regularly use social media marketing platforms effectively such as tagging
photos and videos of all customers to increase awareness through news feeds and updates
 Complete re-branding effort of the website and logo including a new booking system,
social media integration and company slogan “cool your thirst for excitement”
 Measure and evaluate the results and effectiveness of the marketing strategy plan on a
monthly and quarterly basis through the use of KPI‟s
 Track all customers in a CRM database and receive feedback from customer experience
questionnaires
 Increase distribution channels through retail outlets and higher traffic internet retailers
The seven P‟s of Service Marketing-Mix was used to identify the specific strategies to deliver
value to the customer. Short term strategies were established with the aim of fulfilling the
marketing objectives of the company. Pricing discrimination strategy was used to enhance
the number of passengers through group special value packages, and special discount for
students taking into account the growth potential of the segment. It is expected that for 2011
Swan Jet would achieve the overall objective of increasing by 50% its number of passenger as
a result of the new location in conjunction with the implementation of marketing plan. As a
second step, it is recommended to Swan Jet to implement additional marketing strategies
focused on diversification and new product development as a way to increase profitability.
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28. APPENDIX
7
Appendix A – Recreational boats versus Population in Perth
Appendix B 14 – WA Population 2006 versus 2025
Appendix C- Social Media Stats of Australia
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29. Appendix D–Internet Gift Retailer Process
(Source: Data compiled by Redballon.com.au and modified by author)
Page 29

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