creating a loyalty
Maziere Patrick 2
3. 3 02/04/2011
› PART 1: STRATEGIC PLANNING
› Analysis of the current situation
› Achievable marketing objectives
› PART 2: ACTION PLAN
› Yearly action plan and marketing budget
› Control procedures and criteria of success
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1) ANALYSIS OF THE CURRENT
› 1-1 Macro environmental analysis.
The environmental analysis shows that KPMG is
mainly influenced by the economical
environment (appendix 1)
› 1-2 Market Analysis.
The level of competitiveness is high on this
market: 8,3 out of 10 (appendix 2)
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› 1-3 Direct, Indirect and future competitive analysis.
In France, KPMG is at this moment the leader in his
activity. (appendix 3)
› 1-4 Market segmentation.
KPMG has segmented its activity by sector of
activities of his clients.
›1-5 Existing Marketing-mixt.
Basically,KPMG is oriented to the B to B promotion.
Thus, the quality of the service is the most important
aspect of their work. (appendix 5-1 and 5-2)
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› 1-6 Strength/ Threats/ Opportunities and
This analysis confirms that the environment is
very competitive and KPMG has to face a
main problem: loyalty of the clients.
› 1-7 Positioning.
The best perceived perceptual map is
when combining delivery of the work on
time (USP1) and the price of the work
(USP3). (appendix 7-1,7-2 and 7-3)
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› 1-8 Sources of information.
› One questionnaire done with a
management representative, KPMG île de
France branch. (appendix 8)
› Internet research mostly on
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2) Achievable Marketing
›2-1 Marketing strategy.
Next year, we are going to develop a loyalty
program « Product development strategy ».
› 2-2 Desired market segmentation.
We are opting for a relational segmentation to
develop the loyalty program.
› 2-3 Desired marketing-mix.
As our objective is clients loyalty, we have to
create several events. (appendix 10)
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› 2-4 Marketing objectives.
The principal objectives are to increase turnover
and improve brand image. (appendix 11)
Next year we will have to improve the respect
of deadlines to be perceived as more
punctual. (appendix 7-1)
› 2-6 Yearly sales forecast.
For our subject we cannot forecast impact on
the top of the line. However, we expect that
at least 50% of the clients will renew their
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3) Yearly action plan &
› 3-1Main cooperative bodies.
The most important goal of KPMG is to retain their
clients over a long period of time. To accomplish
this alliances are required. (appendix12).
› 3-2 Retaining marketing activities.
KPMG does already 3 things to loyalty the clients:
Each client has his own advisor, KPMG sends
regularly emails, and arrange several B to B yearly
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› 3-3 Developing new service.
› Our goal is to increase the loyalty of the client.
Audit companies are limited because of laws and
ethical code which they must respect. (appendix
› We have several points to change or to create :
› increase the number of the B to B events: We do
not need to organize many events, but a few
more interesting ones.
› Keep the young employees: The goal is to create
a “family relationship” between KPMG
representatives and the client. Indeed, if the
clients always have the same auditor they will
better know each other’s expectations.
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› With the second point we have the third:
increase our knowledge of each client: try to
know what are their preferences in order to
offer them some presents, (tickets for the Opera
of Paris, etc.)
› Increase the quality of work
› Make reports more presentable, clear and easy
to understand for the client
› Accomplish deadlines on time
› Help the client when help is needed
› Work with a smile J
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› 3-4 Marketing Promotion.
In France there is a law prohibiting promotion for audit
companies such as KPMG.
The only way left to KPMG is to create B to B events.
The objective is to show the interest of the group in its
existing and potential clients. Here are a few
- Present a survey on successful companies during
- Present country profiles to help companies.
- Establish a yearly event where all clients would be
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› 3-5 Enhancing service marketing
There are 3 locations of interactions with the clients:
the office of the client, the office of KPMG and the
location where the events take place. The
employees have to be polite and establish a
relationship with the clients. The work has to be
well done, on time, and has to be
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› 3-6 GANTT scheme.
What to do? When? Who? How much?
1. Respect “100% Always auditors No cost
2. Enhance client Plan to give free Employee of KPMG No cost
relationship, in tickets, offer who are the
accordance with special thing personal advisors
tax policies according to the with the client
3. Conduct clients’ 3 times per year KPMG-Events It depends on the
events size of the events
› 3-7 Marketing budget.
Capital 90% Events/PR 60%
Cooperations 10% Gifts 20%
(1+1>2) Trainings 10%
Non allocated funds 10%
Total 100% Total 100%
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4) Control Procedures
&Criteria of success.
› 4-1Control bodies.
Creation of an event department in charge of:
› Surveys to control client satisfaction
› Survey presented during B to B events
› Realization of the events
› 4-2 Control Tools. (appendix 15)
› 4-3 Control Milestones.
We have to establish a yearly report per client.
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- Deontology Code Strong competition: many companies
- Impossibility to make advertisement that offers the same service. Most
(merchandising) Important are: Deloitte, E&Y , PwC and
- Professional Secret Mazars
- Rules of IFRS, Financial Security law,
Sarbanes Oxley, 8eme European
- Obligation from the client to keep the
company during 6 years
- 217 offices in France Investment in environment (conferences,
- 7400 employees sponsoring)
- Development: photocopy in black KPMG S.A. : a Limited Co.
- « carpooling »
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› How is the market segmented?
› What kind of promotion is used?
› What are the major CSFs of the
› Who are your direct competitors?
› What are the range of services offered
to your clients?
Desired market segmentation
› To create a loyalty program, we need to
identify the preferences of each
› Example: if we have to offer gifts. We
mustn't offer an opera ticket to someone
who prefers rugby games.
› It is why we have to segment the clients
through their lifestyle.
B to B +3%
The B to B is the only way for KPMG to get closer to their clients.
OPPORTUNITIES Ecological awareness A program of loyalty for
(improve the image of employees has to be
the company) implemented as well
THREATS Competitors benefit of Several qualified
the good education employees leave the
that the employees company and work for
receive at KPMG the competitors
if KPMG keeps its staff,
the clients will further
with the company.
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› The top goal for KPMG is to maintain existing clients for a long period of time
rather than introduce new ones.
› Improving the reputation will be easier because we already know what the
› This is why KPMG has got a little weakness.
There are several points to improve about the loyalty:
› Improve the quality of services (accomplish the work in time, make the
documents more presentable and comprehensive in the eyes of the
› To improve the KPMG-Client relations
› Keep the young employees: durable relation between the client and
› Improve employee satisfaction
› Events: Less events in number but more qualitative in content.
› To improve these point we can make alliances.
› Travel agencies: Can make a partnership. In this way, we‘ll offer reduced
› Thomas cook
› Events Company: in order to improve professionalism and reduce the cost.
› Arc Paris
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Enhancing service marketing principles
The major part of audits take place at the office of the clients,
only sometimes at KPMG. So the most important location is
the client’s office.
To stay in touch with the clients, the employees of KPMG use
telephone or eMail. The location is again the office of the
clients, because they receive the call or the mail at their
A loyalty program can be strongly supported by events.
The employees always have to be very polite and friendly. The
client’s problems should be the most important thing to
The employees, especially the auditors have to establish a
relationship with the clients.
Furthermore the employees have to work accurately and do
their work in accordance with the expectations of the
The documents have to be comprehensible for the clients.
As auditors and employees know the clients, they should
inform each other when they have an idea about a
present or an event which could satisfy their clients.
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› After an event we can analyze the satisfaction
rate of each client with a questionnaire.
› We have to control that the budget for each
event was respected.
› GANTT scheme: The managers who are in charge
of the project have several meetings during the
› Three times a year, a survey is to be launched
during or after a KPMG event.
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APPENDIX 16 Control by Milestones
› Send a yearly greeting card for Christmas and
› Establish a sample of new clients that have
arrived when the program was launched.
› As in France a client has to stay in an audit
company for 6 years, there will be a control in 6
years and we will see how many clients of the
sample group are staying with KPMG.
› On a shorter period, we control the satisfaction
rate every year during the second quarter of
the following year.