1. 1

2. Marketing
Plan Sample
2011
KPMG Paris
creating a loyalty
program
Schnefel Paula
Thouvenel Simon
Guillemaille Simon
Maziere Patrick 2

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SUMMARY
› 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
SITUATION
› 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
Weaknesses.
This analysis confirms that the environment is
very competitive and KPMG has to face a
main problem: loyalty of the clients.
(appendix 6)
› 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
www.kpmg.com

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2) Achievable Marketing
Objectives
›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.
(appendix 9).
› 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)
›2-5 Position.
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
contracts.

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3) Yearly action plan &
marketing budget.
› 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
events.

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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
13)
› 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
examples:
- Present a survey on successful companies during
the crisis.
- Present country profiles to help companies.
- Establish a yearly event where all clients would be
invited.

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› 3-5 Enhancing service marketing
principles.
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
comprehensible.

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› 3-6 GANTT scheme.
What to do? When? Who? How much?
1. Respect “100% Always auditors No cost
on-time” standard
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
preferences of
each client
3. Conduct clients’ 3 times per year KPMG-Events It depends on the
events size of the events
› 3-7 Marketing budget.
Resources Expenses
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)
› Questionnaires
› Budget
› GANTT
› 4-3 Control Milestones.
We have to establish a yearly report per client.
(appendix 16)

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APPENDIX

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APPENDIX 1
PESTEL analysis
POLITIC ECONOMIC
- 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
directive.
- Obligation from the client to keep the
company during 6 years
SOCIO-CULTURAL TECHNOLOGIES
- 217 offices in France Investment in environment (conferences,
- 7400 employees sponsoring)
ECOLOGIC LEGAL
- Development: photocopy in black KPMG S.A. : a Limited Co.
- « carpooling »

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APPENDIX 2
Market analysis

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APPENDIX 3
20
Top 5 in France
Rank Number of
Designation K€ Effectives
No. offices
1 KPMG S.A. 790 073 7 353 214
2 Deloitte 728 000 6 000 165
3 Ernst & Young 560 000 3 310 13
4 PricewaterhouseCoopers 439 000 2 551 25
5 Mazars 274 090 2 178 27
CSF analysis
CSF WEIGHT GRADE RESULTS COMPETOTOR’S COMPETITOR’S
GRADE RESULTS
WORK DONE ON 10 8 80 8 80
TIME
ECOLOGY 9 10 90 7 63
FORMATION 7 9 63 7 49
ADVISORY 8 8 64 8 64
AUDIT 10 9 90 8 80

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APPENDIX 5-1
Promotion-mix analysis
B to B : various
events Radio or
Tv
80% debates
5%
Sponsoring 15%

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APPENDIX 5-2
Offer-mix analysis
Brand
Quality of service
15%
70%
Price 15%
The price and the brand depend on the quality of service.

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APPENDIX 6
23
SWOT analysis

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APPENDIX 7-1
USP 1: On Time
Perceptual
4
KPMG year plus one map-1
Deloitte
KPMG
3
Mazars E&Y
USP2: way of
1 2 3 4 presentation
document
2
1

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APPENDIX 7-2
USP 3: Price
Perceptual
map-2
4
KPMG
3
E&Y
Mazars Deloitte USP 2: Way of
presenting
4 documents
1 2 3
2
1

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APPENDIX 7-3
USP 1: On Time Perceptual
map-3
4
KPMG
3 Mazars
Deloitte
1 2 3 4
USP 3 Price
2 E&Y
1

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APPENDIX 8
Questionnaire
› How is the market segmented?
› What kind of promotion is used?
› What are the major CSFs of the
KMPG France?
› Who are your direct competitors?
› What are the range of services offered
to your clients?

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APPENDIX 9
28
Desired market segmentation
› To create a loyalty program, we need to
identify the preferences of each
customer.
› 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.

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Appendix 10
29
Desired marketing-mix
Radio
and TV
B to B +3%
debates
2%
90%
+ 7%
Sponsoring 8%
The B to B is the only way for KPMG to get closer to their clients.

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APPENDIX 11
30
STRENGTHS WEAKNESSES
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
develop relationships
with the company.

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APPENDIX 12
Possible alliances
› 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
clients need.
› 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
customers).
› To improve the KPMG-Client relations
› Keep the young employees: durable relation between the client and
KPMG
› 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
price tickets.
› Thomas cook
› Events Company: in order to improve professionalism and reduce the cost.
› Arc Paris
› ASAP

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APPENDIX 13
32
› Prohibition law.
http://www.legifrance.gouv.fr/affichCode.
do;jsessionid=A802C103DE9F1F4AD27CC5
86E63568D2.tpdjo13v_1?idSectionTA=LEGI
SCTA000006094626&cidTexte=LEGITEXT000
006071103&dateTexte=20070326
› Code of ethics.
http://www.commissariat-aux-
comptes.fr/audit/deontologie.php

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APPENDIX 14
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
workplace.
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
care about.
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
clients.
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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APPENDIX 15
Control tools
› 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
year.
› 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
New year.
› 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.

36. 36