A proposed service plan for Unlimited Promotions, Inc's. house to house-roving cinema service

• Main Authors: Alvarez, Ma. Jerushka Jane, Bautista, Allan Joseph S., Kapahi, Sunil, Otanes, Thelma
• Format: text
• Language: English
• Published: Animo Repository 1994
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/16745
• Institution: De La Salle University

The Roving Cinema is, in itself, an innovative promotion tool that brings about product awareness and at the same time, generate direct sales, with the support of its house-to-house operations. Although this non-traditional form of media is a formative tool of marketing that may help boost company sales, its function has not yet been made acceptable as an effective form. This service plan, with its proposed strategies and tactics, aims to make the Roving Cinema an acceptable form of media by getting new clients, and increase brand awareness and trial in areas not reached by traditional media. This plan projects an increase in daily house to house by 10%, raise the target audience to 1500, lessen the daily number of households who did not entertain the canvassers offer by 16%, and decrease the daily number of households who did not purchase by 25%. Most strategies and tactics are made on the basis of enhancing the basic services of the Roving Cinema, especially in getting more clients for the company. The proposed strategic implementations are divided into two, a non overlapping run and an overlapping run. The difference between the two is that, for the new client, if their run will not coincide with the HTH-RC run of CPPI, they will get to use CPPI's equipment. In this situation, with the proposed strategies implemented, the investment cost per client will be P 960,510 with an additional investment cost of P 404,494 for the year. In return, it has been projected that the company will obtain a net income of P 1,088,390.29, granting a P 545,806.04 or a 50.15% increase from the previous year's profits. As for the overlapping run, this is a situation where the run of the new client overlaps with the run of CPPI. The investment cost of CPPI is P 960,510 and for the new client, a cost of P 1,791,510, and along with this, an additional investment cost of P 404,494. What should be noted here is that instead of reflecting the whole 350,000 in the cost, the 5 year depreciation will be followed thus the cost to be recovered from the new client is P 1,511,510. In return, it has been projected that the company will obtain a net income of P 755,310.79, granting a 213,317.65 pesos or a 28.24% increase from the previous year's profits. This is only for 1995. Projecting the profit statement for 1996, the cost of investment per client is P 960,510. The new client's cost statement will also reflect P 70,000 for the van and these costs will be subject to a 10% increase for inflation thus bringing about an investment cost of P 2,190,122 and an additional investment cost of P 264,135.6. This would give the company a profit of P 1,263,936.29, granting a 508,625.5 pesos or a 40.24% increase from the 95 profits. This comparing the profit obtained in 96 with the profit of 94, there will be an increase of P 721,352.04 or a 57.07% increase in profits.