MARKETING SID# 0971446/1

1.0 INTRODUCTION
Serco is a multinational organization with a diversified portfolio. They provide management
services in the areas of Civil Government, Defense, Transport and Science within the UK and
abroad. Serco combines commercial know-how with deep public service ethos to deliver the
highest standard of services to its customers at the lowest cost. The company’s overall strategy
is to build a balanced portfolio, maintain high rebid and new win rates make strategic
acquisitions and develop new business models. This reduces the exposure to market
fluctuations, enabling selection of the best opportunities in whichever market they are in and
allows the transfer of expertise from one market to another. For the purpose of this paper the
area of Civil Government will be explored analyzing the current status of this business, its
competitors and future opportunities in order to develop a strategic marketing plan to ensure the
company expands its market share in this area both locally and internationally.

2.0 VISSION/MISSION STATEMENT

Serco’s vision is to be the leading service company in their chosen markets.
Serco’s mission is to accomplish its vision by focusing on the following:
• Analyse a customer’s problems and produce a tailored solution which has the improved
management of people and service at its heart.
• To redesign organisations to remove bureaucracy, enhance processes and liberate
people to deliver their best
• Instill values which are defined by Serco’s Governing Principles ( foster an
entrepreneurial culture, enable people to excel, deliver our promises and build trust and
respect) and are aligned with our ethos of delivering high-quality services

3.0 CORPORATE OBJECTIVES

Serco’s corporate objectives are as follows:

• To strengthen its position in existing markets by expanding the scope and scale of their
current contracts and winning a significant number of new contracts
• Broaden its portfolio by entering a number of new markets where we see strong
opportunities for growth.

1
MARKETING SID# 0971446/1

4.0 COMPANY SITUATION

4.1 FINANCIAL SUMMARY

FIGURE 1

SOURCE: SERCO ANNUAL REVIEW AND ACCOUNTS 2009

Serco’s has shown consistent growth over the last five years. 2009 financial year was
exceptional with revenues, adjusted operating profit and earnings per share increasing by
27.1%, 39% and 30.6% respectively. 90% of Serco’s business comes from government
contracts both locally and internationally which allows high visibility of planned revenue of 91%
for 2010, 76% for 2011 and 64% for 2012. The financial crisis of 2008 has benefited Serco
tremendously in 2009. This is due to the unrelenting pressures on governments to reduce

2
MARKETING SID# 0971446/1

spending and Serco’s proven ability to manage government institutions cost effectively whilst
delivering superior service resulting in the attainment of high revenue governmental contracts.

4.2 MARKET SHARE

FIGURE 2

7% 1%
11%

SERCO
CARILLION
CAPITA
OTHER

81%

Serco dominates the UK market in the civil government sector. Its competitors are significant in
size and composed of a diverse portfolio in the service industry, however they are not fully
aligned to the civil government sector. Market trends indicate Carillion and Capita are
implementing strategies to expand in this sector thereby eventually becoming significant
competitors to Serco.

3
MARKETING SID# 0971446/1

4.3 MARKET OVERVIEW

4.31 INTERNAL ANALYSIS: MCKENZIE 7S FRAMEWORK

Strategy
The business strategy is very sound, it allows for tactical and rapid responses for change in the
external environment.

Structure
The organizational structure is robust and is highly adaptive to meet the specific requirements of
the client and its customers and to manage associated risk within the sector.

Systems
Formal and informal procedures are available that support both strategy and structure to
effectively manage the dynamics of the service sector.

Shared Values

The company has very strong shared values and forms part of its governing principles which
includes fostering an entrepreneurial culture, enabling people to excel, deliver the promises and
build trust and respect.…………………………………………………………………………………..

Skills

A strong skill base exists that is also transferable to aid in areas where skills are deficient.
Several training programs have been implemented to provide employees with the appropriate
tools to effectively perform their duties.

Style

The organizational culture promotes its core values and beliefs of bringing service to life.

4
MARKETING SID# 0971446/1

Staff
Human resource and health and safety management systems are implemented to ensure
proper training and development, integration and career planning of new and existing staff are
effectively managed.

4.32 INTERNAL ANALYSIS: 7P’ S OF MARKETING

Product/service
Serco analyses a customer’s problems and produces a tailored solution of high quality services
in the civil government sector which is aligned to customer needs. These services are
differentiated, which include; border protection, prisons management, welfare to work, IT and IT-
enabled services, education and children’s services, environmental services, management
consultancy, health management and hospital support.

People
Serco’s provides training to its employees to effectively provide quality service consistently. The
employees have expressed satisfaction via the View Point survey, the survey also confirmed
that the people are motivated to go beyond what is required of them, and do what is needed to
get the job done.

Price
Serco’s service is on behalf of the civil government sector therefore it is at no direct cost to the
customer. The taxes that customers pay are used to manage these government services. The
cost to the government and by extension the taxpayers is competitive based on the number of
contracts won in this sector. These contracts provide profit that supports Serco’s sustainable
growth.

Promotion
Serco does not have a marketing strategy to promote its services as it adopts a business
strategy to win government contracts. They however promote their corporate responsibility in
communities they operate by employing community members, facilitating a student placement
program and investing 1% of profits to community programs. They also promote environmental

5
MARKETING SID# 0971446/1

awareness and seek to reduce year on year carbon emissions and is currently leading by
example.

Place
Serco place of service is the existing infrastructure in communities already established by the
government civil sector.

Process
Serco’s processes are of high ethical standards and enshrine the company’s core beliefs. These
processes are governed by their management systems which seek to minimize bureaucracy,
enhance and liberate people to deliver their best. Their process is also geared to educate the
customer of their services and what they should expect from Serco.

Physical evidence
Serco’s “Viewpoint” survey for 2009 identified the world-class levels of commitment and its open
and respectful culture. They received 29 awards from the Royal Society for the Prevention of
Accidents, and a Sword of Honour from the British Safety Council. The awards were given for
excellence in safety and customer service.

4.4 MARKET SITUATION

External analysis: Forces in Micro and Macro environment

4.41 Micro Environment

Supplier
Serco’s utilizes the benefits of competitive supplier selection to optimise the efficiency and
effectiveness of the processes and resources to drive sustainability throughout the supply chain
and to develop positive relationships (thereby reducing bargaining strength of supplier) with
their key suppliers to make the most of their economies of scale. Contracts are formed with
suppliers to guarantee regular supply at stable prices and consistent quality.

Publics
6
MARKETING SID# 0971446/1

Shareholders, trade unions, media, pressure groups and local communities does not negatively
affect Serco. Serco’s profits and dividends were satisfactory to shareholders and employees are
quite happy based on the employee survey report. They invest in communities and support local
groups aligned to community development and environmental preservation.

Intermediaries
Serco does not have intermediaries as they provide service directly to customers I.e. business
to customer distribution (B2C)

Customers
Serco’s provide services in many sectors of civil government; because of this the entire
demographic spectrum is achieved. The market size is considerable based on the fact that civil
government is Serco’s highest revenue earner (£1.12 billion in 2009). Market trends indicate
that the government cost reduction strategy shall provide further opportunities of investments,
thereby increasing customer base.

Competition
Serco has two competitors, Carillion and Capita. Serco however controls the market share
guided by a strategy of opportunities to make money out of governments spending cuts. Serco’s
competition is not as resourceful or structured to align itself to win contracts in area that Serco
specializes. The competition is service oriented companies with strengths in other areas not
significantly in direct conflict. Both competitors have strong brand awareness with capable
staffing in the areas they operate.
Their objective is to aligning themselves to profit from government outsourcing by specializing in
the government civil sector.

7
MARKETING SID# 0971446/1

4.42 Macro Environment

PESTLE

Political

The British political environment is stable with excellent physical, social and market
infrastructure. The current leadership is attempting to curb the effects of a second recession
as already experienced by Germany (the largest economy in the European Union). The
British political system has hundreds of years of experience and is capable of managing the
effects of the global financial crisis. Change in political leadership or government would not
result in significant risk to Serco as the governments’ priority will be to reduce public
expenditure, which is an area that Serco has a proven track record and also has a
memorandum of understanding to support the government reduced spending strategy.

Economical
The British has a highly developed economy. It is in recovery process from the recent financial
crisis. The government is outsourcing its services as a cost cutting strategy in the public sector.
Corporate tax and inflation is relatively low and the current trends indicate that it will maintain
with a modest degree of uncertainty till 2013. GDP has begun to rise slowly since the second
quarter of 2009 and is expected to be 2.5% in 2013 from 1.8% which currently exist. Interest
rates are relatively low and set to remain to promote private sector spending. Local economic
trends indicate continued loss of jobs over the next four years in the private sector due to
economic uncertainties. The pound sterling is currently and is projected to remain stable.

Social
The UK social sector remains affected by governments spending cuts. Many nationals are
emigrating, however are countered by immigration. The UK population is expected to continue
increasing as net positive immigration continues to occur (5million increase in population over

8
MARKETING SID# 0971446/1

the next 10years). The demographics have significantly shifted to a large aging population from
6.9 to 3.15 workers to a retiree twenty years ago to 2009 respectively. This is expected to place
additional pressures on the social services. There exist a wide variety of cultures due to the
wide geographic spectrum of immigrants. The standard of living in the UK is relatively high for
both immigrant and nationals with immigrants having better attitudes towards work and are
preferred candidates for employment.

Technological
The UK is a mature economy and is highly technological. Solid and easily upgradeable
infrastructure exists to accommodate a fast passed rapidly growing technological industry. Most
people use technology to conduct daily activities of shopping, communicating and conducting
personal business. It also allows companies IT systems to easily integrate to effectively manage
units that are geographically apart. The Digital Economy Bill is currently in parliament for
approval, it is legislation designed to ensure Britain’s readiness for the digital age.

Legal
The UK has a long standing and robust legal system. The laws governing criminal activity,
company governance, employment, health and safety, data protection, marketing and sales,
environment and taxation in the view of consumers and companies are well established. The
legal framework regulating UK business law is the Insolvency act of 1986, the Companies Act of
2006, the UK Corporate Governance Code and the EU directives. The UK legal frame work is
clear with distinct separation of powers minimizing influence from the executive to the legislative
arm of government.

Environmental
The physical environmental is advances compared to other nations. The UK environment was
considered in the designing of economic and social systems such as transport systems,
production facilities and raw materials and national parks and wildlife areas. The UK has a
command and control environmental system where the command aspects enforces the relevant
laws such as Integrated Pollution Prevention and Control (IPPC) and New Environmental Policy
Instruments (NEPIs) to monitor and control environmental laws. The laws are closely monitored

9
MARKETING SID# 0971446/1

and several companies have been fined heavy penalties for acting contradictory to the
governing environmental legislation.

5.0 COMPETITORS SITUATION

Major forces that determine industry attractiveness

Porter’s 5 forces:

Figure 3

10
MARKETING SID# 0971446/1

5.1 COMPETITORS SWOT

Company Name: Carillion United Kingdom
COMPETITORS#1
STRENGTH WEAKNESS

 Solid order book £11.1billion  Have businesses that are not in high
 Strong cash flows. demand.

 Diverse portfolio and cash stream  Company not fully aligned to profit from

 Resilient business mix. governments spending cuts in the civil

 Falling debt. government sector.

 Integrated services in alignment to UK

central and local government
departments.
 Solid business strategy resulting in
sustained growth over the past seven
years.

 Ranked as one of UK’s largest support

company.
OPPORTUNITY THREAT

 National and local governments around  Recent negative media allegations of

11
MARKETING
the world face unrelenting demand
from citizens for better public services.
 Develop strategy to provide better
public services to citizens at a lower
cost (alignment with government’s
drive to cut its spending).
 Increase advertising to promote
Carillion’s name as the primer provider
of service to citizens and investors in
its entire portfolio’s.
 Expand portfolio in alignment to
government departments.
 Seek new business from government
outsourcing activities.
 Hiring and keeping the right people.
 Sell non-core businesses to increase
cash for investment/expansion.
 Enforce ethical principles to all staff
 Acquire or merge with companies that
are currently in alignment.
 Expand into new international markets.
5.2 SWOT
Company Name: Capita United Kingdom
COMPETITORS#2
STRENGTH
 Strong financial performance.
 Strong cash flows.
 Consistent year on year growth.
 United Kingdom largest provider of
SID# 0971446/1
bid rigging emphasizing poor ethical
principles which can tarnish company’s
image.
 Costly fines incurred (£5.3million) from
OFT (UK financial regulatory body) for
bid rigging.
 Loss of contract from bid rigging
charges.
 Loss of confidence from investors
 Competition from other large service
companies who are in alignment with
government departmental needs.
 Negative effects (loss of revenue &
investors from recent global financial
crisis.
 Government cuts spending.
WEAKNESS
 Overdependence on United Kingdom
market.
12
MARKETING SID# 0971446/1

business services.
 Strong competitive position in the
United Kingdom.

OPPORTUNITY THREAT

 National and local governments around  Difficulty in winning government

the world face unrelenting demand
from citizens for better public services.
 Develop strategy to provide better
public services to citizens at a lower
cost to bid and win government
contracts (alignment with government’s
drive to cut its spending).
 Expand service portfolio in areas of
government outsourcing.
 Expand into international markets
 Diversify portfolio in alignment to
contracts from recent allegations of
political funding scandal.
 Loss of confidence from investors.
 Competition from other large service
companies who are in alignment with
government departmental needs.
 Negative effects (loss of revenue &
investors from recent global financial
crisis.
 Government cuts spending.

international market requirements.

 Outsource services from low cost
providers (IT support from India).
 Acquire or merge with companies that
are currently in alignment to target
market both local and international.

5.3 SWOT SUMMARY OF COMPETITORS

13
MARKETING SID# 0971446/1

Both competitors have strong order books coupled with a diversified portfolio with a strong
company base in the United Kingdom. Both competitors have the potential to give Serco fierce
competition if they develop a strategy to align themselves to the cost cutting initiates of the
government by acquisition or merger with existing firms to attain expertise and resources. Both
competitors have a degree of negative publicity in government affairs which may lead to
difficulty of successful contract bids in the civil government sector. Both competitors have similar
weaknesses of underdeveloped portfolio in government civil sector.

6.0 SWOT SERCO

STRENGTH WEAKNESS

Strong financial performance  Inability to bid successfully when

 Strong cash flows.
 Consistent year on year growth.
 Proven cost effective civil government
management systems.
 Strong reputation and track record of
companies form consortium (as with
AMEC consortium who won a 1.3billion
per year to de-commission UK largest
Nuclear power plant).
 Poor Internal control and risk

delivery. management as indicated by Serco’s

 High revenue contracts for the next 3 2009 financial statement.

years.
 Diversified business portfolio in over 30
countries.
 Strong position in selected markets.
 Broad portfolio of international
government clients in both east and
western countries.
 Ability to take advantage of global
trends.

 Ability to choose the best opportunities

14
MARKETING SID# 0971446/1

when they arise.

OPPORTUNITY THREAT

 Service sector market potential of  Competition forming consortium to win

£28billion to tap into.
 Increasing demand for services that
servo effectively supplies
internationally.
 Further expand service portfolio in
areas of government outsourcing both
local and international.
 New opportunities in new EU members
states.
 Outsource services from low cost
providers (IT support from India).
 Acquire or merge with companies that
are currently in alignment to target
market both local and international.
government contracts.
 Government using consortium as
preferred bidders due to their CSR
programs.
 Significant change in government
policy that impacts market
opportunities or results in changes to
existing or new contracts.
 Significant changes in rates of inflation
directly impacting revenue generation
and/or costs.
 Failure to have sufficient funding to
meet current and future business
requirements.

 Outbreak of pandemic illness that

severely affects our ability to operate
and meet contracted commitments.

7.0 MARKETING OBJECTIVES

- To increase dividends per share by 4% year on year for the next 3 years.
- To strengthen the company’s position and increase market share by 5% per year for the
next 3 years in current market.
- To increase customer count by 10% over 3 years.
- To increase revenue by 6% per year over 3 years.
- To enter into new markets internationally to grow the company by 10% over 3 years.

15
MARKETING SID# 0971446/1

8.0 ASSUMPTIONS
1. National and local governments around the world face unrelenting demand from citizens
for better public services, governments themselves are faced with cost pressures in the
recovery from the recent financial crisis.
2. A change in government would not affect previous cost cutting strategy as economical
pressure are prevalent and would remain at least with in the short and middle term
period
3. Competition aware of the above stated governmental pressures, however they are not
as established as Serco but have high growth potential and are aligning themselves to
become a premier service provider in the civil sector to gain from government
outsourcing strategies in cost reduction.
9.0 TARGET MARKET
Serco Civil Government Service Group targets government agencies both local and
international in the areas of home affairs, information technology, welfare to work, integrated
services, education, children services healthcare and consulting. By extension the entire
demographic spectrum is achieved.
Ansoff PRODUCTS
10.0 POSITIONING Matrix: Current New
Operating
Currently

Serco seeks to PENETRATION:

Product
increase market
position itself as a replacement
MARKETS

share
premier service
New Entry

provider in the area Market

Development:
of civil government Diversification
new users,
that provides segments, etc

superior service at the lowest price to the customer. Serco has an existing image synonymous
with quality and service at the lowest cost both locally and internationally.

11.0 MARKETING STRATEGY

MARKET STRATEGIES

16
MARKETING SID# 0971446/1

11.1 SHORT TERM

Strategy: Market Penetration
The market penetration strategy was used based on the marketing objectives of increasing
market share in existing market, increase customer count and increase dividends to
stakeholders. As per Ansoff matrix this would be the best strategy to achieve the short term
marketing objectives.

MARKETING MIX
Product/Service
Offer a service that is superior to the competitors, in a comfortable environment making
it memorable for the customers, making them want to return.

Pricing
Offer prices that are competitive such that customers are satisfied with value for money

Place
Distribution of the service will be directly from the institution (business to customer -
B2C).

Promotion
Market penetration in existing markets shall be promoted using several methods.
Persuasive and reinforcement advertising shall be used to promote Serco’s exemplary
service of “Bringing service to life” to attract new and maintain existing customers.
Physical mediums shall be used to promote Serco’s image and name such as television,
radio, billboards, magazines, newspapers. These mediums shall also promote social
and community activities that have already been done by Serco for the public.

17
MARKETING SID# 0971446/1

On the softer side, coordination with governmental institutions, communities and

NGO’s shall be used to perform community services to promote social well being. In
addition local sport associations shall be sponsored training gears and equipment to
promote Serco’s commitment to the society.
A scenic area of high population traversal shall be maintained by Serco, to
illustrate Serco’s commitment to the environment and to promote brand awareness

People
All employees shall undergo refresher training in customer service to ensure consistency
in quality service and to promote that the company’s image is literally in the hands of the
employees. Management shall also promote this philosophy by leading by example,
treating both employee and customer in a manner consistence with excellent service.

Physical Evidence
Records of persons visiting the institution, customer feedback sheets and articles in
newspapers and television promoting the community work that have been done shall
illustrate the experience of the customer at Serco.

Process
Processes shall be implemented to guide employees to consistently provide a superior
service as well as guide the customer on what services are offered and how it can
benefit the customer.

11.2 LONG TERM

Strategy: Market development strategy

The market development strategy was used based on the marketing objectives of
expanding into new markets to ensure company growth. As per Ansoff matrix this would
be the best strategy to achieve the short term marketing objectives.

MARKETING MIX
Product/Service

18
MARKETING SID# 0971446/1

The culture of the place of interest shall be studied and a strategy developed to provide
superior service in alignment to existing cultural norms and practices.

Pricing
Offered prices shall be competitive to create an impact in the new environment and
focused on attracting customers. It shall also create an ambiance of value for money

Distribution
Distribution of the service will be directly from the institution strategically
located/acquired and convenient to customers and as an initial strategy, mobile units
shall be used to reach distant customers.

Promotion
Promotional activities for new market entry shall be promoted using several methods.
Brand awareness synonymous with quality service shall be developed using Television,
radio, internet billboards, public spaces and newspaper advertisements. Secondary
promotion shall be achieved by forming networks with existing established non
competitive brands/names to perform community and national service promoting
environmental commitment. Networking with governmental agencies in sponsorship of
sporting, charitable and social and religious events shall be used to promote
commitment to the public whilst building governmental relationships and awareness.

People
The people in the areas of interest shall be employed and trained in customer relations
and also have experiences Serco employees visit the institutions to exchange
knowledge and ideas to ensure consistent quality service

Physical Evidence
Effective promotion shall materialize as successful bidding for civil contracts, newspaper
articles illustrating the Serco’s commitment and employees and customer surveys to
understand both customer and employees satisfaction.

19
MARKETING SID# 0971446/1

Process
Processes shall be implemented to acknowledge cultural differences and provide
guidelines to ensure consistence in quality service management in an ethical manner.

12.0 FORECASTS AND IMPLICATIONS

12.1 FORCAST AND BUDGET - 3yr projection

MARKETING EXPENCE 2011 2012 2013
BUDGET
ADVERTISEMENT £6,750,000 £5,475,000 £4,285,000
TOTAL
- Television £2,000,000 £1,750,000 £1,300,000
- Radio £1,500,000 £1,200,000 £1,000,000
- News Papers £1,200,000 £1,000,000 £750,000
- Internet £1,000,000 £750,000 £600,000
- Billboards £750,000 £500,000 £375,000
- Public spaces £300,000 £275,000 £260,000
NETWORKING TOTAL £1,000,000 £750,000 £500,000
- Community £300,000 £250,000 £150,000
- Governmental £700,000 £500,000 £350,000
Agencies
SPONSORSHIP/OTHER TOTAL £500,000 £450,00 £400,000
- Local Sport £150,000 £125,000 £100,000
- Charitable Events £200,000 £200,000 £200,000
- Social Events £150,000 £125,000 £100,000
CONTINGENCY £1,100,000 £1,300,000 £1,500,000
20
MARKETING SID# 0971446/1

BUDGET
TOTAL MARKETING EXPENSE £9,350,000 £7,975,000 £6,685,000

12.2 M ARKETING JUSTIFICATION MATRIX

YEAR
3X3 MATRIX 2011 2012 2013

Total Revenue
£1.7billion £1.9 billion £2.4 billion

Total Running
Expenses £0.532 billion £0.651 billion £0.79 billion

Total Profits £1.168 billion £1.249 billion £1.61 billion

12.3 The graph below illustrates the above tabulated data.

2.5

2
Revenue
1.5 Profits

1 RunningExpence

0.5

0
2011 2012 2013

3year Marketing Projection Expected Profits

21
 MARKETING SID# 0971446/1

12.4 ADVERTISING SCHEDULE

MARKETING PROMOTION 2011 2012 2013

SCHEDULE
ADVERTISEMENT Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

- Television X X X XC X X XXC XX XX XXC XX XX XXC X XX XC XX X XXC X XX XC XX X XC X X XC X X XC X X XC X X

- Radio X X X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X X XC X

- News Papers X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

- Internet I I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I IC I I

- Billboards X X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 X11

- Public spaces X X X X X X X X X X X X Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx Xx

NETWORKING Community S S S SS SS SS SS S S S S S

Governmental S S S SS SS SS SS SS S S S S

S PONSORSHIP / OTHER

- Local Sport S S SS S S S

- Charitable Events S S S SS SS SS SS SS S S S S

- Social Events S S SS SS SS SS SS S S S S

Legend:
X – Advertising in both local and international markets of interest
X
C – Indicates that a pervious community service was promoted in a TV, internet or radio advert

X – Local advertising in existing market

X – Advertising in international markets only

X – Radio announcements at peak listening time daily and sponsored talk show programs weekly.

X – 1 newspaper page every Saturday highlighting Serco’s commitment of “bringing service to life.”

I – Internet promotion on all social web sites

X – Local and international billboards, the increasing number indicates a change (11 changes) in billboard picture promoting Serco in a different positive light.

X – One X indicates that one local public or scenic area will be maintained by Serco, Xx indicates that an area both local and internationally will be maintained
x by Serco to promote brand awareness.
S – Networking and social activities locally, it has many compositions as illustrated in promotional plan
S – Networking and social activities internationally, it has many compositions as illustrated in promotional plan

22
MARKETING SID# 0971446/1

13.0 MONITORING AND CONTROL

Continuous monitoring of the marketing plan is essential, comparing actual versus
budgeted/projected values, ensuring activities are completed as scheduled and preparatory
works are also completed for upcoming events. This data shall be used to formulate informed
decisions to guide the marketing plan in the direction it was originally intended. Several
methods shall be used to monitor are:
• Monthly meetings to discuss present situation
• Monitor profits on a monthly and quarterly basis
• Monitoring of the competition on a monthly basis
• Comparison of actual versus expected revenue and marketing cost.

14.0 Contingency Plan

Based on finding from the monitoring and control appropriate action can be applied by the
marketing manager to recover from any inconsistencies. A separate budget has been instituted
to compensate for any additional spend during the life of the marketing plan.

15.0 Conclusion

Serco’s business strategy of bidding only for profitable contracts has proven to be highly
effective. Its revenue stream is predictable based on contract life and investments can be made
in this light. Serco did not have a marketing plan previously but had a corporate social
responsibility (CSR) mechanism. The marketing plan developed in this paper collates the CSR
mechanism and effective marketing tools to propel Serco to its ultimate goal of being the largest
service provider company in the world.

23