AUTOMOTIVE SERVICES MARKETING

AS USED IN DECA’SINDIVIDUAL SERIES EVENTS

SAMPLE ROLE PLAYS

2012 EDITION

AUTOMOTIVE SERVICES MARKETING

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Automotive ServicesMarketing

Individual Series Events

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Published 2012 by DECA Images. Copyright © 2012 by DECA Inc.

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Printed in the United States.

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Automotive Services Marketing

TABLEOFCONTENTS

Introduction .....................................................................................................................3

Role Plays Role Play #1 ...............................................................................................................5 Role Play #2 .............................................................................................................11 Role Play #3 .............................................................................................................17 Role Play #4 .............................................................................................................23

INTRODUCTIONThis publication is designed to assist DECA members and their local chapter advisors in preparing for the Individual Series Events. This document will be useful in preparing students for local, state and international competition by familiarizing them with the format, structure and evaluation tools used in international competition. This series of events is presented as an example of the types of events in which a student might expect to participate at the International Career Development Conference. The competitive events found herein, however, are not representative of all performance indicators that the student may be expected to demonstrate on the international level. A complete list of performance indicators upon which the events are written can be found at www.deca.org/competitions/2/.

PROCEDUREAn individual series event consists of two major parts: a written comprehensive exam and two preliminary role-playing events. A third role-play activity will be given to finalists.

The comprehensive exam is a 100-question multiple-choice test developed especially for each series based on the knowledge, skills and attributes associated with the particular occupation. Exams from previous years are available for sale through DECA Images at www.deca.org/shop.

In the role-playing portion of the event, participants must accomplish a task by translating what they have learned into effective, efficient and spontaneous action.

The participant is given a situation to review. It may indicate a product or service to sell, a merchandising decision or a problem in communication and interpersonal skills. Participants are allowed 10 minutes to review the situation and to develop a professional approach to solving the problem.

Up to 10 minutes are then allowed for the participant to be examined by a competent judge and asked to explain how (s)he would solve the situation or problem. The judge is a qualified business executive playing the role of second party in the situation. Following the examination, the judge evaluates the participants’ responses and records the results on an evaluation form which has been developed specifically for each competitive event.

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PREPARATIONIn order for DECA members to realize success in competition, DECA advisors are encouraged to care-fully plan curriculum which will contribute to student success in the competency based competitive events and to provide real world experiences specifically necessary in the occupational area for which the student has a career interest.

Competency based competitive events are intended to be a motivational tool used by the DECA advisor to encourage student learning. The success of the member’s participation in competency based competi-tive events directly relates to the experiences (s)he has gained in the classroom and / or at the training station.

As the local, district, state or international competitive event approaches, the advisors are encouraged to further prepare the competitor in tasks such as the following:

Prepareyourselfmentally.The competitor should get sufficient sleep the night before competition so that (s)he will be mentally alert and able to concentrate on the activities.

Dressappropriately.Professional dress should be worn to all conference sessions. Please note: Competitors at the ICDC must wear an official DECA blazer during interaction with the judges. Official DECA blazers are sold through DECA Images.

Followtheprogramagenda.Competitors should carefully follow the program agenda provided at the conference. (S)he should locate the event room beforehand and arrive at the site early enough to be acclimated to the environment, re-laxed, etc. Competitors must be on time for each event.

Usepreparationtimewisely.Competitors should take advantage of the time provided for each activity of the event. During the writ-ten tests, the competitor should think through each item completely and carefully while gauging the time appropriately. If time allows, recheck the answers. While preparing for role play events, competitors should use all the time allotted constructively.

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CAREERCLUSTERMarketing

CAREERPATHWAYMarketing Management

INSTRUCTIONALAREAMarketing

AUTOMOTIVESERVICESMARKETINGSERIESEVENT

PARTICIPANTINSTRUCTIONS

PROCEDURES

1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation.

2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge).

3. You will be evaluated on how well you meet the performance indicators of their event.

4. Turn in all your notes and event materials when you have completed the role-play.

PERFORMANCEINDICATORS

1. Analyze the impact of technology on marketing.

2. Explain the nature of sales forecasts.

3. Explain customer/client/business buying behavior.

4. Demonstrate connections between company actions and results.

5. Discuss actions employees can take to achieve the company’s desired results.

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EVENTSITUATION

You are to assume the role of marketing strategist for NissaN Motor CoMpaNy. The CEO of NissaN (judge) has asked you to develop marketing strategies for the company’s future goals for electric automobiles.

Rising gas prices have increased the need for vehicles that operate on alternative forms of energy. When gas prices rose to more than $3.75 per gallon, orders for hybrid vehicles were enormous; customers waited months for their hybrid cars to be manufactured.

NissaN’s newest vehicle on the market is the Leaf. This is a vehicle that is 100% electric and uses no gasoline. In fact, the vehicle does not have a tailpipe!

NissaN recently stated that they are working toward having each model available in an electric vehicle option. The demand for all NissaN automobiles has been high, and the CEO (judge) is wondering if quickly launching the electric models will cause sales of non-electric models to decline. The CEO (judge) wants you to develop marketing strategies for the future goals of the electric automobiles, while keeping the sales of non-electric models in mind.

You will present your plans to the CEO (judge) in a role-play to take place in the CEO’s (judge’s) office. The CEO (judge) will begin the role-play by greeting you and asking to hear your plan. Once you have presented your plan and have answered the CEO’s (judge’s) questions, the CEO (judge) will conclude the role-play by thanking you for your work.

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JUDGE’SINSTRUCTIONS

DIRECTIONS,PROCEDURESANDJUDGE’SROLE

In preparation for this event, you should review the following information with your event manager and other judges:

1. Procedures

2. Performance Indicators

3. Event Situation

4. Judge Role-play CharacterizationParticipants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant.

5. Judge’s Evaluation Instructions

6. Judge’s Evaluation FormPlease use a critical and consistent eye in rating each participant.

JUDGEROLE-PLAYCHARACTERIZATION

You are to assume the role of CEO of NissaN Motor CoMpaNy. You have asked your marketing strategist (participant) to develop marketing strategies for the company’s future goals for electric automobiles.

Rising gas prices have increased the need for vehicles that operate on alternative forms of energy. When gas prices rose to more than $3.75 per gallon, orders for hybrid vehicles were enormous; customers waited months for their hybrid cars to be manufactured.

NissaN’s newest vehicle on the market is the Leaf. This is a vehicle that is 100% electric and uses no gasoline. In fact, the vehicle does not have a tailpipe!

NissaN recently stated that they are working toward having each model available in an electric vehicle option. The demand for all NissaN automobiles has been high, and you are wondering if quickly launching the electric models will cause sales of non-electric models to decline. You want the marketing strategist (participant) to develop marketing strategies for the future goals of the electric automobiles, while keeping the sales of non-electric models in mind.

During the course of the role-play you are to ask the following questions of each participant:

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1. What should be the production level of the electric vehicles?

2. Does the appearance of the car take precedence over fuel economy?

3. Why should NissaN advertising campaigns encourage customers to test-drive the electric cars?

Once the marketing strategist (participant) has presented the marketing strategies for NissaN electric cars, you will conclude the role-play by thanking the participant for the work.

You are not to make any comments after the event is over except to thank the participant.

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JUDGE’SEVALUATIONINSTRUCTIONS

EvaluationFormInformation

The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of their event and restated on the Judge’s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event.

EvaluationFormInterpretation

The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency.

LevelofEvaluation InterpretationLevelExceeds Expectations Participant demonstrated the performance indicator

in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator.

Meets Expectations Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the 70-89th percentile of business personnel performing this performance indicator.

Below Expectations Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the 50-69th percentile of business personnel performing this performance indicator.

Little/No Value Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49th percentile of business personnel performing this performance indicator.

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JUDGE’SEVALUATIONFORMASM

DIDTHEPARTICIPANT:

1.Analyzetheimpactoftechnologyonmarketing?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to analyze the impact of technology on marketing inadequate or weak.

Adequately analyzed the impact of technology on marketing.

Effectively analyzed the impact of technology on marketing.

Very effectively analyzed the impact of technology on marketing.

2.Explainthenatureofsalesforecasts?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the nature of sales forecasts were inadequate or weak.

Adequately explained the nature of sales forecasts.

Effectively explained the nature of sales forecasts.

Very effectively explained the nature of sales forecasts.

3.Explaincustomer/client/businessbuyingbehavior?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain customer/client/business buying behavior were inadequate or weak.

Adequately explained customer/client/business buying behavior.

Effectively explained customer/client/business buying behavior.

Very effectively explained customer/client/business buying behavior.

4.Demonstrateconnectionsbetweencompanyactionsandresults?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to demonstrate connections between company actions and results were inadequate or weak.

Adequately demonstrated connections between company actions and results.

Effectively demonstrated connections between company actions and results.

Very effectively demonstrated connections between company actions and results.

5.Discussactionsemployeescantaketoachievethecompany’sdesiredresults?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to discuss actions employees can take to achieve the company’s desired results were inadequate or weak.

Adequately discussed actions employees can take to achieve the company’s desired results.

Effectively discussed actions employees can take to achieve the company’s desired results.

Very effectively discussed actions employees can take to achieve the company’s desired results.

6.Overallimpressionandresponsetothejudge’squestions.Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1 2,3,4 5,6,7 8,9,10Demonstrated few skills; could not answer the judge’s questions.

Demonstrated limited ability to link some skills; answered the judge’s questions adequately.

Demonstrated the specified skills; answered the judge’s questions effectively.

Demonstrated skills confidently and professionally; answered the judge’s questions very effectively and thoroughly.

Judge’sInitials TOTALSCORE

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INSTRUCTIONALAREAPromotion



PROCEDURES



3. You will be evaluated on how well you meet the performance indicators of this event.



1. Explain the role of promotion as a marketing function.

2. Explain the nature of a promotional plan.

3. Explain key factors in building a clientele.

4. Explain the role of customer service as a component of selling relationships.

5. Identify product’s/service’s competitive advantage.

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EVENTSITUATION

You are to assume the role of marketing manager at a local sapphire Motors dealership. The owner of the local dealership (judge) has asked you to develop a promotion plan that will result in more customers bringing their vehicles into the sapphire Motors dealership service center for repairs rather than using discount service centers.

sapphire Motors sells American manufactured automobiles. The company provides ten different models of automobiles to fit every need of the consumer. Reasonably priced, ranked high in reliability and top notch customer service has made sapphire Motors a success year after year, even during the tough economic times.

In addition to selling American manufactured automobiles, the local sapphire Motors dealership also houses a service center for automobile repairs. Every automobile repair employee working at the service center is a certified automotive service technician (ASE certified), specializing in internal and external repairs to sapphire vehicles. The technicians undergo annual training to learn about all new model year changes. While the prices for repairs at the sapphire Motors service center are higher than other local repair shops and service centers, the sapphire Motors service center is the only that guarantees repairs.

The owner of the local sapphire Motors dealership (judge) is upset because more and more customers are choosing to use discount repair shops for servicing their sapphire vehicles, rather than using the sapphire Motors service center. The owner (judge) feels that the customers are basing that decision simply on price, and do not realize the advantages of having their vehicles repaired and serviced at the sapphire Motors service center. The owner (judge) wants you to develop a promotional plan that will bring in more business to the sapphire Motors service center. The owner (judge) would also like you to create a tagline that will be used in all promotions.

You will present the promotional plan and tagline to the owner (judge) in a role-play to take place in the owner’s (judge’s) office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented the promotional plan and tagline and have answered the owner’s (judge’s) questions, the owner (judge) will conclude the role-play by thanking you for your work.

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1. Procedures


3. Event Situation





You are to assume the role of owner of a local sapphire Motors dealership. You have asked the marketing manager (participant) to develop a promotion plan that will result in more customers bringing their vehicles into the sapphire Motors dealership service center for repairs rather than using discount service centers.

sapphire Motors sells American manufactured automobiles. The company produces ten different models of automobiles to fit every need of the consumer. Reasonably priced, ranked high in reliability and top notch customer service has made sapphire Motors a success year after year, even during the tough economic times.

In addition to selling American manufactured automobiles, the local sapphire Motors dealership also houses a service center for automobile repairs. Every automobile repair employee working at the service center is a certified automotive service technician (ASE certified), specializing in internal and external repairs to sapphire vehicles. The technicians undergo annual training to learn about all new model year changes. While the prices for repairs at the sapphire Motors service center are higher than other local repair shops and service centers, the sapphire Motors service center is the only that guarantees repairs.

You are upset because more and more customers are choosing to use discount repair shops for servicing their sapphire vehicles, rather than using the sapphire Motors service center. You feel that the customers are basing that decision simply on price, and do not realize the advantages of having their vehicles repaired

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and serviced at the sapphire Motors service center. You want the marketing manager (participant) to develop a promotional plan that will bring in more business to the sapphire Motors service center. You would also like the marketing manager (participant) to create a tagline that will be used in all promotions.

The marketing manager (participant) will present the promotional plan and tagline to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing manager (participant) and asking to hear about his/her ideas.


1. Is it better to target only Sapphire vehicle owners, or should the promotion be targeted to all vehicle owners?

2. If we are having success with our vehicle sales, why is it important that we have success in our service center sales?

Once the marketing manager (participant) has presented the promotional plan and tagline and has answered your questions, you will conclude the role-play by thanking the marketing manager (participant) for the work.


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The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judge’s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event.








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DIDTHEPARTICIPANT:

1.Explaintheroleofpromotionasamarketingfunction?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the role of promotion as a marketing function were inadequate or weak.

Adequately explained the role of promotion as a marketing function.

Effectively explained the role of promotion as a marketing function.

Very effectively explained the role of promotion as a marketing function.

2.Explainthenatureofapromotionalplan?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the nature of a promotional plan were inadequate or weak.

Adequately explained the nature of a promotional plan.

Effectively explained the nature of a promotional plan.

Very effectively explained the nature of a promotional plan.

3.Explainkeyfactorsinbuildingaclientele?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain key factors in building a clientele were weak or incorrect.

Adequately explained key factors in building a clientele.

Effectively explained key factors in building a clientele.

Very effectively explained key factors in building a clientele.

4.Explaintheroleofcustomerserviceasacomponentofsellingrelationships?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the role of customer service as a component of selling relationships were inadequate or unclear.

Adequately explained the role of customer service as a component of selling relationships.

Effectively explained the role of customer service as a component of selling relationships.

Very effectively explained the role of customer service as a component of selling relationships.

5.Identifyproduct’s/service’scompetitiveadvantage?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to identify product’s/service’s competitive advantage were inadequate or weak.

Adequately identified product’s/service’s competitive advantage.

Effectively identified product’s/service’s competitive advantage.

Very effectively identified product’s/service’s competitive advantage.

6.Overallimpressionandresponsetothejudge’squestions.Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2 3,4,5 6,7,8 9,10Demonstrated few skills; could not answer the judge’s questions.





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INSTRUCTIONALAREASelling

AUTOMOTIVESERVICESMANAGEMENTSERIESEVENT


PROCEDURES






1. Explain the role of customer service as a component of selling relationships.

2. Explain business ethics in selling.

3. Explain company selling policies.

4. Explain factors affecting pricing decisions.


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EVENTSITUATION

You are to assume the role of manager at all seasoN oil & lube, a locally owned and operated business offering oil changes and other limited automotive services. The owner of the business (judge) has asked you to develop a new standard for the business’s oil change recommendation and decide if pricing for the service needs to be altered.

Since the business opened in 1983, all seasoN oil & lube has always recommended that customers have their vehicles’ oil changed every 3,000 miles. This has been the standard in the industry since the 1950s. After an oil change, an employee will put a reminder sticker on the vehicle’s windshield stating that the next oil change will be due in another 3,000 miles. The all seasoN oil & lube basic oil change and 16-point inspection currently costs $32.00. This price has slowly increased through the years without much notice from customers. The price is still much lower than the $45.00 the dealerships charge for the same oil change.

In the last few years, the auto industry has stated that the 3,000 mile oil change standard is no longer true for any vehicle bought in the last seven years. Oil chemistry and engine technology have improved making oil changes only needed every 5,000 miles, which is stated in each vehicle’s manual. Customers are now becoming aware of this change in oil change standards. You have received many complaints that the 3,000 mile reminder stickers are still being placed in newer vehicles, even though services are not needed until 5,000 miles. While you do not want to mislead your customers, changing reminder stickers to 5,000 miles will result in fewer oil changes per year.

The owner of all seasoN oil & lube (judge) has asked you to develop a new standard for the oil change recommendation and determine if the price of the basic oil change needs to be changed.

You will present your new standard and pricing recommendations to the owner (judge) in a role-play to take place in the owner’s (judge’s) office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented the new standard and pricing recommendations and have answered the owner’s (judge’s) questions, the owner (judge) will conclude the role-play by thanking you for your work.

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1. Procedures


3. Event Situation





You are to assume the role of owner at all seasoN oil & lube, a locally owned and operated business offering oil changes and other limited automotive services. You have asked the manager (participant) to develop a new standard for the business’s oil change recommendation and decide if pricing for the service needs to be altered.

Since the business opened in 1983, all seasoN oil & lube has always recommended that customers have their vehicles’ oil changed every 3,000 miles. This has been the standard in the industry since the 1950s. After an oil change, an employee will put a reminder sticker on the vehicle’s windshield stating that the next oil change will be due in another 3,000 miles. The all seasoN oil & lube basic oil change and 16-point inspection currently costs $32.00. This price has slowly increased through the years without much notice from customers. The price is still much lower than the $45.00 the dealerships charge for the same oil change.

In the last few years, the auto industry has stated that the 3,000 mile oil change standard is no longer true for any vehicle bought in the last seven years. Oil chemistry and engine technology have improved making oil changes only needed every 5,000 miles, which is stated in each vehicle’s manual. Customers are now becoming aware of this change in oil change standards. The manager (participant) has received many complaints that the 3,000 mile reminder stickers are still being placed in newer vehicles, even though services are not needed until 5,000 miles. While the manager (participant) does not want to mislead the

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customers, changing reminder stickers to 5,000 miles will result in fewer oil changes per year.You have asked the manager (participant) to develop a new standard for the oil change recommendation and determine if the price of the basic oil change needs to be changed.

The manager (participant) will present new standard and pricing recommendations to you in a role-play to take place in your office. You will begin the role-play by greeting the manager (participant) and asking to hear about his/her ideas.


1. Much of the general public does not trust mechanics; how will your recommendations impact our image?

2. In order to gain more customers, what type of promotion would be best for our company?

Once the manager (participant) has presented new standard ad pricing recommendations and has answered your questions, you will conclude the role-play by thanking the manager (participant) for the work.


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DIDTHEPARTICIPANT:

1.Explaintheroleofcustomerserviceasacomponentofsellingrelationships?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the role of customer service as a component of selling relationships were inadequate or weak.

Adequately explained the role of customer service as a component of selling relationships.

Effectively explained the role of customer service as a component of selling relationships.

Very effectively explained the role of customer service as a component of selling relationships.

2.Explainbusinessethicsinselling?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain business ethics in selling were inadequate or weak.

Adequately explained business ethics in selling.

Effectively explained business ethics in selling.

Very effectively explained business ethics in selling.

3.Explaincompanysellingpolicies?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain company selling policies were weak or incorrect.

Adequately explained company selling policies.

Effectively explained company selling policies.

Very effectively explained company selling policies.

4.Explainfactorsaffectingpricingdecisions?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain factors affecting pricing decisions were inadequate or unclear.

Adequately explained factors affecting pricing decisions.

Effectively explained factors affecting pricing decisions.

Very effectively explained factors affecting pricing decisions.










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INSTRUCTIONALAREAMarket PlanningProduct/Service Management



PROCEDURES






1. Explain the concept of marketing strategies.

2. Explain the role of situation analysis in the marketing planning process.

3. Identify product opportunities.

4. Demonstrate connections between company actions and results.


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EVENTSITUATION

You are to assume the role of manager at stoNe auto parts, a locally owned auto parts retailer located in a medium sized city. After studying new industry research, the owner of the store (judge) has asked you to create a marketing strategic plan that will adapt and modify stoNe auto parts to keep sales from declining in the future.

Located in a city with five automobile dealerships, four complete automobile service and repair stations, six oil change retailers and two other auto parts stores, stoNe auto parts has been around the longest. stoNe auto parts has served the city for over 30 years and has consistently beat its competition; being ranked number one in the area in customer service and professionalism. stoNe auto parts also boasts the highest sales volume.

New industry research has predicted dark times in the auto parts retailing future. Since auto parts stores first opened they have relied on Do-It-Yourself (DIY) folks as customers. The largest group of DIY customers has come from the Baby Boomer demographic. In the last seven years, the number of DIY customers has dropped 10% overall. The main reasons for the decrease are the aging of the Baby Boomers and the complexity of today’s cars. Automobiles are not as easy for DIY to fix anymore - even minor repairs or upkeep need professional service. The industry research has suggested that in the next five years sales could drop another 10-20%, meaning a total loss of 30% in just 12 years.

The owner of stoNe auto parts (judge) has asked you to create a marketing strategic plan that will adapt and modify stoNe auto parts so that sales will not decline as the industry research has predicted.

You will present the marketing strategic plan to the owner (judge) in a role-play to take place in the owner’s (judge’s) office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented the marketing strategic plan and have answered the owner’s (judge’s) questions, the owner (judge) will conclude the role-play by thanking you for your work.

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1. Procedures


3. Event Situation





You are to assume the role of owner of stoNe auto parts, a locally owned auto parts retailer located in a medium sized city. After studying new industry research, you have asked the store manager (participant) to create a marketing strategic plan that will adapt and modify stoNe auto parts to keep sales from declining in the future.

Located in a city with five automobile dealerships, four complete automobile service and repair stations, six oil change retailers and two other auto parts stores, stoNe auto parts has been around the longest. stoNe auto parts has served the city for over 30 years and has consistently beat its competition; being ranked number one in the area in customer service and professionalism. stoNe auto parts also boasts the highest sales volume.

New industry research has predicted dark times in the auto parts retailing future. Since auto parts stores first opened they have relied on Do-It-Yourself (DIY) folks as customers. The largest group of DIY customers has come from the Baby Boomer demographic. In the last seven years, the number of DIY customers has dropped 10% overall. The main reasons for the decrease are the aging of the Baby Boomers and the complexity of today’s cars. Automobiles are not as easy for DIY to fix anymore - even minor repairs or upkeep need professional service. The industry research has suggested that in the next five years sales could drop another 10-20%, meaning a total loss of 30% in just 12 years.

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You have asked the store manager (participant) to create a marketing strategic plan that will adapt and modify stoNe auto parts so that sales will not decline as the industry research has predicted.

The store manager (participant) will present the marketing strategic plan to you in a role-play to take place in your office. You will begin the role-play by greeting the store manager (participant) and asking to hear about his/her ideas.


1. Should we promote these marketing strategies to the general population?

2. How will these changes you have proposed affect our loyal customers?

3. The industry research is a prediction for five years in the future. When do we start with modifications?

Once the store manager (participant) has presented the marketing strategic plan and has answered your questions, you will conclude the role-play by thanking the store manager (participant) for the work.


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DIDTHEPARTICIPANT:

1.Explaintheconceptofmarketingstrategies?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the concept of marketing strategies were inadequate or weak.

Adequately explained the concept of marketing strategies.

Effectively explained the concept of marketing strategies.

Very effectively explained the concept of marketing strategies.

2.Explaintheroleofsituationanalysisinthemarketingplanningprocess?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the role of situation analysis in the marketing planning process were inadequate or weak.

Adequately explained the role of situation analysis in the marketing planning process.

Effectively explained the role of situation analysis in the marketing planning process.

Very effectively explained the role of situation analysis in the marketing planning process.

3.Identifyproductopportunities?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to identify product opportunities were weak or incorrect.

Adequately identified product opportunities.

Effectively identified product opportunities.

Very effectively identified product opportunities.

4.Demonstrateconnectionsbetweencompanyactionsandresults?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to demonstrate connections between company actions and results were inadequate or unclear.

Adequately demonstrated connections between company actions and results.

Effectively demonstrated connections between company actions and results.

Very effectively demonstrated connections between company actions and results.










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AUTOMOTIVE SERVICESMARKETING

2012 Sample Role Plays

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AUTOMOTIVE SERVICES MARKETING

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