ALUS: LETTING GROWTH TAKE ROOT
CASE STUDY SOLUTION
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SYNOPSIS
Bryan Gilvesy, CEO of ALUS must create a marketing plan to help continue the non-profit’s success with
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their brand “New Acre Project.” Sales have stagnated for the past two years, hopes to raise $6 million in
the next year, followed by $8, and $10 in ensuing years. By 2025 he hopes to expand to 75,000 acres of
restored habitat across Canada cumulatively. He must make strategic choices for spending ALUS’ $100,000
marketing budget to achieve these goals.
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OBJECTIVES
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• Understand the importance of messaging and other “operational” decisions on overall brand strategy.
• Grasp some of the challenges faced by organizations aiming to mitigate climate change.
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• Understand that climate change is a problem like any other and can be solved using business as a tool.
• Develop comprehensive marketing plans relating to a company’s product offering, pricing, and
promotions, in accordance with a specific selected target market.
• Use basic marketing math tools to quantitatively justify decisions.
• Examine the qualitative pros and cons of strategic marketing choices to inform decision making.
The Case Solution Starts From page 4
,ASSIGNMENT QUESTIONS
1. What marketing challenge is Gilvesy facing?
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2. Evaluate ALUS’s internal capabilities and external environment. What are the implications on
Gilvesy’s decisions?
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3. Select a target market and design a marketing plan for ALUS that outlines the promotional, pricing,
placement, and product decisions. Justify with qualitative and quantitative support.
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Sa
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tio
lu
So
The Case Solution Starts From page 4
, ANALYSIS
1. What marketing challenge is Gilvesy facing?
ALUS has experienced a decent level of success with the New Acre Project so far, reaching a sales level
for $4 million. However, Gilvesy and his team indicated that they were experiencing problems getting the
traction they wanted despite its strong potential.
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Some specifics of the challenge include clearing up confusion in the messaging used by the sales team. It
was unclear what the “project” was, what the goals were, and if or how this was meaningfully different
pl
from ALUS. This confusion made recruiting new buyers much more challenging. The implication of this
is that the new marketing plan should feature much clearer messaging around the nature of New Acre
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Project, what it meant and what it actually was. There were also troubles with selling to companies who
were not familiar with the value of ALUS, and with selling to companies who wanted carbon credits.
Sa
Gilvesy specified that New Acre Project would have to increase sales to $6, $8, and $10 million in the next three
n
tio
lu
So
The Case Solution Starts From page 4
CASE STUDY SOLUTION
e
pl
m
SYNOPSIS
Bryan Gilvesy, CEO of ALUS must create a marketing plan to help continue the non-profit’s success with
Sa
their brand “New Acre Project.” Sales have stagnated for the past two years, hopes to raise $6 million in
the next year, followed by $8, and $10 in ensuing years. By 2025 he hopes to expand to 75,000 acres of
restored habitat across Canada cumulatively. He must make strategic choices for spending ALUS’ $100,000
marketing budget to achieve these goals.
n
tio
OBJECTIVES
lu
• Understand the importance of messaging and other “operational” decisions on overall brand strategy.
• Grasp some of the challenges faced by organizations aiming to mitigate climate change.
So
• Understand that climate change is a problem like any other and can be solved using business as a tool.
• Develop comprehensive marketing plans relating to a company’s product offering, pricing, and
promotions, in accordance with a specific selected target market.
• Use basic marketing math tools to quantitatively justify decisions.
• Examine the qualitative pros and cons of strategic marketing choices to inform decision making.
The Case Solution Starts From page 4
,ASSIGNMENT QUESTIONS
1. What marketing challenge is Gilvesy facing?
e
2. Evaluate ALUS’s internal capabilities and external environment. What are the implications on
Gilvesy’s decisions?
pl
3. Select a target market and design a marketing plan for ALUS that outlines the promotional, pricing,
placement, and product decisions. Justify with qualitative and quantitative support.
m
Sa
n
tio
lu
So
The Case Solution Starts From page 4
, ANALYSIS
1. What marketing challenge is Gilvesy facing?
ALUS has experienced a decent level of success with the New Acre Project so far, reaching a sales level
for $4 million. However, Gilvesy and his team indicated that they were experiencing problems getting the
traction they wanted despite its strong potential.
e
Some specifics of the challenge include clearing up confusion in the messaging used by the sales team. It
was unclear what the “project” was, what the goals were, and if or how this was meaningfully different
pl
from ALUS. This confusion made recruiting new buyers much more challenging. The implication of this
is that the new marketing plan should feature much clearer messaging around the nature of New Acre
m
Project, what it meant and what it actually was. There were also troubles with selling to companies who
were not familiar with the value of ALUS, and with selling to companies who wanted carbon credits.
Sa
Gilvesy specified that New Acre Project would have to increase sales to $6, $8, and $10 million in the next three
n
tio
lu
So
The Case Solution Starts From page 4
