Sample Marketing Paper on Ashley Place Marketing Plan

Ashley’s place is a profit-making living community located at South Woodbridge neighborhood in Lodi, Californian state. This senior care community is found in a city containing middle-income earners whose average income, according to Lil Martin’s report, it is estimated to be 44, 500 USD (Enström and Ghosh, 2016). The assisted living community is supported by 37,227 square feet approximating to 73 units, with 145 licensed care beds. Thirty-nine studio units are provided at Ashley Place; single bedroom units are of 32 in number and some individual half-room units.

Property Location

The organization offers an assortment of community amenities where residents can participate in off-site experiences and excursions regularly scheduled.  Ashley’s location is of strategical advantage closer to public transit, where residents’ parking is provided at its place, especially on the southern side of a walkway in a single-story building.

Mentioning of the population of Lodi area, it is rather dense with a total number of 48, 000 residents serving as both potential and loyal customers to the Ashley place. The organization provides different services to this population, including dining options where various meals and programs are available to customers upon request. The on-site activities to help stimulate patient’s activeness due to the special curated on-site events that boost both mental and physical abilities. Another service that requires the essentiality of this marketing plan is the common outdoor areas established with accessibility, movement, and flow for residents’ mobility to increase resident’s pleasure and convenience; nonetheless, the enclosed-courtyard soothes recreation hours too. The availability of common indoor areas with quiet places to ensure the safety of residents, a salient feature that has been termed favorable for supporting the majority population of Christian faith.

Ashley’s place incorporates expertise from diversified fields including but not limited to hospitality experts, nursing and practitioners, special needs attendants, counselors, and beauty or personal services attendants. Managing all these fields and rendering community attributes services like transportation, religious services, personal services, pet care options, and medical care services establishes a dilemmatic scenario to the overall managerial departments. Therefore, dealing with these issues requires an integration of these services in our marketing plan to help deliver them in sets aiming at our mission of meeting the priorities and welfare of every customer with the desired quality.

Situation Analysis

Ashley’s place offers two types of living options according to the tastes of the customer; leaving at nearby cities or residing at Lodi Assisted Living. Although there are various significant buildings at Ashley place, skilled and licensed nurses and practitioners are only permitted to enter the second and third-floor care center buildings. There are 450 residents permanently staying at Ashley Place with a 100% occupancy rate on hold waiting for the 24 hours daily routine services.

Nearby Cities Chart (1)





Elk Grove




Lodi Assisted Living

Type of room












chart (2)

Minimum cost




Number of Facilities









Average cost




Average Cost for 1 Bedroom








Maximum cost




Mission and Vision

Ashley’s place is committed to ensuring that a multi-disciplinary and cooperative team delivers comprehensive assisted living services to the senior population by integrating these services from a diverse focal point of view. Lodi people have about 2025 senior people aged 85 years (Cohen, 2005), therefore designing and renovating Ashley Place will ensure the affordability of the rooms to the high population and enhance the service delivery to attract potential customers through the conversion of some units offering specialized care like memory loss, Alzheimer’s diseases and dementia. The increased number of senior populations is viewed as a challenge to Ashley Place as well as a market gap where marketing plans can best strategize their needs by designing quality service care provisions like memory care to ensure the wellness of their aging process. The availability of a committed team of interior design and hospitality specialists with insightful activity-based programs will promote the service integrated plan.


Special care room                                                        Shared-room
Service Integrated Plan

The idea is to deliver assisted living service in a set-like form where this change can lessen or cut off some costs incurred in operation and bring cash flow. Nurses and practitioners will be based on the third and second floors to provide memory care to the aging population at the place while a team of counselors will offer peer counseling in the villas and other comfortable sites of Ashley compound. The hospitality team is to stick to the idea of ensuring each individual of the family is taken care of and provided feedback of satisfaction


Integrated used rooms

As preceded earlier, the renovations and internal modifications will be done in the early of 2020 to help increase the number of beds to 200 care beds. Fifty-five units will be built on the two floors with dining-halls established on the right side of both levels and activity rooms furnished with a closet. The redevelopment process seeks to integrate used rooms into activity shared hall and dining.

Furthermore, hallways and old units will be transferred to meet the service integrated plan and arrangements for requirements of memory care. The modifications are expected to be accomplished in April and open for public access in June 2020. The location of the small movie theatre, administration office, and storage rooms will maintain its position on the first floor and fourth.

SWOT Analysis

Strengths Weaknesses
 Consistent communication with customers and other residents.

The reduced costs as prices are all-inclusive for care services.

Ample transportation services and successfully planned recreational and social facilities from the organization.

Well managed security with strict staff for the safety of the organization’s customers.

Availability of emergency call system and group exercise done at the recreational area.


Little finance planning and budget constraints on funding renovation projects.

Customers find it difficult to differentiate the different organization’s care services.

Most of the amenities are priced high, favoring those seniors from the middle-income class.

Opportunities Threats
Attainment of the set goals due to the organization’s core competencies.

The availability of established infrastructure has reduced transportation costs.

Renewed environmental policies and economic forces have contributed to a maintained consistent market share of Ashley Place.

A well-targeted marketing campaign to the seniors with higher disposable income has increased awareness of what Ashley Place offers.

Additional on-site pharmacy and a 24 hours extensive array of medical personnel maintain the independent lifestyle for these seniors.

Increased regulations and unfavorable government policies raise the associated costs in service delivery at Ashley Place.

An increased thirst for cost-cutting emphasis may lead to subpar resident care, crippling lawsuits, and harsh working conditions.

Limited workforce for the organization as more training for proficiency uplift is essential in Ashley Place.

The external forces from competitive counterparts offering unique and competitive strategies to their seniors.


Market Analysis

Ashley Place is located in California, a leading state in the economy of the USA, with boasting of $3.2 trillion. Agriculture is one of the prominent components of the state’s economy with fruits, wines, nuts and vegetables, moreover, cannabis, grapes, flowers, cotton, oranges, and nuts being the most valuable crops. Ashley operates at 6.5 miles radius, with determinants of its market niche as the quality of service and household income.

Population Analysis

The paper bases its analysis and marketing plans for a population age over 70 years because such senior population is at higher risk of developing memory loss, dementia, and Alzheimer’s diseases. This is due to the statistics by the Senior Population Department that indicated an approximation of 80% of individuals diagnosed with dementia and Alzheimer’s are over 70 years. Therefore, our marketing plan believes that Ashley Place’s target customers would have proper savings and a stable annual income of about $24,000. A study by Lil Martin shows that an association of senior population of over 70 years has a decent profit in the states, primary markets, and nation areas, with 39% households living in California State being predicted in 2020.

Demand and Supply of Service Integrated Plan

The increased demography of ALZ, memory loss and dementia diagnosis has resulted in a rise of demand in service integrated plan, including memory care plans. The plan focuses on middle-income individuals who are neglected as royal families with an annual income of more than $99,999 have diversified options, and some may choose to stay at home while those of income below $30,000 receive support from the government. The demand in California state by 2020 is approximated at 7.5% of the population of age over 70 years with income from $30,000 to $99,999, that is 7.5% *130,677= 9,800.

The supply factor was analyzed based on the number of competitors and their monthly rental charges. Three facilities offer service integrated memory care as well as residential home settings. This plan investigates the units and occupancy level from competitors of Ashley Place, and a total of 225 memory care units were provided, and an occupancy rate of 90.2% was found.

Care/Service Income

Income needed chart (3)

  Min. Rental Rate Max. Rental Rate
Monthly Fee

A % of monthly income (fee)





Expected monthly income

Annualized (x 12 months)





Amount after tax income

Tax rate





Amount before-tax income


$67,567 $116,056
Deduct home equity fund

Deduct family contributions

Total annual income







The number denotes that the integrated service market is performing well as the occupancy lies between 90.2% and 96.5%, indicating how the market can support the top combined and the service fee charged for memory.

Goals and Strategy

Considering the situation analysis above forecasts that 9,800 persons aged over 70 years and annual income lying between $30,000 and $99,999 need integrated service and memory care. The market plan stretches Ashley Place to target clients with decent yearly income and who are over 70 years. A total of 55 units of service integrated and memory care rebuilt and completed by April 2020.

The plan projects attaining the goals of; pre-sale sell of minimum 40% of the units, a monthly sale rate of 22% with a close rate at 80%, and achieve an occupancy rate of 80% in late 2020.

Position model: Integrated service in Ashley Place is designed to absorb the target clients over 70 years with an annual income of $30,000 to $99,999. This market plan suggests a venture into the prize monthly service and studio with a monthly rental fee of $2,670 and $750, respectively disrupting the market and suggesting a no entrance fee policy for moving in of prospects.  The market plan further suggests Ashley Place should only provide studio and prize monthly rental as they offer privacy and provide clients with a home setting environment decreasing the agitation and confusion.

Position statement: Ashley Place, in its new model, aims at being the accountable and leading operator in providing all sorts of service including older adults’ memory care living in California. The modified design creates a conducive environment for residents and employees to work and live comfortably due to its integrated home-like design and security features.


Integrated service facilities in Ashley Place provide mixed units and aims at different potential clients. The marketing plan identified that most competitors focus on top prospects, and others consider the middle class, mostly with total monthly charges take the form of $5,700 to $8,800. Ashley offers 39 studios at $7,790 rent is interfered with; it has substantial competence in delivering excellent service, enhancing product values, and attracting prospects.

Strategies in marketing:

  1. Cause marketing and direct selling of services through personal sale approach to families of the aged population.
  2. Delivery of information to clients through purchased Mailing Lists. The targeted demographics are older adults over 75 and adult children considered for marketing.

Details: individuals of over 70 years with an annual income of $30,000 and $100,000

Age 60- 69 individuals with assets of $120, 000.

  1. Short-run tactics in pricing: At the stage of pre-sale, the already paid deposits residents can benefit from 25% off rent discounts. Immediately the integrated service and memory care are opened; prospects that move in the first two months can get 15% off rent.
  2. Digital Strategy: Use of POP and internet marketing to establish an awareness of the availability of the integrated services at Ashley Place, moreover, CRM system will be used to develop and track selling process to help investigate track sale, needs of clients and performance of the team, recording units’ occupancy status, setting goals in specific courses, and enhancing communication content among all-phase clients.
  3. Product positioning; through SEO tactics, used to raise Ashley Place’s website stand in the search engine results and increasing numbers of new clients to the site through organic search results. Digital media adverts like trafficking and sponsorship or partnership with world influential online businesses.
  4. Management should venture into print media to increase awareness of integrated services by Ashley Place to promote brand recognition.


Financial plan: six marketing employees are required to take charge of nearby cities, and Lodi Assisted Living with occupancy rate at 100% plan. Early stages will involve pre-sale of integrated and mental care service, and the executive director is expected to choose between hiring a marketing assistant or not when the units are opened. The chart below shows the marketing budget, including several components like SOE, strategies in a digital, new employee, short-run pricing and direct mail. Move-in goals are shown in table 4 and the pre-sale of the 2020 period starting in April.

Financial Marketing Plan chart (4)

  assistant Marketer (monthly) Direct Mail CRM System


Short-term prizing SOE
Budgetary estimate $5,500 $22,400 $6,500 $24,000 $4,400
          = 62,800


2020 Total Move-In Goals (5)

Ashely Place integrated service and Memory care                    
Stage of Project Remodeling Pre-sale Open
Memory Care           Jan-20      Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20
                                   Budget                                        Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget
Move-Ins       3 3 3 3 3 4 3 4 3
Move-Outs       0 1 0 1
 Occupancy                 13 16 18 22
Occupancy of EOP %                 38.5% 45.6% 57.2% 65.8%


Performance Evaluation

The performance evaluation section is essential in analyzing the effectiveness and measuring the flexibility of adjusting the tactics concerning the market conditions within the organization. Managerial staff get an opportunity to receive recognize performance quality, get feedback, and set marketing expectations for future organizational performance.

Tactic evaluation: launching of surveys in California to determine how move-in clients and families know about the integrated and memory care services from Ashley Place and the sources that lead them to Ashley. Evaluate the visitor’s number on-site the turn-into clients’ rate. Lastly, evaluate how valid direct mails are and how monthly budgets may be adjusted.

Marketing Performance Evaluation: intervene in the weekly calls and tours, the closing rate and obstacles associated with selling integrated service and memory care units, and evaluate the time spent by marketing employees on clients together with tour experiences of these clients.



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