Marketing Plan for Magic Carpet Inc

Create a thesis and an outline on Marketing Plan for Magic Carpet Inc. Prepare this assignment according to the guidelines found in the APA Style Guide. An abstract is required. The smaller units of the carpet cleaning industry dominate the residential market and the larger ones the commercial market. The industry is also highly localized and a small unit in a county can dominate the residential market in its area even for two generations. Nevertheless, the cleaning industry is expected to grow at an annual rate of 5.5% through 2009. The projected market share for Carpet and upholstery cleaning services for the year 2014 stands at 25%,(Byers Perry,sbdc, Pg. 1 March 2007) next to house cleaner services at 66% of the total residential cleaning market share potential. The state of California holds the first place for housing the most number of janitorial services company a number of 5096 also tops with the highest sales at $120,436,492,000. (Byers Perry, sbdc, Pg. 3 March 2007) Michael established Magic Carpet Cleaning, Inc. in 1993. &nbsp.Michael had spent ten years of his career as a customer service professional and was keen on starting his own business, which predominantly dealt with a large customer base. &nbsp. After researching various business opportunities, he decided to establish a carpet cleaning business in the state of California. Magic Carpet derives its strength from the high focus on the service level that surpassed the expectations of every client, earning the company an outstanding reputation.&nbsp. Because of the quality of work and customer service, Magic Carpet Cleaning, Inc.’s customers have requested that additional services be provided.&nbsp. Over the years, Magic Carpet Cleaning, Inc.’s list of services has grown and now includes&nbsp. Premium Carpet Cleaning. Upholstery Cleaning. Fabric and Fiber Protection. Specialty & Oriental Rug Cleaning. Urine Damage Treatment. and Water Damage and Restoration. Mike moved into a well-managed corporate entity within four years of launch with key process owners who were driving acquisition, operations, quality, training, and finances.

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