| Course | MKM-7000 Marketing Management |
|---|---|
| Module | Module 3 |
| Paper type | Written assignment 2: challenge questions on communicating and delivering value |
| Length | About 816 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | Master of Business Administration |
| Updated | October 2026 |
Free sample paper for MKM 7000 Module 3
Three Tiers, One Message and Our Own App: Pricing, Communications and Channels for a Pickleball Club's Opening
Student Name
Master of Business Administration, Thomas Edison State University
MKM-7000: Marketing Management
Mentor Name
Month Day, Year
Three Tiers, One Message and Our Own App: Pricing, Communications and Channels for a Pickleball Club's Opening
These challenge questions continue the analysis of Dink House, the composite indoor pickleball club in Morris County, New Jersey, from the first written assignment. With research and a marketing plan in place for its third location, the owners now need to decide how to price memberships, how to communicate the opening and through which channels to sell and book court time. The answers apply the course text's treatment of communicating and delivering value (Kotler et al., 2022).
Question 1: How Should the Club Price Memberships?
Kotler et al. (2022) contrast cost-based pricing with value-based pricing, which starts from what customers believe an offering is worth, and they recommend using customers' different valuations to design a price structure. Research in the first assignment showed that retirees value daytime play and coaching, working adults value evening leagues, and families value weekend youth programs. A tiered structure lets each pay for what it values.
| Tier | Monthly price | Expected members | Monthly revenue |
|---|---|---|---|
| Daytime (weekdays before 4 p.m.) | $59 | 245 | $14,455 |
| Anytime | $109 | 385 | $41,965 |
| Family (two adults, children's clinics) | $179 | 70 | $12,530 |
| Total | 700 | $68,950 (about $827,400 a year) |
Peak-hour courts are the scarce resource, so the daytime tier fills off-peak capacity at a lower price while protecting evening courts for higher-paying members. A drop-in rate of $18 a session lets newcomers try the club before committing.
Pricing also raises an ethical question. DellaVigna and Malmendier (2006) studied three U.S. health clubs and found that members on flat monthly contracts over $70 attended about 4.3 times a month, paying more than $17 per visit when a $10-per-visit pass was available, because they overestimated how often they would go. A club could profit from that overconfidence, but doing so invites resentment and cancellations. The recommended approach is to send members a monthly summary of their visits and suggest a better-fitting tier when usage is low, which builds trust and reduces churn.
Question 2: How Should the Club Communicate the Opening?
Integrated marketing communications coordinate messages across channels so that each reinforces the others (Kotler et al., 2022). Naik and Raman (2003) showed that advertising media can work synergistically, so that the combined effect of two media is greater than the sum of their separate effects, which means a planned mix outperforms the same budget spent on one channel.
The plan carries the club's positioning, a friendly home for new and returning players in its corner of the county, through four stages. Before opening, the club builds awareness with posts in local Facebook and Nextdoor groups, a story in the regional newspaper about the warehouse conversion and partnerships with two senior centers. In the month before opening, it drives trial with free beginner clinics at the pop-up site used for research. At opening, it converts interest with a founding-member price locked for a year and a bring-a-friend pass. After opening, it retains members through league schedules, player spotlights on social media and email updates. A pre-opening budget of $60,000 would be divided among paid social targeting within a 20-minute drive, events and clinics, local print and signage, and a referral reward.
Question 3: Which Channels Should the Club Use?
Delivering value includes how customers buy and book. The club could sell memberships and court time through its own booking app or through a third-party fitness marketplace that lists many studios and offers drop-in credits. Marketplaces bring visibility but take commissions, encourage discount-seeking visitors and give the club less data about its customers. The course text describes channel design as a trade-off between reach, control and cost.
The recommendation is to keep memberships and peak-hour bookings in the club's own app, which protects pricing, captures data and supports the community the club sells, and to list only off-peak drop-in sessions on a marketplace as a trial channel for newcomers. Any marketplace visitor who books three times would receive an offer to join directly.
Question 4: How Will the Club Measure Results?
Each decision needs a measure. For pricing: the mix of members by tier, revenue per available court hour and monthly cancellations by tier. For communications: cost per trial visit by source, the share of trial visitors who join and referral sign-ups. For channels: the share of bookings through the club's app and the conversion of marketplace visitors to members. Reviewing these monthly during the first year would allow the owners to adjust prices, messages and channels as evidence accumulates.
Conclusion
Tiered, value-based pricing matches what different members value and fills off-peak capacity, and honest usage reminders protect trust. An integrated communications plan with one message across media builds awareness, trial and membership in sequence. Keeping memberships in the club's own channel protects price and community, while a marketplace serves as an off-peak trial door. Measures for each decision let the club learn quickly after opening.
References
DellaVigna, S., & Malmendier, U. (2006). Paying not to go to the gym. American Economic Review, 96(3), 694-719. https://doi.org/10.1257/aer.96.3.694
Kotler, P., Keller, K. L., & Chernev, A. (2022). Marketing management (16th ed.). Pearson.
Naik, P. A., & Raman, K. (2003). Understanding the impact of synergy in multimedia communications. Journal of Marketing Research, 40(4), 375-388. https://doi.org/10.1509/jmkr.40.4.375.19385
Reading the MKM 7000 Module 3 assignment instructions
The second MKM-7000 challenge question assignment falls in Module 3, Communicating and Delivering Value, and like the first it is designed to build both topic knowledge and advanced skills. Expect questions on pricing, integrated marketing communications and channels, applied to a business or scenario. If you used an organization in the first assignment, continue with it, since pricing and communication decisions follow from the segments and positioning you already defined, and the mentor can see your reasoning develop. Show any pricing calculations in a small table with the assumptions behind the expected mix of customers, and make sure the communications budget you propose is realistic for the size of the business. Measures for each decision help the mentor see how you would learn after launch.
Inside the MKM 7000 Module 3 example
The paper continues one business from the first assignment, so its pricing, communications and channel answers rest on segments and research already established. The pricing answer shows tiers and projected revenue in a table and adds an ethical point from field research. The communications answer sequences messages from awareness to retention, supported by research on media synergy and a budget. The channel answer weighs reach, control and cost before recommending, and a measurement answer attaches metrics to every decision. Every figure in the pricing table can be recalculated from the stated prices and member counts, and each recommendation names the trade-off it accepts, so the owners can see what they gain and what they give up.
MKM 7000 Module 3 rubric: what earns full marks
These challenge questions are scored out of 100, and mentors reward correct application of pricing, communications and channel concepts to a specific situation, calculations that can be checked, and decisions that stay consistent with the organization's positioning. Using research to support a recommendation, and recognizing ethical issues such as exploiting customer overconfidence, distinguishes graduate-level answers. Clear headings by question, APA citations and economical writing complete the grade. Consistency matters: prices, messages and channels should all express the same positioning, and mentors notice when one decision contradicts another. Measurable objectives with dates also strengthen the grade.
MKM 7000 Module 3 help: mistakes that cost marks
Pricing answers often pick a single price without considering how different segments value the offering, or ignore capacity. Communications answers list channels without a consistent message or a sequence from awareness to loyalty. Channel answers rarely weigh control and data against reach. Tie every decision to the value proposition and give each a measure. Our writers can prepare MKM 7000 challenge question answers on the business or scenario you are using. Keep pricing tied to capacity and segments, keep the communications plan to one message delivered in stages, and evaluate channels on control and data as well as reach. Finish each answer with a measure, so the owners know how they will judge the decision after opening.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Thomas Edison State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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MKM 7000 Module 3 questions, answered
Where can I find a free MKM 7000 Module 3 sample paper?
The second Marketing Management challenge question assignment is reproduced above: tiered pricing, an integrated communications plan and a channel decision for a pickleball club's opening, with measures.
What is value-based pricing?
Setting prices from what customers believe an offering is worth to them, rather than from its cost, often with different tiers for segments that value it differently.
What did research find about flat-fee gym memberships?
A study of three health clubs found many monthly members attended so rarely that they paid more per visit than a pay-per-visit pass would have cost.
What is integrated marketing communications?
Making ads, social posts, the website and the front desk say the same thing so each strengthens the others.
Should a small business sell through third-party marketplaces?
Marketplaces add reach but cost commissions, attract discount seekers and limit customer data, so many businesses use them selectively while keeping core sales in their own channels.