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Confidentiality Agreement

The undersigned reader acknowledges that the information provided by


_________________________ in this marketing plan is confidential; therefore, reader agrees not
to disclose it without the express written permission of _________________________.

It is acknowledged by reader that information to be furnished in this marketing plan is in all


respects confidential in nature, other than information which is in the public domain through other
means and that any disclosure or use of same by reader, may cause serious harm or damage to
________________________.

Upon request, this document is to be immediately returned to _________________________.

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Signature

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Date

This is a marketing plan. It does not imply an offering of securities.


Table Of Contents

1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2


2.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . .3
2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . .3
2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . .4
2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . .4
2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . .5
2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.4 Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7


3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.4 Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.6 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.9 Strategic Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

4.0 Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
5.1 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
5.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . 14
5.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 15
Corporate Retreat Professionals

1.0 Executive Summary

The Corporate Retreat Professionals (CRP) is an event planning company specializing in corporate
customers. CRP will offer two types of services; retreat training services as well as product launch
event planning. The retreat training services will be either leadership development training or team
skills training. For both types of retreats, CRP can take care of the planning of the event, as well as
actually hosting the training through the use of one of CRP's strategic business partners.

The mission of the Corporate Retreat Professionals is to provide companies with the highest level of
event planning. We exist to attract and maintain customers. When we adhere to this maxim,
everything else will fall into place. Our services will exceed the expectations of our customers.

The corporate market for event planning is steady and profitable. For some large companies,
economic downturns means cuts in training. This is only the case for shortsighted companies
however. The benchmark companies may trim down the work force during a downturn, but they do
not cut funds for training. They recognize that investments in human resources is always a good
investment. CRP intends to profit nicely from this intelligent business strategy. Additionally, even in
times of economic downturn, companies still have product launches and will still need someone to
organize these events. In short, the need for corporate event planning/ hosting services rarely
diminishes, it is a steadily increasing demand that CRP will capitalize on.

Corporate Retreat Professionals' projected growth rate is over 100% through year three and will
have profits as a function of sales over 11% by year three. By the beginning of year two CRP will
have four employees.

Annual Sales Forecast

$250,000

$200,000

$150,000
Large companies
Small companies
$100,000

$50,000

$0
2003 2004 2005

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Corporate Retreat Professionals

2.0 Situation Analysis

CRP is entering their first year of business. Marketing will be critical to develop sufficient business
to achieve profitability. The company offers high quality event planning for two specific areas,
corporate training and product release events. The basic market need is for a competent service
provider offering high quality event planning at a price that is cost effective relative to a company
trying to plan the events themselves.

2.1 Market Summary

CRP possesses good information regarding its typical customer. This includes customer needs, the
general circumstances from which the needs arise, and the difficulties the customer would face if
they tried to satisfy these needs themselves. This information will be leveraged to better
understand who is served, individual customers' specific needs, better communication channels,
and how CRP can satisfy those needs.

Target Markets

Large companies
Small companies

Table 2.1: Target Market Forecast

Target Market Forecast


Potential Customers Growth 2003 2004 2005 2006 2007 CAGR
Large companies 9% 1,158 1,262 1,376 1,500 1,635 9.01%
Small companies 8% 1,878 2,028 2,190 2,365 2,554 7.99%
Total 8.38% 3,036 3,290 3,566 3,865 4,189 8.38%

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Corporate Retreat Professionals

2.1.1 Market Demographics

The profile for CRP's typical customer consists of the following geographic, demographic, and
behavior factors:

Geographics

• The immediate geographic target is the city of Seattle.


• The entire metropolitan area is in need of event planning services.
• The total targeted population is 3,036 companies.

Demographics

• Small to large size companies, with employees that range from 25-1200.
• Typically the company has one main office, however some of the customers will have offices
diffused into several locations.
• For the product launch services, 95% of the customers will be manufacturers, designers, or
software firms. Occasionally there will be a service provider that is launching a new service.
• For the corporate retreat services, the customers will typically be medium to large size
firms.

Behavior Factors

• The potential customers are trying to decrease their overhead by outsourcing activities that
are not imperative to the day-to-day operation of the company.
• These companies recognize that their core competencies are in other areas so they
outsource peripheral tasks.
• They attribute high value to their employees as intellectual capital that must be developed.

2.1.2 Market Needs

CRP is providing its customers with a high quality event planning service that specializes in both
corporate retreats for training purposes as well as product launch events. CRP seeks to fulfill the
following benefits that are important to their customers:

• Professionalism- This is imperative as the service CRP provides is, in effect, a


representation of the client corporation itself.
• Competitive pricing- The pricing scheme must be competitive to offer an incentive for the
customer to outsource these services.
• Customer service- The customer must get the sense that all of their needs are being met,
regardless how small or inconsequential it may seem.

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Corporate Retreat Professionals

2.1.3 Market Trends

The market trend for event planning has seen a surge within the last four years, a response to
corporations' impetus to outsource non-essential tasks. This industry space has gotten more
competitive for several reasons:

• Increased demand has increased the number of competitors.


• With the increase of general event planner service providers, there has also been an
emergence of specialized event planners that only offer one or two types of event planning
services.
• The trend for outsourcing is not specific to the event planning industry, but can be seen in
many industries like IT assistance, accounting, payroll, and design work.

Market Forecast

4,500

4,000

3,500

3,000

2,500
Large companies
2,000 Small companies
1,500

1,000

500

0
2003 2004 2005 2006 2007

2.1.4 Market Growth

In 2000, the event planning market had $453 in annual revenue. This market space is forecasted
to grow at 6% for the next four years. This growth can primarily be attributed to companies
tightening their focus on their core competencies and abandoning in-house support of activities
that they do not excel in.

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Corporate Retreat Professionals

Target Market Growth

9.00%

8.00%

7.00%

6.00%

5.00%

4.00%

3.00%

2.00%

1.00%

0.00%
Large companies Small companies

2.2 SWOT Analysis

The following SWOT analysis captures the key strengths and weaknesses within the company, and
describes the opportunities and threats facing Corporate Retreat Professionals.

2.2.1 Strengths

• Superior, specialized service offerings.


• Well-trained, enthusiastic employees.
• Strong relationships with complementary service providers.

2.2.2 Weaknesses

• The concentration of a small niche of the market that will limit the potential size of the
market.
• The difficulty of generating awareness and visibility of the company in its first few years of
operation.
• The inability to rapidly scale to meet large, unexpected increases in demand.

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Corporate Retreat Professionals

2.2.3 Opportunities

• A growing market of companies that are outsourcing event planning activities.


• Being one of the first service providers concentrating on this specific niche.
• Relatively low overhead.

2.2.4 Threats

• A slump in the economy that could have a ripple effect on service providers.
• Future competition from existing service providers competing in different but
complimentary market spaces.
• The inability to find qualified, high quality employees.

2.3 Competition

Currently there are three other companies that offer event planning specifically to corporations.
They, however, tend do events that are more general in scope such as parties to reward customers
or employees, or events to change the company's image. There is no company that specializes in
event planning of corporate training and product release events. There are companies that offer
corporate training, but these companies provide the actual training and do not do any of the actual
event planning/ logistics of the entire event.

There is also no company that specializes in product release events. There are companies that do
provide this service, but they do not specialize in it. Because event planning is a tight market, CRP
will benefit from specialization.

The buying pattern for the larger corporations was, in the past, to have an in-house solution. This
pattern is disappearing in favor of outsourcing as there is the constant drive for gains in efficiency,
something outsourcing can offer.

2.4 Services

CRP will offer event planning for the corporate market. CRP will concentrate on two types of event
planning:

1. Corporate retreats- These events are typically used for two different reasons. They are
either leadership training or team building training where employees of the corporations are
sent to develop these skills. In addition to the planning of the events, CRP will be able to
host the event as well. While CRP's core competencies are not in hosting, CRP will align
itself with a well-respected host of leadership development/ teaming skills programs and
have them assist CRP in the hosting aspect. Using a strategic partner in this case allows
CRP to stick with a narrow focus but still offer the service to our customers.

2. Product launches- These are events where the corporation is releasing a product and they
have an event that is open to people outside of the corporation, such as industry press,
distribution partners, or current key customers. The purpose of the product launch event is
to create visibility for the new release.

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Corporate Retreat Professionals

2.5 Keys to Success

The keys to success are:

• Generate repeat business.


• Achieve sufficient market visibility.
• Accomplish benchmarked customer service.

2.6 Critical Issues

CRP is still in the speculative stages as a start up organization. It faces the following critical issues:

• Continue to take a modest approach toward expansion, expanding not for the sake of
expansion in itself, but because it is necessary to meet the needs of their customers.
• Establish CRP as the premier niche event planner of the Seattle corporate market.

3.0 Marketing Strategy

Corporate Retreat Professionals will be aggressively courting companies to win future contracts.
CRP will offer a superior service at a lower cost due to specialization. By concentrating on a few
specific services, CRP will become proficient at these services and perform the services better than
someone without the same level of expertise.

CRP will increase company visibility through a website, local Chamber of Commerce networking,
and participation in trade shows. The website will be quite detailed and provide a visitor in-depth
information about the services CRP offers, the corresponding high level of quality, and the cost
savings that can be achieved by using CRP.

CRP will also be quite active in the local Chambers of Commerce in the Seattle metropolitan area.
Over the years CRP founder Geoff Junket has come to realize that a lot of business transacts
through the Chamber of Commerce or relationships that were started through this organization.

Lastly, CRP will be active in the many trade shows that come through Seattle. The use of trade
shows allows members of CRP to make initial contacts with a wide range of businesses that would
otherwise be difficult to approach.

3.1 Mission

The mission of the Corporate Retreat Professionals is to provide companies with the highest level of
event planning. We exist to attract and maintain customers. When we adhere to this maxim,
everything else will fall into place. Our services will exceed the expectations of our customers.

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Corporate Retreat Professionals

3.2 Marketing Objectives

• Increase repeat customers by 7% per quarter.


• Decrease customer acquisition costs by 8% per year.
• Generate increased awareness of services offered, quantified by a 2% quarterly increase of
unsolicited service requests.

3.3 Financial Objectives

• Profitability by year three.


• Maintain steady, monthly growth.
• Decrease training and production costs.

3.4 Target Markets

CRP is providing services to corporate customers only. We will not be going after the "social event
market" which is an alternative market niche within the event planning industy.

The corporate customer is a company that contracts with CRP to plan and typically host an event
for the company. Corporations will be turning to CRP to plan the events because:

1. It is cost efficient for a third party to plan the event. This is the case because the third
party only does event planning so they can plan and host the event more efficiently.

2. The company does not have additional people who can be taken away from their daily jobs,
nor time to invest in an infrequent event.

Our event planning services for corporate retreats will typically be utilized by larger corporations. A
larger company can be generally defined as one with more than 40 employees. Smaller companies
sometimes will utilize this service of ours, however, it is the larger corporations that typically have
the budget for this activity.

For our product launch event planning, we will be servicing companies of all different sizes.
Typically the companies that use this service will be product based companies, but we will also
offer this service to service-based companies who desire to announce a new service that they are
offering.

3.5 Positioning

CRP will position itself as a niche service event planner serving the Seattle corporate market. The
Seattle market will recognize the value that CRP provides with its specialized services. CRP will
leverage its competitive edge to achieve the desired positioning.

CRP's competitive edge will be based on two factors, specialization and strategic relationships. CRP
will be specializing in two distinct areas of corporate planning. While specializing essentially
precludes CRP participating in some other market niches, it allows the company to excel in serving
its chosen markets. Additionally, the expert knowledge allows CRP to provide the service as a cost
saving to the client company because it can concentrate on improving the current offerings.
Improvements that CRP strives for are a reduction in cost charged to the client and an
improvement to the level of services offered.

CRP's second competitive edge is based on the use of strategic relationships. Geoff clearly realizes

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Corporate Retreat Professionals

that he and his staff cannot be good at everything. CRP believes it is better to concentrate on a few
things, excel in those areas, and form strategic partnerships with companies that excel in the
service areas that CRP doesn't. Applying this philosophy, Geoff has decided that in addition to
planning corporate retreat training sessions, he wants CRP to offer the service of hosting/ leading
these events as well. The service of hosting/ leading however, is quite different than planning and
CRP believes that it would be more cost effective to form a strategic relationship with an expert in
this field instead of trying to become proficient in-house. CRP then is able to offer a top notch
service offering of hosting/ leading the training seminars but does not have to invest heavily in
developing the programs.

3.6 Strategy Pyramids

The single objective is to position CRP as the premier niche event planner serving the corporate
market. The marketing strategy will seek to create customer awareness regarding the services
offered, develop the customer base, and work toward building customer loyalty and referrals.

This objective will be communicated using several different methods. This first method will be
through the use of CRP's website. The website will be a rich source of information detailing services
offered, previous customers, examples of their work, etc. The second method of communication
will be through networking with Chambers of Commerce. The networking activities will be
important and fruitful as a significant amount of business gets conducted through the Chamber of
Commerce. By being an active member of the Chamber as well as networking with other members,
a lot of business will be derived from these relationships.

The last method of communication will be through participation at various trade shows. Trade
shows are an excellent venue for generating awareness of the company because most or all of the
participants at a trade show are there because they are seeking information. Participation at
several of the larger trade shows will be an excellent source for contacts at prospective companies.

3.7 Marketing Mix

CRP's marketing mix is comprised of the following approaches to pricing, distribution, advertising
and promotion, and customer service.

• Pricing- The pricing scheme will be based on a per project estimate tailored to each
customer.
• Distribution- CRP's service's can be performed throughout the Seattle regional area,
determined by the needs of the customer.
• Advertising and Promotion- Several forms of advertising and promotion will be used
including a website, partnerships/ networking with the Chambers of Commerce, and
participation at various tradeshows.
• Customer Service- The company goes about the day-to-day operations with the belief that
100% customer satisfaction is required in order to make the business a success. All levels
of the organization have been taught this and practice it.

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Corporate Retreat Professionals

3.8 Marketing Research

The main source of marketing research that CRP used to validate and improve their marketing plan
was a comprehensive questionnaire that was administered via email. By using email as the method
of delivery CRP was able to to send out far more questionnaires for the same amount of money
than if they were to use more traditional, labor intensive methods, and received more responses
with a faster response time.

The questionnaire was comprised of 75 different questions with each question having four possible
answers to choose from. The questionnaire was designed to elicit information regarding customer
preferences, the different types of outsourced activities companies typically use, as well as to test
assumptions held by the founders regarding the perspective market. The survey was constructed
by a Statistics graduate student from the University of Washington and was heavily tested to
ensure valid, significant, relevant results. A total of 300 questionnaires were sent out with a return
rate of 31%. This return rate is far better than a traditional survey. The main factor in this
extraordinary return rate is that the participants were friends or acquaintances of the CRP or
someone connected to CRP, and the participants were given a heads-up to prepare them for
answering the upcoming survey.

3.9 Strategic Alliances

Corporate Retreat Professionals will develop a group of strategic alliances to enhance its service
offerings. The first two will be:

• 1st-At-The-Top.com- CRP will depend upon its website for marketing promotion and client
proposal development. A clean, easy to navigate website is essential for e-commerce. But
first a customer has to find the website. Listings with the large search engine data bases
and subsequent placement in search results displays are a mystery to most people. In
reality, it requires skilled specialized work to get a website out where customers will find it.
CRP will utilize the expert services of 1st-At-The-Top.com Internet and E-commerce
Consultants to build their website and position it on the Internet.

• Innovative Learning Goup- CRP is negotiating with the corporate trainers at Innovative
Learning Group to provide the program content and facilitation of the leadership and team
training seminars CRP will plan for its corporate clients.

Additional host/presentation/service provider alliances will be built, allowing CRP to offer complete
start-to-finish event planning and implentation.

4.0 Financials

This section will offer a financial overview of Corporate Retreat Professionals as it relates to the
marketing activities. CRP will address break-even analysis, sales forecasts, and how they link to
the marketing strategy.

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Corporate Retreat Professionals

4.1 Break-even Analysis

The Break-even Analysis indicates that $13,129 will be needed in monthly revenue to achieve the
Break-even point.

Break-even Analysis

$10,000

$5,000

$0

($5,000)

($10,000)
$0 $4,800 $9,600 $14,400 $19,200 $24,000

Monthly break-even point

Break-even point = where line intersects with 0

Table 4.1: Break-even Analysis

Break-even Analysis:
Monthly Units Break-even 22
Monthly Sales Break-even $13,129

Assumptions:
Average Per-Unit Revenue $600.00
Average Per-Unit Variable Cost $175.00
Estimated Monthly Fixed Cost $9,300

4.2 Sales Forecast

CRP will, for the most part, be using the sale strategy of personal selling. With his five years of
consulting for larger corporations, Geoff has formed relationships throughout the business
community, and will leverage these relationships into an initial client base. Once things get rolling
and CRP has developed some satisfied clients, Geoff will be building additional relationships with his
network of friends generated through the Chambers of Commerce and trade shows.

Geoff's spiel to prospective customers will be based on the high level of service offered and cost
advantages by going with CRP. The cost savings can be quantified and shown to the customer
while the higher level of service can be guaranteed as well as communicated through testimonials
from satisfied clients.

The website will be utilized as a powerful communications tool, supplying introductory information
to prospective customers, providing an avenue for questions and answers, as well as presenting
more specialized information such as cost estimates and event proposals.

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Corporate Retreat Professionals

The first month will be spent setting up the office. It is unlikely that there will be any sales activity
within the first two months. During the first and second month, Geoff will be developing some
systems to provide a template for future event planning. Once this is set up CRP should be able to
process customer service requests rather easily.

The third month will see some sales activity trickle. It will not be until the fifth month that things
will really kick in. During months six through 12 sales will steadily increase, and this increase
should continue well into year two.

Monthly Sales Forecast

$16,000

$14,000

$12,000

$10,000

$8,000 Large companies


Small companies
$6,000

$4,000

$2,000

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.2: Sales Forecast

Sales Forecast
Sales 2003 2004 2005
Large companies $58,764 $122,547 $135,855
Small companies $35,602 $65,458 $78,958
Total Sales $94,366 $188,005 $214,813

Direct Cost of Sales 2003 2004 2005


Large companies $2,938 $6,127 $6,793
Small companies $1,780 $3,273 $3,948
Subtotal Cost of Sales $4,718 $9,400 $10,741

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Corporate Retreat Professionals

4.3 Expense Forecast

The marketing expenses are budgeted so that they are fairly high during the first quarter of
operation, a strategy to develop visibility for the start-up organization. After that the expenses will
ramp up during certain months to cover the costs of specific events such as different trade shows.

Monthly Expense Budget

$2,500

$2,000

$1,500
Website
Networking
$1,000
Tradeshows

$500

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2003 2004 2005


Website $2,100 $1,200 $1,200
Networking $2,950 $3,500 $4,000
Tradeshows $5,100 $7,000 $9,000
------------ ------------ ------------
Total Sales and Marketing Expenses $10,150 $11,700 $14,200
Percent of Sales 10.76% 6.22% 6.61%
Contribution Margin $79,498 $166,905 $189,872
Contribution Margin / Sales 84.24% 88.78% 88.39%

5.0 Controls

The purpose of this marketing plan is to serve as a guide for the organization. The following areas
will be monitored to gauge performance:

• Revenue- Both monthly as well as annual tracking.


• Customer satisfaction.
• Margins- A relative comparison between the two types of services offered.
• Percentage of new business relative to repeat customers.

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Corporate Retreat Professionals

5.1 Implementation

The following milestones identify the key marketing programs. It is important to accomplish each
one on time and on budget.

Milestones

Marketing plan completion

Website development

Trade show #1

Trade show #2

Trade show #3

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Table 5.1: Milestones

Milestones Plan
Milestone Start Date End Date Budget Manager Department
Marketing plan completion 1/1/03 2/1/03 $0 Geoff
Website development 1/1/03 2/1/03 $1,000 Geoff
Trade show #1 4/1/03 4/30/03 $1,500 Geoff
Trade show #2 7/1/03 7/31/03 $2,000 Geoff
Trade show #3 10/1/03 10/30/03 $600 Geoff
Totals $5,100

5.2 Marketing Organization

Geoff Junket will be solely responsible for the initial marketing efforts. By the end of the second
quarter Geoff will receive assistance from members of his management team as well as the
possibility of help from interns.

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Corporate Retreat Professionals

5.3 Contingency Planning

Difficulties and risks:

• Problems generating visibility.


• The entry into the Seattle market by an overly aggressive competitor.
• A sudden boom in the economy that encourages companies to take on projects that they
would otherwise outsource.

Worst case risks may include:

• Determining that the business cannot support itself on an ongoing basis.


• Having to liquidate equipment to cover liabilities.

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Appendix: Corporate Retreat Professionals
Table 4.2 Sales Forecast

Sales Forecast Plan


Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Large companies $0 $0 $1,874 $1,997 $4,587 $4,998 $5,354 $6,874 $7,445 $7,963 $8,547 $9,125
Small companies $0 $0 $1,255 $1,458 $2,547 $2,754 $2,914 $3,874 $4,554 $4,998 $5,347 $5,901
Total Sales $0 $0 $3,129 $3,455 $7,134 $7,752 $8,268 $10,748 $11,999 $12,961 $13,894 $15,026

Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Large companies $0 $0 $94 $100 $229 $250 $268 $344 $372 $398 $427 $456
Small companies $0 $0 $63 $73 $127 $138 $146 $194 $228 $250 $267 $295
Subtotal Cost of Sales $0 $0 $156 $173 $357 $388 $413 $537 $600 $648 $695 $751

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Appendix: Corporate Retreat Professionals
Table 4.3 Marketing Expense Budget

Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Website $1,000 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Networking $300 $275 $250 $250 $200 $175 $200 $225 $250 $275 $300 $250
Tradeshows $1,000 $0 $0 $1,500 $0 $0 $2,000 $0 $0 $600 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $2,300 $375 $350 $1,850 $300 $275 $2,300 $325 $350 $975 $400 $350
Percent of Sales 0.00% 0.00% 11.19% 53.55% 4.21% 3.55% 27.82% 3.02% 2.92% 7.52% 2.88% 2.33%
Contribution Margin ($2,300) ($375) $2,623 $1,432 $6,477 $7,089 $5,555 $9,886 $11,049 $11,338 $12,799 $13,925
Contribution Margin / Sales 0.00% 0.00% 83.81% 41.45% 90.79% 91.45% 67.18% 91.98% 92.08% 87.48% 92.12% 92.67%

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