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This sample marketing plan was created with Marketing Plan Pro software.

  1. Tracking and follow-up: Will we have the discipline, as an organization, to track results of the marketing plan and make sure that we implement?
  2. Market segment focus: How can we be sure we have the discipline to maintain the focus?
  3. Saying no: Can we say no to special deals that take us away from the target focus? Can we say no to unprofitable deals? Should we say no to profitable deals?

Implementation

  • The milestones as shown are the key items in our repositioning.
  • Ralph is in charge of advertising, which includes the new corporate brochure. This is an all-year project so we don't list specific dates, just starting in January and ending at the end of November. Ralph is also responsible for approving a new VP marketing, and managing the marketing plan.
  • Leslie, as sales manager, has some specific programs as well as the sales goals. We expect to see six presentations by the end of February, and at least three new accounts by the end of the following month. Leslie will also be managing our mailing programs, with several specific milestones included.
  • Jan will be managing the seminar programs.
  • Sonny will be managing the purchase of the new vans for installation purposes, and, of course, the software engineering programs.

Milestones

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Milestones
      
AdvertisingStart DateEnd DateBudgetManagerDepartment
Seminar Implementation Plan1/3/20012/15/2001$1,000JanSales
TechExpo4/12/20014/21/2001$15,000JanGM
Service Revamp2/25/20013/16/2001$2,500KellyProduct
Six Presentations2/25/20013/7/2001$0LeslieSales
Three Accounts3/17/20014/8/2001$0LeslieSales
Direct Mail2/16/20013/2/2001$3,500LeslieMarketing
Upgrade Mailer1/16/20012/6/2001$5,000LeslieSales
Business Plan Review1/10/20012/16/2001$0RalphGM
VP S&M Hired6/11/20016/25/2001$1,000RalphSales
New Corporate Brochure1/16/20011/16/2001$5,000RalphMarketing
Corporate Identity1/3/20013/15/2001$10,000RalphMarketing
Advertising1/15/200111/30/2001$150,000RalphGM
X4 Testing3/6/20013/19/2001$1,000SonnyProduct
X4 Prototype2/25/20013/15/2001$2,500SonnyProduct
L30 Prototype3/26/20014/4/2001$2,500SonnyProduct
Delivery Vans3/25/20014/15/2001$22,500SonnyService
Mailing Systems7/25/200111/15/2001$10,000LeslieService
Total Advertising Budget  $231,500  
PRStart DateEnd DateBudgetManagerDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Other1/1/20061/15/2006$0ABCDepartment
Total PR Budget  $0  
Direct MarketingStart DateEnd DateBudgetManagerDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Other1/1/20061/15/2006$0ABCDepartment
Total Direct Marketing Budget  $0  
Web DevelopmentStart DateEnd DateBudgetManagerDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Other1/1/20061/15/2006$0ABCDepartment
Total Web Development Budget  $0  
OtherStart DateEnd DateBudgetManagerDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Name me1/1/20061/15/2006$0ABCDepartment
Other1/1/20061/15/2006$0ABCDepartment
Total Other Budget  $0  
Totals  $231,500  

Marketing Organization

AMT is still a small company, despite our recent growth.

Ralph, president, is responsible for general management. He specifically manages the advertising budget, but otherwise is responsible for sales and marketing as the head of the organization.

Leslie, our sales manager, is responsible for managing the in-house and the outbound sales forces. We have also put the mailing programs under Leslie because they must be carefully coordinated with the follow-up of the sales force.

Casey, our marketing manager, is responsible for marketing programs including sales literature, trade shows, the catalog, etc.

Jan, who reports to Casey, will take the key role in the seminar marketing programs.

Sonny, who is service manager, will also manage the marketing programs related to service.

Contingency Planning

  1. We need to watch our results very carefully. We may need to drop sales of CPUs entirely, if we can't get the margin up. It isn't a bad option, to think that we might be able to avoid the straight competition with the major chains by focusing more on our true value.
  2. If we do that, we might reposition ourselves as a networking company that also provides training and service.
  3. It's possible that the value-added position without hardware sales could be a better way to go. We have to watch how the margins in the mainline sales decline.

Sales Forecast

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Sales Breakdown by Manager

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Sales Breakdown by Product

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Sales Breakdown by Tactic

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Expense Breakdown by Manager

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Expense Breakdown by Product

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Expense Breakdown by Tactic

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Contribution Margin

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