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.
Implementation
The following milestones identify the key marketing programs. It is important to accomplish each one on time and on budget.
| Milestones |
| | | | | | |
| Advertising | Start Date | End Date | Budget | Manager | Department |
| Marketing plan completion | 1/1/2003 | 2/1/2003 | $0 | Geoff | Department |
| Website development | 1/1/2003 | 2/1/2003 | $1,000 | Geoff | Department |
| Trade show #1 | 4/1/2003 | 4/30/2003 | $1,500 | Geoff | Department |
| Trade show #2 | 7/1/2003 | 7/31/2003 | $2,000 | Geoff | Department |
| Trade show #3 | 10/1/2003 | 10/30/2003 | $600 | Geoff | Department |
| Name me | 1/1/2003 | 1/15/2003 | $0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | $0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | $0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | $0 | ABC | Department |
| Other | 1/1/2003 | 1/15/2003 | $0 | ABC | Department |
| Total Advertising Budget | | | $5,100 | | |
| PR | Start Date | End Date | Budget | Manager | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Other | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Total PR Budget | | | $0 | | |
| Direct Marketing | Start Date | End Date | Budget | Manager | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Other | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Total Direct Marketing Budget | | | $0 | | |
| Web Development | Start Date | End Date | Budget | Manager | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Other | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Total Web Development Budget | | | $0 | | |
| Other | Start Date | End Date | Budget | Manager | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Name me | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Other | 1/1/2006 | 1/15/2006 | $0 | ABC | Department |
| Total Other Budget | | | $0 | | |
| Totals | | | $5,100 | | |
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.
