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

The following will enable us to keep on track. If we fail in any of these areas, we will need to re-evaluate our business model:

  • Gross margins at or above 45%.
  • Month-to-month annual comparisons indicate an increase of 20% or greater.
  • Do not depend on the credit line to meet cash requirements.
  • Continue to pay down the credit line at a minimum of $24,000 per year.

Implementation

The following identifies the key activities that are critical to our marketing plan. It is important to accomplish each one on time and on budget.

Milestones

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Milestones
      
AdvertisingStart DateEnd DateBudgetManagerDepartment
Newsletter Q112/1/19991/2/2000$1,350JudyExisting
Newsletter Q22/15/20003/15/2000$1,400JudyExisting
Newsletter Q36/1/20006/30/2000$1,450JudyExisting
Newsletter Q49/1/20009/30/2000$1,500JudyExisting
Postcard11/15/200012/5/2000$750JudyExisting
Television Campaign - Fall 19991/1/20001/30/2000$780JulieNew
Television Campaign - Fall 20009/1/200012/31/2000$3,120JulieNew
Event - Realtor Promotion2/1/20002/28/2000$400JulieHome Builders
Event - Junior League5/1/20005/31/2000$400KandiNew
Event - For The Arts9/1/20009/30/2000$400PatNew
Total Advertising Budget  $11,550  
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  $11,550  

Marketing Organization

Judy Wilson, the owner, is the one primarily responsible for marketing activities. This is in addition to her other responsibilities, and she does depend on some outside resources for mailing (Donna at Postal Connection) and some graphic design work. Judy does delegate responsibilities to Julie Hanson to assist with television advertising. Julie and the other staff members are also responsible for at least one special event throughout the year.

Contingency Planning

Difficulties and Risks

  • Slow sales resulting in less-than-projected cash flow.
  • Unexpected and excessive cost increases compared to the forecasted sales.
  • Overly aggressive and debilitating actions by competitors.
  • A parallel entry by a new competitor.

Worst case risks might include:

  • Determining the business cannot support itself on an ongoing basis.
  • Having to liquidate the inventory to pay back the bank loan.
  • Locating a tenant to occupy the leased space for the duration of the five year lease (January of 2003).
  • Losing the assets of the investors used for collateral.
  • Dealing with the financial, business, and personal devastation of the store's failure.

Sales Forecast

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Sales Breakdown by Fabric Sales

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Sales Breakdown by Consignment Sales

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Sales Breakdown by Sub-lease Revenues

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Expense Breakdown by Inventory

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Expense Breakdown by Fixtures

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Expense Breakdown by Supplies

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Contribution Margin

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