4312 + 2329 mba-w bm muhammad amir pr

8/8/2019 4312 + 2329 MBA-W BM Muhammad Amir PR

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PULSE CHARGER

MARKETING PLAN

From

Muhammad Aamir (4312)

Khawaja Haris Ahmed (2329)

submitted to

Mr. Emad-ul-Karim

Course Facilitator


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

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

2.1 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.2 The Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.2.1 Market Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

2.2.2 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2.2.3 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.2.4 Macroenvironment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.3 The Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.3.2 Product Offering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62.3.3 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.3.4 SWOT Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

2.3.4.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

2.3.4.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

2.3.4.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

2.3.4.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

2.4 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

2.4.1 Direct Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

2.4.2 Indirect Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

3.1 Value Proposition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

3.2 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

3.4 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

3.5 Target Market Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

3.6 Messaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

3.6.1 Branding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

3.7 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

4.0 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

4.1 Product Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Table of Contents


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1.0 Executive Summary

The pulse charger is a new brand which came in cell phone market with a

unique and innovative idea for developed and under development countries.

Since almost every individual is carrying a cell phone and cell needs to be

recharged after a certian period of time but availibility of electric power and

mobile chargers is not sure many time.

Pulse charger explore this latent demand through the proactive approach ofmarket need and innovate a unique cell phone. To carry a mobile phone charger

every time is a big hassle and there could be a strong need to innovate a cell

phone in such a way like they get energy from human body temprature. People

from developed countries will appreciate this idea as a great innovation while

people from under development countries will appreciate this idea because of

power generation problems specially in Pakistan where energy crisis are veryhigh.

Pulse Charger intends to cater both to people who want a stylish cell phone and

to experienced convinent and efficient use of energy

Our primary target markets include:

Students. The large student population will become an important part ofthe Pulse Charger customer base. The student population continues to

grow with the success of the technology oriented product.B i l P l h ill id f i f b i

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1. Invest in our current customer base - 60%.2. Invest in prospective customers that match our known profile - 30%.3.

Invest in creating greater awareness in the community - 10%.

2.0 Situation Analysis

Pulse Charger is entering their first year of operation. We believes that a comprehensive

marketing strategy will be key to the success of the business. Pulse Charger offers a selfchargable cell phone.

2.1 Market Needs

The pulse charger is a new brand which came in cell phone market with a unique and innovative

idea for developed and under development countries. Since almost every individual is carrying acell phone and cell needs to be recharged after a certian period of time but availibility of electric

power and mobile chargers is not sure many time.

Pulse charger explore this latent demand through the proactive approach of market need and

innovate a unique cell phone. To carry a mobile phone charger every time is a big hassle and

there could be a strong need to innovate a cell phone in such a way like they get energy from

human body temprature. People from developed countries will appreciate this idea as a great

innovation while people from under development countries will appreciate this idea because ofpower generation problems specially in Pakistan where energy crisis are very high.

We know that human body is a very good conductor of electricity and its main source to provide

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Table: Market Analysis

Market Analysis

2010 2011 2012 2013 2014Potential Customers Growth CAGRTeen-agers 60% 20% 25% 35% 50% 55% 28.78%

Business holders 50% 25% 22% 30% 45% 50% 18.92%House holds 40% 15% 18% 22% 28% 35% 23.59%Total 23.59% 1 1 1 1 1 23.59%

Teen-agers

Business holders

House holds

Market Analysis (Pie)

2.2.1 Market Demographics

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Table: Market Demographics

Market Demographics

Market Segments Benifits Product Attitude Loyalty Status Readiness CharacteristicTeen-agers Moderate User friendly Volatime Ready to buy -Business holders Maximum Positive Medium Informed -House holds Moderate Interested High Unaware -

2.2.2 Market Trends

As cell phone is a generic need in today's world and generic need for a cell phone is batterycharge. Researches shows that its now a fashion and style to carry stylish and featured cell

phones. Consumers are now seeking more varities and innovations. Market trend showing that

the cell phone industary will boost more and more. Cell phone efficiency is depends on the

bettary life and to carry a charger everywhere is not easy because of the unavailability of

electrical plug-in-ports or even failure of electric supply.

It seems that consumer will appreicate this new and innovative approach to carry a cell phone

which gets energy from human body like wrist watches.

1

1

1

Market Analysis (Trends)

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2.2.3 Market Growth

The market trends discussed in the previous topic point toward a market growth currently estimated at about 30% to

35% for the next two years. We would like to take advantage of this and try to create growth in our innovative brand

by capturing at-least 50% sell of the mobile phones across the countary and so on.

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

Teen-agers Business holders House holds

Market Analysis (C.A.G.R)

2.2.4 Macroenvironment

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2.3 The Company

The mission of pulse charger is to initiate such a cellular technology that could be portable,

effective and efficient to charge a cell phone with human pulse that would help in saving

electrical energy and having uniform supply to charge a cell phone.

High-quality innovative cell phone accompanied with conventional way of charging,

differentiated from competitiors in line with the overall brand strategy has proven to be a

successful approach generating high levels of repeat business by giving the technological edge

over competitors.The SWOT analysis covers strengths, weaknesses, opportunities, and threats. Strengths and

weaknesses are generally internal attributes, which we can address by changing our business.

Opportunities and threats are generally external.

Overall, the mix is exciting. We live in an age of growth, change, and business revolution. The

technology offers us opportunities and threats. We need to make our dealing with it one of our

biggest strengths, to minimize our weaknesses.

2.3.1 Mission

The mission of pulse charger is to initiate such a cellular technology that could be portable,

effective and efficient to charge a cell phone with human pulse that would help in saving

electrical energy and having uniform supply to charge a cell phone.

2.3.2 Product Offering

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2.3.4 SWOT Summary

The SWOT analysis covers strengths, weaknesses, opportunities, and threats. Strengths andweaknesses are generally internal attributes, which we can address by changing our business.Opportunities and threats are generally external.

Overall, the mix is exciting. We live in an age of growth, change, and business revolution. Thetechnology offers us opportunities and threats. We need to make our dealing with it one of ourbiggest strengths, to minimize our weaknesses.

2.3.4.1 Strengths

Creative company members. A cooperative work environment. Employees are well-educated in areas of expertise. Low overhead and designed to adapt to the market's needs.

Offering an affordable new technology cell phone. Strategic market segmentation and implementation strategies. Diversified market segments: Corporate executives, small business owners, households. Latest and stylish look and structure. clear and well communicated features.

2.3.4.2 Weaknesses

Access to capital. Cash flow to be unpredictable. No brand recognition in market

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2.3.4.4 Threats

Market Entry: potential for a competitive, global brand to enter the market with a similar

product. Economy: recovery from slight recession may take time. Competition from international brands of cell phone with greater financing or product

resources could enter the market. Price pressure, reducing contribution margins. Dramatic changes in design, style and technology , creates obsolete or less profitable

inventory.

2.4 Competition

There is no direct or indirect competitor for pulse charger as this is entirely a new technology

however, new series of LG phone is initially on sale in Europe, it also has heat sensors below the

display.

Indirect competition is everywhere. Its strongest and most important form is the decision to stay

in-house and manage market entry with existing marketing teams. From there it goes into

horizontal marketing consulting, distributors offering cross-market options, and many other

possibilities.

2.4.1 Direct Competition

There is no direct or indirect competitor for pulse charger as this is entirely a new technology

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Table: Competitive Analysis

Competitive Analysis

#1 #2 #3 #4 #5 #6Competitor Name me Name me Name me Name me Name me Name me

Product and/or Service Name me Name me Name me Name me Name me Name meQuality 0 0 0 0 0 0Selection 0 0 0 0 0 0Price 0 0 0 0 0 0Other 0 0 0 0 0 0

Location and PhysicalAppearance Name me Name me Name me Name me Name me Name me

Traffic 0 0 0 0 0 0Appearance 0 0 0 0 0 0Visibility 0 0 0 0 0 0Convenience Factors 0 0 0 0 0 0Other 0 0 0 0 0 0

Added Value Factors Name me Name me Name me Name me Name me Name mePre and Post Sales Service 0 0 0 0 0 0Experience 0 0 0 0 0 0Expertise 0 0 0 0 0 0

Reputation 0 0 0 0 0 0Image 0 0 0 0 0 0Stability 0 0 0 0 0 0Strategic Alliances 0 0 0 0 0 0Other 0 0 0 0 0 0

Other Marketing Activities Name me Name me Name me Name me Name me Name meEstablished Sales Channels 0 0 0 0 0 0Advertising 0 0 0 0 0 0Post-purchase Support 0 0 0 0 0 0Incentives 0 0 0 0 0 0

Loyalty Components 0 0 0 0 0 0Other 0 0 0 0 0 0Total 0 0 0 0 0 0

C G S

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2.4.2 Indirect Competition

Indirect competition is everywhere. Its strongest and most important form is the decision tostay in-house and manage market entry with existing marketing teams. From there it goesinto horizontal marketing consulting, distributors offering cross-market options, and manyother possibilities.

3.0 Marketing Strategy

The Pulse charger appears to be approaching a "introductory" category. We have relatively low

major opportunities, fairly high threats, moderate growth potential, and relatively high risk.

Critical issues for pulse charger include:

Retaining customers is essential and will be determined by maintaining our reputation

built upon professionalism, trust, accuracy, and innovation.

Continuing to provide latest cell phone technologies on a cost-effective basis. Tracking results to better understanding of technological trends and market response. Focusing on key market segments that will produce the greatest return. Educating our staff so everyone takes a role in marketing the firm and not leaving this

responsibility to marketing department.

Our value proposition is high-powered extremely innovative technological expertise to boost

major-league market entrance to new markets across national borders, at a price premium

commensurate with the high value. We are not going to compete on price, we compete onquality and innovation that makes the price more than worth it.

The goal of this marketing plan is to outline the marketing strategies, tactics, and programs that will make the vision

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3.1 Value Proposition

Our value proposition is high-powered extremely innovative technological expertise to boost

major-league market entrance to new markets across national borders, at a price premium

commensurate with the high value. We are not going to compete on price, we compete on

quality and innovation that makes the price more than worth it.

3.2 Critical Issues

The Pulse charger appears to be approaching a "introductory" category. We have relatively low

major opportunities, fairly high threats, moderate growth potential, and relatively high risk.

Critical issues for pulse charger include:

Retaining customers is essential and will be determined by maintaining our reputation

built upon professionalism, trust, accuracy, and innovation. Continuing to provide latest cell phone technologies on a cost-effective basis. Tracking results to better understanding of technological trends and market response. Focusing on key market segments that will produce the greatest return. Educating our staff so everyone takes a role in marketing the firm and not leaving this

responsibility to marketing department.

3.3 Financial Objectives

The goal of this marketing plan is to outline the marketing strategies, tactics, and programs that will make the vision

outlined in the pulse charger business plan a reality in the year 2010 The vision outlined in the business plan includes

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3.5 Target Market Strategy

Pulse Charger intends to cater both to people who want a stylish cell phone and to experienced convinent and efficient

use of energy

Our primary target markets include:

Students. The large student population will become an important part of the Pulse Charger customer base.

The student population continues to grow with the success of the technology oriented product.

Business people. Pulse charger will provide a perfect setting for business meetings. It will also give value

added business features an opportunity to plug their laptops into the pulse charger network connectivity to

check email communications.

House holds. women at home are also target to build strong customer loyalty.

3.6 Messaging

Our brand "Pulse Charger" represents our mission of providing a cell phone which breadth with

human body temprature. The brand invokes the fact that it should be a unique and personalizedexpression of having such a new technology.

As cell phone is a generic need in today's world and generic need for a cell phone is battery charge. But tocarry an ordinary charger everywhere is not easy because of the unavailability of electrical plug-in-ports.Keeping such hurdle in mind we came up with such an innovation. As none of the cellular companieshaven't come up with such a product which could put the users at ease.

After our thorough research work on the product we conceived a charging system in which sensors would

be placed in the frame of the cell phone.

Implementation came along to create such a proto sensor specific for conversion of human

generated heat energy into electrical energy.As energy is neither be created nor destroyed but it

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3.6.1 Branding

Our brand "Pulse Charger" represents our mission of providing a cell phone which breadth with

human body temprature. The brand invokes the fact that it should be a unique and personalized

expression of having such a new technology.

As cell phone is a generic need in today's world and generic need for a cell phone is battery charge. But tocarry an ordinary charger everywhere is not easy because of the unavailability of electrical plug-in-ports.

Keeping such hurdle in mind we came up with such an innovation. As none of the cellular companieshaven't come up with such a product which could put the users at ease.

After our thorough research work on the product we conceived a charging system in which sensors wouldbe placed in the frame of the cell phone.Implementation came along to create such a proto sensor specific for conversion of human generated heatenergy into electrical energy.As energy is neither be created nor destroyed but it can be changed from oneform to another. After our successful implementation of proto-sensor we need the customers to be satisfied

with it.

In order to satisfy our customers we developed the human heat sensor in order to test market.

To charge a mobile phone from a human body is not very difficult many scientist already worked

on how to transform human body heat into electricity. Some devices are already in market that

uses body heat to operate. For example, medical equipment that measures heart rate, blood

pressure, body temperature, pulse rate. Wrist watches are also available in market that uses body

heat. There are some alternative methods through which we can charge mobile phone fromhuman body.

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stay focused on introducing a high-tech product into channels in international markets.

Our tactics to make this real? First, the quality of work. Second, expertise-based marketing.Third, we rest on heavy use of the newest technologies in international communications (i.e.

Internet technologies).

Strategy Pyramid

Strategy

Tactic 1

Program 1 Program 2

Tactic 2

Program 1 Program 2

Tactic 3

Program 1 Program 2

4.0 Marketing Mix

Our competitive edge is our dominance of high-technology and traditional high-quality features. Although there are

many cell phone manufacturers, but will take some time to create position.

We focus on a person who wants very high tech cell phone to work beautifully with modern technology including

Internet connections, and other high-tech items. Our customer might be in larger corporations, small or mediumbusiness, or in a home office with or without a home-office business. What is important to the customer is elegance,

fine workmanship, ease of use, and practicality.

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Buy one half-page ads every month. Continue television ads on prime time and sports events.

Our direct marketing will be handled by our PR agency. We will buy select targeted list ofcorporate companies and send them information about our product. We know that we are no

experts in direct marketing so it will be important that our PR agency handles every aspect of

direct marketing for us.

Service is important to our mix. We have an obligation to provide quality products and cheerful service, fast and

efficiently. Our service goals are simple and easy to maintain.

We will make plain our policy that we do not accept returns or exchanges without receipt and proof of product failure

(gurrantee card). We are in this to make money, as a business, and cannot afford to give our value to free riders orpeople with 'buyer's remorse', who choose not to take responsibility for their purchase(s).

4.1 Product Marketing

Our competitive edge is our dominance of high-technology and traditional high-quality features. Although there are

many cell phone manufacturers, but will take some time to create position.

We focus on a person who wants very high tech cell phone to work beautifully with modern technology including

Internet connections, and other high-tech items. Our customer might be in larger corporations, small or medium

business, or in a home office with or without a home-office business. What is important to the customer is elegance,

fine workmanship, ease of use, and practicality.

The product strategy is also based on quality, in this case the intersection of technical understanding.

4.2 Pricing

Product pricing is based on offering high value to our customers compared to most price points

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4.3 Promotion

Our strategic planning for advertising and promotion will be through the following:

Newspaper Advertisements - Television Advertisements - Email to corporate clients - Advertisement on cable TV - Introductory seminars in universities -

4.3.1 Advertising

We will advertise only in local newspapers and trade magazines, as we want to attract local

clients. We are not big enough to spend money on national advertising in national magazines.

We will also advertise on "Local" portals online making sure that people always find us when

they are looking for our product. Our website needs to clearly communicate our brand and

positioning so that when we drive traffic to it -- it results in leads into our office.

Buy one half-page ads every month. Continue television ads on prime time and sports events.

Table: Advertising Milestones

Milestones

Advertising Start Date End Date Budget Manager DepartmentT.V cable campaign 1/8/2010 25/12/2010 Rs. 300,000 Aamir MarketingPrint Ads 25/07/2010 20/10/2010 Rs. 50,000 Ahmer MarketingBrochures 25/07/2010 20/10/2010 Rs 25 000 Farhan Marketing

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Table: PR Milestones

Milestones

PR Start Date End Date Budget Manager DepartmentPress kit 1/8/2010 15/9/2010 Rs.25,000 Aamir PRPress releases 1/8/2010 15/9/2010 Rs. 50,000 Aamir PRName me 1/1/2006 1/15/2006 $0 ABC DepartmentOther 1/1/2006 1/15/2006 $0 ABC DepartmentTotal PR Budget $0

4.3.3 Direct Marketing

Our direct marketing will be handled by our PR agency. We will buy select targeted list of

corporate companies and send them information about our product. We know that we are no

experts in direct marketing so it will be important that our PR agency handles every aspect of

direct marketing for us.

Table: Direct Marketing Milestones

Milestones

Direct Marketing Start Date End Date Budget Manager DepartmentNewsletter 10/7/2010 25/12/2010 Rs. 20,000 Aamir MarketingOthers 10/7/2010 25/12/2010 Rs.25,000 Aamir MarketingName me 1/1/2006 1/15/2006 $0 ABC DepartmentOther 1/1/2006 1/15/2006 $0 ABC DepartmentTotal Direct Marketing Budget $0

4.4 Service

Service is important to our mix. We have an obligation to provide quality products and cheerful service, fast and

ffi i tl O i l i l d t i t i

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4.6 Implementation Schedule

New marketing campaign efforts will be focused from July through October, aimed at the launch

of the product. We will continue to track the results of this capaign for the remainder of the year.

Table: Milestones

Milestones

Advertising Start Date End Date Budget Manager Department

T.V cable campaign 1/8/2010 25/12/2010 Rs. 300,000 Aamir MarketingPrint Ads 25/07/2010 20/10/2010 Rs. 50,000 Ahmer MarketingBrochures 25/07/2010 20/10/2010 Rs. 25,000 Farhan MarketingNewspaper Ad 25/07/2010 25/09/2010 Rs.100,000 Aamir MarketingTotal Advertising Budget $0PR Start Date End Date Budget Manager DepartmentPress kit 1/8/2010 15/9/2010 Rs.25,000 Aamir PRPress releases 1/8/2010 15/9/2010 Rs. 50,000 Aamir PRName me 1/1/2006 1/15/2006 $0 ABC DepartmentOther 1/1/2006 1/15/2006 $0 ABC DepartmentTotal PR Budget $0Direct Marketing Start Date End Date Budget Manager DepartmentNewsletter 10/7/2010 25/12/2010 Rs. 20,000 Aamir MarketingOthers 10/7/2010 25/12/2010 Rs.25,000 Aamir MarketingName me 1/1/2006 1/15/2006 $0 ABC DepartmentOther 1/1/2006 1/15/2006 $0 ABC DepartmentTotal Direct Marketing Budget $0Web Development Start Date End Date Budget Manager DepartmentName me 1/1/2006 1/15/2006 $0 ABC DepartmentName me 1/1/2006 1/15/2006 $0 ABC DepartmentName me 1/1/2006 1/15/2006 $0 ABC DepartmentOther 1/1/2006 1/15/2006 $0 ABC DepartmentTotal Web Development Budget $0

Other Start Date End Date Budget Manager DepartmentName me 1/1/2006 1/15/2006 $0 ABC DepartmentName me 1/1/2006 1/15/2006 $0 ABC DepartmentName me 1/1/2006 1/15/2006 $0 ABC DepartmentOther 1/1/2006 1/15/2006 $0 ABC Department

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challenging as we work to diversify our revenue base.

5.1 Break-even Analysis

The fixed costs are based on our monthly budget for a show, including production and promotional materials. The

Average-Per-Unit revenue is based on what we receive per person, per month. The Average-Per-Unit Variable Cost is

based on how much it costs us per person for each show and seminar.

Table: Fixed Costs

Fixed Costs

CostRent or Lease $8,000Professional Services $1,000Payroll $2,500Interest Payments $500Utilities & Telephone $800Non-discretionary MarketingExpenses

$500

Other $1,000Total Fixed Costs $14,300

Table: Break-even Analysis

Break-even Analysis

Monthly Units Break-even #VALUE!Monthly Revenue Break-even #VALUE!

Assumptions:

Average Per-Unit Revenue Rs.4000Average Per-Unit Variable Cost Rs.500Estimated Monthly Fixed Cost Rs.500

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5.2 Sales Forecast

Revenues for this year are based on a 5% growth rate. This is conservative and will be more

challenging as we work to diversify our revenue base.

Table: Sales Forecast

Sales ForecastFY 2011 FY 2012 FY 2013

Unit Sales

Row 1 28,760 32,500 3,550Row 2 41,650 45,000 48,000Row 3 0 0 0Total Unit Sales 70,410 77,500 51,550

Unit Prices FY 2011 FY 2012 FY 2013Row 1 #VALUE! #VALUE! #VALUE!Row 2 #VALUE! #VALUE! #VALUE!Row 3 $0.00 $0.00 $0.00

SalesRow 1 #VALUE! #VALUE! #VALUE!Row 2 #VALUE! #VALUE! #VALUE!Row 3 $0 $0 $0Total Sales #VALUE! #VALUE! #VALUE!

Direct Unit Costs FY 2011 FY 2012 FY 2013Row 1 #VALUE! #VALUE! #VALUE!Row 2 #VALUE! #VALUE! #VALUE!Row 3 $0.00 $0.00 $0.00

Direct Cost of SalesRow 1 #VALUE! #VALUE! #VALUE!

Row 2 #VALUE! #VALUE! #VALUE!Row 3 $0 $0 $0Subtotal Direct Cost of Sales #VALUE! #VALUE! #VALUE!

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5.3 Expense Forecast

The expense forecast will be used as a tool to keep the department on target and provide

indicators when modifications or corrections must be made to insure the proper implementation

of the marketing strategy.

Table: Marketing Expense Budget

Marketing Expense Budget FY 2011 FY 2012 FY 2013Advertising / promotion $0 $0 $0

Direct Marketing activities $0 Rs.125,000 Rs.135,500Other $0 $0 $0

------------ ------------ ------------Total Sales and Marketing Expenses $0 $0 $0Percent of Sales #VALUE! #VALUE! #VALUE!

$50

$100

$150

$200

$250

Advertising / promotion

R2

R3

Monthly Expense Budget

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$0

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100

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

Sales

R2

Sales vs. Expenses Monthly

5.5 Contribution Margin

Contribution margins should increase as a result of these factors:

1. Increased efficiencies and revenue through specialization.2. Increased efficiencies through use of our available technology.3. Economies of scale from growth and better utilization of capacity.4 M l di k t th h t th l d

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$0

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100

Jul Aug R3 R4 R5 R6 R7 R8 R9 R10 R11 R12

Contribution Margin Monthly

6.0 Controls

We will manage implementation by having a weekly milestones meeting with the entire staff to

make sure that we are on track with our milestones and re-adjust our goals as we gather new data.

Once a quarter, we will review this marketing plan to ensure that we stay focused on our

marketing strategy and that we are not distracted by opportunities simply because they are

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6.1 Implementation

We will manage implementation by having a weekly milestones meeting with the entire staff to

make sure that we are on track with our milestones and re-adjust our goals as we gather new data.

Once a quarter, we will review this marketing plan to ensure that we stay focused on our

marketing strategy and that we are not distracted by opportunities simply because they are

different than what we are currently pursuing.

6.2 Keys to Success

The following variables are the keys to success:

Meeting market demands. Consistent and high quality products. Superior customer service.

6.3 Market Research

Market research is based on informal research such as customer comments, letters, as well as

employee comments and perceptions. The company will occasionally employ an outside agency

in order to determine the scope of our market, to fine tune our assumptions regarding

demographics, to back up some of our assumptions, and to act as an insurance policy against"internal groupthink." Sometimes clarity is found by those paid to observe company day-to-day

activities from a distance.

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Appendix Table: Sales Forecast

Sales ForecastJul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Unit SalesRow 1 0% 1,500 1,550 1,700 1,850 1,900 2,200 2,450 2,560 2,800 3,000 3,250 4,000Row 2 0% 2,000 2,400 2,650 2,800 3,000 3,200 3,500 3,800 4,000 4,500 4,800 5,000

Row 3 0% 0 0 0 0 0 0 0 0 0 0 0 0Total Unit Sales 3,500 3,950 4,350 4,650 4,900 5,400 5,950 6,360 6,800 7,500 8,050 9,000

Unit Prices Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunRow 1 $0.00 Rs Rs Rs Rs Rs Rs Rs Rs Rs Rs RsRow 2 $0.00 Rs.5500 Rs.5500 Rs.5560 Rs.5600 Rs.5600 Rs.5600 Rs.5600 Rs.5600 Rs.5600 Rs.5600 Rs.5600Row 3 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

SalesRow 1 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Row 2 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Row 3 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total Sales $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Direct Unit Costs Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunRow 1 0.00% $0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Row 2 0.00% $0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Row 3 0.00% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Direct Cost of SalesRow 1 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Row 2 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Row 3 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Subtotal Direct Cost of Sales $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Appendix

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Appendix Table: Marketing Expense Budget

Marketing Expense Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunAdvertising / promotion Rs.50,000 Rs. 50000 Rs.45,000 Rs.60,000 Rs,65000 Rs.50,000 Rs.60,000 Rs.40,000 Rs.45,000 Rs.50,000 Rs.30,000 Rs.45,000Direct Marketing activities Rs10000 Rs.15,00 Rs,5000 Rs.12,000 Rs.15500 Rs.2000 Rs.2500 Rs.15000 Rs.1200 Rs.2400 Rs.3500 Rs.4500Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------

Total Sales and MarketingExpenses

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Percent of Sales 0.00% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Appendix

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Appendix Table: Contribution Margin

Contribution MarginJul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Sales $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Direct Costs of Goods $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Costs of Goods Rs.5000 Rs.5000 Rs.5000 Rs.5500 Rs.5500 Rs.5500 Rs.5000 Rs.5000 Rs.5000 Rs.5500 Rs.5500 Rs.5500

------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------Cost of Goods Sold $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Gross Margin $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Gross Margin % 0.00% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Marketing Expense Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunAdvertising / promotion Rs.50,000 Rs. 50000 Rs.45,000 Rs.60,000 Rs,65000 Rs.50,000 Rs.60,000 Rs.40,000 Rs.45,000 Rs.50,000 Rs.30,000 Rs.45,000Direct Marketing activities Rs10000 Rs.15,00 Rs,5000 Rs.12,000 Rs.15500 Rs.2000 Rs.2500 Rs.15000 Rs.1200 Rs.2400 Rs.3500 Rs.4500Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------Total Sales and Marketing Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Percent of Sales 0.00% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Contribution Margin $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Contribution Margin / Sales 0.00% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Appendix

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