Sample Marketing Plan 2.0 Current Market Position
Sample Marketing Plan 2.0 Current Market Position
Sample Marketing Plan 2.0 Current Market Position
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<strong>Sample</strong> <strong><strong>Market</strong>ing</strong> <strong>Plan</strong><br />
The sample plan in this document is provided as a guide only. The statistical and financial<br />
information in this booklet are assumptions for the case study and should not be used for an<br />
actual business plan. Intending and existing business people must undertake their own<br />
research and use reliable data for the preparation of their business plans.<br />
When setting up your business, be sure to find out which legislation, licences and codes of<br />
practise will affect your enterprise.<br />
<strong>Sample</strong> <strong><strong>Market</strong>ing</strong> <strong>Plan</strong><br />
This is a sample marketing plan for a small business, Canterbury Renovations. It’s a guide to<br />
how you can prepare a marketing plan for your business. Your plan may require more or less<br />
information than this sample marketing plan.<br />
As you work through the plan, conduct the appropriate research and planning for your<br />
business to ensure your plan results in effective marketing.<br />
1.1 Mission Statement<br />
The core activity of Canterbury Renovations will be the renovation of kitchens, bathrooms<br />
and laundries. The business will provide a complete service, including free designs and<br />
quotes, supply and installation of equipment and fittings, all associated building services,<br />
after sales maintenance and a seven-year guarantee covering workmanship.<br />
<strong>2.0</strong> <strong>Current</strong> <strong>Market</strong> <strong>Position</strong><br />
It’s important to understand the current position for your business before deciding on how to<br />
market it further. <strong><strong>Market</strong>ing</strong> analysis and research (done in later sections of your plan) form<br />
the basis for identifying your current position.<br />
External and internal business factors need to be considered and planned for.<br />
Example<br />
Canterbury Renovations is a new business and has no existing clients, projects or history to<br />
account for. However, the proprietors are experienced in the industry and have the financial<br />
capacity to conduct business successfully.<br />
2.1 Product<br />
Although it seems obvious, it’s important to identify your products and services in the plan.<br />
You need to consider each product or service in terms of existing competition and for how the<br />
market perceives it. You will need to market new products differently to those well<br />
established in the market.<br />
Example<br />
Canterbury Renovations provides materials such as timber, tiles, paint and plaster as part of<br />
their renovations services. All of the materials selected will be of the best available quality<br />
suitable for the purpose.<br />
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Competitors: These products are available in many places but at varied qualities. Canterbury<br />
Renovations expertise will ensure only quality materials are selected for use.<br />
Products will also include a wide range of built-in appliances such as ovens, microwaves,<br />
cook tops and dishwashers. These will be reliable products and selected to suit each<br />
individual project.<br />
Competitors: All of these products are available at many places, but Canterbury Renovations<br />
offers them as part of a service rather than as stand alone products. One renovation company<br />
in the western suburbs also offers these appliances as part of their renovations packages but<br />
they don’t service the eastern suburbs at all.<br />
Balwyn Kitchens doesn’t supply equipment to install in new kitchens.<br />
2.2 Place<br />
To sell products and run a business, you need to have premises of some sort. It may be a<br />
home office, a mobile service, a business centre office or a shop, but it needs to be considered<br />
from the customers’ point of view. Consider whether those premises and its location appeal<br />
to customers.<br />
Compare your premises with your competitors’ premises. Think about how you premises can<br />
work to your marketing advantage.<br />
Example<br />
Canterbury Renovations will have a showroom for people to visit. This will allow some<br />
demonstration of work and products available and provide a space where projects can be<br />
discussed, planned and contracts signed.<br />
Alternatively, Canterbury Renovations staff will visit clients’ homes to discuss projects and<br />
sign contracts. This provides a level of customer service that clients like when considering<br />
such large projects and expenses.<br />
Competitors: Various kitchen renovation companies in the neighbouring areas work purely<br />
from a showroom for the sales and planning stages, so Canterbury has an advantage in<br />
service.<br />
Balwyn Kitchens also provides an in home service, but they only offer kitchen make overs<br />
compared to Canterbury’s kitchen, bathroom and laundry focus. This gives Canterbury a<br />
larger target market as well as being able to offer clients more services for their home<br />
upgrades.<br />
2.3 Price<br />
Every business needs to set prices for products and services. A pricing strategy outlines how<br />
prices will be set and how much flexibility there will be for individual prices. It includes<br />
details such as discounts, specials, package deals and moving old stock. Check competitors’<br />
prices and policies to ensure you are being realistic with your policies.<br />
Example<br />
Canterbury Renovations pricing policy includes:<br />
• high margin<br />
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• priced for traditional customers<br />
• competitively priced against competition for the quality<br />
• discounts offered when pricing three concurrent jobs at once (e.g. a kitchen, bathroom<br />
and laundry renovation)<br />
• no set prices as each job is quoted according to its requirements<br />
• progress payments offered<br />
• discount offered for prompt payments<br />
2.4 Promotion<br />
Consider how you currently promote and market your business and what is and isn’t<br />
working. Look at what your competitors do for promotion, noting what does and doesn’t<br />
work for them as well.<br />
Example<br />
Canterbury Renovations is a new business so there are no existing marketing activities in<br />
place. There is no brand awareness in the renovation market.<br />
A graphic designer has developed a logo, business cards and letterheads ready to promote the<br />
business, and a website is underway.<br />
West Homes advertises in lifestyle magazines with some success but this is an expensive<br />
option. Canterbury Renovations can’t afford this avenue yet and isn’t sure of the returns<br />
anyway.<br />
Balwyn Kitchens sponsors a feature section in the local paper each month and uses signage<br />
and letter box drops t o promote their services.<br />
2.5 People<br />
A business can’t operate effectively without good staff. Each business has different<br />
requirements so you will need to consider the size of your business, what service level is<br />
required and hours or operation to determine how many staff you need. It’s also important to<br />
determine what skills and experience staff require, what training they may need, how you will<br />
recruit new or replacement staff and what roles staff will be required for.<br />
Example<br />
Canterbury Renovations has collected a team of dedicated and qualified staff.<br />
The proprietors have experience in the industry but need training or experience in managing<br />
staff. They are providing training for all staff into the preferred service technique and style<br />
for the business.<br />
The priority areas for staff training will be:<br />
• building and production techniques<br />
• using new products: fittings, materials, equipment<br />
• using new machinery: outputs, operation, efficiency<br />
• marketing skills<br />
• selling<br />
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• communication skills<br />
• customer service<br />
• estimating and pricing<br />
The proprietors plan to develop their basic business skills by attending an eight week course,<br />
'<strong>Plan</strong>ning and Starting a Business', at the Box Hill College of TAFE. They will also join the<br />
Master Builders Association and attend a number of relevant industry courses. Trade shows<br />
will be attended and subscriptions will be made to relevant business and trade magazines. As<br />
staff notice deficiencies in certain areas, these will be identified and addressed through a<br />
formal training strategy.<br />
2.6 Processes<br />
By writing down procedures for business activities, your business can be run more efficiently<br />
and consistently. Procedures can be for activities such as dealing with complaints, preparing<br />
quotes, serving customers, answering phone calls and emails and equipment use.<br />
Example<br />
Canterbury Renovations currently doesn’t have many written procedures. However, they<br />
have written a set of guidelines for all staff outlining expected behaviours such as cleaning a<br />
work site at the end of each day, being helpful and courteous to customers and being punctual<br />
to work sites.<br />
As part of the business planning process, the proprietors made notes of procedures and will<br />
employ the services of a professional writer to create an operations manual.<br />
2.7 Physical Evidence<br />
The appearance of your staff, premises and vehicles can have a large impact on how passers<br />
by and customers perceive your business.<br />
Example<br />
Canterbury renovations staff will all wear a work shirt with the business logo on the left<br />
pocket. This will identify them as part of Canterbury Renovations and present a neat, uniform<br />
team approach.<br />
Initially, staff will not be provided with vehicles but it’s in the business plan to later provide<br />
utes and vans with the business name painted on the side.<br />
Once premises are finalised, they will be set up specifically to suit the showroom<br />
requirements. Showroom staff will be required to keep the showroom neat and tidy at all<br />
times and to be welcoming to customers entering the showroom.<br />
3.0 <strong>Market</strong> overview<br />
Your business is affected by factors beyond your control, and these need to be taken into<br />
account before making any plans. This part of the marketing plan is an overview of your key<br />
markets and predicted major changes on those markets that will impact on your business<br />
success.<br />
Essentially, you need to consider what opportunities and threats may arise out of the changes<br />
you expect in the next 6 to 12 months or longer.<br />
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Conduct a PEST analysis ( assess the physical, economical, sociocultural and technological<br />
factors) to determine outside factors that will affect your marketing plans. Allow for factors<br />
such as new regulations under consideration, interest rate fluctuations, changes in market<br />
characteristics and technological advances.<br />
Example<br />
Canterbury Renovations understand that the internet is a powerful marketing tool so they are<br />
creating a website as an electronic brochure. They also make use of email by providing an<br />
email address on all documents and for all staff.<br />
Senior staff, such as project managers, will also be using a palm computer and a mobile<br />
phone to make sure they are contactable and have all required information when visiting<br />
clients.<br />
The building and renovation industry is doing well at the moment with interest rates staying<br />
at manageable levels and no new building regulations are under consideration. There are<br />
many older homes in the area so Canterbury Renovations have a lot of potential for work in<br />
the foreseeable future.<br />
There are other renovation companies and builders in the area as competition but some are<br />
booking projects up to 6 months in advance so the area has work available for a new<br />
business.<br />
Many of the people in the area are double income families where time is a bigger concern<br />
than money. Simplicity and multiple services are seen as advantages to these busy people,<br />
and they will pay extra to save themselves time and worry.<br />
4. SWOT Analysis<br />
A SWOT (strengths, weaknesses, opportunities and threats) analysis can provide a lot of<br />
useful information for a business. It can give direction to the business and its marketing<br />
strategies. The results need to be concise, relevant and interesting. The report should be easy<br />
to read and give a clear understanding of the business aims, and key issues and objectives<br />
should flow from it easily.<br />
Some factors to consider in a SWOT include:<br />
• unique characteristics of the business/product/service<br />
• amount of money available<br />
• existing client base<br />
• suppliers and distributors<br />
• price structure<br />
• profit margins<br />
It isn’t always easy to conduct a SWOT analysis on your own business, but there are outside<br />
businesses and consultants who can help. In a larger business or one offering multiple<br />
products and services, it may be easier to analyse each product or department independently.<br />
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4.1 Strengths<br />
Example<br />
Canterbury Renovations have a number of marketing strengths, including:<br />
• technical competence of the proprietors<br />
• dedication of the staff<br />
• total agreement between proprietors on their objectives<br />
• financial resources<br />
• good network of contacts for potential clients, suppliers and tradespersons<br />
• ability to respond to the needs of the market<br />
• business is located within the target market<br />
4.2 Weaknesses<br />
Example<br />
Canterbury Renovations has identified areas where improvements are required, including:<br />
• lack of management skills<br />
• small size of showroom premises<br />
• no track record in business<br />
• no current plan for management succession in the short term<br />
• inefficient equipment<br />
• lack of research and development facilities<br />
• proprietors have limited security with which to raise finance for future growth and<br />
development<br />
• business is principally dependent on one person during the formative stages<br />
4.3 Opportunities<br />
Example<br />
There are ample opportunities for quality home renovations in the eastern suburbs which is<br />
why Canterbury Renovations is locating itself in that area. The key opportunities available<br />
are:<br />
• rapidly growing market due to a preference by home owners towards renovation<br />
rather than relocation<br />
• poor reputation of many existing renovation businesses and building tradespersons<br />
• large number of old yet valuable homes within the target market location<br />
• availability of casual staff and tradespersons<br />
• availability of display and manufacturing premises within the area<br />
• high disposable income within the target market<br />
• potential for future expansion of the business into other areas and/or franchising<br />
4.4 Threats<br />
Example<br />
Canterbury Renovations will need to be aware of and try to overcome the following threats:<br />
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• poor reputation of the industry in the areas of quality and reliability<br />
• potential for economic downturns<br />
• existence of competitors within the industry<br />
• increasing cost of materials, equipment and subcontractors<br />
• difficulties of getting and retaining suitable staff and reliable subcontractors<br />
• possible government regulation<br />
• geographically diverse market<br />
• increased number of DIYs and supported through home TV shows and magazines<br />
• increased interest in travelling and owning new cars rather than spending money on<br />
home improvements<br />
4.5 Key issues<br />
Example<br />
From the SWOT, the important issues to consider are:<br />
• inexperience and lack of brand awareness<br />
• sufficient funds for projections but limited resources for growth<br />
• keeping projects affordable if materials costs increase unexpectedly<br />
• need to gain knowledge in recruiting and managing staff<br />
4.6 Key opportunities<br />
Example<br />
From the SWOT, the key opportunities include:<br />
• providing good customer service that will put Canterbury Renovations ahead of<br />
market perceptions and earn word of mouth advertising<br />
• popularity of renovations in the area<br />
• utilising technology to promote business and keep in contact with staff<br />
• good networks allow good service and joint promotion activities<br />
4.7 Competitor Analysis<br />
Example<br />
Canterbury Renovations’ main competitors are West Homes and Balwyn Kitchens.<br />
West Homes is too far away to threaten Canterbury Renovations’ projected customer base,<br />
but needs to be monitored in case they expand eastwards.<br />
Balwyn Kitchens only renovates kitchens at this stage and have the following strengths and<br />
weakness:<br />
Balwyn Kitchens<br />
Strengths:<br />
• established & well known business<br />
• featured in Home Beautiful magazine<br />
• two apprentices<br />
Weaknesses<br />
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• only does kitchen projects<br />
• not answering emails and minimal contact with staff during working hours<br />
• no website<br />
• lack of fully qualified staff<br />
• high overheads with large showroom on a main road<br />
Opportunities<br />
• potential to do bathrooms and laundries<br />
• vacant premises next door for expansion<br />
• new housing development in their area - may get contract with builder to do kitchens<br />
Threats<br />
• new car sales yard in area<br />
• increased number of DIYs and supported through home TV shows and magazines<br />
• disgruntled ex-employee suing for unfair dismissal<br />
5.0 Assumptions<br />
It isn’t possible to accurately predict every possible threat and opportunity. However, with<br />
careful research and consideration, you can predict likely changes and prepare for their<br />
impact.<br />
By listing certain assumptions in your plan, it will be easy to see when the plan needs<br />
updating. For instance, if you assume Balwyn Kitchens won’t move into bathroom<br />
renovations and later they do, you can change the plan to allow for that competition.<br />
Example<br />
This plan is based on the following assumptions:<br />
• Balwyn Kitchens only offer kitchen renovations<br />
• interest rates remain fairly low and steady<br />
• the website won’t require much maintenance once it is created<br />
• West Homes won’t expand into the East<br />
• materials and equipment costs don’t change much<br />
6.0 Objectives<br />
Your marketing objectives should be based on understanding your strengths and weaknesses and the business<br />
environment you operate in. They should also be linked to your overall business strategy.<br />
<strong><strong>Market</strong>ing</strong> objectives don't just involve trying to make more sales. Your objectives can be about creating<br />
awareness, developing interest, motivating people to trial your business or getting clients to return to you.<br />
You may have more than one objective, but if so, make sure that they are consistent with each other. If the<br />
objectives aren't well suited, you may want to change one or perhaps delay one until you have achieved the first.<br />
Remember to make your objectives SMART (Specific, Measurable, Attainable, Realistic, Tangible). Make your<br />
objectives with high targets as they can be broken into action tasks in the Action <strong>Plan</strong> sections of the plan.<br />
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6.1 Sales<br />
Example<br />
Over the next 12 months, Canterbury Renovations will undertake:<br />
• 25 renovation jobs valued at $12,000 each<br />
• include built-in equipment in 12 jobs<br />
6.2 Revenue<br />
Example<br />
Over the next 12 months, Canterbury Renovations will:<br />
• generate $300,00 in sales<br />
• have a working capital of $41,000 by the end of April<br />
6.3 Customer Base<br />
Example<br />
Over the next 12 months, Canterbury Renovations will:<br />
• have served 30 new clients<br />
• have quoted a further 200 clients<br />
• completed projects of $10,000 plus for 50% of clients<br />
6.4 Ansoff’s Matrix<br />
Ansoff’s matrix is a useful tool for identifying your marketing objectives. Ansoff identified<br />
four possible courses of action for your business:<br />
• sell existing products to existing markets (safest option)<br />
• extend existing products to new markets<br />
• develop new products for existing markets<br />
• develop new products for new markets (most risky option)<br />
<strong><strong>Market</strong>ing</strong> objectives should be about products and markets only.<br />
Example<br />
The Ansoff’s Matrix doesn’t apply to Canterbury Renovations as they are a service based<br />
business.<br />
7.0 Strategy<br />
A strategy statement outlines how you will achieve the marketing objectives.<br />
7.1 Strategy Introduction<br />
The introduction of the strategy statement is a summary of the main strategies outlined in this<br />
section, so it’s easiest to write once you’ve completed the strategy.<br />
Ideally you will use your SWOT analysis and statements of Key Issues and Opportunities to<br />
help you choose the market segments in which you will compete, and determine how to<br />
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position your business relative to your competition. You need to develop strategies to meet<br />
those objectives.<br />
Example<br />
<strong>Market</strong> research carried out by the proprietors reveals an increase in home renovation activity<br />
among home owners in their target market. Such owner/renovators, especially in the inner<br />
suburbs, subcontract the more complex work to builders. <strong>Market</strong> research also indicates that<br />
many existing kitchen, bathroom and laundry renovators do not have a good reputation,<br />
therefore, the proprietors believe they can gain a competitive advantage through the provision<br />
of top quality products and services, access to specialty items and innovative designs.<br />
The proprietors believe the best marketing strategy combines a good network of contacts, the<br />
development of a reputation for quality and reliability and the attainment of personal<br />
referrals. This strategy will be pursued through the distribution of brochures, direct contact<br />
with home buyers in selected areas and a small display in the rented business premises.<br />
7.2 Target market<br />
As small businesses usually only have enough resources to target market segments, it’s<br />
important to select the most relevant segment before launching a marketing plan. Before you<br />
choose, consider the following:<br />
• who are your customers and potential customers<br />
• is there a market niche which has not been catered for<br />
• are customers in this market satisfied or are they looking for a change<br />
• can you offer them something which really meets their needs<br />
• will you generate enough business in this segment to survive<br />
• alternatively, is there too much business Will you overreach yourself<br />
• how will competitors react<br />
• can you communicate to this market effectively How<br />
Example<br />
Our target market includes:<br />
• people wanting larger or more modern living environments who want to stay in the<br />
area and/or avoid moving costs<br />
• people wanting to live in area buying a property based on location not house style or<br />
condition (about one third of renovators in the area)<br />
• home owners (about half of renovators in the area) in the middle to high income<br />
bracket, with at least two sources of income per household and a higher than average<br />
disposable income, which was predominantly spent improving quality of life<br />
• people wanting to upgrade parts of their house in order to sell it for a better price<br />
7.3 <strong>Position</strong>ing statement<br />
A strong statement outlining your approach to the market and how you will create brand<br />
awareness. Consider these questions in developing your plan:<br />
• which elements of your marketing are essential<br />
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• which are preferable but optional<br />
• do you have a clear understanding of your customer's needs<br />
• do you understand your strengths<br />
• how will you differentiate your product from competition<br />
Example<br />
Canterbury Renovations - quality renovations without fuss<br />
Canterbury Renovations are professionals caring for clients’ homes by improving their<br />
kitchens, bathrooms and laundries with quality materials and workmanship.<br />
Canterbury Renovations supplies and installs equipment such as ovens and dishwashers,<br />
creates an environment to suit each client and advises on colours and styles.<br />
7.4 Branding strategy<br />
Branding will make you stand out in the marketplace so a branding strategy can be a useful<br />
marketing tool.<br />
It takes time to create a strong brand, but it involves all aspects of your business and<br />
especially all marketing activities. The brand can be for your product, product range or your<br />
business.<br />
Once you have a well established and recognised brand, you may be able to charge more for<br />
your product, have instant credibility to new customers and require less sales effort to make<br />
sales.<br />
Example<br />
Canterbury Renovations will slowly build up brand awareness for their name and logo. This<br />
will be done as part of the overall marketing strategy for the next three to five years.<br />
The branding strategy includes ensuring that any marketing or advertising materials, such as<br />
business cards and staff uniforms, are created in accordance with Canterbury Renovations<br />
corporate identity style guide.<br />
Canterbury Renovations will present its image as trustworthy and reliable.<br />
7.5 Product strategy<br />
This section describes your long-term product strategy in detail. If you are providing a<br />
service then you should consider your service(s) as your product(s).<br />
You will need to consider:<br />
• what features and benefits do you offer<br />
• unique selling point (USP)<br />
• potential products<br />
Example<br />
Canterbury Renovations offers personalised service whereby the design is part of the project<br />
and can be done in the client’s home with discussions. This personalised service is our USP.<br />
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<strong>Current</strong>ly, they are offering bathroom renovations but they plan on extending into kitchen<br />
renovations and extensions as well.<br />
7.6 Pricing strategy<br />
Determining the price of your goods and services is an important step when developing your<br />
business and marketing plans. The prices you set will affect the number of sales you will<br />
make, who will purchase from you, what service is required and how much profit your<br />
business makes.<br />
Well handled pricing strategies and changes can greatly improve the profitability of your<br />
business.<br />
There are four factors (cost, demand, competition and image) to consider in choosing a<br />
selling price, but there is no clear method of actually determining the correct price for the<br />
item and market. Experience and market research also help in this process.<br />
Example<br />
Canterbury Renovations pricing policy is:<br />
• supply of built in equipment (such as microwaves, ovens) will be done with a 2<br />
percent commission to remain competitive with whitegoods retailers<br />
• each project will be costed as part of the quote process<br />
• each project will include a $200 establishment fee<br />
• the profit margin on labour of constructions and installation, materials and direct costs<br />
will be 25 percent<br />
7.7 Distribution strategy (place)<br />
Your customers will expect to find your products:<br />
• when and where they need them<br />
• in suitable quantities<br />
• in appropriate places where they can choose between products<br />
• with access to other services to help them use the product (such as after sales service)<br />
Distributing your products is part of successful marketing, so making changes to distribution<br />
is something to be considered as part of the marketing plan.<br />
Example<br />
Canterbury Renovations transports the prepared units and equipment to clients directly, rather<br />
than through a distributor.<br />
7.8 Promotional strategy<br />
Regardless of how good your business is, if you don’t promote it and tell people you exist, it’s<br />
unlikely that you will make many sales.<br />
Promotion is more than selling and advertising your business. It’s about attracting the right<br />
people to use and reuse your business. There are a number of techniques to use and they can<br />
be combined in various ways to create the most cost effective strategy for your needs.<br />
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Each time you prepare a marketing plan, it’s worth doing further market research to<br />
determine customers’ needs, wants and priorities as well as assessing how the market<br />
currently perceives you and your products and services.<br />
Promotion techniques are broken into four main categories:<br />
• public relations<br />
• advertising<br />
• promotion<br />
• packaging or personal selling.<br />
Direct marketing is often added to the marketing mix despite being part of advertising rather<br />
than marketing.<br />
7.8.1 Public relations strategy<br />
Good public relations (PR) generates interest in your business in terms of enquiries and<br />
reminding existing clients of why they have used your business in the past.<br />
PR is a long-term process, to do with developing an image and a reputation with your<br />
customers and the market as a whole. PR strategies can be focused to appeal to particular<br />
market segments and to send a particular message. All of your PR activities should then work<br />
towards promoting that message to the right people.<br />
Your one year marketing plan should include a publicity plan which will capitalise on<br />
‘newsworthy’ events and opportunities. This includes using the press and radio to promote<br />
your message to your marketplace.<br />
Example<br />
Canterbury Renovations wants the reputation of being residential builders who produce<br />
quality results with professional attitudes by:<br />
• always being punctual and leaving worksites clean and tidy<br />
• providing information resources for local media interesting in renovation and design<br />
tips<br />
A PR agency will be considered in two years time once the business has developed and<br />
gained a client base and a good reputation.<br />
7.8.2 Advertising strategy<br />
Advertising is used to attract customer’s attention and interest, create desire for your<br />
products and services, inform customers and prompt customers to purchase form you.<br />
Your business can be advertised in many ways. Be sure you understand the message you want<br />
to send and the audience you want the message to reach. For instance, to reach a young<br />
audience with a ‘our product is fun’ message you will be better to use cinema advertising<br />
rather than advertisements in a business magazine.<br />
Consider how often you will repeat the advertising in the same and different media.<br />
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Example<br />
Canterbury Renovations will start advertising on a small scale until resources increase. Initial<br />
advertising will be carried out through letter box drops, local paper listings and a direct mail<br />
campaign to new home buyers in the area.<br />
After six months, the advertising strategy will be reviewed and magazine advertising will be<br />
considered along with direct mailing to real estate agents.<br />
7.8.3 Direct marketing strategy<br />
A response is required for your activities to be classed as direct marketing. Many forms of<br />
advertising can be called direct marketing, but the responses received need to be monitored<br />
to assess the value of the strategy.<br />
One of the most common forms of direct marketing, especially for small businesses, is direct<br />
mail. A letter or flyer is mailed to potential customers in order to build awareness, increase<br />
sales, offer a trial or incite them to contact you.<br />
Example<br />
Canterbury Renovations will use a lot of direct marketing to launch the business and will:<br />
• conduct a letter box drop of flyers in the area to offer opening specials<br />
• create a newsletter to go out monthly to customers and interested people as a reminder<br />
of the business and develop a relationship by offering tips and information<br />
• offer business card magnets to real estate agents to offer as promotional gifts for new<br />
home owners<br />
• add a survey to the website asking people to select which topics most interest them<br />
7.8.4 Sales promotion strategy<br />
Sales promotion is a tactical move where you persuade people to act in a particular way that<br />
they otherwise wouldn’t have acted.<br />
The following activities can be supported by a sales promotion strategy:<br />
• introducing new products through a trial<br />
• staying competitive through discounts or added on benefits<br />
• encouraging year round use of products to reduce seasonal slumps<br />
• attracting new customers<br />
• increasing the perceived need for your product<br />
• increasing the number of items purchased in each transaction<br />
Example<br />
Canterbury Renovations will offer some sales promotion tools, including:<br />
• discounts during the first month of operation to attract customers<br />
• discounts for multiple projects (e.g. bathroom and kitchen)<br />
• free design service as part of the project<br />
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7.8.5 Sales strategy<br />
Selling by one person to another is highly expensive but also the most effective form of<br />
promotion. Obviously, this occurs in every business, with or without sales staff.<br />
You need to develop a strategy outlining how much personal selling is included in the plan<br />
and how important personal sales is to your target market.<br />
Example<br />
Initially, there will be no sales staff, but within three months, at least one sales person will be<br />
working in the showroom to assist customers. This will allow the owners and tradespeople to<br />
concentrate on quotes and projects.<br />
The website includes a contact form to collect information so return contact will be efficient<br />
and informative for the potential customer.<br />
All staff giving quotes and doing designs will be trained is sales techniques to encourage<br />
additional work or appliances without being pushy.<br />
7.8.6 Packaging strategy<br />
Packaging does more than protect and hold your products as it’s an essential aspect of<br />
presentation and branding. Your packaging choices help make your product stand out from<br />
competitors’ products and can create perceptions as well.<br />
Example<br />
The only packaging for Canterbury Renovations is leaving a beautiful renovation in pristine<br />
condition with a bunch of flowers on display.<br />
7.8.7 Partnership<br />
Any partnerships created with another business should have a separate marketing plan<br />
specific to the joint aspects of your business. This marketing plan may allow certain activities<br />
and budget for these additional marketing plans.<br />
Example<br />
A partnership with a local cleaning company will be investigated to ensure clients’ homes are<br />
left clean and tidy after renovation work is complete.<br />
7.9 Services marketing<br />
There are obvious difference between marketing a product and a service.<br />
If your business is a service business, or has a strong service element as part of product<br />
sales, there are additional elements of the marketing mix to consider. These are<br />
• people<br />
• process<br />
• physical evidence<br />
Selling a service can be harder to control and keep consistency, and as it can’t be stored,<br />
may lead to rejecting potential sales in peak times. Customers don’t leave with a tangible<br />
item and as a result may value your service differently.<br />
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7.9.1 People<br />
Good customer service is always important, but it is crucial in a service business. Any<br />
negative experience will result in customers looking elsewhere or being dissatisfied.<br />
Example<br />
Canterbury Renovations staff will always wear a blue shirt with the logo on the left pocket<br />
and will be instructed to keep equipment and uniform neat and in good condition.<br />
Staff meetings will include discussions on sales techniques and customer service.<br />
After six months of operations, a service staff of the month awards program will be<br />
introduced. A list of award winners will be prominently placed in the showroom.<br />
Feedback forms for customers will always include a question on staff performance and<br />
manner to capture all kinds of feedback.<br />
7.9.2 Process<br />
Strategies for dealing with necessary and customer service tasks are an important way of<br />
ensuring consistency. Procedures make it easy to cope with busy times and when there are<br />
interruptions during a process.<br />
Example<br />
Canterbury Renovations hasn’t yet produced all of the procedure manuals. However,<br />
procedures are being discussed and prepared to include quote processes, sales behaviour, care<br />
of customers’ premises, security and confidentiality, customer service and invoicing<br />
procedures.<br />
7.9.3 Physical evidence<br />
As there isn’t a tangible product, you need to find other ways to brand and present your<br />
business. For instance, staff in uniform or having the premises decorated in certain ways can<br />
not only make your business professional and welcoming but can also create a brand.<br />
Other forms of physical evidence are things your customers can actually take away with<br />
them. Some examples are gift certificates, loyalty cards, business magnets or pens,<br />
certificates of achievement, information sheets or manuals, written warranties or guarantees,<br />
photographs and small gifts.<br />
Example<br />
Canterbury Renovations will take before and after photos of every project and present them<br />
in a folder as a memento for the customers.<br />
All projects will be cleaned up at the end of each day and thoroughly cleaned at the<br />
completion, using a contract cleaner if necessary. A bunch of flowers will be left on the<br />
bench at each project to welcome the customers into their new kitchen/bathroom.<br />
Staff will all wear a blue shirt with the company logo and eventually, company vehicles will<br />
carry the logo as well.<br />
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8.0 Resource requirements and budgets<br />
In the long term, the business plan projections are usually sufficient to cover the marketing plan as well.<br />
However, the marketing plan should include a mini-plan of one year’s operations. This includes details about how<br />
to achieve the overall objectives and costs for various activities.<br />
The mini plan uses the same format as the main marketing plan without the research and background<br />
information. It basically needs to include the objectives for the year, the strategies for reaching the objectives,<br />
action plans for the strategies and some contingency actions if the plan doesn’t go as expected.<br />
Setting out the action plan in a spread sheet makes it easy to visualise and work with. It also will show up any<br />
points where actions will interfere with each other and take too much time at once.<br />
Example<br />
Action <strong>Plan</strong> from commencement on 1st March:<br />
Action March April May June July August<br />
Letter box<br />
drop<br />
Direct<br />
mailing to<br />
local real<br />
estate<br />
agents<br />
Present<br />
photos to<br />
customers<br />
Send out a<br />
newsletter<br />
1-7th 10-17th 20-25th<br />
Send out<br />
12th<br />
At end of each and every project<br />
1st 1st 1st 1st 1 st<br />
Ad in local<br />
paper<br />
15 th , 22 nd ,<br />
29th<br />
5 th , 12 th ,<br />
17 th , 24th<br />
5 th , 12 th ,<br />
17 th , 24th<br />
15 th , 22 nd ,<br />
29th<br />
8.1 Evaluation and control<br />
The plan should be regularly reviewed and evaluated so it can be adjusted as required.<br />
Information collected during evaluations can also be used in planning future marketing<br />
strategies and objectives.<br />
Include annual budgets in the one year or mini operational plan.<br />
Example<br />
Canterbury Renovations will review the marketing plan every month to assess progress and<br />
alterations as the business progresses. After six months, this may reduce to every second<br />
month if marketing is under control and working effectively.<br />
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9.0 Business growth and development<br />
Definition<br />
Outline the future direction of the business. To grow and develop your business, you will<br />
need to optimise the use of business infrastructure, increase your buying power, improve<br />
efficiencies through internal specialisation and continually improve your products and<br />
services.<br />
It’s important that potential investors be aware of your strategies for future growth and<br />
development. Describe here how you intend to develop the business.<br />
Example<br />
Canterbury Renovations will keep abreast of new products, technology and production<br />
methods. They will be in regular contact with local and overseas suppliers. <strong><strong>Market</strong>ing</strong><br />
techniques will be monitored. Any techniques deemed successful will be expanded and those<br />
which are unsuccessful will be abandoned.<br />
The proprietors are especially conscious of the need to continually monitor the financial<br />
position of the business. Monthly comparisons will be carried out between actual sales,<br />
profitability and cash flow, and their projections. The cost of each job will be compared with<br />
estimates to ensure that future estimates remain accurate and profitability is achieved.<br />
The business will not be profitable in the first year. However, projections indicate it will be<br />
profitable in subsequent years. Profits will be put back into the business in order to aid<br />
growth and development, with a focus on the following areas:<br />
• expansion of production facilities<br />
• expenditure on promotional activities<br />
• reserving cash to pay for the greater volume of materials, labour and subcontract work<br />
associated with a higher level of business activity<br />
All unsuccessful quotations will be analysed. Prospective customers will be asked to provide<br />
comment on why they rejected the quotations, and information gained this way will be used<br />
to monitor the effectiveness of pricing and sales strategies.<br />
10.0 Financial forecasts<br />
Definition<br />
Financial forecasting means making a set of financial projections that will provide the<br />
figures to support the written information in your business plan. This section will include<br />
your break even analysis.<br />
You need to provide fairly detailed forecasts for at least the first 12 months of your<br />
operations. Give careful thought to the initial capital requirements of your business.<br />
Undercapitalisation can have serious repercussions.<br />
Example<br />
*GST has been included where relevant.<br />
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10.1 Exploratory costs<br />
Accommodation<br />
Accounting fees<br />
Business planning<br />
Consultants<br />
Entertainment<br />
Legal fees<br />
<strong>Market</strong> research<br />
Publications<br />
<strong>Sample</strong>s<br />
Telephone, fax, letters, photocopying<br />
Translations<br />
Travel<br />
Valuation fees<br />
Total: $2600<br />
10.2 Initial costs<br />
Lease (legal costs, stamp duty, rent in<br />
$2500<br />
advance, bond)<br />
Electricity, gas and phone (connections and<br />
$500<br />
security deposits)<br />
Opening stock $4000<br />
Insurance premiums (property damage,<br />
$800<br />
public liability, vehicle, theft, personal<br />
disability, professional indemnity)<br />
Printing and artwork<br />
Wages<br />
Credit card establishment fee<br />
Initial promotion<br />
Promotional cost<br />
Loan establishment cost<br />
Stationery and office supplies<br />
Computer software<br />
Installation<br />
Training<br />
Statutory charges (licences, permits and<br />
registrations)<br />
Subscriptions for publications<br />
Association membership fees<br />
Subtotal: $1600<br />
Total: $9400<br />
Capital costs<br />
Business structure (registration,<br />
professional fees)<br />
Office equipment (desks, chairs, safe,<br />
computers, fax, telephone system)<br />
$1200<br />
$2800<br />
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<strong>Plan</strong>t and machinery (purchase price,<br />
delivery, repairs,<br />
installation/commissioning)<br />
$2000<br />
Building costs (shop front, partitions,<br />
$600<br />
electrical wirings and fittings, floor<br />
coverings, toilets, plumbing and<br />
drainage, painting, signs)<br />
Display materials $1500<br />
Purchase price of business<br />
Franchise fee<br />
Training<br />
Shop fittings (counters, racks, shelving,<br />
storage, decorations)<br />
Security system<br />
Trade marks, designs and patents<br />
(registrations and patent attorney<br />
fees)<br />
Reference materials<br />
Land Subtotal: $600<br />
Total: $12,700<br />
10.3 Possible direct/renovation costs for the first year<br />
Subcontractors $103,300<br />
Materials $84,300<br />
Wages $50,400<br />
WorkCover<br />
Group tax/payroll tax<br />
Maintenance and repairs<br />
Waste disposal<br />
Commissions<br />
Royalties<br />
Freight<br />
Subtotal: $12,000<br />
Total: $250,000<br />
10.4 Possible overhead expenses for the first year<br />
Rent $14,400<br />
Outgoings $1600<br />
Interests $2250<br />
Motor vehicle expenses $9600<br />
Advertising and promotion $12,000<br />
Bank charges<br />
Hire purchase payments<br />
Lease payments<br />
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Insurance payments<br />
Accounting fees<br />
PAYG TAX<br />
Legal fees<br />
Staff amenities<br />
Electricity and gas<br />
Postage<br />
Entertainment<br />
Travel and accommodation<br />
Subscriptions<br />
Subtotal: $10,800<br />
Total: $50,650<br />
Total first year overheads ($50,650) + exploratory and initial costs ($12,000)<br />
=$62,650 overheads for the first year of business<br />
10.5 Initial funding of the business<br />
The owners have $20,000 of their own money to invest in the business, supplemented by a<br />
$20,000 long term interest free loan from Frank's parents. The closing balance in the<br />
projected cash flow (Attachment 2) shows that, in addition to this, some $41,000 will be<br />
required over the first year of the business.<br />
The owners had preliminary discussions with their bank manager and, subject to the<br />
provision of a properly documented business plan and the provision of a mortgage over their<br />
home, they will be provided with an overdraft of $45,000.<br />
An overdraft was agreed to be the most suitable arrangement for the first year as financial<br />
requirements will vary substantially from month to month and there will be no profits with<br />
which to repay capital. After the first year, trading levels will be more predictable and finance<br />
arrangements will be reviewed.<br />
10.6 Break even analysis<br />
The average mark up on direct/renovation costs is 25%. For example, a $10,000 job will have<br />
a direct cost of $8000. Therefore the gross profit will be $2000, (i.e. 20% of the value of the<br />
job).<br />
The projected overheads for the business in the first year will be $62,650. To break even the<br />
business would have to achieve sales of which 80% pays for the direct/renovation costs and<br />
20% pays for the overheads of $62,650.<br />
If sales x 20% = $62,650 then the sales required to reach break even would be $62,650,<br />
multiplied by five, (i.e. $313, 250).<br />
Therefore, the break even point of sales in the first year will be $313,250. This will not be<br />
achieved in the first year. However, in the second year the profit margin of 18% of the<br />
projected sales of $450,000 (i.e. $81,000 gross profit) will cover the overheads of about<br />
$73,150 and produce a net profit of $8350.<br />
11.0 Costing<br />
Definition<br />
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Show how you have established the price of your products and services.<br />
Example<br />
Canterbury Renovations will be involved in the following activities:<br />
• purchase and supply of equipment<br />
• purchase and conversion of raw or partially finished materials<br />
• provision of manufacturing and onsite labour<br />
• provision of subcontract work<br />
The following assumptions are made when preparing quotations:<br />
Direct costs $368,500<br />
Overhead expenses $73,150<br />
Business profit $8350<br />
Total $81,500<br />
+81,500<br />
Annual turnover in the second year $450,000<br />
Therefore, to cover profit overheads, the average mark up on all direct costs, equipment,<br />
materials, labour and subcontractors' costs will be 25%.<br />
Accordingly, quotations will be prepared on the following basis for a typical job of, for<br />
example, $10,000:<br />
Item Direct Cost $ Mark up % Mark up $<br />
Equipment 2,500 15 375<br />
Material 1500 35 525<br />
Labour 2300 30 690<br />
Subcontractors 1700 25 425<br />
Total $8000 (avg.) 25% (approx.) $2000<br />
Hourly labour rates will be calculated as follows:<br />
Costs $<br />
Hourly rate (according to award or $18.00<br />
workplace agreement)<br />
Add on costs (e.g. WorkCover 5%) $0.90<br />
Medical costs $1.00<br />
Superannuation 6% $1.08<br />
Payroll tax<br />
(N/A)<br />
Sick pay allowance $<strong>2.0</strong>0<br />
Annual leave allowance ($18x52/48)-$18 $1.50<br />
Tools allowance $1.00<br />
Total $25.48<br />
Allowance for non-productive time, e.g $2.55<br />
industrial action, maintenance, travelling,<br />
tool maintenance, training, injuries etc,<br />
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e.g. 10%<br />
Total $28.03<br />
Therefore, the hourly rate for estimating work will be charged at $28.00 + 25% mark up =<br />
$36.50 per hour.<br />
1<strong>2.0</strong> Records<br />
Definition<br />
Provide details of the management information systems that will keep your business running.<br />
Outline the types of records you will keep whilst operating the business.<br />
Example<br />
Canterbury Renovations will maintain sufficient business records to demonstrate the financial<br />
position of the business on a monthly basis. Financial records will compare profitability with<br />
projected profit/loss and cash flow statements. Records will also be kept for each job to show<br />
its progress and cost in labour, materials and subcontractors. These will be regularly<br />
compared with estimates for that job.<br />
The following specific records will be kept:<br />
• cash book<br />
• receipt book<br />
• invoices, received and sent<br />
• bank deposits and statements<br />
• petty cash expenditure<br />
• wage, WorkCover, superannuation and long service leave records<br />
• employee details<br />
• capital assets register<br />
• materials purchased and allocated to each job or temporarily as floating stock<br />
• contact details of all enquirers, existing clients, suppliers and subcontractors<br />
• individual job records showing progress<br />
• job estimates<br />
13.0 Supporting documents<br />
Definition<br />
Including certain documents will support the statements you have made throughout your<br />
plan. You should include figures for projected cash flows and profit and loss, as well as a<br />
statement of financial position.<br />
If applicable, you should also attach copies of your references, qualifications, licences,<br />
permits, partnership agreement, research data, current promotional literature and locality<br />
map.<br />
Example<br />
Attached to the business plan are the following documents:<br />
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Attachment 1: Projected profit/loss for the first year<br />
Attachment 2: Projected cash flow for the first year<br />
Attachment 3: Projected profit/loss for the second year<br />
Attachment 4: Projected cash flow for the second year<br />
Attachment 5: Statement of financial position<br />
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