Appendix C Sample Plan C 1 APPENDIX C Sample Marketing Plan

This sample marketing plan for a hypothetical company illustrates how the marketing Star Software, Inc. planning process described in Marketing Plan Chapter 2 might be implement- ed. If you are asked to create a marketing plan, this model may 1 I. EXECUTIVE SUMMARY be a helpful guide, along with the concepts in Chapter 2. Star Software, Inc., is a small, family-owned corporation in the first year of a transi- tion from first-generation to second-generation leadership. Star Software sells custom-made calendar programs and related items to about 400 businesses, which use the software mainly for . Star’s 18 employees face scheduling chal- The Executive Summary, lenges, as Star’s business is highly seasonal, with its greatest demand during 1 one of the most frequently October, November, and December. In other months, the equipment and staff are read components of a marketing plan, is a synopsis of the - sometimes idle. A major challenge facing Star Software is how to increase profits ing plan. Although it does not and make better use of its resources during the off-season. provide detailed information, it An evaluation of the company’s internal strengths and weaknesses and external does present an overview of the opportunities and threats served as the foundation for this strategic analysis and plan so readers can identify key marketing plan. The plan focuses on the company’s growth strategy, suggesting issues pertaining to their roles in ways in which it can build on existing customer relationships, and on the develop- the planning and implementa- ment of new products and/or services targeted to specific customer niches. Since tion processes. Although this is Star Software markets a product used primarily as a promotional tool by its clients, the first section in a marketing it currently is considered a business-to-business marketer. plan, it is usually written last.

2 II. ENVIRONMENTAL ANALYSIS The Environmental Analysis 2 presents information Founded as a commercial printing company, Star Software, Inc., has evolved into a regarding the organization’s cur- marketer of high-quality, custom-made calendar software and related business-to- rent situation with respect to the marketing environment, the cur- business specialty items. In the mid-1960s, Bob McLemore purchased the company rent target market(s), and the and, through his full-time commitment, turned it into a very successful family-run firm’s current marketing objec- operation. In the near future, McLemore’s 37-year-old son, Jonathan, will take over tives and performance. as Star Software’s president and allow the elder McLemore to scale back his involvement.

This section of the environ- 3 A. The Marketing Environment 3 mental analysis considers 1. Competitive forces. The competition in the specialty industry is very relevant external environmental forces such as competitive, eco- strong on a local and regional basis but somewhat weak nationally. fig- nomic, political, legal and regula- ures for the industry as a whole are difficult to obtain since very little business tory, technological, and sociocul- is conducted on a national scale. tural forces. The competition within the calendar industry is strong in the paper seg- ment and weak in the software-based segment. Currently paper calendars hold a C 1 dominant market share of approximately 90 percent; however, the software-

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C-1 C-2 Appendix C Sample MarketingPlan Sample Appendix C 2. 6. 5. 4. 3. gr and specialtyadvertising. This trendisexpected tocontinue asaweak, slow- companies arediverting alarger percentageoftheirbudgetstosalespromotion magazines, newspapers). While overall promotionbudgets areshrinking,many reductions have (television, inthebudgets formassmediaadvertising occurred motion budgetsasthey theneedtocutexpenses. face However, mostofthese Economic forces. enter themarket. based calendarsbecomemorepopular, additionalcompetitionisexpected to pany thatmarkets asoftware-based calendaron anationalbasis. As software- w software-based StarSoftware, calendarsisdivided amongmany different firms. based segment isgrowing rapidly. The 10percentmarket shareheldby ing dependenceoncomputers,forexample. move toapaperlesssociety, theneedtoautomaterepetitive tasks,andthegrow- quite well. inwith othersocietaltrends:a A software-based calendaralsofits thisconsumerneed sumers willsimply ignore it.Software-based calendarsfit iftheproductdoesnotsaveof use.Inshort, timeandisnoteasytouse,con- leisure. The hallmarksoftoday’s successful productsareconvenience andease Sociocultural forces. adapted tomatchthenew technology. software-based calendarproducts maytrend continues,current have tobe PDAs even have lettersviamicrowave theabilitytofax communication. As this includingpersonalnotes,addresses,andacalendar.ety ofinformation, Some handheld device, similarinsizetoalarge calculator, thatcanstoreawidevari- managers(PIMs),orpersonaldigitalassistants(PDAs).information A PDA isa Te increased legislation. indicatesthatmostcompanies donotfearthepotentialfor specialty advertising thatmorecompaniesaredivertingthe mail,fact theirpromotiondollarsto legislation may delivered beintroducedtocurbthetideofadvertising through ontheclientsofStarSoftwaremail falls andnotonthecompany itself. While is attachedtothetypeofproductsStarSoftware makes, theproblem ofjunk by “junk mail.” A large productsaredistributed percentageofspecialtyadvertising Legal andregulatory forces. affect theoperationsofStarSoftware. P with asoftware-based calendar, provides thisvalue. receive fromtheirpromotiondollar. suchascanbedone Specialtyadvertising, olitical forces. hich holds30percentofthesoftware-based calendarmarket, istheonly com- o c

mail, andsomeoftheseproductsareconsidered“junk.” Although thislabel wth economy forcesmostcompaniestofocusmoreonthe“value” they hnological forces. There arenoexpected politicalinfluencesorevents thatcould Nationwide, many companieshave reducedtheiroverall pro- In today’s society, consumershave lesstimeforwork or A majoremerging technological trendinvolves personal In recentyears, moreattentionhasbeenpaidto 2

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The analysis of current 4 B. Target Market(s) 4 target markets assesses demographic, geographic, psy- By focusing on commitment to service and quality, Star Software has effectively chographic, and product usage implemented a niche differentiation strategy in a somewhat diverse marketplace. Its characteristics of the target mar- ability to differentiate its product has contributed to superior annual returns. Its tar- kets. It also assesses the current get market consists of manufacturers or manufacturing divisions of large corpora- needs of each of the firm’s tar- tions that move their products through dealers, distributors, or brokers. Its most get markets, anticipated profitable product is a software program for a PC-based calendar, which can be tai- changes in those needs, and lored to meet client needs by means of artwork, logos, and text. Clients use this cal- how well the organization’s cur- endar software as a promotional tool, providing a disk to their customers as an rent products are meeting those advertising premium. The calendar software is not produced for resale. needs. The calendar software began as an ancillary product to Star’s commercial printing business. However, due to the proliferation of PCs and the growth in tech- nology, the computer calendar soon became more profitable for Star than its wall and desktop paper calendars. This led to the sale of the commercial printing plant and equipment to employees. Star Software has maintained a long-term relationship with these former employees, who have added capabilities to reproduce computer disks and whose company serves as Star’s primary supplier of finished goods. Star’s staff focuses on the further development and marketing of the software.

C. Current Marketing Objectives and Performance

Star Software’s sales representatives call on potential clients and, using a template demonstration disk, help them create a calendar concept. Once the sale has been finalized, Star completes the concept, including design, copywriting, and customiza- tion of the demonstration disk. Specifications are then sent to the supplier, located about a thousand miles away, where the disks are produced. Perhaps what most dif- ferentiates Star from its competitors is its high level of service. Disks can be shipped to any location the buyer specifies. Since product development and cus- tomization of this type can require significant amounts of time and effort, particu- larly during the product’s first year, Star deliberately pursues a strategy of steady, managed growth. Star Software markets its products on a company-specific basis. It has an approximate 90 percent annual reorder rate and an average customer-reorder rela- tionship of about eight years. The first year in dealing with a new customer is the most stressful and time consuming for Star’s salespeople and product developers. The subsequent years are faster and significantly more profitable. 5 The company is currently debt free except for the mortgage on its facility. 5 A company must set However, about 80 percent of its accounts receivable are billed during the last three marketing objectives, months of the calendar year. Seasonal account billings, along with the added travel measure performance against of its sales staff during the peak season, pose a special challenge to the company. those objectives, and then take C 3 corrective action if needed.

3 Copyright © Houghton Mifflin Company. All rights reserved. Copyright © Houghton Mifflin Company. C-4 customers. in meetingtheneedsofits organization anadvantage competencies thatgivethe strategy. or implementingamarketing 6 7 tive advantagesorcore Strengths are competi- a firmhasindeveloping W eaknesses are limitations Appendix C Sample MarketingPlan Sample Appendix C 6 7 .Weaknesses B. Strengths A. SWOTANALYSIS III. areexpected toreach$1.3million. $4 million,andprofits ofapproximately 10percentoverprofits theprevious year. Revenues shouldexceed tomer billingoccurs. amountsofmoney tocovercompany toborrow significant theperioduntilcus- forthe The needforcashtofundoperationsinthemeantimemakes itnecessary 4. The high percentage of reorder business suggests a satisfied customerbase,as Thehighpercentageofreorderbusinesssuggestsasatisfied 4. supplierhasresultedinshared relationshipwiththeprimary Along-term 3. Thereislittleturnover amongemployees who arewell compensatedandliked 2. StarSoftware’s productdifferentiation strategy istheresultofastrongmarket- 1. 4. Both the product line and the client base lack diversification. Dependenceon Boththeproductlineandclientbaselackdiversification. 4. Theseasonalnatureoftheproductlinecreatesbottlenecks inproductivity and 3. relationshipwiththesupplier, Despitethesuccessful,long-term single-sourcing 2. Thehighly centralizedmanagementhierarchy (theMcLemores)andlackof 1. cent ofnew businesseachyear. w common visionthroughoutthedevelopment andproductionprocess. knowledge oftheproduct’s requirements,adherencetoqualitystandards,anda needs. coworkers andclients,fosterscommunicationquickresponsetoclients’ by services. support ing orientation,commitmenttohighquality, andcustomizationofproducts current reorderratescould breedcomplacency,current invite competition, orcreatea cash flow, placesexcessive stressonpersonnel,andstrainsthefacilities. considered. supplier.dissolution ofthecurrent Contingency plansforsuppliersshouldbe could make StarSoftware vulnerable intheevent ofanaturaldisaster, strike, or much knowledge. managerial backupmay impedecreativity andgrowth. Too few peopleholdtoo Star Software’s marketing objectives includeincreasesinbothrevenues and ell aspositive word-of-mouth communication,which generatessome30per-

customers. The relatively smallsizeofthestaff promotescamaraderiewith 4

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false sense of customer satisfaction. The development of a product that would make the software calendar obsolete would probably put Star out of business. 5. While the small size of the staff fosters camaraderie, it also impedes growth and new-business development. 6. Star Software is reactive rather than assertive in its marketing efforts because of its heavy reliance on positive word-of-mouth communication for obtaining new business. 7. Star’s current facilities are crowded. There is little room for additional employ- ees or new equipment.

Opportunities are 8 C. Opportunities 8 favorable conditions in the 1. Advertising expenditures in the United States exceed $132 billion annually. environment that could yield rewards for an organization if More than $25 billion of this is spent on direct-mail advertising, and another acted on properly. $20 billion is spent on specialty advertising. The potential for Star Software’s growth is significant in this market. 2. Technological advances have not only freed up time for Americans and brought greater efficiency but also have increased the amount of stress in their fast- paced lives. Personal computers have become commonplace, and personal information managers have gained popularity. 3. As U.S. companies look for ways to develop customer relationships rather than just close sales, reminders of this relationship could come in the form of acceptable premiums or gifts that are useful to the customer. 4. Computer-based calendars are easily distributed nationally and globally. The globalization of business creates an opportunity to establish new client relation- ships in foreign markets.

Threats are conditions 9 D. Threats 9 or barriers that may pre- vent the organization from 1. Reengineering, right-sizing, and outsourcing trends in management may alter reaching its objectives. traditional channel relationships with brokers, dealers, and distributors or elimi- nate them altogether. 2. Calendars are basically a generic product. The technology, knowledge, and equipment required to produce such an item, even a computer-based one, are minimal. The possible entry of new competitors is a significant threat. 3. Theft of trade secrets and software piracy through unauthorized copying are C 5 difficult to control.

5 Copyright © Houghton Mifflin Company. All rights reserved. Copyright © Houghton Mifflin Company. C-6 for completingthisobjective?” urable outcomeandtimeframe “What isthespecificandmeas- should answerthequestion, each objective,thissection organization’s resources. For all corporateobjectives,andthe SWOT analysis,thefirm’s over- on environmental analysis, nal threats intoopportunities. nesses intostrengths andexter- try toconvertinternalweak- opportunities. Inaddition,they internal strengths toexternal marketers attempttomatch 10 11 keting objectivesisbased The developmentofmar- ment ofamarketingplan, During thedevelop- Appendix C Sample MarketingPlan Sample Appendix C 11 10 off-peak periodofthecalendar cycle. tomers andfromproductsthatarenonseasonalorgenerally delivered inthe least halfofthis50percentgrowth shouldcomefromnew, cus- nonmanufacturing ofatleast 50percentovercumulative growth years. thenext innetprofit five At focused missionstatement,StarSoftware shouldestablish anobjective to achieve amarketing-oriented andcustomer- Besidesformulating ucts and/orservices. Star Software, Inc.,isinthebusinessofhelpingothercompaniesmarket theirprod- MARKETINGOBJECTIVES IV. MatchingStrengthstoOpportunities/ E. .StarSoftware shouldconsiderdiversifying itsproductlinetosatisfynew mar- 5. StarSoftware shoulddiscussfuturegrowth strategies withitssupplierand 4. StarSoftware mustmodifyitsmanagementhierarchy, empowering itsemploy- 3. StarSoftware forbusinessgrowth hasmoreopportunity duringitspeakseason 2. Theacceptanceoftechnological advances andthedesiretocontroltimecreate 1. Competitionfromtraditionalpapercalendarsandotherpromotionalitemsis 6. Single-sourcingcanbedetrimentaloreven toacompany fatal ifthebuyer- 5. andideas throughpromotionalitemsreliesongadgetry Specialtyadvertising 4. .StarSoftware customersanditscus- shouldconsidersurveying itscurrent 6. Converting Weaknesses andThreats k f develop contingency planstodealwithunforeseenevents. Possible satellite ees throughamoredecentralizedmarketing organization. straints. than itcanpresently handlebecauseofresource(humanandcapital)con- a potentialneedforcomputer-based calendar. strong. difficulty. supplier relationshipisdamagedorifthesupplying company hasfinancial that arenew anddifferent. As aresult,productlifecycles may bequiteshort. desires. clientstogainabetterunderstandingoftheirchangingneedsand tomers’ acilities inothergeographic locationsshouldbeexplored. et nichesanddevelop nonseasonalproducts. 6

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To accomplish its marketing objectives, Star Software should develop bench- marks to measure progress. Regular reviews of these objectives will provide feed- back and possible corrective actions on a timely basis. The major marketing objec- tive is to gain a better understanding of the needs and satisfaction of current customers. Since Star Software is benefiting from a 90 percent reorder rate, it must be satisfying its current customers. Star could use the knowledge of its successes with current clients to market to new customers. To capitalize on its success with current clients, benchmarks should be established to learn how Star can improve the products it now offers through knowledge of its clients’ needs and specific opportu- nities for new product offerings. These benchmarks should be determined through and Star’s marketing information system. Another objective should be to analyze the billing cycle Star now uses to deter- mine if there are ways to bill accounts receivable in a more evenly distributed man- ner throughout the year. Alternatively, repeat customers might be willing to place orders at off-peak cycles in return for discounts or added customer services. Star Software also should create new products that can utilize its current equip- ment, technology, and knowledge base. It should conduct simple research and analyses of similar products or product lines with an eye toward developing special- ty advertising products that are software based but not necessarily calendar related.

V. MARKETING STRATEGIES

The marketing plan clearly 12 A. Target Market(s) 12 specifies and describes the target market(s) toward which Target market 1: Large manufacturers or stand-alone manufacturing divisions the organization will aim its of large corporations with extensive broker, dealer, or distributor networks marketing efforts. The differ- Example: An agricultural chemical producer, such as Dow Chemical, dis- ence between this section and tributes its products to numerous rural “feed and seed” dealers. the earlier section covering tar- get markets is that the earlier Customizing calendars with Chicago Board of Trade futures or USDA section deals with present target agricultural report dates would be beneficial to these potential clients. markets, whereas this section looks at future target markets. Target market 2: Nonmanufacturing, nonindustrial segments of the business-to- business market with extensive customer networks, such as banks, medical services, or financial planners

Example: Various sporting goods manufacturers distribute to specialty shop dealers. Calendars could be customized to the particular sport, such as golf (with PGA, Virginia Slims, or other tour dates), running (with var- ious national marathon dates), or bowling (with national tour dates).

C 7

7 Copyright © Houghton Mifflin Company. All rights reserved. Copyright © Houghton Mifflin Company. C-8 pr price, d of themarketingmix:product, details regarding eachelement should provide considerable abbreviated, thiscomponent 13 omo mix sectioninthisplanis Though themarketing tion. istribution, and Appendix C Sample MarketingPlan Sample Appendix C 13 .MarketingMix B. shows, meetings,conferences,orconventions T forconsumerproducts,suchasCoca-Cola arrangements T 4. 3. 2. 1. arget market4: arget market3: sales performance bonuses) of current andnew products. bonuses)ofcurrent sales performance of ing promotionaldollarscouldbedirectedtopersonalselling(in the form orspecialtypublications. andtradejournals direct-mail advertising Any remain- promotional expenditures shouldfocusonnew productofferings through Promotion. selling itsproducts. thatStarcanshiptomultiplelocationsforeach customerisanassetin The fact FedEx,direct totheclientviaUnitedParcel Service, ortheU.S. Postal Service. pact, lightweight, andnonperishable, itcanbeshippedfromacentrallocation . uct andoverall consumerdemand. in itspremiumprice.Starshouldbesensitive tothepriceelasticityofitsprod- needs. The value isreflected ofthisproductandservice tomized toitsclients’ Price. . forcompetitorstocopy, aredifficult attributes thereby giving StarSoftware a demands,anditsanticipationofnew customerneeds.Intangible to customers’ ty tomeetorexceed customerexpectations consistently, itsspeedinresponding toitsclients.Star’sice ofspecialtyadvertising intangible attributesareitsabili- Products. g conventions. Customizedcalendarscouldbedeveloped forany ofthese the American Marketing Association, frequently hostmeetingsorannual Example: the manufacturer/dealer. product,whichaddition tothespecialtyadvertising would bemarketed to products couldprovide amarket forconsumercomputercalendarsin forconsumer computer calendars.Brandswithlicensingagreements Corvette Association, couldprovide additionalmarkets forcustomized ship, suchasHarley-Davidson motorcycles ortheBloomingtonGold Example: roups. Star Software provides productcus- ahigh-qualityspecialtyadvertising Star Software markets notonly calendarsoftware alsotheserv- but Since 90percentofStar’s customersreordereachyear, thebulkof Star Software usesdirectmarketing. Sinceitsproductiscom- National associations, such as the National Dairy National associations,suchastheDairy Association or Products withmajorbrandrecognition clubmember- andfan Industry associationsthatregularlyIndustry holdorsponsortrade Direct consumermarkets forbrandswithsuccessfullicensing 8

Copyright © HoughtonCopyright Mifflin © Houghton Company. Mifflin All rights Company. reserved. All rights reserved. Copyright © HoughtonCopyright Mifflin © Houghton Company. Mifflin All rights Company. reserved. All rights reserved. fied schedule. accomplished basedonaspeci- these activitiesshouldbe ing theseactivities,andwhen who isresponsible forperform- implement themarketingplan, the specificactivitiesrequired to the marketingunit. making authoritywillrest within also indicateswhere decision- ment itsmarketingstrategies.It types ofcustomers—toimple- functions, products, regions, or the firmwillbeorganized—by 15 14 marketing planoutlines This componentofthe keting plandetailshow This sectionofthemar- C 9 14 15 • • • • president, JonathanMcLemore. allactivitiesApril 1.Unlessspecified, aretheresponsibilityofStarSoftware’s next year on All implementationactivities ofthenext aretobegin fiscal atthestart Activities,Responsibility, andTimetables forCompletion B. tor theactivities ofcompetitors. F ov needs.Likewise, thesechangeswill creative andflexible inmeetingcustomers’ clients. salespeople willbeempowered tomake decisionsthatwillbettersatisfyStar’s highly centralizedmanagement hierarchy.sents ashiftfromthecurrent Frontline willhavement. Inaddition,eachgroup fulldecision-makingauthority. This repre- g w willbeheadedby Eachgroup asalesmanager associationsgroup. and (4)industry (3)consumerproductlicensinggroup; business-to-businessgroup; manufacturing, organized (2)non- aroundthefollowing group; (1)manufacturing customergroups: ofeachtarget customersegment. Star’sand specifications marketing efforts willbe gr toorganize themarketing needs,itisnecessary functionby customer clients’ Because Star’s andfutureproductsrequireextensive current customizationtomatch MarketingOrganization A. MARKETINGIMPLEMENTATION VI. roup isresponsible forthemarketing ofStar’s productswithinthatcustomerseg- inally, thisnew marketing organization willgive tomoni- Starabetteropportunity ho will report tothemarketing director(thesepositionsmustbecreated).Each ho willreport terns andcustomersatisfaction. terns By July 31,develop systemtomonitorclientreorderpat- amarketing information full businessanalysis teamwillreview allrecommendations. theresultsoftheiranalyses. will report By June30,thethreeprojectgroups The ject. The marketing directorisresponsible. billingcycle andbillingpractices,(3)designacustomersurvey pro- current projects: (1)researchpotentialnew productofferings andclients,(2)analyze the By April 15,assignthreemembersoftheanalysis teamtoeachofthefollowing within thecompany. analysis team,tobecomposedofnineemployees fromavariety ofpositions director. The marketing asprojectleaderofanew directorwillserve business On April 1,createfoursalesmanagerpositionsandthepositionofmarketing oups. This willallow Startofocusitsmarketing efforts exclusively ontheneeds ercome the current lack of diversification inStar’s lackofdiversification ercome thecurrent productlinesandclientbase. These changesinmarketing organization willenable StarSoftware tobemore 9 Appendix C Sample MarketingPlan Sample Appendix C C-9 C-10 actual performance. between theplannedand take toreduce thedifferences types ofactionsthefirmcan of thissectionincludesthe evaluated. Thecontrol portion ing planwillbemeasured and 16 the results ofthemarket- This sectiondetailshow Appendix C Sample MarketingPlan Sample Appendix C 16 • • • suggested: controlsare the projectreport. The following standards andfinancial performance expenditures withtheplangoalswillbeincludedin A comparisonofthefinancial PerformanceStandardsandFinancialControls A. EVALUATION ANDCONTROL VII. • •B • • •B • • • director. willbedeveloped form and providedstandardized reporting by themarketing ing personnelsalariesanddirectexpenses, fortheirsegment oftheproject. A expenditures, includ- allfinancial Each projectteamisresponsible forreporting development andnew-product implementation. systemdevelopment,ing information anda50percentallocationtonew-business the billingcycle study, a30percentallocationtothecustomersurvey and market- The breakdown ofthebudgetwithinprojectwillbea20percentallocationto ing year. survey willbeequalto 60percentoftheannualpromotionalbudgetforcom- The totalbudgetforthebillinganalysis, new-product research,and thecustomer The marketing directorisresponsible. Reestablish theobjectives year. ofthebusinessanalysis teamforthenext fiscal ev surveysBy March,analyze and theresultsofallcustomersatisfaction andreport and toasampleofpotentialclients. The businessanalysis teamisresponsible. By February, implementanew customers productoffering, tocurrent advertising business analysis team. k clientswho reorderedforthe2001productyear.20 percentofcurrent The mar- By January, survey witharandomsampleof implementthecustomersatisfaction product year todiscusstheirconcerns. The marketing directorisresponsible. tion, thecompany willcontactthosecustomerswho didnotreorderforthe2001 clients.Inaddi- survey forcurrent acustomersatisfaction By August 31,finalize of itspotentialcustomers. The businessanalysis teamisresponsible. By August 31,develop aplanforonenew productoffering alongwithananalysis line. Eachsalesmanagerisresponsible. eting directorisresponsible. y July 31,implementany changesinbillingpracticesasrecommendedby the y July 31,make product initialcontactwithnew potential clientsforthecurrent aluate thenew productoffering. The marketing directorisresponsible. 10

Copyright © Houghton Mifflin Company. All rights reserved. Copyright © Houghton Mifflin Company. All rights reserved. C 11 •A • • •A •A to, thefollowing: bring themarketing plantofruition. These proceduresinclude,butarenotlimited monitoring proceduresshouldbedeveloped forthevarious activities requiredto withplanobjectives.compare itsactualperformance To thisanalysis, facilitate To MonitoringProcedures B. project ofthebusinessanalysis team. tor alsoisresponsible forany redirectionofbudgetdollars,asrequiredforeach overagesreport tothecompany presidentonaweekly basis. The marketing direc- The marketing directorisresponsible foradherencetotheprojectbudgetandwill area. procedures, productfocus,oroperationsasaresultofthestudiesconductedinits whatEach projectteamisresponsible changesmustbemadein fordetermining president. theircomparisonofactualandplannedoutcomesdirectlyreport tothecompany tation phase. The businessanalysis team,includingthemarketing director, will year andonaquarterly basisaftertheinitialimplemen- monthly basisforthefirst f marketing planby establishing timerequirements,humanresourceneeds,and during thesameperiod. period, incomegenerated by andwillbecomparedwithgross calendarquarters, profitability. Productdevelopment expenses over willbedistributed atwo-year

inancial or budgetary expenditures. inancial orbudgetary analyze theeffectiveness ofStarSoftware’s to marketing plan,itisnecessary

ny perpetual comparisonofactualandplannedactivities willbeconductedona perpetual project managementconceptwillbeusedtoevaluate theimplementationof

new productoffering willbeevaluated its onaquarterly basistodetermine 11 Appendix C Sample MarketingPlan Sample Appendix C C-11