Sample Marketing Plan Template Page 3
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11Appendix C Sample Marketing Plan
C-3
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The analysis of current
B. Target Market(s)
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target markets assesses
By focusing on commitment to service and quality, Star Software has effectively
demographic, geographic, psy-
implemented a niche differentiation strategy in a somewhat diverse marketplace. Its
chographic, and product usage
ability to differentiate its product has contributed to superior annual returns. Its tar-
characteristics of the target mar-
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.
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The company is currently debt free except for the mortgage on its facility.
A company must set
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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.
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those objectives, and then take
corrective action if needed.
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