Gaming Futures, LLC
Strategy and Implementation Summary
Gaming Futures’ developers, William Kerl and Diane Huber, have extensive connections throughout the gaming industry. They will be responsible for marketing the company’s services to potential customers.
5.1 Competitive Edge
The competitive advantage of Gaming Futures is always bringing in a project before the projected deadline. As noted in the Market Analysis Summary, one of the greatest challenges will be production costs. Nowhere is this more critical than with outsourced projects. If a company can produce by deadline, they will get more work.
5.2 Marketing Strategy
William Kerl and Diane Huber will approach the 120 production companies that are currently producing video games. A marketing CD has been created for these presentations.
William and Diane have begun the process of presenting their company’s services to gaming production companies. The team has created a presentation program that will be the centerpiece of the marketing program.
Currently, the company has been successful in acquiring three contracts with the following companies:
- Clear Mountain Productions
- Weaver Farm, Inc.
The company will continue to aggressively pursue new contracts.
5.3 Sales Strategy
Gaming Futures anticipates that sales will start during the third month. The first two months of operation will have flat sales. After that point, sales will increase.
5.3.1 Sales Forecast
The following is the sales forecast for three years. The owners have agreed not to take a salary for the first three months of the operation, and during this phase all five owners will be involved in sales.
| Sales Forecast | |||
| Year 1 | Year 2 | Year 3 | |
| Sales | |||
| Projects | $279,000 | $380,000 | $644,000 |
| Other | $0 | $0 | $0 |
| Total Sales | $279,000 | $380,000 | $644,000 |
| Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
| Projects | $0 | $0 | $0 |
| Other | $0 | $0 | $0 |
| Subtotal Direct Cost of Sales | $0 | $0 | $0 |
5.4 Milestones
The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold monthly follow-up meetings to discuss the variance and course corrections.
| Milestones | |||||
| Milestone | Start Date | End Date | Budget | Manager | Department |
| Office Setup | 5/1/2002 | 5/20/2002 | $5,000 | William Kerl | Admin |
| Equipment/Network Setup | 5/1/2002 | 5/20/2002 | $100,000 | Jeremy Lang | Admin |
| Marketing CD | 3/1/2002 | 4/1/2002 | $2,000 | Diane Huber | Web |
| Face to Face Selling | 4/1/2001 | 6/1/2002 | $2,000 | All | Web |
| Totals | $109,000 | ||||
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