Strategy and Implementation Summary
The main thrust of strategy is to lever our identification with business plan software to offer seminars with real content and real value that will be useful to the participants. We understand the underlying needs and give the customer what they really need.
5.1 Value Proposition
In the corporate market: our clients get channel development programs that increase the quality of channel information, enhance the businesses of channel partners, and improve the attendance of programmed meetings, at a price commensurate with real value offered.
In the mainstream market: our clients get accelerated learning in a few hours with software to take home that vastly increases the value and likelihood of success.
5.2 Competitive Edge
Our most important competitive edge is the intimate link with the planning software. While other seminars may offer their participants content, we offer them both know-how and tools to use that know-how. They walk out of the seminar with a much higher likelihood of actually using it.
5.3 Marketing Strategy
Our marketing strategy is based on making our value proposition known to the potential market (through contacts, selling, leverage with allies, and the website) and focusing on the market needs of the main potential clients.
5.3.1 Promotion Strategy
Promotion is the hardest part. One of our key gaps as this plan is written is the sales and marketing manager with real seminar marketing experience. We need to build programs that work.
5.3.2 Marketing Programs
- The website.
- Email newsletter list.
- Alliances with key organizations including SBDC, Chambers of Commerce, SCORE, AICPA, and AMA.
5.3.3 Positioning Statement
For companies marketing through channels, our business plan seminars provide better planning, better business information, and higher attendance at planned meetings. Unlike normal seminars, ours come with software included so participants will be much more likely to use it.
For entrepreneurs wanting to develop a business plan, our seminars gives them an accelerated head start that enhances knowledge and reduces fear. Unlike normal seminars, ours come with software included so participants will be much more likely to actually develop that plan, not just think about it.
5.3.4 Pricing Strategy
Our seminars should be priced above the medium, but not so high as to rule out participation from entrepreneurs. We aim for $495 per participant in the mainstream seminars, and $5,000 per day plus $100 per participant in the corporate market.
5.4 Sales Strategy
We need to be able to offer schedules and agendas off of our website, from which we can register clients as easily as possible. We should also set up a toll-free number to take registrations, probably through an answering service until the sales and marketing manager is on board.
5.4.1 Sales Forecast
The following table and chart illustrate the sales forecast. We’re sure this is a manageable forecast.
|Year 1||Year 2||Year 3|
|Total Unit Sales||628||832||1,190|
|Unit Prices||Year 1||Year 2||Year 3|
|Direct Unit Costs||Year 1||Year 2||Year 3|
|Direct Cost of Sales|
|Subtotal Direct Cost of Sales||$97,025||$122,750||$162,500|
5.5 Strategic Alliances
Strategic alliances will be critical to this business. We need to develop alliances with entrepreneurial websites, SBDCs, AICPA, AMA, and others.
The main milestones are shown in the following table and chart. The key is actually implementing the plan.
|Milestone||Start Date||End Date||Budget||Manager||Department|
|Recruitment marketing person||1/15/2002||3/1/2002||$2,000||Founder||Management|
|Sales contacts and networking||1/15/2002||4/1/2002||$2,000||Founder||Management|
|Initial market communication||3/15/2002||6/1/2002||$5,000||Marketing||Marketing|
|First corporate seminar||1/1/2002||3/31/2002||$2,000||Founder||Management|
|Second corporate seminar||3/31/2002||5/1/2002||$2,000||Marketing||Marketing|
|First mainstream seminar||4/1/2002||5/1/2002||$2,000||Marketing||Marketing|