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. reader agrees not to disclose it without the express written permission of _______________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a marketing plan. Upon request. It does not imply an offering of securities. this document is to be immediately returned to _______________. other than information which is in the public domain through other means and that any disclosure or use of same by reader. may cause serious harm or damage to _______________. therefore. It is acknowledged by reader that information to be furnished in this marketing plan is in all respects confidential in nature.Confidentiality Agreement The undersigned reader acknowledges that the information provided by _______________ in this marketing plan is confidential.

. . . . . . . . . . . . .4 Target Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. . . . . .2 Marketing Objectives . . . . . . . .7 Marketing Mix . . . . . . . . . . . . .1 Implementation Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3. 2. . . . . . . .8 Marketing Research . . . . . . . 4. . . . . . . . . . .0 2. . . . . . . . . . . . . Financials. . . . . . . . . . . 2. . . . . . . . . . . . . .1. . . . . . . 2. . . . . . . . . .3 Market Trends . . . . . . . . . . . . . . . . . . . . .Table of Contents 1. . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . .2. . . . . . . 1 1 2 3 3 4 5 5 6 6 6 6 7 8 8 8 8 9 9 9 9 10 10 11 11 11 12 13 13 14 14 14 15 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. . . 2. . . . . . .1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. . . . . . . . . . . 5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. . . . . . . .4 Threats . . . . . . . Controls . . . . . . . . . Budgets. . . . . . . . . . . . . . .1. . . . . . . . . . . . . . . . . . . . . and Forecasts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5. . . .3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Service Offering . . . . . . . . . . . . . . . . . . .1 Break-even Analysis . . . . . . . . . . . .2. . . . . . . . . . . 3. . . . . . . . . . . . . . . . . . . . . .4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1. . . . . . . . .3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3. . . . . . . 2. . . . . . . . . . . . . . . . . . .3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . .2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Positioning . . . . . . . . .6 Strategy Pyramids . . . . . . 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Market Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 Executive Summary . . . . . . . . . . . . . . 2. . . . . . . . . . . . . .2 SWOT Analysis . . . . . . . .5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3. . . . . 3. . . . . . . . . . . 1 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Weaknesses . . . . . . . . . . . .1 Mission . . . . . . . . . . . . . . . . . . . . . . .6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . . . . 2. . . . . . . . . . .0 5. . . . . . . . . . . . . . . 2. . . 4.3 Competition . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Market Summary . Marketing Strategy . . . . . . . . . . . . . . . . . . . .2. . . . . . . . . . . . . . . . . . . . . . . . 5. . . . . .2 Market Needs . . .2 Sales Forecast . .

Sigmund's Gourmet Pasta will reinvent the pasta experience for individuals. and beverages. families. Sigmund's uses homemade pasta. and premium meats and cheeses.Sigmund's Gourmet Pasta 1. and take out customers with discretionary income by selling high quality. innovative products at a reasonable price. convenient locations. 2. pancetta and peas linguini in an alfredo sauce.0 Executive Summary Sigmund's Gourmet Pasta will be the leading gourmet pasta restaurant in Eugene. attractive. desserts. premium. Sigmund's Gourmet Pasta will leverage this information to better understand who is served.1 Market Summary Sigmund's Gourmet Pasta possess good information about the market and knows a great deal about the common attributes of our most prized and loyal customers. pasta dishes. families. their specific needs. salads and desserts. and fresh mussels and clams in a marinara sauce. and marketing is now critical to its continued success and future profitability. designing tasteful. Page 1 . Sigmund's Gourmet Pasta also serves distinct salads. The signature line of innovative. The store offers an extensive offering of gourmet pastas. and take out customers fresh.0 Situation Analysis Sigmund's Gourmet Pasta is close to entering their second year of operation. In order to grow at a rate consistent with our objectives. 2. and providing industry-benchmark customer service. The basic market need is to offer individuals. pasta dishes include pesto with smoked salmon. fresh vegetables. creative. and how Sigmund's can better communicate with them. OR with a rapidly developing consumer brand and growing customer base. The portion not subscribed by existing members will be available for prospective new investors.000 in equity. Sigmund's is offering an additional $500. Existing members will be given the first option to subscribe to the additional equity to allow each of them to maintain their percentage of ownership. The restaurant has been well received.

593 CAGR 8. • Ages 25-50. • The total targeted population is estimated at 46. • Are cognizant about their health.031 50.00% 9.1.662 29.1 Market Demographics The profile for Sigmund's Gourmet Pasta's customer consists of the following geographic.454 9. • Young professionals who work close to the location.926 2004 15. Demographics • Male and female.00% 10.000.27% 2.622 32. this is the segment that makes up 53% of the Eugene market according to the Eugene Chamber of Commerce. Page 2 .27% 12.021 2005 16. • A 15 mile geographic area is in need of our services.00% 9. demographic.530 10.574 46.692 11. • Yuppies.974 24.947 12.668 35.267 2003 14.978 65.782 27. • Eat out several times a week. • Have attended college and/or graduate school. • An income over $40.Sigmund's Gourmet Pasta Target Markets Individuals Families Take out Table: Market Analysis Market Analysis 2001 Potential Customers Individuals Families Take out Total Growth 8% 9% 10% 9. • Tend to patronize higher quality restaurants.005 2002 13. and behavior factors: Geographics • Our immediate geographic target is the city of Eugene with a population of 130.457 8.00.707 60.000.734 54.

Sigmund's Gourmet Pasta seeks to fulfill the following benefits that are important to their customers.Sigmund's Gourmet Pasta Behavior Factors • Enjoy a high quality meal without the mess of making it themselves. • Accessibility. People are demanding a larger selection of foods. offer a wide selection of health conscious choices.2 Market Needs Sigmund's Gourmet Pasta is providing its customers with a wide selection of high-quality pasta dishes and salads that are unique and pleasing in presentation. A wide choice of pasta and salad options. This trend is intuitive as you can observe a more sophisticated restaurant patron in larger city markets such as Seattle. evidenced by the increase in individuals exercising and health club memberships. All products/services will be competitively priced relative to comparable high-end pasta/Italian restaurants.1. As presentation of an element of the culinary experience becomes more pervasive. With more choices. • Competitive pricing. health concerns in regard to foods are taken into account. The patron can gain access to the restaurant with minimal waits and can choose the option of dine in or take out. • Selection. • Food quality. The patron will be impressed with the level of attention that they receive. they are no longer accepting a limited menu. 2. • Presentation/appearance. and reasonably good for you. They recognize that an entree can be quite tasty. Portland or New York where there are more choices available. • When ordering. providing customers with new choices. • There is value attributed to the appearance or presentation of food.3 Market Trends The market trend for restaurants is headed toward a more sophisticated customer. The reason for this trend is that within the last couple of years the restaurant offerings have increased. • Health consciousness. Restaurant patrons no longer need to accept a limited number of options. 2. and utilizes top-shelf ingredients. Page 3 . patrons are requesting more healthy alternatives when they eat out. • Selection. • Customer service. patrons are learning to appreciate this aspect of the industry. The restaurant patron today relative to yesterday is more sophisticated in a number of different ways. patrons have become more sophisticated.1. The preference for high-quality ingredients is increasing as customers are learning to appreciate the qualitative differences. As Americans in general are more cognizant of their health.

This growth can be attributed to several different factors. Pasta is seen as a healthy food because of its high percentage of carbohydrates relative to fat.Sigmund's Gourmet Pasta Market Forecast 40. Pasta sales are estimated to grow by at least 10% for the next few years. This is intuitively explained by the fact that with a limited number of hours available each day." particularly the cream based sauces. The first factor is an appreciation for health conscious food.000 20. Page 4 .4 Market Growth In 1999.000 10. pasta can be very tasty yet health conscious at the same time.000 25. As the number of work hours increases.000 30.000 0 2001 2002 2003 2004 2005 Individuals Families Take out 2.000 5.000 15.000 35. While not all pasta is "good for you. Over the last five years the number of hours spent at work of our archetype customer has significantly increased. Another variable that is contributing to market growth is an increase in the number of hours our demographic is working.1. people have less time to prepare their meals and eating out is one way to maximize their time. there is a high correlation of people that eat out at restaurants. the global pasta market reached $8 billion dollars.

and price. suburban neighborhood.00% 0. or urban retail district. • High-quality food offerings that exceed competitors offerings in quality.00% 4. Page 5 .00% 6. 2. • Excellent staff who are highly trained and very customer attentive.00% 8. and describes the opportunities and threats facing Sigmund's Gourmet Pasta. hip. clean. and located in an upscale mall.00% Individuals Families Take out 2.2 SWOT Analysis The following SWOT analysis captures the key strengths and weaknesses within the company.00% 2. presentation. • High customer loyalty among repeat customers. • Great retail space that is bright.2.Sigmund's Gourmet Pasta Target Market Growth 10.1 Strengths • Strong relationships with vendors that offer high-quality ingredients and fast/frequent delivery schedules.

Sigmund's Gourmet Pasta 2. however quality is inconsistent. 2. and less than average store atmosphere. • Restaurant B: An Italian restaurant with a decent pasta selection. The price point is high. Service can often be poor. • The ability to spread overhead over multiple revenue centers. Food quality is average. but the food is quite good. • Increasing sales opportunities in take out business. and ingredients. 2. The company was sold a few years ago. sauces. and consequently the direction of management has been stagnant lately and has resulted in excessive employee turnover. decreasing the fixed costs per store. Local Competition • Restaurant A: This is an upscale Italian restaurant that has a limited selection of pasta dishes. Although the selection is limited and pricey.2. Sigmund's is not sure how this company has been able to grow in size as their whole product is mediocre at best.2. the dishes are quite good. • Restaurant C: An upscale restaurant with a large wine selection and good salads. 2. Page 6 . no creativity. allowing the customer to assemble their dish as they wish. • PastaFresh: has a limited selection but the dishes are assembled with high-quality ingredients.2 Weaknesses • Sigmund's name lacks brand equity. Sigmund's will be able to spread the management overhead costs among the multiple stores. • Pasta Works: offers pasta that is reasonably fresh. • Perfect Pasta: has medium-priced pasta dishes that use average ingredients.2. • The struggle to continually appear to be cutting edge. Everything else is mediocre at best and over-priced.3 Opportunities • Growing market with a significant percentage of the target market still not aware that Sigmund's Gourmet Pasta exists. reasonably innovative and at a lower price point.4 Threats • Competition from local restaurants that respond to Sigmund's Gourmet Pasta's superior offerings. • A slump in the economy reducing customer's disposable income spent on eating out.3 Competition National Competition • Pastabilities: offers consumers their choice of noodles. • A limited marketing budget to develop brand awareness. • Gourmet pasta restaurant chains found in other markets coming to Eugene.

the experience of dining is a service. 3. 4.00% Competitor by Growth and Share Restaurant A Restaurant B Restaurant C 2. Meats are all top-shelf varieties. 2.00 Growth Rate 7% 6% 7% 6.50% Market Share 15% 11% 13% 13.50% 19. The following are characteristics of the product: 1.4 Service Offering Sigmund's has created gourmet pastas and salads that are differentiated and superior to competitors. Types of transactions: 80% dine in. or urban retail district. At Sigmund's. Size: 1. Page 7 . Customers can taste the quality and freshness of the product in every bite. This is accomplished through an extensive training program and only hiring experienced employees. organic when possible. Sigmund's prides themselves on providing service that is on par with fine dining.200-1. At a Glance--The Protype Sigmund's Store: • • • • • • Location: an upscale mall. and clean.00 $42. hip. Design: bright. Seating: 35-45. Employees: six to seven full time.700 square feet. suburban neighborhood. Vegetables are organic and fresh with three shipments a week. 20% take out. Cheeses are all imported. Sigmund's dough for the pasta is made with Italian semolina flour. food is not a product.Sigmund's Gourmet Pasta Table: Growth and Share Analysis Growth and Share Competitor Restaurant A Restaurant B Restaurant C Average Total Price $16 $12 $14 $14.00% 39.

and inserts. Page 8 .5 Keys to Success Location. 3.6 Critical Issues Sigmund's Gourmet Pasta is still in the speculative stage as a retail restaurant. helped us identify the following site selection criteria: • • • • Daytime and evening populations. with inserts in the Register Guard likely to be the most successful of the campaigns. Starbucks. but because it is economically wise to. Household income levels. When we adhere to this maxim.Sigmund's Gourmet Pasta 2. Our services will exceed the expectations of our customers. Previous friends who have had their restaurant featured in the Register Guard has seen a dramatic increase of sales immediately after the article was published in the RG. Arthur Johnson. Shopping patterns. Location. expand at a reasonable rate. banner ads. everything else will fall into place. Its critical issues are: • Continue to take a modest fiscal approach. not for the sake of expansion in itself. 2. former VP Real Estate. Sigmund's will leverage personal relationships to get an articles of Sigmund's in the Register Guard.1 Mission Sigmund's Gourmet Pasta's mission is to provide the customer the finest pasta meal and dining experience. Lastly. We exist to attract and maintain customers. Continue to build brand awareness which will drive customers to existing stores as well as ease the marketing efforts of future stores. 3. Car counts.0 Marketing Strategy Sigmund's advertising budget is very limited. Sigmund's will do direct mail. Sigmund's site selection criteria are critical to success. Location. so the advertising program is simple.

The product will have the freshest ingredients including homemade pasta. Continue to decrease the variable costs associated with food production. Age is not the most defined demographic of this customer base. Patrons will be both single as well as families. Generate at least $40.5 Positioning Sigmund's Gourmet Pasta will position itself as a reasonably priced. and top-shelf meats.3 Financial Objectives 1. Combining several key demographic factors. organic vegetables. • Young professionals who work close to the location. Realize a growth strategy of one store per year. 3. either friends or a group of nuclear relatives dining together. gourmet pasta restaurant. These areas have a large day and night population consisting of business people and families who have household disposable incomes over $40. such as Northwest 23rd in Portland. 3. Experience an increase in new customers who are turned into long-term customers. Gourmet pasta stores have been very successful in high rent. Sigmund's Gourmet Pasta positioning will leverage their competitive edge: • Product.000 in sales per month. 3. growth each month.Sigmund's Gourmet Pasta 3. 3. • Take out: people that prefer to eat Sigmund's food in their home or at a different location than the actual restaurant.2 Marketing Objectives 1. The Sigmund's customer are hungry individuals between the ages of 25 and 50. 4. all age groups enjoy pasta. A double-digit growth rate for each future year. steady. • Families: a group of people. Maintain positive. mixed-use urban areas. 2. • Shoppers who patronize the high rent stores. ages 25-50. 3. The product will also be Page 9 . Sigmund's arrives at a profile of the primary customer as follows: • Sophisticated families who live nearby. The most defined characteristic of the target market is income. making up 53% of Eugene (Eugene Chamber of Commerce). 2. imported cheeses. Eugene consumers who appreciate high-quality food will recognize the value and unique offerings of Sigmund's Gourmet Pasta. upscale. Reduce the overhead per store through disciplined growth.4 Target Marketing The market can be segmented into three target populations: • Individuals: people that dine in by themselves.000.

distribution. • Pricing. This campaign will leverage personal relationships with people on staff of the Register Guard to get a couple of articles written about Sigmund's. The first will be direct mail. This will be particularly effective because the Register Guard is a popular local paper that is consulted when people are looking for things to do in Eugene. talking about the opening of the restaurant and the people behind the venture. most creative. or come in and dine at the restaurant.6 Strategy Pyramids The single objective is to position Sigmund's as the premier gourmet pasta restaurant in the Eugene. In the long term. This is likely to be run in the business section. One will be from the business point of view. • Service. Sigmund's pricing scheme is that the product cost is 45% of the total retail price. Sigmund's will excel relative to the competition. 3. The marketing strategy will seek to first create customer awareness regarding their services offered. In speaking with many different retailers and restauranteurs. Sigmund's will also use banner ads and inserts in the Register Guard. Customer service will be the priority. • Customer Service. The most successful advertising will be banner ads and inserts in the Register Guard as well as a PR campaign of informational articles and reviews also within the Register Guard. OR area. 3. This message will be communicated through a variety of methods. reasonably priced. this investment will pay off with a fiercly loyal customer base who is extremely vocal to their friends with referrals. All employees will ensure that the customers are having the most pleasant dining experience. The last method for communicating Sigmund's message is through a grassroots PR campaign. coupled with superior service. By offering a superior product. Page 10 . advertising and promotion. Because of this level of effectiveness and low/zero cost. All employees will go through an extensive training program and only experienced people will be hired. The direct mail campaign will be a way to communicate directly with the consumer.7 Marketing Mix Sigmund's marketing mix is comprised of these following approaches to pricing. and work toward building customer loyalty and referrals. Sigmund's will work hard to get press in the Register Guard. The message that Sigmund's will seek to communicate is that Sigmund's offers the freshest. gourmet pasta in Eugene. and customer service. Sigmund's philosophy is that whatever needs to be done to make the customer happy must occur. place the take out order and wait for it to be completed. significant increases of traffic followed articles in the Register Guard. • Advertising and Promotion. The second article will be a food review. commanding a majority of the market share within five years. everything will be aesthetically pleasing. health conscious. Obsessive customer attention is the mantra. develop that customer base. even at the expense of short-term profits. come into the restaurant. Sigmund's food will be distributed through a take out model where customers can call in their order and come to the restaurant to pick it up. • Distribution.Sigmund's Gourmet Pasta developed to enhance presentation.

These focus groups provided useful insight into the decisions.000 $10. 4. are often part of an informal fraternal organization where they support each other's business. expense forecasts.8 Marketing Research During the initial phases of the marketing plan development.000 $16. Sigmund's will work hard to implement reasonable suggestions in order to improve their service offerings as well as show their commitment to the customer that their suggestions are valued. particularly restaurant owners. sales forecasts. The last source of market research is competitive analysis/appreciation. providing Sigmund's with timely information regarding other restaurant's service offering. The second reason is that local business owners.000) ($30. several focus groups were held to gain insight into a variety of patrons of restaurants. The suggestion card system has several statements that patrons are asked to rate in terms of a given scale.000 will be needed in monthly revenue to reach the break-even point. Budgets. and Forecasts This section will offer a financial overview of Sigmund's Gourmet Pasta as it relates to the marketing activities. 4. There are also several open ended questions that allow the customer to freely offer constructive criticism or praise.1 Break-even Analysis The Break-even Analysis indicates that $40. and how those link to the marketing strategy.000 $24. Sigmund's will continually patronize local restaurants for two reasons.000) $0 $8.000 $32.Sigmund's Gourmet Pasta 3.000 $40.0 Financials. Break-even Analysis $30. and decision making processes. Sigmund's will address Break-even Analysis.000 $0 ($10. The first is for competitive analysis.000) ($20.000 $20.000 Monthly break-even point Break-even point = where line intersects with 0 Page 11 . of consumers. An additional source of market research that is dynamic is a feedback mechanism based on a suggestion card system.

000 $20. Sales will gradually increase with profitability being reached by by the beginning of year two.000 $35.527 $380.669 $67.213 $289.879 Page 12 .000 $5.000 $25.000 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Individuals Families Table: Sales Forecast Sales Forecast 2001 Sales Individuals Families Total Sales Direct Cost of Sales Individuals Families Subtotal Direct Cost of Sales $103.306 2002 $262.000 $15. By month three things will get busier.341 $213.528 $801.014 2001 $46.137 $171.2 Sales Forecast The first two months will be used to get the restaurant up and running.000 $30.538 $360.000 4.Sigmund's Gourmet Pasta Table: Break-even Analysis Break-even Analysis Monthly Revenue Break-even Assumptions: Average Percent Variable Cost Estimated Monthly Fixed Cost $23.001 2002 $118.474 $643.952 2003 $147.424 $474. Sales Monthly $40.037 45% $22.350 2003 $327.304 $254.637 $114.000 $10.710 $150.

Page 13 .0 Controls The purpose of Sigmund's Gourmet Pasta's marketing plan is to serve as a guide for the organization.08% 5. This generally occurs because during the summer.000 $1. Monthly Expense Budget $4.605 $12.022 -----------$23.047 $7.455 $7. when the weather is nice and it does not get dark until late.228 -----------$24.97% 2003 $5.696 3. the marketing costs will increase again.421 $12.3 Expense Forecast Marketing expenses are to be budgeted so that they are ramped up for months two through four and then lower and plateau from month five to month 10. From months 10-12.473 -----------$25. people tend to eat out less.000 $3.500 $3.500 $1.533 3.704 $7.45% 2002 $5.993 9.Sigmund's Gourmet Pasta 4.500 Direct mail $2.000 $2. Restaurants typically have increased business in the fall.000 $500 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Banner ads Other Table: Marketing Expense Budget Marketing Expense Budget Direct mail Banner ads Other Total Sales and Marketing Expenses Percent of Sales 2001 $5.267 $11.

and creativity.1 Implementation Milestones The following milestones identify the key marketing programs. Table: Milestones Milestones Advertising Marketing plan completion Banner ad campaign #1 Banner ad campaign #2 Total Advertising Budget PR Other Other Total PR Budget Direct Marketing Direct mail campaign #1 Insert campaign #1 Direct mail campaign #2 Insert campaign #2 Total Direct Marketing Budget Web Development Name me Other Total Web Development Budget Other Name me Other Total Other Budget Totals Start Date 1/1/2001 2/1/2001 10/1/2001 Start Date End Date 2/1/2001 4/1/2001 1/1/2002 End Date Budget $0 $3. This is in addition to his other responsibilities. the owner.205 $2.740 Manager Kevin Kevin Kevin Manager Department Department Department Department Department Start Date 2/1/2001 2/1/2001 10/1/2001 10/1/2001 Start Date End Date 4/1/2001 4/1/2001 1/1/2002 1/1/2002 End Date Manager Kevin Kevin Kevin Kevin Manager Department Department Department Department Department Department Start Date End Date Manager Department 5. and on budget. 5.900 $8. franchised gourmet pasta restaurant. • Overly aggressive and debilitating actions by competitors.252 $2. It is important to accomplish each one on time.3 Contingency Planning Difficulties and risks: • Problems generating visibility.940 $9.2 Marketing Organization Kevin Lewis. • Having to liquidate equipment or intellectual property to cover liabilities.689 $2.Sigmund's Gourmet Pasta 5.654 Budget $0 $0 $0 Budget $1. Page 14 . Worst case risks may include: • Determining that the business cannot support itself on an ongoing basis. is primarily responsible for marketing activities.086 Budget $0 $0 $0 Budget $0 $0 $0 $17. and does depend on some outside resources for graphic design work.754 $4. • An entry into the Eugene market of an already existing.

350 2003 $327.Appendix Appendix Table: Sales Forecast Sales Forecast Jan Sales Individuals Families Total Sales Direct Cost of Sales Individuals Families Subtotal Direct Cost of Sales 0% 0% $0 $0 $0 Jan $0 $0 $0 Feb $0 $0 $0 Feb $0 $0 $0 Mar $3.084 Aug $10.509 May $7.424 $19.804 $21.057 $14.664 $15.420 $7.259 Nov $6.855 $13.041 $8.156 $8.014 2001 $46.540 Mar $1.499 Sep $5.317 Dec $14.755 $14.799 $6.632 Jul $4.364 May $3.137 $171.474 $36.817 $21.637 $114.001 2002 $118.458 $19.655 $16.895 $5.645 $9.213 $289.056 $10.527 $380.874 $16.443 $7.663 $16.304 $254.879 Oct $6.813 $9.744 Jun $4.575 $24.235 Jul $10.714 Jun $9.558 $5.796 Nov $14.526 $6.669 $67.306 2002 $262.286 $13.119 Aug $4.455 $36.879 Page 15 .455 $29.668 $9.044 $17.293 Apr $6.474 $643.753 $2.540 $4.179 $6.754 Sep $12.455 $26.455 $32.559 $11.687 Apr $3.528 $801.906 $11.538 $360.424 $474.066 $4.662 $9.331 2001 $103.341 $213.458 $22.275 Oct $13.955 $11.710 $150.291 Dec $6.952 2003 $147.

119 $11.00% Nov $720 $1.67% Aug $26.00% Sep $203 $450 $270 -----------$923 3.605 $12.744 $10.993 9.00% Mar $9.687 $7.317 $0 -----------$16.499 $13.714 $0 -----------$8.350 $0 -----------$289.97% $328.084 $0 -----------$11.00% ($3.35% $15.306 $0 -----------$114.00% Aug $180 $400 $240 -----------$820 3.714 $10.235 $0 -----------$10.293 $5.754 $14.075 9.008 45.509 55.690 10.00% Jul $180 $400 $240 -----------$820 3.275 $16.754 $0 -----------$11.00% Apr $360 $800 $480 -----------$1.801 0.83% 2001 $254.662 45.235 $12.247 55.00% $0 0.291 $16.377 51.112 -----------$3.118 51.95% Dec $36.651 55.55% 2002 $643.796 $18.65% Jun $22.45% $115.178 55.420 48.00% Jun $180 $400 $240 -----------$820 3.13% $15.224 55.Appendix Appendix Table: Contribution Margin Contribution Margin Sales Direct Cost of Sales Other Variable Costs of Sales Total Cost of Sales Gross Margin Gross Margin % Marketing Expense Budget Direct mail Banner ads Other Total Sales and Marketing Expenses Percent of Sales Contribution Margin Contribution Margin / Sales Jan $0 $0 $0 -----------$0 $0 0.689 51.228 -----------$24.00% Jan $0 $0 $0 -----------$0 0.35% $9.61% $11.270 44.650 55.696 3.00% 2001 $5.632 $11.317 $19.259 $16.364 $8.014 $114.047 $7.17% $16.547 55.509 $0 -----------$7.952 $360.942 55.455 $7.08% $416.33% $12.074 55.05% $16.00% Dec $810 $1.900 $1.796 $0 -----------$14.083 55.704 $7.83% $1.350 $353.352 14.421 $12.00% 2003 $5.800 $1.00% May $270 $600 $360 -----------$1.00% Oct $675 $1.600 $960 -----------$3.03% 2003 $801.084 $13.854 $1.708 55.267 $11.331 $0 -----------$16.140 -----------$3.00% Mar $855 $1.00% Feb $0 $0 $0 -----------$0 $0 0.022 -----------$23.39% Jul $24.306 $139.17% May $19.879 $441.540 $4.230 6.92% Page 16 .275 $0 -----------$13.895 40.960 55.640 9.280 9.365 55.14% $13.080 -----------$3.509 $9.545 51.293 $0 -----------$4.879 $0 -----------$360.001 $289.17% Apr $16.533 3.65% Nov $36.714 45.801) 0.331 $19.500 $900 -----------$3.302 51.86% Sep $29.87% Oct $32.83% $7.00% 2002 $5.00% Feb $834 $1.879 $14.473 -----------$25.727 51.538 45.

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