Professional Documents
Culture Documents
Accounting Firm Marketing Plan
Accounting Firm Marketing Plan
F r a n k l i n&Mo o r eL L C
C r e a t eama r k e t i n gp l a nt h a t g e t s r e s u l t s
B e s t s e l l i n gs o f t wa r e . N o wp o we r e db yD u c t T a p eMa r k e t i n g .
S i mp l i f i e st h ep r o c e s so f b u i l d i n gs u p p o r t i n g d o c u me n t a t i o nf o r y o u r ma r k e t i n ga g e n d a .
F o c u s o na c t i o na n dr e s u l t s ! P a c k e dwi t ha d v i c ea n de x a mp l e s E a s yf o r e c a s t s &b u d g e t s
V e r s i o n1 1 . 0 $ 1 7 9 . 9 5
C r e a t ea na c t i o np l a nf o r y o u r ma r k e t i n gt og r o wy o u r b u s i n e s s .
P r e s e n t y o u r p l a nwi t hs t y l e I n s t a n t d o wn l o a d !
L e a r nmo r ea t
w w w . p a l o a l t o . c o m
C o p y r i g h t P a l o A l t oS o f t w a r e , I n c . ( w w w . p a l o a l t o . c o m) . A l l r i g h t s r e s e r v e d .
Confidentiality Agreement
The undersigned reader acknowledges that the information provided by _______________ in this marketing plan is confidential; therefore, reader agrees not to disclose it without the express written permission of _______________. It is acknowledged by reader that information to be furnished in this marketing plan is in all respects confidential in nature, 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 _______________. Upon request, this document is to be immediately returned to _______________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a marketing plan. It does not imply an offering of securities.
Table of Contents
1.0 2.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.1 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.2 The Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.2.1 Market Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.2.2 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.2.3 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.2.4 Macroenvironment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3 The Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.2 Service Offering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.3 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.4 SWOT Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.4.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.4.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.4.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.4.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.5 Historical Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.4 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.4.1 Direct Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.4.2 Indirect Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.1 Value Proposition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.2 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.4 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.5 Target Market Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.6 Messaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.6.1 Branding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.7 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.1 Product Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.2 Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.3 Promotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.3.1 Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.3.2 Public Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.3.3 Direct Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.4 Web Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.4.1 Website Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.4.2 Website Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.4.3 Development Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.5 Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.6 Implementation Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.7 Sales Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.7.1 Sales Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.7.2 Sales Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2.1 Sales by Partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2.2 Sales by Segment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2.3 Sales by Specialization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1 2 3 3 4 5 5 5 6 6 7 7 7 7 8 8 9 9 11 11 12 12 12 12 13 13 13 14 16 16 16 17 17 18 18 19 19 19 19 20 20 21 21 21 22 23 24 25 26 27 28
3.0
4.0
5.0
Table of Contents
5.3.1 Expense by Partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3.2 Expense by Segment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3.3 Expense by Specialization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Linking Expenses to Strategy and Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Contribution Margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 30 31 32 32 34 34 35 35 36 36 37
Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.1 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.2 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.3 Market Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.4 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.5 CRM Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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Large Business
300,000 200,000 100,000 0 2006 2007 2008 2009 2010
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2.3.1 Mission
Franklin & Moore is to be a profitable firm that continues to meet the financial objectives of the shareholders and provides a successful environment for its employees. Our firm will maintain strong growth as a provider of high quality professional services to our clients. We will strive to consistently be perceived as a firm that is professional, trustworthy, accurate, and timely. Franklin & Moore will offer the innovative approach clients need to reach their business and personal financial goals. Wealth is good.
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Our services must be strong enough that each of our clients will answer positively to these questions.
2.3.3 Positioning
Franklin & Moore LLC offers a unique team of CPAs and a professional accounting and bookkeeping staff with proven expertise as business consultants. We do more than prepare taxes. We also provide a variety of valuable services that enable a business to optimize their profitability and minimize their tax exposure. We will work to offer our services in an innovative manner to create a source for business planning solutions that will be difficult to emulate. We offer a premium level of service and expect to receive premium compensation for those services.
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2.3.4.1 Strengths
A core of CPAs that have established solid reputations within our market Highly experienced staff with an increase in total billable hours. A state-of-the-art computer system, utilizing the latest software that continues to enhance our productivity and expand our capacity. High client retention, providing consistent referrals to the firm. Expertise in specific vertical markets of medical/health, dental, and lodging industries. Three CPAs, our "rainmakers," who bring in an estimated 65% of the new client work.
2.3.4.2 Weaknesses
Over-dependence on tax preparation work for individual and business clients and, therefore, a lack of diversification in our revenue sources. Inability to generate sufficient billable hours in the off-season, based on the current capacity of our systems and full-time staff. Difficulty in retaining aggressive non-partner CPAs, as they move to smaller firms that will make them partners sooner. Being perceived as a non-progressive, "too traditional" firm and maybe overlooked as a viable option for new clients. Some individuals within the professional staff do not have an understanding of or a commitment to the marketing activities of the firm.
2.3.4.3 Opportunities
Benefiting from the ongoing increase in population to the San Clemente area, particularly for the retirement segment. Increasing income levels of the population over the age of 60 that have aggressively saved for retirement and have increasingly complex tax planning, tax preparation, and estate planning needs. Leveraging the positive perception business has about locating in this section of Orange County. Growth that is occurring in three industries where we possess expertise; health/medical, dental, and lodging.
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Unsuccessful Advertising (non-sponsorship based). Service club participation; Rotary, Lions, Sierra Club, Boy Scouts of America. Additional work is required to better track revenues resulting from each of our marketing activities.
Table: Historical Data Historical Data Variable Industry Revenue Company Market Share Company Revenue Industry Variable Costs Company Variable Costs Industry Gross Contribution Margin Company Gross Contribution Margin Marketing Expenses Company Net Contribution Margin 2003 $10,006,800 12% $1,200,816 $1,318,100 $120,082 $8,688,700 $1,080,734 $4,000 $1,076,734 2004 $10,905,600 13% $1,363,200 $1,448,400 $136,320 $9,457,200 $1,226,880 $4,400 $1,222,480 2005 $11,692,000 13% $1,519,960 $1,539,200 $151,996 $10,152,800 $1,367,964 $4,840 $1,363,124
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Table: Growth and Share Analysis Growth and Share Competitor Huber & Huber PC Lang Pauls & Rowe Wright & Ellison Insight Franklin & Moore LLC Average Total Price $150 $145 $155 $125 $160 $147.00 $735.00 Growth Rate 10% 7% 6% 16% 9% 9.60% 48.00% Market Share 9% 14% 11% 6% 15% 11.00% 55.00%
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W&E 9 7 7 6 6 0 147
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Huber & Huber PC Lang Pauls & Rowe Wright & Ellison Insight Franklin & Moore LLC
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4.
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3.
3.6 Messaging
Franklin & Moore LLC offers a unique team of CPAs and a professional accounting and bookkeeping staff with proven expertise as business consultants. We do more than prepare taxes. We also provide a variety of valuable services that enable a business to optimize their profitability and minimize their tax exposure. We want to make sure that our marketing never loses site of our strengths as a company: Expertise and Personal Service to Maximize our Clients' Finances
3.6.1 Branding
Franklin & Moore LLC needs to brand itself as the professional, expert, personal accountants. It is important that people associate Franklin & Moore LLC with expertise and personal service. Our marketing materials both offline and online will need to reflect this brand message.
Table: Target Market Messaging Target Market Messaging Market Segments Large Business Growth Business Select Individual Accounts Messaging Improve profitability, reduce taxes Understand opportunities for financial growth Personalize the financial tax and planning process
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Strategy Pyramid
Revenue Diversification
Expertise-based marketing
Strategy Pyramid 2
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Support System
Strategy Pyramid 3
Marketing Awareness Training
Train all employees on the firm's marketing strategy and their role
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4.2 Pricing
Franklin & Moore will seek to provide a premium product at a premium price that offers the best overall value to our clients. Ultimately, our clients will realize greater wealth as a result of their ability to optimize profitability and minimize their tax obligations. Client billing rates reflect the level of expertise required to perform the work. Our average hourly billing rates are shown in the Price List table, below. As mentioned in our marketing strategy, we will also work to bill more of our work on a fixedfee basis, particularly the work that can better utilize our computerized capabilities. These fees will be based on the value offered the client, not the internal time required to complete the task.
Table: Price List Price List Item Partner Staff CPA Accounting Staff Bookkeeping Staff Description per hour per hour per hour per hour Per Unit Price $165 $110 $65 $45
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We will focus on getting referrals from: major banks credit unions major law firms brokerage firms current clients Our referrals hinge upon key relationships with other companies in financial and professional services. Often a client will be with their lawyer, banker, stock broker, etc. and realize that they need accounting and financial planning help. Sometimes the professional they are with might want to suggest that they see an accounting firm. By building these marketing relationships we will also build a sales pipeline for new clients.
4.3.1 Advertising
We will advertise only in local newspapers and trade magazines, as we want to attract local clients. We are not big enough to spend money on national advertising in national magazines. We will also advertise on "Local" portals online making sure that people always find us when they are looking for an accounting and finance firm in this area. Our website needs to clearly communicate our brand and positioning so that when we drive traffic to it -- it results in leads into our office.
Table: Advertising Milestones Milestones Advertising Print Ad Brochures Total Advertising Budget Start Date 1/1/2006 1/1/2006 End Date 6/15/2006 1/15/2006 Budget $5,000 $5,000 $10,000 Manager John John Department Marketing Marketing
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Table: Website Milestones Milestones Web Development Secure Client Log-in Updated Content Newsletter Capability Total Web Development Budget Start Date 1/1/2003 1/1/2003 1/1/2003 End Date 3/15/2003 12/15/2003 1/15/2003 Budget $10,000 $10,000 $4,000 $24,000 Manager Chris Chris Chris Department Web Web Web
4.5 Service
Our business and individual clients judge our competence based on how we treat them. This is their primary - and in many cases their only - measurement of our capabilities. We must ensure that each of our clients will answer positively to these questions: Do they act in a professional manner? Do they know who I am? Do they remember my name? Are they genuinely concerned about my best interest? Will they defend their advice and council if needed?
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Annual Sales Potential Key Account Manager $45,000 0% $35,000 0% $20,000 $310,000 0%
5.0 Financials
Our marketing plan requires annual revenues of $1,600,000 for this year. We anticipate that we will have revenues of more than $2,500,000 within 5 years. Our marketing expenses will equate to an average of 2.5% of total sales throughout. The marketing plan is based on these three parameters: 1. Increasing our efficiencies through better use of our facilities and expertise. Variable costs will be reduced, as we are able to make use of the capital investment we have in our systems. We will invest in these systems with the expectation that we will benefit as we have in the past from their capabilities. It provides us a competitive edge many of our competitors cannot afford. We will continue to invest in marketing activities based on a percent of total revenues. As our revenues increase, so will our marketing resources. We will forecast and track revenues on a detail basis to provide objective feedback regarding progress in the areas of industry expertise, specialization, and client revenue sources by type.
2. 3.
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Break-even Analysis
$60,000 $40,000 $20,000 $0 ($20,000) ($40,000) ($60,000) $0 $16,000 $32,000 $47,000 $63,000 $79,000
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Sales Monthly
Business Clients - Tax Preparation Business Clients - Tax Planning Business Clients - General Consulting Business Clients - Other Individual Clients - Tax Preparation Individual Clients - Tax Planning Individual Clients - Personal Finance Consulting Individual Clients - Other
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Franklin
$200,000 $150,000 $100,000 $50,000 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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Large Business
$150,000 $100,000 $50,000 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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Advertising Dues Meals & Entertainment Printed Materials Public Relations Sponsorships Travel Web Support Other
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Franklin
$5,000 $4,000 $3,000 $2,000 $1,000 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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Sales Expenses
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6.1 Implementation
We will maintain our focus with brief milestones meetings every month, making sure each partner understands his or her responsibility for maintaining our image, improve customer relations management, and increasing billable hours.
Table: ROI Calculator Return On Investment (ROI) Newspaper Campaign Details Total Impressions Total Program Cost Response Rate Conversion Rate Average Customer Purchase Response Total Responders Total Buyers Revenue Generated Costs Cost per Response Cost per Sale Total Campaign Profit Marketing ROI Local Trade Online 500,000 $40,000.00 2.00% 0.50% $2,000.00 10,000 50 $100,000.00 $4.00 $800.00 $60,000.00 150.00% Channel 4 0 $0.00 0.00% 0.00% $0.00 0 0 $0.00 $0.00 $0.00 $0.00 0.00%
600,000 1,000,000 $30,000.00 $250,000.00 2.00% 2.00% 0.50% 1.00% $1,500.00 $3,000.00 12,000 20,000 60 200 $90,000.00 $600,000.00 $2.50 $12.50 $500.00 $1,250.00 $60,000.00 $350,000.00 200.00% 140.00%
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$9,966.67
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Appendix
Appendix Table: Sales Forecast Sales Forecast Jan Sales Business Clients - Tax Preparation Business Clients - Tax Planning Business Clients - General Consulting Business Clients - Other Individual Clients - Tax Preparation Individual Clients - Tax Planning Individual Clients - Personal Finance Consulting Individual Clients - Other Total Sales Direct Cost of Sales Business Clients - Tax Preparation Business Clients - Tax Planning Business Clients - General Consulting Business Clients - Other Individual Clients - Tax Preparation Individual Clients - Tax Planning Individual Clients - Personal Finance Consulting Individual Clients - Other Subtotal Direct Cost of Sales 0% 0% 0% 0% 0% 0% 0% 0% $45,640 $27,710 $14,670 $11,410 $35,860 $13,040 $9,780 $4,890 $163,000 Jan $15,061 $9,144 $4,841 $3,765 $9,682 $3,521 $2,641 $1,320 $49,975 Feb $29,400 $17,850 $9,450 $7,350 $23,100 $8,400 $6,300 $3,150 $105,000 Feb $9,702 $5,891 $3,119 $2,426 $6,237 $2,268 $1,701 $851 $32,195 Mar $54,600 $33,150 $17,550 $13,650 $42,900 $15,600 $11,700 $5,850 $195,000 Mar $18,018 $10,940 $5,792 $4,505 $11,583 $4,212 $3,159 $1,580 $59,789 Apr $73,640 $44,710 $23,670 $18,410 $57,860 $21,040 $15,780 $7,890 $263,000 Apr $24,301 $14,754 $7,811 $6,075 $15,622 $5,681 $4,261 $2,130 $80,635 May $59,360 $36,040 $19,080 $14,840 $46,640 $16,960 $12,720 $6,360 $212,000 May $19,589 $11,893 $6,296 $4,897 $12,593 $4,579 $3,434 $1,717 $64,998 Jun $34,440 $20,910 $11,070 $8,610 $27,060 $9,840 $7,380 $3,690 $123,000 Jun $11,365 $6,900 $3,653 $2,841 $7,306 $2,657 $1,993 $996 $37,711 Jul $21,000 $12,750 $6,750 $5,250 $16,500 $6,000 $4,500 $2,250 $75,000 Jul $6,930 $4,208 $2,228 $1,733 $4,455 $1,620 $1,215 $608 $22,997 Aug $22,680 $13,770 $7,290 $5,670 $17,820 $6,480 $4,860 $2,430 $81,000 Aug $7,484 $4,544 $2,406 $1,871 $4,811 $1,750 $1,312 $656 $24,834 Sep $26,600 $16,150 $8,550 $6,650 $20,900 $7,600 $5,700 $2,850 $95,000 Sep $8,778 $5,330 $2,822 $2,195 $5,643 $2,052 $1,539 $770 $29,129 Oct $23,500 $14,280 $7,560 $5,880 $18,480 $6,720 $5,040 $2,520 $83,980 Oct $7,762 $4,712 $2,495 $1,940 $4,990 $1,814 $1,361 $680 $25,754 Nov $23,240 $14,110 $7,470 $5,810 $18,260 $6,640 $4,980 $2,490 $83,000 Nov $7,669 $4,656 $2,465 $1,917 $4,930 $1,793 $1,345 $672 $25,447 Dec $33,900 $20,570 $10,890 $8,470 $26,620 $9,680 $7,260 $3,630 $121,020 Dec $11,180 $6,788 $3,594 $2,795 $7,187 $2,614 $1,960 $980 $37,098
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Appendix
Appendix Table: Sales Breakdown by Partner Sales by: Partner Jan Sales Franklin Moore Benning Sonnett Cummings Williams Other Total Average $16,200 $17,000 $16,000 $15,800 $14,800 $14,500 $68,700 $163,000 $23,286 Feb $14,500 $12,800 $10,200 $9,200 $9,100 $9,000 $40,200 $105,000 $15,000 Mar $40,500 $19,600 $36,000 $34,500 $34,000 $30,400 $0 $195,000 $27,857 Apr $49,500 $48,500 $44,500 $40,000 $42,000 $38,500 $0 $263,000 $37,571 May $11,500 $19,200 $16,000 $13,200 $12,850 $13,000 $126,250 $212,000 $30,286 Jun $9,500 $9,200 $8,000 $7,800 $7,700 $7,600 $73,200 $123,000 $17,571 Jul $6,500 $6,600 $4,100 $3,800 $4,200 $4,000 $45,800 $75,000 $10,714 Aug $6,600 $6,800 $4,200 $2,600 $4,200 $4,100 $52,500 $81,000 $11,571 Sep $9,800 $1,000 $7,200 $6,800 $6,400 $6,200 $57,600 $95,000 $13,571 Oct $8,800 $8,800 $4,800 $4,200 $4,150 $4,100 $49,130 $83,980 $11,997 Nov $5,500 $5,600 $4,500 $3,800 $3,700 $3,600 $56,300 $83,000 $11,857 Dec $14,400 $14,500 $11,500 $11,100 $11,000 $10,800 $47,720 $121,020 $17,289
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Appendix Table: Sales Breakdown by Segment Sales by: Segment Jan Sales Large Business Growth Business Individuals Total Average $67,200 $57,000 $38,800 $163,000 $54,333 Feb $46,750 $36,750 $21,500 $105,000 $35,000 Mar $78,250 $68,250 $48,500 $195,000 $65,000 Apr $102,400 $92,100 $68,500 $263,000 $87,667 May $84,200 $74,200 $53,600 $212,000 $70,667 Jun $53,100 $42,500 $27,400 $123,000 $41,000 Jul $36,250 $26,250 $12,500 $75,000 $25,000 Aug $38,400 $26,250 $16,350 $81,000 $27,000 Sep $44,000 $28,000 $23,000 $95,000 $31,667 Oct $39,400 $26,000 $18,580 $83,980 $27,993 Nov $40,500 $24,900 $17,600 $83,000 $27,667 Dec $42,400 $36,300 $42,320 $121,020 $40,340
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Appendix Table: Sales Breakdown by Specialization Sales by: Specialization Jan Sales Medical/Health Dental Lodging Manufacturing Individual Revenues Other Total Average $2,992 $2,640 $21,120 $7,040 $33,440 $95,768 $163,000 $27,167 Feb $1,904 $1,680 $13,440 $4,480 $21,280 $62,216 $105,000 $17,500 Mar $3,536 $3,120 $24,960 $8,320 $39,520 $115,544 $195,000 $32,500 Apr $4,624 $4,080 $32,640 $10,880 $51,680 $159,096 $263,000 $43,833 May $3,536 $3,120 $24,960 $8,320 $39,520 $132,544 $212,000 $35,333 Jun $2,176 $1,920 $15,360 $5,120 $24,320 $74,104 $123,000 $20,500 Jul $1,088 $960 $7,680 $2,560 $12,160 $50,552 $75,000 $12,500 Aug $1,224 $1,080 $8,640 $2,880 $13,680 $53,496 $81,000 $13,500 Sep $1,360 $1,200 $9,600 $3,200 $15,200 $64,440 $95,000 $15,833 Oct $1,224 $1,080 $8,640 $2,880 $13,680 $56,476 $83,980 $13,997 Nov $1,360 $1,200 $9,600 $3,200 $15,200 $52,440 $83,000 $13,833 Dec $2,176 $1,920 $15,360 $5,120 $24,320 $72,124 $121,020 $20,170
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Appendix Table: Marketing Expense Budget Marketing Expense Budget Advertising Dues Meals & Entertainment Printed Materials Public Relations Sponsorships Travel Web Support Other Total Sales and Marketing Expenses Percent of Sales Jan $624 $1,200 $260 $1,248 $728 $884 $572 $624 $50 -----------$6,190 3.80% Feb $540 $0 $225 $1,080 $630 $765 $495 $540 $50 -----------$4,325 4.12% Mar $504 $0 $210 $1,008 $588 $714 $462 $504 $50 -----------$4,040 2.07% Apr $180 $60 $75 $360 $210 $255 $165 $180 $50 -----------$1,535 0.58% May $204 $0 $85 $408 $236 $289 $187 $204 $50 -----------$1,663 0.78% Jun $180 $120 $75 $360 $210 $255 $165 $180 $50 -----------$1,595 1.30% Jul $180 $0 $75 $360 $210 $255 $165 $180 $50 -----------$1,475 1.97% Aug $384 $0 $160 $768 $450 $544 $352 $384 $50 -----------$3,092 3.82% Sep $432 $360 $180 $870 $450 $612 $396 $432 $50 -----------$3,782 3.98% Oct $456 $0 $190 $910 $530 $646 $418 $456 $50 -----------$3,656 4.35% Nov $540 $0 $225 $1,080 $630 $765 $495 $540 $50 -----------$4,325 5.21% Dec $624 $200 $260 $1,248 $728 $884 $572 $624 $50 -----------$5,190 4.29%
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Appendix Table: Expense Breakdown by Partner Expenses by Partner Jan Expenses Franklin Moore Benning Sonnett Cummings Williams Moore Other Total Average $750 $750 $650 $650 $600 $600 $600 $1,590 $6,190 $774 Feb $600 $600 $550 $550 $500 $500 $500 $525 $4,325 $541 Mar $600 $600 $600 $600 $550 $550 $500 $40 $4,040 $505 Apr $150 $150 $300 $300 $300 $200 $100 $35 $1,535 $192 May $150 $150 $300 $300 $300 $200 $200 $63 $1,663 $208 Jun $250 $250 $250 $200 $300 $150 $150 $45 $1,595 $199 Jul $250 $250 $150 $150 $250 $200 $200 $25 $1,475 $184 Aug $300 $300 $300 $300 $300 $300 $300 $992 $3,092 $387 Sep $300 $300 $300 $300 $300 $300 $300 $1,682 $3,782 $473 Oct $300 $300 $300 $300 $300 $300 $300 $1,556 $3,656 $457 Nov $600 $600 $500 $500 $400 $400 $400 $925 $4,325 $541 Dec $750 $750 $650 $650 $550 $550 $550 $740 $5,190 $649
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Appendix Table: Expense Breakdown by Segment Expenses by Segment Jan Expenses Business Individual Other Total Average $4,300 $1,300 $590 $6,190 $2,063 Feb $2,900 $1,200 $225 $4,325 $1,442 Mar $2,800 $1,000 $240 $4,040 $1,347 Apr $1,000 $500 $35 $1,535 $512 May $1,000 $500 $163 $1,663 $554 Jun $1,000 $500 $95 $1,595 $532 Jul $1,000 $300 $175 $1,475 $492 Aug $2,000 $800 $292 $3,092 $1,031 Sep $2,400 $1,000 $382 $3,782 $1,261 Oct $2,400 $1,000 $256 $3,656 $1,219 Nov $2,800 $1,200 $325 $4,325 $1,442 Dec $3,300 $1,700 $190 $5,190 $1,730
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Appendix Table: Expense Breakdown by Specialization Expenses by Specialization Jan Expenses Medical/Health Dental Lodging Other Total Average $1,200 $1,200 $1,000 $2,790 $6,190 $1,548 Feb $1,200 $1,200 $1,000 $925 $4,325 $1,081 Mar $1,200 $1,200 $1,000 $640 $4,040 $1,010 Apr $500 $500 $500 $35 $1,535 $384 May $500 $500 $500 $163 $1,663 $416 Jun $500 $500 $500 $95 $1,595 $399 Jul $500 $500 $500 ($25) $1,475 $369 Aug $800 $800 $600 $892 $3,092 $773 Sep $800 $800 $600 $1,582 $3,782 $946 Oct $800 $800 $600 $1,456 $3,656 $914 Nov $800 $800 $600 $2,125 $4,325 $1,081 Dec $1,000 $1,000 $800 $2,390 $5,190 $1,298
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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 Advertising Dues Meals & Entertainment Printed Materials Public Relations Sponsorships Travel Web Support Other Total Sales and Marketing Expenses Percent of Sales Contribution Margin Contribution Margin / Sales Jan $163,000 $49,975 $550 -----------$50,525 $112,475 69.00% Jan $624 $1,200 $260 $1,248 $728 $884 $572 $624 $50 -----------$6,190 3.80% $106,285 65.21% Feb $105,000 $32,195 $560 -----------$32,755 $72,245 68.80% Feb $540 $0 $225 $1,080 $630 $765 $495 $540 $50 -----------$4,325 4.12% $67,920 64.69% Mar $195,000 $59,789 $580 -----------$60,369 $134,631 69.04% Mar $504 $0 $210 $1,008 $588 $714 $462 $504 $50 -----------$4,040 2.07% $130,591 66.97% Apr $263,000 $80,635 $320 -----------$80,955 $182,045 69.22% Apr $180 $60 $75 $360 $210 $255 $165 $180 $50 -----------$1,535 0.58% $180,510 68.63% May $212,000 $64,998 $220 -----------$65,218 $146,782 69.24% May $204 $0 $85 $408 $236 $289 $187 $204 $50 -----------$1,663 0.78% $145,119 68.45% Jun $123,000 $37,711 $225 -----------$37,936 $85,064 69.16% Jun $180 $120 $75 $360 $210 $255 $165 $180 $50 -----------$1,595 1.30% $83,469 67.86% Jul $75,000 $22,997 $350 -----------$23,347 $51,653 68.87% Jul $180 $0 $75 $360 $210 $255 $165 $180 $50 -----------$1,475 1.97% $50,178 66.90% Aug $81,000 $24,834 $420 -----------$25,254 $55,746 68.82% Aug $384 $0 $160 $768 $450 $544 $352 $384 $50 -----------$3,092 3.82% $52,654 65.00% Sep $95,000 $29,129 $450 -----------$29,579 $65,421 68.86% Sep $432 $360 $180 $870 $450 $612 $396 $432 $50 -----------$3,782 3.98% $61,639 64.88% Oct $83,980 $25,754 $350 -----------$26,104 $57,876 68.92% Oct $456 $0 $190 $910 $530 $646 $418 $456 $50 -----------$3,656 4.35% $54,220 64.56% Nov $83,000 $25,447 $350 -----------$25,797 $57,203 68.92% Nov $540 $0 $225 $1,080 $630 $765 $495 $540 $50 -----------$4,325 5.21% $52,878 63.71% Dec $121,020 $37,098 $480 -----------$37,578 $83,442 68.95% Dec $624 $200 $260 $1,248 $728 $884 $572 $624 $50 -----------$5,190 4.29% $78,252 64.66%
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