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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 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2


2.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . .3
2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . .3
2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . .4
2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . .5
2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.4 Products Offered . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7


3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.4 Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.6 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 10

4.0 Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
5.1 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
5.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . 14
5.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 15
Ideal Business Support

1.0 Executive Summary

Ideal Business Support is a full service support agency for the insurance industry. Ideal offers a
wide range of support services tailored for insurance agents. Ideal will specialize on a few offerings,
but can do almost anything. While the support service market is competitive, most companies are
generalists. Ideal will stand out by concentrating on the insurance niche.

Ideal Business Support's mission is to provide the customer with the finest business support
services. We exist to attract and maintain customers. When we adhere to this maxim, everything
else will fall into place. Our services will exceed the expectations of our customers.

Ideal has two strong competitive advantages. The first is insurance industry knowledge. Sarah
Helpinghand, the owner, spent five years previous to Ideal working as an insurance agent. This
experience is priceless. This experience will allow Sarah to better serve her customers by
leveraging Sarah's insight into customer needs and preferences. Additionally, the value of
networking based on Sarah's previous insurance relationships will give Ideal a large leg up on the
competition. By having already established relationships with many people within the industry,
Sarah will be able to leverage these professional connections.

Lastly, Sarah will be designing an intensive training program to share her intellectual capital
regarding the insurance industry with the rest of her company. All employees will go through this
training.

Ideal is projected to reach profitability by month 11 and will have profits of $44,000 by year three.

Annual Sales Forecast

$300,000

$250,000

$200,000

Exclusive agents
$150,000
Insurance brokers
$100,000

$50,000

$0
2003 2004 2005

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Ideal Business Support

2.0 Situation Analysis

Ideal has entered its first year of business. Marketing will be a key component for achieving
sustainable profitability. Ideal offers specialized support services, concentrating on the insurance
business niche. The basic market need is for support services where the service provider is quite
familiar with the specific sector that it is servicing. Ideal will meet this need by having insurance
industry experience to support its service offerings.

2.1 Market Summary

Ideal has gained good information about the market and is aware of the common attributes of the
most prized and loyal customers. This information will be leveraged to better understand who is
served, their specific needs, and how Ideal can better communicate with them.

The profile for Ideal's customers consists of the following geographic, demographic, and behavior
factors.

Target Markets

Exclusive agents
Insurance brokers

Table 2.1: Target Market Forecast

Target Market Forecast


Potential Customers Growth 2003 2004 2005 2006 2007 CAGR
Exclusive agents 7% 78 83 89 95 102 6.94%
Insurance brokers 8% 123 133 144 156 168 8.11%
Total 7.66% 201 216 233 251 270 7.66%

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Ideal Business Support

2.1.1 Market Demographics

Ideal has gained good information about the market and is aware of the common attributes of the
most prized and loyal customers. This information will be leveraged to better understand who is
served, their specific needs, and how Ideal can better communicate with them.

The profile for Ideal's customers consists of the following geographic, demographic, and behavior
factors.

Geographics

• The immediate geographic target is the city of Layton, NJ; with a population of 165,000.
• A 35 mile-radius is in need of the support services.
• The total targeted population is 201 insurance agents.

Demographics

• Male and female agents.


• The typical age of the agent is 29-47.
• The typical age of the insurance practice is one to three years old. There are more
established practices, but in general Ideal will be serving newer firms.
• The firm has one to three agents working for it. Firms that have more than three agents
typically have an in-house support staff.

Behavior Factors

• Are trying to keep overhead low by outsourcing non-essential activities.


• Have a need for support staff, but need the support staff to be up-to-speed in terms of
industry knowledge. Therefore, a general support staff agency is not ideal because of the
learning curve necessary to get them up to speed for special tasks.
• Tend to support other locally-owned businesses as a sign of support.
• Agents would prefer to concentrate solely on working with clients and solving their needs
for insurance as opposed to dealing with administrative details.

2.1.2 Market Needs

Ideal is providing the market with a range of support services for insurance agents. Ideal seeks to
fulfill the following benefits that are important to its customers.

• Industry Knowledge: Agents do not have time to train support staff with all the
intricacies of the insurance industry. Therefore it is of significant value if the support service
has industry insight.

• Convenience: The services must be available when the agents need them. Additionally, it
is difficult to precisely forecast when the need will arise.

• Customer Service: In order to build a sustainable business, the customers must be 100%
satisfied with Ideal's services. This business philosophy will be ingrained in all employee's
minds.

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Ideal Business Support

2.1.3 Market Trends

The market trend for insurance agents (and for other service providers as well) is to outsource non-
essential activities, allowing the business to concentrate on their core competencies. This allows
the business to focus more precisely on their business model. Reasons for this trend are:

• Decreased overhead.
• Decreased training costs for non-essential employees.

Market Forecast

300

250

200

150
Exclusive agents
Insurance brokers
100

50

0
2003 2004 2005 2006 2007

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Ideal Business Support

2.1.4 Market Growth

The support service industry has become a $498 million industry in the U.S. within the last couple
of years. From 1997-2000, the growth rate for the industry has been 5.6%. It is forecasted to
remain at 5-6% for the next three years. By outsourcing non-essential activities (non-essential
relative to their core service offerings) the industry should have no problem maintaining this
excellent growth.

Another growth factor has been the progressive acceptance of insurance as a prudent risk
management strategy. With recent unexpected events such as El Nina effects, "acts of God," and
terrorism, the insurance industry is likely to continue to grow as people and companies hedge their
risks with insurance.

Target Market Growth

8.00%

7.00%

6.00%

5.00%

4.00%

3.00%

2.00%

1.00%

0.00%
Exclusive agents Insurance brokers

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Ideal Business Support

2.2 SWOT Analysis

The following SWOT analysis captures the strengths and weaknesses within the company, and
describes the opportunities and threats facing Ideal.

2.2.1 Strengths

• In-depth industry knowledge.


• An efficient, comprehensive training program for employees.
• Extensive industry-specific network connections.

2.2.2 Weaknesses

• A limited marketing budget to generate visibility.


• The inability to quickly scale to a large increase in demand.
• Ideal's name lacks brand equity.

2.2.3 Opportunities

• Participation within a growing industry.


• Working for an industry that is required for almost all Americans.
• The ability to spread overhead costs over an increasing customer base.

2.2.4 Threats

• Somewhat risky due to the regulatory nature of the insurance industry.


• Future competition from a support staff franchise.
• As computer technology continues to become more and more efficient and useful, it could
decrease the need for support staff services.

2.3 Competition

The competition consists of many different support service companies that offer a wide range of
service offerings. None however target the insurance industry only. While companies that provide
services to different industries offer adequate service, there is an advantage to hiring a company
that only serves your industry and is much more knowledgeable regarding your specific needs.

The buying patterns of the agents mimic a long-term relationship. If customers are happy they will
generally stay with the same service provider. There is generally a break-in-period for new
customers where both parties spend time getting to know each other and the different needs each
has. If this can be done up front once, then it is more cost effective than jumping from provider to
provider.

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Ideal Business Support

2.4 Products Offered

Ideal Business Support Services offers support services for the insurance industry. Ideal's service
offerings will be diverse, however, Ideal will be specializing in transcription, database management,
word processing, and website development and maintenance.

These services will be typically used by insurance agents who do not have the need to have a full-
time person on payroll and the equipment in overhead. Ideal will be able to come in on short notice
and serve the agent.

2.5 Keys to Success

• Generate repeat business.


• 100% complete customer satisfaction.
• Competitive pricing.
• Industry expertise.

2.6 Critical Issues

Ideal is still in the speculative stages as a start-up business. The critical issues that they face are:

• Ensure that Ideal is able to quickly meet the demand for their services.
• Quickly gain market penetration.
• Establish Ideal as the premier support service company for the insurance industry in
Layton, NJ.

3.0 Marketing Strategy

While Ideal's marketing budget is not huge, they recognize that in order to generate business they
must spend money on marketing.

Ideal will have four different marketing activities.

• The first will be advertising; ads will be placed in both the Yellow Pages as well as the
regional industry trade journal.
• A second marketing effort will be networking, leveraging all of Sarah's industry contacts.
• The third activity is participation in the regional trade show.
• The last source of marketing is a direct mail campaign for local perspective customers.

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Ideal Business Support

3.1 Mission

Ideal Business Support's mission is to provide the customer with the finest business support
services. We exist to attract and maintain customers. When we adhere to this maxim, everything
else will fall into place. Our services will exceed the expectations of our customers.

3.2 Marketing Objectives

• Increase repeat customers.


• Decrease customer acquisition costs.
• Generate brand equity, quantified by an increase in unsolicited service requests.

3.3 Financial Objectives

• Profitability by the end of year one.


• Steady, sustainable growth.
• Decrease training costs by 2% a quarter.

3.4 Target Markets

The insurance market that is in need of support services can be broken down into two segments

• Exclusive Agents: These are agents for only one type of insurance, such as State Farm.
The agent will sell all the different types of coverage that State Farm offers, but only State
Farm insurance. While the selection here is limited, the advantage of the exclusive agent is
that they usually have a very strong relationship with that company which is good if there is
ever any claim issues.

• Insurance Brokers: These agents do not have an exclusive contract with any one
insurance company. They can offer insurance from multiple companies. The advantage of
this set up is that they can offer a wider range of service offerings than an agent who only
sells one brand of insurance.

3.5 Positioning

Ideal will position itself as the most experienced insurance service support company in the Layton
area. This positioning will be achieved by leveraging its competitive edge.

Ideal's competitive edge is a specific, deep industry knowledge of insurance. While having this
specific knowledge will preclude a lot of the market, it makes a small part of the market quite
attractive.

This deep industry knowledge is based on Sarah's five years spent as an independent insurance
agent. Sarah will gather all of this intellectual capital and process it into a training program so it
becomes organizational knowledge.

This approach is somewhat backwards relative to the norm for the support service industry.
Generally, the background of the company owner is from the support staff industry. They then
apply the support staff proficiencies to the industry of their different customers. Sarah believes
that the intricacies of the insurance industry are far more complex then that of the support agency.

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Ideal Business Support

Her rationale is that she can pick up the few things she does not know about support much quicker
than having to learn about the underlying industry that is served.

Sarah's industry access is valuable for networking as well. Having spent time in the industry, Sarah
developed many strong relationships with agents. Having established these relationships creates a
trust bond that is significant for attempting to transform the professional insurance relationship to
a support service based relationship.

3.6 Strategies

The single objective is to position Ideal as the most efficient support service available, commanding
a majority of market share within six years. The marketing strategy will seek to first to create
customer awareness regarding the services offered, then develop the customer base, and work
finally toward building customer loyalty and referrals.

The message that Ideal seeks to communicate is that it has unprecedented industry knowledge.
Ideal will employ several methods to communicate this. The first method will be an advertising
campaign. The campaign will utilize different sources, both the Yellow Pages as well as an industry
journal. The second method of communication will be networking, based on Sarah's industry
relationships. The third method will be participation within the regional tradeshow that attracts
most of the local agents and brokers. The last method of communication is a direct mail campaign,
targeting local insurance agents and brokers. The mail campaign will provide all of the prospective
customers with information regarding Ideal's service offerings.

3.7 Marketing Mix

Ideal's marketing mix is comprised of the following approaches to pricing, distribution, advertising
and promotion, and customer service.

• Pricing: The pricing scheme will be competitive relative to other support service providers.

• Distribution: The services will be offered at the customer's place of operation or at Ideal's
office, whichever the customer prefers.

• Advertising and Promotion: A multi-tiered marketing campaign will be used to generate


visibility and equity.

• Customer Service: Companies such as Siemens and L.L. Bean will be benchmarked for
their customer service, and managers will be held responsible for the achievement of these
ambitious goals.

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Ideal Business Support

3.8 Marketing Research

The main source of marketing research was generated from a series of focus groups that Sarah
engineered and facilitated. The participants were networking contacts from Sarah's insurance
industry experience. Each focus group had five to seven participants and was video taped in order
to record the entire event. The focus groups had a structured format where all participants were
asked specific questions, as well as an unstructured section where there was a free-flow discussion.

The groups provided Ideal with a wealth of information from prospective customers. Some of the
information confirmed already held assumptions, other information was things that Ideal was
unaware of but very useful. Overall, the focus groups were incredibly useful. Ideal plans to have
another focus group within 18 months.

4.0 Financials

This section will offer a financial overview of Ideal, as it relates to the marketing activities. Ideal
will address break-even analysis, sales forecasts, expenses forecasts, and how they link to the
marketing strategy.

4.1 Break-even Analysis

The break-even analysis indicates that $15,609 will be needed in monthly revenue to reach the
break-even point.

Break-even Analysis

$10,000

$5,000

$0

($5,000)

($10,000)

($15,000)
$0 $4,800 $9,600 $14,400 $19,200 $24,000

Monthly break-even point

Break-even point = where line intersects with 0

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Ideal Business Support

Table 4.1: Break-even Analysis

Break-even Analysis:
Monthly Units Break-even 26
Monthly Sales Break-even $15,609

Assumptions:
Average Per-Unit Revenue $600.00
Average Per-Unit Variable Cost $90.00
Estimated Monthly Fixed Cost $13,268

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Ideal Business Support

4.2 Sales Forecast

The first month will be used to set up the office. This will include choosing the site, purchasing the
furniture, as well as setting up the computer network. During this first month Sarah will be
contacting some of her former colleagues.

The first week of the second month will be used for an intensive training of two of the support
staff. The last three weeks of the month will see some sales activity. Sales will steadily increase
from this point.

Month five will see the hiring of the final two support staff. They will also be trained during the first
week of the month and then will take on a work load.

Monthly Sales Forecast

$20,000

$18,000

$16,000

$14,000

$12,000

$10,000 Exclusive agents

$8,000 Insurance brokers

$6,000

$4,000

$2,000

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.2: Sales Forecast

Sales Forecast
Sales 2003 2004 2005
Exclusive agents $51,049 $112,548 $121,458
Insurance brokers $59,812 $125,745 $134,745
Total Sales $110,861 $238,293 $256,203

Direct Cost of Sales 2003 2004 2005


Exclusive agents $7,657 $16,882 $18,219
Insurance brokers $8,972 $18,862 $20,212
Subtotal Cost of Sales $16,629 $35,744 $38,430

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Ideal Business Support

4.3 Expense Forecast

Marketing expenses are to be budgeted so that they are high during the first quarter; a function of
the desire to generate visibility for the start-up company. After the first quarter, the expenses will
fluctuate depending on what marketing activities are occurring during each month.

Monthly Expense Budget

$1,600

$1,400

$1,200

$1,000 Advertisements
$800 Trade shows
Direct mail
$600
Networking
$400

$200

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2003 2004 2005


Advertisements $2,920 $4,000 $5,000
Trade shows $2,700 $3,000 $3,500
Direct mail $2,025 $2,250 $2,500
Networking $1,500 $1,750 $2,000
------------ ------------ ------------
Total Sales and Marketing Expenses $9,145 $11,000 $13,000
Percent of Sales 8.25% 4.62% 5.07%
Contribution Margin $85,087 $191,549 $204,773
Contribution Margin / Sales 76.75% 80.38% 79.93%

5.0 Controls

The purpose of Ideal's marketing plan is to serve as a guide for the organization. The following
areas will be monitored to gauge performance.

• Repeat business.
• Customer satisfaction.
• Expenses: monthly and annual.

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Ideal Business Support

5.1 Implementation

The following milestones identify the key marketing programs. It is important to accomplish each
one on time on budget.

Milestones

Marketing plan completion

Trade show #1

Trade show #2

Trade show #3

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Table 5.1: Milestones

Milestones Plan
Milestone Start Date End Date Budget Manager Department
Marketing plan completion 1/1/03 2/1/03 $0 Sarah
Trade show #1 1/1/03 3/30/03 $800 Sarah
Trade show #2 4/1/03 7/31/03 $1,000 Sarah
Trade show #3 8/1/03 10/30/03 $900 Sarah
Totals $2,700

5.2 Marketing Organization

Sarah will be responsible for the marketing activities, but will outsource some of the creative
activities such as advertisement generation.

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Ideal Business Support

5.3 Contingency Planning

Difficulties and Risks

• Problems generating visibility.


• Regulatory changes in the insurance industry.
• Fierce competition from a competitor.

Worst Case Risks May Include

• Determining that the business cannot support itself.


• Having to liquidate property to cover liabilities.

Page 15
Appendix: Ideal Business Support
Table 4.2 Sales Forecast

Sales Forecast Plan


Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Exclusive agents $0 $1,001 $1,204 $2,145 $3,454 $3,658 $4,258 $4,987 $6,254 $6,985 $8,125 $8,978
Insurance brokers $0 $1,325 $1,545 $2,785 $3,852 $4,141 $4,787 $6,235 $7,458 $8,325 $9,214 $10,145
Total Sales $0 $2,326 $2,749 $4,930 $7,306 $7,799 $9,045 $11,222 $13,712 $15,310 $17,339 $19,123

Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Exclusive agents $0 $150 $181 $322 $518 $549 $639 $748 $938 $1,048 $1,219 $1,347
Insurance brokers $0 $199 $232 $418 $578 $621 $718 $935 $1,119 $1,249 $1,382 $1,522
Subtotal Cost of Sales $0 $349 $412 $740 $1,096 $1,170 $1,357 $1,683 $2,057 $2,297 $2,601 $2,868

Page 1
Appendix: Ideal Business Support
Table 4.3 Marketing Expense Budget

Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Advertisements $300 $275 $250 $225 $200 $200 $200 $225 $235 $250 $270 $290
Trade shows $0 $0 $800 $0 $0 $0 $1,000 $0 $0 $900 $0 $0
Direct mail $125 $125 $200 $175 $130 $130 $145 $145 $175 $200 $225 $250
Networking $100 $125 $150 $100 $125 $150 $100 $125 $150 $100 $125 $150
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $525 $525 $1,400 $500 $455 $480 $1,445 $495 $560 $1,450 $620 $690
Percent of Sales 0.00% 22.57% 50.93% 10.14% 6.23% 6.15% 15.98% 4.41% 4.08% 9.47% 3.58% 3.61%
Contribution Margin ($525) $1,452 $937 $3,691 $5,755 $6,149 $6,243 $9,044 $11,095 $11,564 $14,118 $15,565
Contribution Margin / Sales 0.00% 62.43% 34.07% 74.86% 78.77% 78.85% 69.02% 80.59% 80.92% 75.53% 81.42% 81.39%

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