Computer Reseller Marketing Plan by PaloAltoSoftware

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									        Copyright © Palo Alto Software, Inc., 1995-2010




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                                                   Table of Contents

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

2.0    Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       1
        2.1   Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            1
              2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                   2
              2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              3
              2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               3
              2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               4
        2.2   SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           5
              2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           5
              2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              6
              2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             6
              2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           6
        2.3   Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         6
        2.4   Product Offering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          7
        2.5   Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         8
        2.6   Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       8
        2.7   Historical Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        8
        2.8   Macroenvironment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            9
        2.9   Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      9

3.0    Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         10
        3.1  Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      10
        3.2  Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             11
        3.3  Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           11
        3.4  Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           11
        3.5  Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        11
        3.6  Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       11
        3.7  Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          13
             3.7.1 Product Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                14
             3.7.2 Price . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          14
             3.7.3 Promotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              15
             3.7.4 Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            15
             3.7.5 Channels of Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                 15
        3.8  Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             16

4.0    Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   16
        4.1  Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            16
        4.2  Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         17
             4.2.1 Sales by Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                 19
             4.2.2 Sales by Tactic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              19
             4.2.3 Sales by Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               20
        4.3  Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           21
             4.3.1 Expense by Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                   22
             4.3.2 Expense by Tactic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                23
             4.3.3 Expense by Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                 24
        4.4  Linking Expenses to Strategy and Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                     25
        4.5  Contribution Margins . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             26

5.0    Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   28
        5.1  Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           28
        5.2  Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               29
        5.3  Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             30

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .    31
                                    AMT Computers, Inc.

1.0 Executive Summary

      Our new marketing focus, made explicit in this plan, renews our vision and strategic focus on
      adding value to our target market segments, the small business and high-end home office
      users, in our local market.

      American Management Technology, Inc. (AMT) will change its focus to differentiate itself from
      box pushers and improve the business by filling the real need of small businesses and high-
      end home offices for reliable information technology including hardware, software, and all
      related services. Our marketing challenge is to position our product and service offerings as
      the high-quality, high-value add alternative to box pushing in a vacuum.



2.0 Situation Analysis

      Before we talk about strategy for future development, we have to understand where we are,
      and where we've been. Strategy is about playing towards strengths and away from
      weaknesses. Marketing is about understanding our target markets and target market needs.

      Therefore, we begin this section with our market analysis, looking in detail at our target
      market and market needs. Then we develop our SWOT analysis, looking at strengths,
      weaknesses, opportunities, and threats. Afterwards we finish up with a look at some other
      key factors of the present situation.



2.1 Market Summary

      AMT focuses on small business in the local market, with special focus on the high-end home
      office and the 5-20 unit small business office.

      We have broken our markets into groups according to standard classifications used by market
      research companies: home offices and small businesses.

      Exact definitions of these market segments are not necessary for our marketing planning
      purposes here; general definitions will suffice. We know our home office customers tend to be
      heavy users, wanting high-end systems; people who like computing and computers. The low-
      end home office people buy elsewhere. We also know that our small business customers tend
      to be much less proficient on computers, are more likely to need and want hand-holding, and
      more likely to pay for it.




                                                                                              Page 1
                                       AMT Computers, Inc.

     Table: Market Analysis

      Market Analysis
                                            2001      2002        2003      2004        2005
      Potential Customers     Growth                                                                 CAGR
      High-end Home Office      10%       25,000     27,500      30,250    33,275     36,603        10.00%
      Small Business             5%       10,000     10,500      11,025    11,576     12,155         5.00%
      Other                      6%        1,000      1,060       1,124     1,191      1,262         5.99%
      Total                   8.57%       36,000     39,060      42,399    46,042     50,020         8.57%


                                         Market Analysis (Pie)




                                                                             High-end Home Office
                                                                             Small Business
                                                                             Other




2.1.1 Market Demographics

     The home offices in Tintown are an important, growing market segment. Nationally, there are
     approximately 30 million home offices, and the number is growing at 10% per year. Our
     estimate in this plan for the home offices in our market service area is based on an analysis
     published four months ago in the local newspaper.

     Home offices include several types. For our plan, the most important are the home offices
     that serve as the only offices of professional firms. These are likely to be professional services
     such as graphic artists, writers, and consultants, also some accountants and the occasional
     lawyer, doctor, or dentist. There are also individuals who maintain home offices for part-time
     use, including "moonlighters" and hobbyists. This segment is not who AMT wishes to sell to;
     our marketing focus consists of professionals and entrepreneurs who maintain a full-time
     office. In this plan, we will refer to customers in the home office segment as HOs.

     Small business in our market includes virtually any business with a retail, office, professional,
     or industrial location outside of someone's home, and with fewer than 30 employees. We
     estimate 45,000 such businesses in our market area.

     The 30-employee cutoff is arbitrary. We find that the larger companies turn to other vendors,
     but we can sell to departments in larger companies, and we shouldn't be giving up leads
     when we get them. We will refer to customers in the small business segment as SBs.




                                                                                                    Page 2
                                        AMT Computers, Inc.

      Table: Market Demographics

      Market Demographics

      Market Segments          Loyalty Status   Buyer Readiness    Benefits        Value   Product Attitude
      High-end Home Office           Medium            Informed     Quality        $25m            Positive
      Small Business                    None          Defensive     Speed          $50m         Indifferent
      Other                           Strong           Informed   Depends          $1.2m         Depends



2.1.2 Market Needs

      Our target HOs are on average as dependent on reliable information technology as any other
      business. They care more about reliable service and confidence than about the rock-bottom
      lowest price. They don't want to rely solely on their own expertise, so they choose to deal
      with us instead, with our promise of service and support when needed.

      Our standard HOs will be one-system installations, without networks, and will generally be
      more powerful systems than the average small bus
								
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