Target Market

Target Market

In the Cincinnati area, the target market would be university or

college students, young professionals and professionals not more than

45 years of age. Craft beer industry trends shows that more young

people prefer craft beers and Cincinnati hosts the University of

Cincinnati together with other colleges and universities to constitute a

target market for Zebra beers. The expansion of the market to include

professionals not more than 45 years old is a response to the

geographic location of the market. Cincinnati forms part of the

Southwestern region of the US, which has the smallest existing market

for craft beers. This means that Madcap has to expand its market in

order to gain a greater market share necessary to allow the company

to achieve long-term viability amidst the impending shake out of craft

brewers.

2. Distributors

In the Cincinnati area, tapping a wide range of distributors is

necessary to reach the wider target market of the company through a

two-tiered channel of distribution. Two-tiered distribution means that

the company has to contact directly retailers for exclusive or non-

exclusive distribution of their products. Targeted distributors are those

that cater to the market of craft beer such as high-end bars and clubs,

four and five star restaurants and hotels, membership clubs, and

similar distributors as primary channels of distribution and mass

marketing channels as secondary distributors. In order to gain positive

responses from these distributors, the company needs to develop high

value for its Zebra brand. By bringing Zebra beers to the areas where

the target market commonly goes, the probability of the market taking

interest and trying the beer increases. The association of the brand

with these venues would also support the maintenance of the product

price under super premium price at $5.99 for a six-pack.

3. Task & Objective

Overall, the promotional plan involves two tasks for

simultaneous accomplishment. One is the identification and selection

of high-end distributors. Apart from the target market of these

distributors matching the target market of the company, the number of

target consumers that the establishments can draw need

consideration. Selecting distribution establishments able to draw the

target market in large numbers and providing an environment

conducive to the consumption of craft beer will gain preference.

Another criterion for selection is the possibility of these distribution

channels in engaging in exclusive distribution or at the least preferred

sales of Zebra beers. Gaining a distribution channel with all these three

criteria would greatly contribute to the achievement of the sales target

of the company for its craft beer brand.

The other activity is building on brand equity. This is necessary

in order for the company to have value that it can use to negotiate

with distributors for the general distribution of its products, preferred

sale of its beer products or exclusive distribution of Zebra beers.

Achieving this necessitates television advertising in local or regional

stations, local celebrity endorsements, hosting of special local events,

as well as the continuation of its radio commercial stints. The objective

of intensifying its promotional plan is to gain the interest of its target

market, get them to try the product, develop a good impression of the

product and brand, recommend the brand to their peers, regularly visit

distribution establishments selling the product, and remember the

brand when they grow old.

Ultimately, the goal of simultaneously doing these activities is

to develop a higher degree of brand and product loyalty with the target

consumers while they are young in order to keep them as regular

consumers in the future. This allows the company to establish a market

base in the long run.

4. Percent of Sales

In Ohio, there is small margin of market share shared by small

craft brewers. The medium and large breweries have taken control of

95.7 percent of the market with only 4.3 percent shared by small

breweries. During the shake out, Madcap aims to remain in the

industry as well as capture majority of the 4.3 percent market share.

With regard to brand, 33 percent of the market is shared by other

brands apart from the brands of the medium and large breweries.

Madcap expects to gain majority of this 33 percent market share in the

future. With its promotional plan, the company targets to gain an

average increase in sales of 5 percent every year.

5. Budget Method

Madcap needs to increase its advertising budget to 3 to 5

percent of the projected sales for television advertising, local celebrity

endorsements, special local events hosting, and radio advertising. It

also has to optimize its limited budget through networking with the

business community since the market is relatively small to gain their

support in terms of endorsements and distribution. Using percentage

as budget method instead of a definite amount ensures that the

budget allocation would always depend upon the revenue generated

by the firm. Since the company has a limited budget it is not rational to

set a definite amount especially if the amount is more than what the

company can afford to allocate for advertising, more so since it has

failed to achieve its target sales in the Cincinnati market.

6. Advertising

The advertising budget will cover four types of advertising. First is television advertising in local networks to be aired in shows catering to the target market. Although, this involves greater cost, this would also result to greater brand and product exposure to draw higher brand recognition when they visit the distribution establishments. The advertising content should be classy and fun to draw the attention of the target market. Second is local celebrity endorsement that could also constitute the television advertisement. Normally, this involves great cost but local celebrities involve lower cost for the company and there are means of obtaining endorsements through familial or community ties especially if the owners are well known in the community. Third is the hosting of special events in the locality. This draws a wide range of market segments but selecting the type of event to host could still support the development of linkage of the brand with its target market. Fourth is continuation of radio advertising. Since this worked for the company for some time but it may need to change its approach by focusing more on the brand instead of the company owners to support brand loyalty since the company name is different from the brand.

Business Plan

1. Executive Summary

Airline business is a challenging business. It has been noted to be the most competitive business in the world. Marketing executives should also be competitive to cope with the challenges of this kind of business.

Cathay Pacific is one of the market leaders in the airlines business in Asia. The company has it great opportunities. The airline is committed to quality service. In addition, it has its competitive advantage. Cathay Pacific has great opportunities of expanding and improving its services.

This paper is a business plan for Cathay Pacific Airways to exploit the business opportunities that are open to the company.

2. Business Background

Cathay Pacific Airways Limited is an Asian commercial airline founded in 1946 which is based in Hong Kong and offering passenger services and cargo services to 102 destinations world-wide. It is a flag carrier of Hong Kong with its main base at Hong Kong International Airport.

Cathay Pacific is the major shareholder in AHK Air Hong Kong Limited, an all cargo carrier that offers scheduled services in the Asia region, and is a shareholder in Hong Kong Dragon Airlines Limited.

“The airline business is a challenging operation. Operational information can be very dynamic and keeping customers well informed is a daunting task. Information, fares and schedules have to be accurate; sales promotions and marketing activities are constantly changing and typhoons cause last minute schedule changes or cancellations.” ()

The opportunity and strategy

Despite the various challenges in which airlines faces, there is an opportunity for e-business. It has been known today that travel and the Internet have a natural association. Cathay Pacific Airways has the potential of this partnership and be successful in consumer e-commerce. In 2000, Cathay Pacific Airways forged ahead with an

ambitious goal to become Asia’s leading e-business airline and promptly set up a new cross-functional department staffed by experienced airline people and newly recruited e-business professionals.

Cathay Pacific Airways is committed to invest in services that enhance value to their customers while improving productivity and reducing information technology costs. With this, the company has leveraged to e-business.

Cathay Pacific Airways is known to be Hong Kong’s leading airlines gives them the opportunity to acquire more customers and generate more revenues. People would have more confidence on airlines that are recognized by the award winning bodies because it would make the people have more confidence on flying with the said airlines.

In addition, with Cathay Pacific Airlways’ online booking, they give more convenience to their customer giving them the chance to attract more customers especially with people that have no time to go to airlines branches for bookings.

The airline has also an opportunity of technology advancement for easier transaction and operations and for more convenience for customers and employees. Moreover, with its recognition, the airline attracts more opportunities of expansion.

Furthermore, the company has design learning experiences for the employees to deliver consistent good services to customers. The company has encouraged a culture of self responsibility, courage to innovate and openness to collaborate within the organization. Additionally, e-learning strategy cut the time required for certain training courses. ()

The online brand building technique has also been a good strategy for the company. “The airline's approach towards reaching its audience by building online partnerships with leading brands such as Universal McCann, CNN, Yahoo! and ZUJI.com has made it one of the major online marketers in Hong Kong and across the Asia Pacific region.”()

Source of competitive advantage

The source of Cathay Pacific Airways competitive advantage is from the continuous dedication to high-quality service which has elevated the company to new heights of success in the highly-competitive

airline industry. In addition, Cathay Pacific has always relied on Information Technology (IT) to meet their infrastructure demands while gearing up its internal operations for efficiency. IT provides the airlines with two distinct advantages—an efficient reservation system and an engineering system that keep the airlines' planes constantly fit for air travel.

“Cathay Pacific is renowned for its award winning “Service Straight From The Heart” both on the ground and in the air. As the airline of Hong Kong, Cathay Pacific is committed to enhancing Hong Kong as a leading global aviation and logistics hub.” ()

Management Background, Qualities and Experience

Name

Position

Background and Experience

Senior Management

Chris Pratt

Chairman

CBE, joined John Swire & Sons Limited in 1978 and has worked with the group in Hong Kong, Australia and Papua New Guinea. He is also Chairman of Swire Pacific Limited and John Swire & Sons (H.K.) Limited, and a director of Swire Properties Limited. He served as Executive Director of Swire Pacific’s Trading and Industrial Division from 2000 to 2005.

Philip Chen

Chief Executive

He joined Swire in 1977 and has worked with the group in Hong Kong, Mainland China and the Asia Pacific region. He has been a director of Cathay Pacific since 1997 and was appointed Chief Operating Officer in 1998. He served as Chief Executive of Hong Kong Dragon Airlines Limited from 1994 to 1997.

Tony Tyler

Chief Operating Officer

He joined Swire in 1977 and has worked with the group in Hong Kong, Australia, the Philippines, Canada, Japan, Italy and the United Kingdom. He served as Director Corporate Development from 1996 to 2004 and is a Director of Hong Kong Aircraft Engineering Company Limited, Dragonair and Air Hong Kong.

Robert Atkinson

Finance Director

He joined the Swire group in 1979 and in addition to Hong Kong, he has worked for the group in Japan, the United Kingdom and the United States.

Nick Rhodes

Director Flight Operations

He oversees all aspects of the airline's global flight operations. He has worked with the Group for more than 22 years, including the past five years in the Flight Operations Department as General Manager Aircrew.

Derek Cridland

Engineering Director

He joined Cathay Pacific in 1982 and was previously employed by the International Civil Aviation Organisation (ICAO) and British Airways. He is also a Director of Hong Kong Aircraft Engineering Company Limited, Hong Kong Aero Engine Services Limited, and Associated Engineers Limited.

James Barrington

Director Sales and Marketing

He joined Cathay Pacific in 1983 and has since held a variety of posts in the company. These include Country Manager for Malaysia and Brunei, Staff Manager for Outports, Manager for Passenger Product, Vice-President for Canada, and General Manager Cargo.

William Chau

Director Personnel

He first joined Cathay Pacific in October 1973 as a Cargo Officer, and has held a number of positions within the airline in the areas of cargo, airport services, and personnel.

Augustus Tang

Director Corporate Development

joined Cathay Pacific in 1982 as a management trainee and has held several positions with the airline, including postings to Malaysia and Japan. He was previously Director Corporate Planning since 2000 and is also a Director of Cathay Pacific Catering Services Hong Kong Limited and Air Hong Kong.

Edward Nicol

Director Information Management

His responsibilities include overseeing the strategic positioning and delivery of the airline's information management and technology needs.He has previously held positions as CEO of Tenzing Communications,providers of airline inflight email and SMS services,and CEO of Cathay Pacific's Catering Division.He has worked with Cathay Pacific since 1975.

Ron Mathison

Director and General Manager Cargo

joined Cathay Pacific in 1984. He has held a number of managerial positions overseas as well as in marketing and sales and revenue management. He has been involved in loyalty marketing since January 1995, and launched the Asia Miles Travel Reward Programme in 1999.

Quince Chong

Director Service Delivery

joined Cathay Pacific in 1998 as Manager Corporate Communication, was appointed General Manager Inflight Services in August 2000. She has been a Director of Cathay Pacific Catering Services Hong Kong Ltd since September 2000.

Non-Executive Directors

Martin CUBBON

Director of the Company

He is also Finance Director of Swire Pacific Limited and a Director of John Swire & Sons (H.K.) Limited and Swire Properties Limited. He joined the Swire group in 1986.

Hung Ling Henry FAN


He was appointed Deputy Chairman in January 1997. He is Managing Director of CITIC Pacific Limited.

CHANG, Li Hsien Leslie

Alternate Director to Mr. FAN Hung Ling Henry

He is an executive director of CITIC Pacific Limited

HO, Cho Ying Davy


He is also a Director of Swire Pacific Limited, Hong Kong Aircraft Engineering Company Limited and John Swire & Sons (H.K.) Limited. He joined the Swire group in 1970.

HUGHES-HALLETT, James Wyndham John


He is also Chairman of John Swire & Sons Limited and a Director of Swire Pacific Limited and Swire Properties Limited. He joined the Swire group in 1976 and in addition to Hong Kong has worked for the group in Japan, Taiwan and Australia.

LI, Jiaxiang

Director and Deputy Chairman of the Company

He is the Chairman of the Board and a Non-Executive Director of Air China Limited. He is also President of China National Aviation Holding Company.

MOORE, Vernon Francis


He is Deputy Managing Director of CITIC Pacific Limited.

Robert Barclay WOODS


He was appointed Director of John Swire & Sons Limited in May 2002. He is also Chairman of P&O Ferries and Southampton Container Terminal

ZHANG, Lan


She is the Vice President and Chairman of the Commercial Committee of Air China.

Independent Non-Executive Directors

LEE, Ting Chang Peter


He is Chairman of Hysan Development Company Limited and is also a Director of Hang Seng Bank Limited and SCMP Group Limited.

OR, Ching Fai Raymond


He is an Executive Director of The Hong Kong and Shanghai Banking Corporation Limited. He is a Director of Hang Seng Bank Limited and has been a Vice-Chairman and Chief Executive since May 2005.He is Chairman of HSBC Insurance (Asia-Pacific)Holdings Limited, and a Director of Bank of Communications Limited, Esprit Holdings Limited, Hong Kong Interbank Clearing Limited and Hutchison Whampoa Limited.

SO, Chak Kwong Jack


He is Deputy Chairman and Group Managing Director of PCCW Limited. He is also a Director of The Hong Kong and Shanghai Banking Corporation Limited.

TUNG, Chee Chen


He is Chairman of Orient Overseas (International) Limited.

3. Operational Plan

Company mission and objective

The company’s vision is to be the most admired airline in the world. To achieve that hallmark as a service leader, the company is committed to service enhancements that reflect its unique motto, “Service Straight from the Heart.”

Ensuring safety comes firstProviding Service Straight From the HeartEncouraging product leadershipDelivering superior financial returnsProviding rewarding career opportunitiesDistribution

Cathay Pacific weekly aircraft departures are estimated to be approximately 1,250 of 102 destinations in 35 countries. The reported passengers carried in 2005 reached to a total of 15,438,243 and cargo carried in 2005 reached to a total of 1,118,047 tonnes.

Products

Cathay Pacific Cargo operates scheduled long-haul freighter services to world-wide destinations that include Paris, Milan, Manchester, Brussels, Dubai, Dehli, Bombay, Sydney, Melbourne, Chicago, Los Angels and New York.

Cathay Pacific Cargo also operate freighter services to Hong Kong-Tokyo-Taipei-Hong Kong six times a week, a direct freighter service to Tokyo and Seoul once a week. A freighter service to Sydney and Melbourne.

Cathay Pacific Cargo arranges extensive trucking services within Europe, North America, Hong Kong, North-east Asia, Africa, Middle East and New Zealand. The services enable your cargo to reach destinations where Cathay Pacific does not fly directly.

The Group's principal activity is the operation of an international airline. The Group offers scheduled cargo and passenger services to 102 destinations around the world. Other activities include airline catering, aircraft handling and engineering, provision of computerised reservation systems, ground and ramp handling, aircrew and financial services and property investment. Operations of the Group are carried out in Hong Kong, Isle of Man, Canada, the People's Republic of China and Bermuda.

4. Market Research and Analysis

Target Customer

Cathay Pacific key target customers includes the multi-sector, premium, frequent international traveler.

Competitor and Competitive Edges

Top competitors of Cathay Pacific include British Airways China Airlines, China Southern Airlines and Singapore Airlines.

The main competitive advantage of Cathay Pacific is on their brand strength which is consistently good service and sophistication

congruent with the world's greatest city. It has also ties in with Hong Kong image faultlessly. Cathay Pacific also offers superb services in ground to air.

In addition, Cathay Pacific is dedicated to technological excellence for its products and services. It was one of the first airlines to provide inflight email. It also offers online ticketing and check-in, a downloadable timetable, and the notiFLY flight paging service, which delivers real-time flight information updates to customers via email or on their mobile phones. The iPermit scheme enables Taiwan residents to apply for Hong Kong visas via the internet and collect them upon arrival at Hong Kong International Airport. Its inflight entertainment system offers more than 20 video channels and an audio/video on demand system for First and Business class passengers. It was voted "World's Leading Use of Inflight Technology" in the World Travel Awards 2003 poll of 80,000 travel industry professionals.

5. Economic of the Business

“Air travel remains a large and growing industry. It facilitates economic growth, world trade, international investment and tourism and is therefore central to the globalization taking place in many other industries.

In the past decade, air travel has grown by 7% per year. Travel for both business and leisure purposes grew strongly worldwide. Scheduled airlines carried 1.5 billion passengers last year. In the leisure market, the availability of large aircraft such as the Boeing 747 made it convenient and affordable for people to travel further to new and exotic destinations. Governments in developing countries realized the benefits of tourism to their national economies and spurred the development of resorts and infrastructure to lure tourists from the prosperous countries in Western Europe and North America. As the economies of developing countries grow, their own citizens are already becoming the new international tourists of the future.

Business travel has also grown as companies become increasingly international in terms of their investments, their supply and production chains and their customers. The rapid growth of world trade in goods and services and international direct investment have also contributed to growth in business travel. Airlines' profitability is closely tied to economic growth and trade.

Since then, airlines have had to recognize the need for radical change to ensure their survival and prosperity. Many have tried to cut costs aggressively, to reduce capacity growth and to increase load factors. At a time of renewed economic growth, such actions have returned the industry as a whole to profitability.

To meet the requirements of their increasingly discerning customers, some airlines have to invest heavily in the quality of service that they offer, both on the ground and in the air. Ticketless travel, new interactive entertainment systems, and more comfortable seating are just some of the product enhancements being introduced to attract and retain customers.

A number of factors are forcing airlines to become more efficient. The airline industry has proceeded along the path towards globalization and consolidation, characteristics associated with the normal development of many other industries. It has done this through the establishment of alliances and partnerships between airlines, linking their networks to expand access to their customers. Hundreds of airlines have entered into alliances, ranging from marketing agreements and code-shares to franchises and equity transfers.

The outlook for the air travel industry is one of strong growth. Forecasts suggest that the number of passengers will double by 2010. For airlines, the future will hold many challenges. Successful airlines will be those that continue to tackle their costs and improve their products, thereby securing a strong presence in the key world aviation markets.” ()

6. Marketing Plan

Overall Marketing Strategy

Cathay Pacific Airways marketing strategy is focused in terms of market achievements, marketing strategy and positioning, advertising and promotion campaigns, product development, design and package as well as after-sales service, according to a press release from the Cathay Pacific Airways.

Market Segments

Cathay Pacific Airways key target market is the multi-sector, premium, frequent international traveler.

7. Business Expansion – set up plan

The foremost expansion plan of the company is to make the company a wholly owned subsidiary which will create significant value. PArt of their expansion plan is to increase existing stake in Air China.

There is also a plan to further order a number of aircraft for delivery. In addition, additional services will be offered. A freighter service to Chennai and increased our frequency to Atlanta, Dallas, Delhi, Mumbai, Penang and Singapore will be commenced.

8. Future Plan

In the future, the company is planning to build and operate on their own cargo terminal at Hong Kong International Airport with an eventual planned annual capacity of five million tonnes. This will enable the company to pursue aggressive cargo growth plans, make significant cost savings, introduce product innovation and strengthen Hong Kong’s position as a global logistics hub.

Executive Summary

Mondetta is a young and growing company, which will be launching

products as well as expanding into to countries, territories and

regions. They will be focusing on market penetration and expansion.

Our case study talks about how, where and when will they do this?

Customer Profile and Market

The customer profile for Mondetta would be people from;

� Canada

America� Europe�

These people would be between the ages of 13 to 30, who would have

enough money to spend on High end clothing. They target wealthier

clientele (kids or young adults.), who want quality and brand name

products. Their target market is not the average Jack or Jill. Their

market, is spread out through

out Canada, their major customers are-

Bootleggers (nationwide)� Below the Belt� Off the Wall (western regional chains)� Easton's in Winnipeg �Their market is vast, competitive and always growing.

Macroeconomics

The clothing industry is a highly competitive one and Mondetta �Everywhere has to compete with well established brand names. These

brand name companies have been in the clothing industry for many

years and have a well established reputation with their consumers.

They also have better channels of distribution in all the markets � local,

international, regional than Mondetta Everywhere. Guess, Request

and B.U.M are just a few examples of the various companies in their

clothing industry and are main competitors of Mondetta Everywhere.

Microeconomics

Product

Clothing that is up to date and a new line of clothing that is unique �and has the potential to become a trend. Also a separate line of

clothing (3-piece suits) made with higher quality fabrics, like the ones

used by other high class companies such as Versace etc.

Promotion

For college students:�1. Buy 1 and get another half price.

2. Student discount cards.3. Name drawing for the newest game console and game titles (they would get a ticket at the cash register). name drawing for..

Promo Plan

NRL GRAND FINAL PROMOTIONAL PLAN

Contents Pages Title Page ------------------------------------------------------------------------------------------1

Contents --------------------------------------------------------------------------------------------2 Executive SummaryBackground information-------------------------------------------------------------------------3

Situational Analysis-------------------------------------------------------------------------------5

Marketing size Analysis--------------------------------------------------------------------------6

Potential markets----------------------------------------------------------------------------------7

Creative elements---------------------------------------------------------------------------------8

Internal and external factors-impacting on creative concept--------------------------10

Swot Analysis-------------------------------------------------------------------------------------11

Marketing objectives for football event------------------------------------------------------15

Budget breakdown-------------------------------------------------------------------------------17

Market Segment----------------------------------------------------------------------------------18

Target Market--------------------------------------------------------------------------------------20

Marketing Mix--------------------------------------------------------------------------------------22

Promotions-----------------------------------------------------------------------------------------26

Scheduling-----------------------------------------------------------------------------------------30

Monitor, evaluate and Control-----------------------------------------------------------------31...

Your Marketing Plan: Getting StartedWhen developing or updating plans, knowing where to start is often a challenge.

To better develop effective strategies to use in your market

Do you have a written marketing plan to help guide your decisions throughout the

year? If not, it is time to write one. The traditional time for plan development is at

year-end, when budgets are being set. If you have formal budgeting in place, this

makes sense. A marketing plan, however, can be developed or updated at any

time because it helps with day-to-day, as well as long-term decisions.

Planning need not be scary or difficult. By taking the process a step at a time ―

first creating the marketing plan outline, then writing the plan from the outline ― it

becomes manageable. You will need to set aside quality time for creating your

plan, whether a single day or several sessions. There are different ways to write

a marketing plan, ranging from simple, one-day plans to book length documents.

One way is to develop a marketing plan outline using a five-step process, then

writing the plan at a level of detail applicable to your situation.

Marketing Plan OutlineThere is no single "correct" way to develop the outline. There are, however,

some generally accepted topics to be covered in a plan. I've included some

common sections in a printable marketing plan outline PDF here.

Your list of outline topics might include:

▪ Executive summary

▪ Industry analyses - SWOT: strengths, weaknesses, opportunities and threats-

Porter 5 forces analysis: customers; your own company; current and

future competitors; suppliers; and the regulatory environment.

▪ The target market- Target market demographics: income levels; interests;

activities; living environment; other geographic descriptions; psychological

mindsets; political affiliations; family situations; age ranges; tastes; etc.-

Industry or societal trends that affect your customers.- Your target

customers' needs and wants, and corresponding product benefits.

▪ Marketing strategy- Overall objectives and mission statement- Positioning

relative to competitors and in eyes of customers- General strategies to

reach objectives and fulfill mission- Marketing mix, including specific

marketing programs - Products - Pricing strategies - Distribution

channels - Promotions, advertising and other marketing programs

▪ Forecasts- Size of target market and growth projections.- Sales growth

projections.

▪ Financial analysis- Pro forma profit and loss (P&L) for each product and in

total: sales forecasts, cost of goods, marketing budgets, fixed overhead

and variable expense projections, profit margins- Breakeven analysis-

"What-if" scenarios (sensitivity analysis)Measurements- Measurable goals and success metrics for each program- Intermediate measurements for monitoring progress

[Note: Aside from the Executive Summary -- which always appears first and summarizes your plan -- the order you present information in the marketing plan is flexible. You may present the goals, products, and strategies sections first, then analyses, financials, etc. sections as supporting documentation. Or (as shown here) present analyses first, as a lead-in to goals and strategies.]Cover Sheet [Fill in name, address, phone, marketing team members (title, address, phone), date marketing plan prepared, who prepared, version/copy number (if more than one).]Part 1: Executive SummaryAnswer “who,” “what,” “when,” “where,” and “how” with respect to marketing objectives and strategies; forecasts; marketing and product finances; etc. The Executive Summary should be done last, after all marketing plan analysis and details have been completed.Part 2: Industry AnalysesThis is an overview of the industry and key insights into competitors, suppliers, the regulatory environment, customers and the company's place within the industry.SWOT Analysis: Detail the strengths, weaknesses, opportunities and threats in industry. For more on completing a basic or expanded SWOT analysis, see: http://www.websitemarketingplan.com/marketing_management/SWOT.htm (When typing the URL into a browser, note there is an underscore ("_") between "marketing" and "management," and SWOT is in all caps.)

Porter's 5 Forces analysis: Analyze the dynamics between and activities of current and future competitors; your own company; substitutes for the products your company markets; the industry suppliers; and customers. Do not forget to factor in regulatory issues. For more about Porter's 5 Forces, read:http://www.websitemarketingplan.com/marketing_management/marketing_strategy.htm(When typing the URL into a browser, note there are underscores ("_") between "marketing" and "management" as well as between "marketing" and "strategy." Also, all letters are lower case.)Part 3: Products and Corresponding Target MarketsHere, describe your products and your target customers for each. For each product or brand, include:- Target market demographics such as income levels; interests; activities; living environments; other geographic descriptions; psychological mindsets; political affiliations; family situations; age ranges; tastes; etc. - Industry or societal trends that affect your customers.- Your target customers' needs and wants, and corresponding benefits received from products.Copyright © 2007 Web Marketing Place LLC. All rights reserved. Copying permitted only if entire document is left intact, including the links and this copyright statement. 1

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