Marketing 521 Team Marketing Plan Final Draft_2012-11-27

By
Kristen Keeth, Anthony Lee, Edward Locke, & Albert Maina
In Partial Fulfillment of
The Requirements for
MKT 521
December 3, 2012

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Contents
1. Executive Summary........................................................................................................ 4
Management Team Summary............................................................................................. 4
Company Overview ............................................................................................................ 4
Services Offered ................................................................................................................. 5
Market Opportunity ........................................................................................................... 6
Financial Overview ............................................................................................................ 7
Conclusion ......................................................................................................................... 7
2 Situation Analysis ............................................................................................................ 9
2.1 Marketing Analysis....................................................................................................... 9
2.1.1 Market Demographics................................................................................................ 9
2.1.2 Industry Analysis ..................................................................................................... 12
2.1.3 Market Trends.......................................................................................................... 13
2.1.4 Positioning Statement: ............................................................................................. 14
2.2 SWOT Analysis .......................................................................................................... 15
2.2.1 Strengths .................................................................................................................. 15
2.2.2 Weaknesses.............................................................................................................. 16
2.2.3 Opportunities............................................................................................................ 17
2.2.4 Threats...................................................................................................................... 18

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2.3 Competition................................................................................................................. 18
2.4 Environmental Factors................................................................................................ 21
3.0 Objectives ................................................................................................................... 22
3.1 Mission........................................................................................................................ 22
3.2 Marketing Objectives.................................................................................................. 22
3.3 Financial Objectives.................................................................................................... 24
4. Marketing Mix .............................................................................................................. 25
4.1 Product/Services ......................................................................................................... 26
4.2 Price ............................................................................................................................ 27
4.4 Place:........................................................................................................................... 28
5. Information Sources and Control.................................................................................. 29
6. Contingencies................................................................................................................ 32
7. Budget........................................................................................................................... 33
8. Implementation ............................................................................................................. 35
9. Conclusion .................................................................................................................... 36
Appendix A – First Year Budget ...................................................................................... 37
Appendix B – Break Even Analysis ................................................................................. 40
Appendix C – Example Brochure..................................................................................... 41
References......................................................................................................................... 43

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1. Executive Summary
Management Team Summary: (qualifications exaggerated or fictitious for the purpose of the assignment)
The executive management team of Recovery Bound will consist of:
Chief Operating Officer: Kristen Keeth
Experienced operations manager at two separate Dallas outpatient treatment
facilities with over 10 years or relevant experience in substance abuse outpatient
treatment. Kristen holds an MBA with a concentration in Operations
Management from TAMU-C.
Chief Marketing Officer: Anthony Lee
Mr. Lee has over 10 years of experience with several established and startup
commercial and retail sales operations in the Dallas area. Anthony holds an MBA
with a concentration in Marketing from TAMU-C.
Chief Financial Officer: Ed Locke
Mr. Locke has over 20 years of experience in management in a variety firms
globally, ranging from manufacturing to service organizations. Ed holds an MBA
with a concentration in Finance from TAMU-C.
Director of Referral and Intake: Albert Maina
Mr. Maina has over 10 years of experience in customer management in a variety
of service firms globally. Albert holds an MBA from TAMU-C.
Company Overview:
Recovery Bound will be a nonprofit agency providing substance abuse outpatient
programs for adolescents and adults in the Greater Dallas area. The program will create
coalitions with local school districts, the adult and juvenile court systems, and area hospitals to

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establish a network of referrals and outreach training opportunities. The goal of Recovery Bound
is to foster a commitment to adolescents and adults that will reduce substance abuse, educate on
causality and avoidance, promote safety and quality of life, promote pro-social friendships,
establish interpersonal skills, and instill hope in the future. Through these personal relationships
and a sense of individual responsibility and accountability, we will empower them to live a life
free of substance abuse and criminal justice involvement and promote a sense of pride and
accomplishment. (Sway’s Foundation, 2012)
By providing the tools to break the cycle of substance abuse, our clients will be afforded
the opportunity to live productive lives free of substance abuse and involvement in criminal
justice systems.
Recovery Bound is a program that is in direct response to the increasing number of youth
and adults who have been affected by substance abuse or who are already entangled with the
criminal justice system. The aforementioned goals of the program offer positive support systems
enabling them to “avoid the pitfalls that can derail their lives.” (Fortress Academy, 2012) The
two targeted groups will be approached slightly differently, but the goal remains the same:
Empower our clients to live productive lives free of substance abuse and
involvement in the criminal justice system.
Services Offered:
The services of Recovery Bound includes a comprehensive assessment to determine the
extent of the problem, individualized treatment planning, group counseling, individual and
family counseling, and parent education seminars.
1. Screening and Assessment – to qualify the exact needs of the client and tailor an
approach to treatment and aid

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2. Drug Education – to reduce substance abuse and educate on the medical implications
of substance abuse
3. Life Skills – to provide tools to manage emotions, develop and function in society,
and promote safety and quality of life
4. Anger Management – to supply a curriculum that helps the clients identify their
feelings and use consequential thinking and manage aggression
5. Trauma - PTSD and Seeking Safety - to be sensitive to traumatic issues that our
clients have experienced or are currently facing
6. Relapse Prevention – to help identify situations that can result in relapse and teach
coping skills and alternatives to use of substances
In addition, promotion of the programs and educational services will be offered through
various outreach services and educational seminars.
Market Opportunity:
With 8.9% of the US population suffering from substance abuse problems and
approximately 20% of those individuals seeking treatment for this condition (Mark, Levit,
Warren-Vanivort, Buck, & Coffey, 2011), The Dallas-Fort Worth area population of 4.3 million
(Dallas Region, 2012) provides for a service market of over 76,000 individuals.
With the current difficult economic climate, the market is growing (Ritter, 2011) while
many non-profit treatment facilities are raising fees or closing. (Petaschnick, 2009)
A growing market and reduced competition yields a business opportunity to attract and
maintain market share in the Dallas area.

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Financial Overview:
Recovery Bound will be a non-profit corporation, with financial goals of meeting the
costs associated with providing the targeted service levels, repayment of startup debt, and
securing enough residual capital to ensure financial health through varying economic climates.
Recovery Bound will be funded by a mix of governmental grants, public and private
donations, insurance, and client contributions. We will actively apply for governmental grants
with the expectation to have 30% of the necessary funding provided by grants by year 2
($195,000/yr.). Public and private donations will be solicited and will provide an additional 20%
of the required funding by the third quarter of year 2 ($130,000). A specialist will effectively
process insurance claim requests to provide another 30% of required funding, beginning in the
first month of operation ($190,000/yr.) 20% of the funding will be provided on an adjusted and
sliding scale basis by the clients, beginning in the first month of operation ($125,000/yr).
Additional fund raising projects will occur throughout the first five years to repay the loans
required until these funding programs reach their target levels.
Conclusion:
The management team assembled possesses the skills, professional contacts, and
credentials to effectively manage a solution to a growing need in the Dallas area. Recovery
Bound will be a non-profit outpatient substance abuse treatment facility serving clients within 75
miles of their facility and actively seeking referrals in the immediate area. This market is seeing
a growth in need and a decline in services, which opens the door for an effective solution-
oriented firm. They will offer training, tools, and counseling to break the cycle of substance
abuse and will achieve results far better than the statistical averages, while offering outreach

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training and seminars to aid in prevention. Funding will come from several sources, to include
governmental grants, donations, insurance, and client fees.

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2.0 Situation Analysis
Recovery bound is a start-up nonprofit company that will be opening in January of 2014.
The agency will offer substance abuse education and counseling, life skills, anger management,
and relapse prevention in the form of outpatient services. The primary market need is to provide
clients with excellent services that allow them to lead normal productive lives independent of
substance abuse and the criminal justice system.
Mission: Recovery Bound is dedicated to protecting and supporting individuals,
families, and communities influenced by dependency and substance abuse.
2.1 Marketing Analysis
We have extensive information regarding our market and we understand the primary
characteristics of our client base. We will exploit this information to better serve our customers’
needs and how we can effectively reach them.
2.1.1 Market Demographics
2.1.1.1 Geographics
Our primary geographic market is the Dallas-Ft. Worth area, with an estimated
population of 4,265,829 (Dallas Region, 2012). A 75 mile radius of geographic area will be the
primary location of clients in need of our services.
2.1.1.2 Demographics
In 2008 it has been determined that 22. 2 million or 8.9% of the population age twelve
and over in the United States have substance abuse and dependency problems. Of this number of

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people approximately 4 million of them received treatment for their substance abuse problem
(Mark, Levit, Warren-Vanivort, Buck, & Coffey, 2011).
In the Dallas area of those that received treatment 55% were male and 45% were female.
The breakdown of those receiving treatment by age and ethnicity are illustrated in the following
two graphs (States in Brief City Reports, 2008).
The target market will be these men and women 12 and over in the target geographical
area.
(States in Brief City Reports, 2008)
19.00%
17.00%
26.00%
21.00%
17.00%
Treatment Admission by age:
Dallas: TEDS 2008
Under 18
18-24
25-34
35-44
45 & Older

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2.1.1.3 Referral Base Characteristics
Recovery Bound’s primary channel for new client acquisition is through strategic
partnerships and alliances with three main sources of referrals. These three sources are the
criminal justice system, community organizations and substance abuse providers (inpatient
facilities). These three strategic channels constitute 83% of the market for substance abuse
treatment referrals. The criminal justice system will be comprised of both the adult and juvenile
departments.
59.00%20.00%
20.00%
1.00%
Treatment admissions by
Race/Ethnicity
White Non-Hispanic
Hispanic
Non-Hispanic Black
Other

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2.1.2 Industry Analysis
In the Dallas/Fort Worth/Arlington region there are 78 Substance Abuse facilities with
estimated sales of $64.8 million in annual sales and 1,209 employees. Of the 78 firms in the
market 52 firms provide outpatient services. In 2012 estimated average sales per establishment
is $1.52 million.
The majority of the firms are fairly small in terms of employees with 64.10% having nine
employees or less. There are only 6 firms with 50 or more employees. The numbers of new
entrants into the market are relatively small. In Texas the number of treatment facilities reached
an all-time high of 556 in 2003 and a low of 518 in 2005.
30.00%
27.00%
26.00%
12.00%
3.00% 2.00%
Source of referrals for Treatment:
Dallas TEDS 2008
Substance abuse
Providers
Criminal Justice
Communiy Organizations
Individual Self
Health Care Providers

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2.1.3 Market Trends
The projected growth rate for the industry in the area for 2012 is 3.7% and in 2013 3.4%.
Sales in Millions/Establishment and % Change
Year Year Year Year Year % chg. % chg. % chg. % chg.
Industry Averages 2009 2010 2011 2012 2013 09-10 10-11 11-12 12-13
Sales($M)/Estab 1.38 1.43 1.46 1.52 1.57 3.5% 2.2% 3.7% 3.4%
(Barnes Reports: U.S. Mental Heath and Substance Abuse Centers Industry (NAICS
62142), 2012)
Spending for substance abuse treatment has grown at an average rate of 5% since 2002.
The largest funding source comes from state and local government agencies (non-Medicaid) and
account for 36% of funding. Medicaid is second with 21% and Federal is third with 16%. The
trend of increased public funding has remained constant due to the decrease in funding provided
by private insurance. Currently private insurance only provides 12% of the funding and has
stabilized at this current rate since 2005 (Mark, Levit, Warren-Vanivort, Buck, & Coffey, 2011).
32
18
13
2 6
6
Number of Employees per Firm
1-4
5-9
10-19
20-49
50-99
Uknown

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In 2006 57% of all providers in the state of Texas received some type of public funding from
state, county, local, and federal (States in Brief City Reports, 2008).
2.1.4 Positioning Statement:
Recovery Bound will serve an area of Dallas 150 miles in diameter, and will focus
primarily on youth and adults that are referred from the criminal justice system, community
organizations, and healthcare/inpatient treatment facilities. These clients will be seeking to break
their substance abuse issues and will be motivated to participate in our programs. They will
actively pursue this in an outpatient format based on the referrals from the sources noted.

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2.2 SWOT Analysis
The SWOT Analysis identifies the primary strengths and weaknesses of Recovery
Bound and characterizes the opportunities and threats that will affront Recovery Bound.
2.2.1 Strengths
Strong leadership in management
High level of competence
High level of competitive skill
We are ahead on the experience curve
Excellent recruitment of industry leaders
Industry leaders have strong relationships with referral channels
Excellent location procured that is in a central location to our desired market
Excellent access to startup capital
Access to additional capital if needed
(Seitz, 2006)
0
0.5
1
1.5
2
2.5
3
Competence
Competitive Skill
Experience Curve
Financial Resources
Reputation
Market Leadership
Organizational Design
Economies of ScaleCompetititve Pressure
Proprietary Technology
Marketing Effectiveness
Product Development
Management
Technical Skills
Cost/Price
Strength Rating

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2.2.2 Weaknesses
Our cost structure is higher because we are a startup
New entrant to the market
No established market image
No name recognition
(Seitz, 2006)
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2
Strategy
Facilities
Management
Key Competencies
Strategy Implementation
Internal Operations
R&DProduct/Service Line
Market Image
Marketing Skills
Financial Resources
Cost Structure
Profitability
Weakness Rating

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2.2.3 Opportunities
Population growth in specific Dallas areas provide locations for future branch
operations
New treatment methods being developed provides for areas of expansion
Related complimentary services provide an area for portfolio growth
Rivals are somewhat complacent
Affordable Care Act should increase funding and increase outpatient programs
(Seitz, 2006)
0
0.5
1
1.5
2
2.5
3
Prospects
Markets
Product/Service
Enhancement
Product Line Expansion
Vertical IntegrationPolitcal enviroment
Rival Complacency
Market Growth
Regulatory Overhead
Opportunity Rating

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2.2.4 Threats
The potential for substitute services are high
Market growth has not been strong
Increasing regulatory requirements
Currently the economy is in a recession
(Seitz, 2006)
2.3 Competition
Competition in the area of Substance abuse centers comes from two main sources, larger
firms that offer both residential and outpatient services and small to medium sized firms that
offer outpatient only.
0
0.5
1
1.5
2
2.5
3
Foreign Competition
Substitute Services
Market Growth
Regulatory Overhead
Business Cycle/Climate
Buyer/Supplier Power
Market Requirements
Demographics
Entry Barriers
Technology
Threat Rating

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Current local competitors:
Dallas Challenge: They are a primary competitor due to the fact they are the
leader in a market we are targeting. In the juvenile criminal justice market in
Dallas County, currently Dallas Challenge is a primary contract provider to Dallas
County Juvenile Department. Dallas Challenge has been in business since 1984
and has served over 147,000 youth and their families. They have a location in
Oak Cliff and Dallas and a separate Truancy enforcement location in Dallas. They
are currently a market leader in the Dallas market (Dallas Challenge Inc., 2009).
Phoenix House: They are a primary competitor since they are a market leader in
the markets we are targeting. Phoenix House was founded in 1967 and has been
in Texas since 1995. They accept private insurance, Medicaid, Medicare, private
pay, State and County Funding. They offer inpatient and outpatient services for
both adults and teenagers and serve more than 15,000 people each year. In Dallas
outpatient services their business is comprised of 75% juvenile and 25% adult (M.
O’Neill, personal communication, November 12, 2012). They have very strong
ties with the Dallas County Justice department both in juvenile and adult
jurisdictions. They operate the Dallas County Judicial Treatment Center in
Wilmer just outside of Dallas. This is an alternative to incarceration and is
mainly inpatient but does have a six month outpatient program as well. Their
other location is located on Northwest Highway in Dallas (Phoenix House Texas,
2012).
Pricing Structure: Their pricing structure is different for each funding
source, e.g. Private insurance or Medicaid.

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Self-Pay Pricing:
Screening and Assessments - $175/each
Individual Sessions - $150/session
Intensive Outpatient (IOP) – Individual -$2,700. This can be broken down
to $150 per day - 3 times per week (3 hours per session) for 6 weeks for adults
(M. O’Neill, personal communication, November 12, 2012).
Homeward Bound: Is a primary competitor since they have strong connections
with the Dallas County Justice departments. Homeward Bound offers both
inpatient and outpatient treatment and has been in Dallas since 1980 and they
serve over 6,000 people per year. They accept private insurance, Value Options
(Texas Northstar) and have funding for those that cannot pay. They are centrally
located near Methodist Hospital (Homeward Bound Inc. About Us, 2006).
First Step Counseling: Is a primary competitor since they operate in the same
target markets and have the same referral sources that will be our primary referral
sources. They have been in operation since 1991 and since inception they have
provided services to over 20,000 people. They are an outpatient treatment center
only and work with the justice systems and community based organizations. First
Step has location in Dallas, Plano and Oak Cliff (First Step Counseling, 2009).
Nexxus: Is a primary competitor since they operate in the same target market and
have some of the same target referral sources. They have been in Dallas since
1971. They only treat adult and adolescent women. They offer inpatient and
outpatient care. Their outpatient care consists of They feature Intensive outpatient
and Supportive outpatient care. They have two facilities in Dallas for outpatient

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care. They accept most private insurance, Medicaid and Northstar (Nexus
Recovery Center About Us, 2012).
Self-Pay pricing for medically indigent:
1) Detox-$150 per day
2) Outpatient $125 per week or $450 per month
Innovation 360: They are located in the Dallas area and have recently added
outpatient services to their portfolio. They primarily work with self-pay and
private insurance so they are a secondary competitor (Innovation 360, 2010).
Enterhealth Outpatient Center of Excellence: Their Dallas location is
outpatient only. They primarily work with self-pay and private insurance so they
are a secondary competitor (About Enterhealth, 2010).
Note: Due to budget and time constraints this is the best information available on the
competition.
2.4 Environmental Factors
Texas by far has the most people on probation with 418,678 with 94,535 of them
being DWI probations (Probation And Parole In The United States, 2010, 2011). Texas
took a huge step toward rehabilitation instead of incarceration with the passing of House
Bill 2335 in 1991 that allowed for the development of a statewide network of corrections
based substance abuse facilities. The political landscape in Dallas is shifting toward
rehabilitation rather than incarceration. Dallas has several specialty courts including
DWI Court for both misdemeanor and felony offenses and Drug Court for adults and
juveniles (Community Supervision & Corrections Department, 2012). These special

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courts have a rehabilitation aspect attached to them with Intensive Outpatient treatment a
tool for rehabilitation and relapse prevention. With the implementation of the affordable
care act the substance abuse sectors of healthcare will most likely be combined into
mainstream health care. It is expected that there will be more funding for treatment and
there will be a shift away from residential treatment to more outpatient programs (Buck,
2011). Meanwhile, substance abuse is increasing within the currently difficult economic
conditions (Ritter, 2011), while service are decreasing with both rate increases and
facility closings (Petaschnick, 2009).
3.0 Objectives
Our Marketing Strategy is grounded in becoming the premier resource for outpatient
substance abuse treatment in the Dallas-Ft. Worth Metroplex and surrounding areas. Our
Marketing Strategy is predicated in the superior execution of the following services:
Drug Education
Life Skills
Anger Management
Relapse Prevention
3.1 Mission
Recovery Bound is dedicated to protecting and supporting individuals, families, and
communities influenced by dependency and substance abuse.
3.2 Marketing Objectives
Partnerships / Referral Base - Grow a base of schools, courts, and hospitals (including
inpatient treatment facilities) that actively refer clients into our program. The potential
referral sites will be prioritized geographically, starting with the facilities closest to our
treatment center. We will establish a partnership with 3 school districts, 2 court facilities,

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and 2 hospital/inpatient treatment facilities in the first six months of operation, and an
additional 2 school districts, 1 court facility, and 1 hospital/inpatient treatment facility in the
next 6 months. In the second year of operation we will increase these counts by 50%, and in
the third year we will increase these counts by another 25%. This may be accomplished by
education of referral authorities, since twice as many adolescents with substance abuse
problems are referred to mental health treatment than to substance abuse treatment due to
familiarity with the mental health system and unfamiliarity with the substance abuse
treatment system. (Scott, 2004)
Drug Education – Provide 2 outreach seminars per month, starting in the 2nd
quarter of
operation, to total 18 seminars in the first year of operation. This outreach will be expanded
to 3 per month in the second year of operation. The focus of these seminars will be to reduce
Substance Abuse and educate on the medical implications of substance abuse. These
seminars will be presented at schools, hospitals, and correction facilities. This education is
important, since “Knowledge is the prerequisite for any behavior change”. (Sharma, 2005)
Life Skills – Collateral and training programs will be developed to provide tools to manage
emotions, develop skills to function in society, and promote safety and quality of life.
Adolescents will be provided counseling and support programs to increase school attendance
to at least 95% in at least 80% of the treated population. Adults will be provided similar
tools to increase employment to 75% and days at work to 90% of the employed segment in
the treated population. This training is critical in the prevention of relapse, as individuals
must learn or re-learn ways of living. (Parrish, Springer, & Rubin, 2009)
Anger Management – We will develop curricula that help the clients identify their feelings
and use consequential thinking and manage aggression in the first quarter of operation. The

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success of these curricula in adolescents will be measured by a decrease in the amount of
disciplinary referrals and/or suspensions in the school environment by 75% after 3 months of
outpatient service, to be monitored quarterly. Adult program success will be measured by the
reduction of criminal justice interactions by 75% after 3 months of service, to be measured
quarterly. Anger management is a key component in achieving and maintaining abstinence
in substance abusers. (Reilly & Shopshire, 2000)
Relapse Prevention Engagement – Establish aftercare services to help identify situations that
can result in relapse and to teach coping skills and alternatives to use of substances. Success
will be measured by a 95% attendance at the voluntary aftercare services for the first six
months and a 90% attendance at the aftercare services for the next year after that. Relapse
occurrence will be monitored and the program relapse rate will be 20% less than statistical
averages. Active continuing care has a significant effect in decreasing the relapse rate for
treated substance abuse clients. (McCay. et. al., 2010)
3.3 Financial Objectives
Funding – Recovery Bound will be funded by a mix of governmental grants, public and
private donations, insurance, and client contributions. We will actively apply for
governmental grants with the expectation to have 30% of the necessary funding provided by
grants by year 2 ($195,000/yr.). The bulk of these funds are expected to come from the
Substance Abuse Prevention and Treatment (SAPT) Block Grant program. (Center for
Substance Abuse Treatment, 2006)
Public and private donations will be solicited and will provide an additional 20% of the
required funding by the third quarter of operation ($130,000). Developing relationships with

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area foundations, local charities, community groups, and businesses will yield the revenue.
(Center for Substance Abuse Treatment, 2006)
A specialist will effectively process insurance claim requests to provide another 30% of
required funding, beginning in the first month of operation ($190,000/yr.) 20% of the
funding will be provided on an adjusted and sliding scale basis by the clients, beginning in
the first month of operation ($125,000/yr.). This will come from Medicaid and private
insurance. Medicaid has been reported to account for 20% of substance abuse treatment
funding overall (Center for Substance Abuse Treatment, 2006), and private insurance is
expected to fulfill any shortages.
Additional fund raising projects will occur throughout the first five years to repay the loans
required until these funding programs reach their target levels. Many avenues are open that
supply funds to institutions providing treatment. (Center for Substance Abuse Treatment,
2006)
4. Marketing Mix
The target market for Recovery Bound is adolescents ages 13 to 17 and adults who have
been affected by substance abuse or who are already entangled in the criminal justice system.
Recovery Bound will be a client-focused outpatient treatment and prevention program. It
is in direct response to the vast number of people that are trapped in dependency or caught up in
the criminal justice system. Recovery Bound will offer both youth and adults the opportunity to
confront addiction and achieve and sustain recovery. The program is designed to be accessible
to adolescents ages 13 to 17 and adults. Our adolescent programs will offer an array of services
ranging from early intervention to long-term aftercare. For adults, we will offer a comprehensive
array of programs based on evidence based, clinical best practices. (Minkoff, 2001) Our

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programs will provide substance abuse treatment in a safe and supportive environment with a
continuum of care that is tailored to meet the needs of each client. The goals of the program will
be to safeguard youth, strengthen families, and enable those trapped in dependency to confront
addiction and to achieve and sustain recovery.
4.1 Product/Services
1. Screening and Assessment – Level of care assessment and utilization management (Minkoff,
2001).
2. Drug Education – Outreach seminars will be offered. The focus of these seminars will be to
reduce substance abuse while educating on the medical implications involved. These
seminars will be presented at schools, hospitals, and correctional facilities. This service will
address substance abuse issues at the source, helping potential victims to avoid the pitfalls
before they occur. (Wells, Lemak, and D’Aunno, 2006)
3. Life Skills – Collateral and training programs will be developed to provide tools to manage
emotions, develop skills to function in society, and promote safety and quality of life.
Adolescents will be provided counseling and support programs to increase school attendance.
Adults will be provided similar tools to increase employment. (Miller and Hendrie, 2007)
4. Anger Management – We will develop curricula that help the clients identify their feelings
and use consequential thinking and manage aggression. (Reilly and Shopshire, 2002) The
success of these curricula in adolescents will be measured by a decrease in the amount of
disciplinary referrals and/or suspensions in the school environment. Adult program success
will be measured by the reduction of criminal justice interactions.

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5. Relapse Prevention Engagement – Establish aftercare services to help identify situations that
can result in relapse and to teach coping skills and alternatives to use of substances. (Wells,
Lemak, and D’Aunno, 2006) Success will be measured by attendance at the voluntary
aftercare services.
4.2 Price
Pricing will be market based and will be targeted between +/- 10% of similar programs
offered in the area. (See “Competitors” for competitive pricing references.)
1. Screening and Assessments - $175/each
2. Individual Sessions - $150/session
3. Intensive Outpatient (IOP) – Individual -$125 per session; Group - $50 per session
(intensive treatment 4 times per week for 4 weeks)
4. Supportive Outpatient (SOP) - Individual – $80 per session; Group - $35 per session
(supportive treatment 2 times per week for 10 weeks)
5. Family Counseling - $100 per session
6. Aftercare (group sessions) - $25 per session (1 time per week for as long as needed)
7. Parenting Groups - $30 per session
We anticipate the following payment structure, 47% of clients will pay with public
funding from Medicare and/or Medicaid, or other public payment. Of the remaining 53% of
clients, we anticipate one in five to have private health insurance and the remaining will be
self-pay. (Center for Substance Abuse Treatment, 2006)
4.3 Promotion:
Recovery Bound has a number of market focuses that are key to the program's success.
These include the following:

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1. Clients who are overcoming stressors in their lives, such as addictions, criminal
justice involvement, abusive situations, and issues in their scholastic life represent the
main marketing concentration for Recovery Bound. We foster positive changes
through substance abuse education, goal setting, self-discipline, and skill
development.
2. Ultimately, Recovery Bound is marketed to Dallas County as a critical support
system for substance abuse and criminal justice clients.
The marketing promotion strategy will be to successfully sell our services to the
criminal justice system, area schools, and healthcare facilities. This will be accomplished by
securing contacts within the DFW area and maintaining this network. These contacts will serve
as our referral sources for the program (Lee, Reif, Ritter, Levine and Horgan, 2001). The
Program Director and Marketing Manager will make presentations and create linkages with the
Dallas County Juvenile and Adult Probation Departments, area schools, area churches, area
hospitals, and other substance abuse providers.
In order to advertise and market the program to participants and referral sources,
brochures will be developed that showcase the services offered. (See example in Appendix C.)
The Program Director will maintain an open line of communication and provide progress reports
for the referring partners. The goal will be to build and maintain a successful marketing program
based on the accomplishments of our clients and serving the needs of the greater Dallas County.
4.4 Place:
The program will focus on an area near North Dallas and will serve clients within an
approximate 75 mile radius. Referrals will be actively sought from institutions and referring
bodies within a 20 mile radius of the facility. Operations will consist of site-based outpatient

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primary services and outreach services at the target locations within the 20 mile radius, or as
otherwise contracted.
Distribution will be through two channels. Outpatient services will be focused on
activities at the facility operated by Recovery Bound, and will be offered to those that come into
that facility primarily through referrals from other agencies. The outreach activities will be taken
to various sites in the area and will service clients via education on substance abuse and
information on how to access the outpatient services (Freeborn, McManus, and Cohen, 2009).
5. Information Sources and Control
The Chief Marketing Officer (CMO) will monitor all relevant information sources on an
ongoing basis and report quarterly to the senior management team. Sales and expense data will
be collected and passed to the CMO by the Chief Financial Officer (CFO), who has
responsibility for all Finance and Accounting functions.
The metrics and controls as listed previously will be monitored as follows:
Metric Information
Source
Data Obtained Responsible Control
Drug Education Outreach
services log
Number of
seminars each
month
CMO If less than 2 per month after
2nd
quarter of operation, or 3
per month in the second year
of operation, increase
promotion and offering to
serviced area
Life Skills Attendance
reporting from
clients’ schools
and workplaces
School
attendance
percentage,
work attendance
percentage,
overall
employment
percentage
COO If less than 95% school
attendance, 90% work
attendance, or 75%
employment, modify Life
Skills curricula to address on a
quarterly basis
Anger Discipline
reports from
schools and
Number of
incidents
COO If after 3 months of service, if
the client base incident rate
does not drop by 75%, modify

P a g e | 30
Management criminal justice
interaction
tracking
Anger Management curricula
to address on a quarterly basis
Relapse
Prevention
Attendance at
voluntary
aftercare
Rate of
attendance
COO If clients do not maintain a
95% attendance rate in
voluntary aftercare for the first
6 months after services
rendered, and/or 90%
attendance for the next year.
Affected clients will be
contacted and surveyed to
determine causation. Program
changes will be implemented
to address this causation on a
semi-annual basis.
Grant Tracking Finance and
Rolling Budget
reports
Dollars received
from
Governmental
grants
CFO A forecast and project plane
will be in place to ensure
$150K/year is obtained from
government grants by year 2.
If the quarterly review of this
plan indicates slippage,
additional resources will be
applied as needed to ensure the
target is met. If it is
determined that it will not be
met within this timeframe, a
special committee will be
formed to restructure the
budget and/or trigger
contingency plans to mitigate
the financial impact.
Donation
Tracking
Finance and
Rolling Budget
reports
Dollars received
from donations
CFO A donation solicitation
committee will develop a plan
and forecast to achieve
donations at the rate of
$100K/year. If by the second
quarter the plan is not on track
to deliver $25K per quarter by
the third quarter, the
committee will recommend
corrective action. If by the
third quarter there is no
confidence that the funding
will be achieved a special
committee will be formed to
restructure the budget and/or
trigger contingency plans to
mitigate the financial impact.
Insurance Claim Finance and
Rolling Budget
Dollars received
from insurance
CFO &
COO
If by the second month of
operation there is no evidence

P a g e | 31
Revenue reports claims
(collected,
receivables, and
past due), intake
rate reports
that insurance claims will
provide a revenue stream
amounting to $150K/yr, intake
rates will be reviewed and a
determination made as to
whether intakes are too low or
insurance collection is a
problem. If intake is too low, a
formed to increase promotional
activities headed by the CMO.
If collections are an issue, the
CFO will work with the
collections specialist to collect
the delinquent insurance
revenue.
Client
Receivables
Finance and
Rolling Budget
reports
Dollars received
from clients
(collected,
receivables, and
past due), intake
rates
CFO &
COO
If by the second month of
operation there is no evidence
that clients will provide a
revenue stream amounting to
$100K/yr, intake rates will be
reviewed and a determination
made as to whether intakes are
too low or client collection is a
problem. If intake is too low, a
formed to increase promotional
activities headed by the CMO.
If collections are an issue, the
CFO will work with the
collections specialist to collect
the delinquent insurance
revenue. If the sliding scale
client charge rate is not
allowing sufficient revenue to
cover the budgeted income, the
policy will be reviewed on a
semi-annual basis and
adjustments made to either the
sliding scale policy or the
budget.
Fund Raising
Projects
Finance and
Rolling Budget
reports
Dollars received
from Debt
Reduction Fund
Raising Projects
CFO Debt reduction and its
associated fund raising projects
will be detailed in the budget
for both current and 5-year
financial planning. Goals will
be set for each quarter, and
performance to these goals will
be presented to the
management team. Should the

P a g e | 32
goals fail to be met in two
consecutive quarters, a
response plan will be initiated
to address the shortfall and
determine the best way to
achieve the debt reduction
initiative.
6. Contingencies
The controls and metrics include items that relate back to the budget (discussed in the
next section). Various contingencies are outlined to address variances from plan that would have
a significant impact on the health and growth initiatives of the company.
Should client intake fall short of expectations, and escalating response plan may be
implemented to address the shortfall. The budget contains provisions for significant debt
repayment. This debt retirement could be slowed to retain revenue within the organization while
efforts are enacted to increase client intake. Should the average active client base drop below
911, further medium-term actions will be required to reduce costs, such as workforce reduction
or program suspension (primarily non-revenue generating programs such as educational outreach
– within the scope allowed by current grant agreements). After a period of 2 quarters, if the
client intake has not allowed the active client base to climb above 911, longer term actions may
be required, such as vacating portions of the building and sub-leasing.
If client intake greatly exceeds Recovery Bound’s capacity, a list of remote-site
properties will be maintained for quick adaptation and expansion. Active recruiting and
relationships with local agencies and educational institutions will provide quick access to
personnel to expand the workforce. The metrics and triggers for this action will include tracking
of hours worked by existing personnel and utilization of available property. Should the average
workweek remain above 50 hrs/week and/or the facility space necessitate the postponement of 2

P a g e | 33
or more scheduled program sessions, the management team will meet immediately to assess
whether to implement this contingency.
If a new competitor enters the market and there exists a significant possibility for it to
threaten the financial health of Recovery Bound, the competitor will be contacted to explore the
possibility of joint-venture outreach and possibly co-managing outpatient services.
If governmental climate changes and funds no longer be as accessible, the management
team will attempt to fill the funding void through increased donation solicitation. If this proves
to not be sufficient after 2 quarters, further cost reduction activities will be enacted as described
in the first contingency mentioned (client short fall). The metrics and trigger for this will be the
monthly monitoring of the budget and specifically the Government Grant and Client Based
Revenue income streams.
7. Budget
A first year budget is presented in Appendix A. Assumptions made include:
Facility space required will be 10,000 sq-ft. This is based on the size of the
Phoenix House facility in Dallas located at 2345 Reagan St., Dallas, TX. This
location was referenced on Google Maps and the square footage estimated using
the supplied scale. (Phoenix House Map, 2012)
Rental/lease cost of office space estimated at $10/sq-ft/yr. (Backpage, 2012)
Fit-out cost of office space estimated at $40/sq-ft. (Office Space Guys, 2012)
Office space will be built out throughout the first 3 quarters of operation at a rate
of 50% up front, 25% more by the start of the second quarter, and remaining 25%
in the third quarter.

P a g e | 34
Average revenue per client, target government funding, collection rate of
insurance, and target funding drive revenue based on personal experience of
similar activities of the management team. This is influenced by the pricing
structure as identified in Section 4.2 – Pricing, which is market priced based on
competitive offerings (see “Competitors”).
Average client based revenue of $700/client/year includes all client-based revenue
sources, such as client out-of-pocket, personal insurance, government per-client
funds, Medicaid, etc. (Center for Substance Abuse Treatment, 2006)
The break-even analysis appears in Appendix B, and identifies a need for an average
running client enrollment of 911 clients to break even with these projections.
Considering these calculations, it is projected that the company will be self-supporting by
the third quarter of operations and will enter Year 2 with a cash reserve of $149,567 and will
have retired $120,000 of the start-up financing of $350,000.
Based on the break-even analysis, the client intake could drop to an average of 911 (78%
of the budgeted average of 1,175) and the business would remain self-supporting.
The CFO is tasked with tracking financial performance to the budget and reporting
monthly to the management team. Key measures include performance of revenue streams and
client engagement levels. Based on significant deviations of either from the budget expectations,
corrective actions will be launched and/or the budget refined. The budget contains significant
working capital to allow variances mid-year without adverse affects on business health.

P a g e | 35
8. Implementation
The table below illustrates the major tasks required for the roll out of the Marketing Plan.
The tasks are grouped by major functional area, and the various executive officers (COO, CFO,
and CMO) are charged with their specific are and successful completion of the assigned tasks.
Major Tasks
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Operations
Seek office space
Sign contract on office space
Search for build-out GC
Sign contract for office space
Recruit Employees
Finance
Secure Bank Loans
Secure Governmental Grants
Establish Business (Legal)
Solicit Donations
Fundraiser Drive #1
Fundraiser Drive #2
Marketing
Contact Initial Referral Sites
Hire MarCom Company for Brochures
Distribute Brochures
Secure Additional Referral Sites
Collect Testimonials
Print/Distribute 2nd Brochure (with
Testimonials)
Collect Successes for 3rd Brochure
2013 2014

P a g e | 36
9. Conclusion
A strong management team with backgrounds in Operations, Finance, and Marketing
have assembled and identified a need for a new outpatient Substance Abuse treatment facility in
the Dallas area. The market is well documented, and although there are several strong
competitors the economic climate has both increased the need and decreased the availability of
treatment centers. (Ritter, 2011) (Petaschnick, 2009)
A funding model has been presented and detailed budget for the first year of operation as
well. The plan calls for significant retirement of initial start-up debt and healthy cash reserves by
the end of the first year of operation. A break-even analysis has also been performed and
illustrates the significant financial safety built into the plan, ensuring the health of the operation
even if the initial estimates of revenue prove to be substantially in error.
A series of operational and financial metrics, feedback, and controls have been presented
to monitor and adjust this plan over time. In the event of significant events that would threaten
the viability of the enterprise, several contingencies are outlines and triggers identified to
mitigate or eliminate these risks.
Based on this healthy business plan and marketing initiative, a case is made to provide
these life-changing services to the people of the Dallas area. Satisfying this imminent and
significant need in the community while maintaining stable and self-sufficient operations qualify
this effort as necessary, socially conscious, and extremely achievable.

P a g e | 37
Appendix A – First Year Budget
Schedule 1 – Revenue
1 2 3 4 Year
Clients 700 1,000 1,500 1,500 1,175
Revenue per Client (Average) 175 175 175 175 700
Client Fee Revenue 122,500 175,000 262,500 262,500 822,500
Government Grant Revenue 30,000 30,000 45,000 45,000 150,000
Donations 10,000 20,000 25,000 25,000 80,000
Fundraising Projects 20,000 20,000 40,000
Total Revenue 162,500 245,000 332,500 352,500 1,092,500
Percentage of sales collected in period 66%
Percentage of sales collected in the following period 34%
Accounts Receivable Beginning Balance(1)
First Quarter Sales - Collections 107,250 55,250 162,500
Second Quarter Sales - Collections 161,700 83,300 245,000
Third Quarter Sales - Collections 219,450 113,050 332,500
Fourth Quarter Sales - Collections (2) 232,650 232,650
Total Cash Collections 107,250 216,950 302,750 345,700 972,650
(2) Uncollected fourth quarter sales will appear as beginning accounts receivable in 2015
Recovery Bound
Revenue Budget
For the year ending 12/31/2014
Quarter
Schedule of Expected Cash Collections
(1) First year of operation - no beginning balance
Schedule 2 – Direct Materials
1 2 3 4 Year
Clients 700 1,000 1,500 1,500
$ Materials per client 1.92 1.92 1.92 1.92
Cost of Materials to be Purchased 1,344 1,920 2,880 2,880 9,024
(All direct materials paid for in cash.)
Recovery Bound
Direct Materials Budget
Quarter

P a g e | 38
Schedule 3 – Direct Labor
1 2 3 4 Year
Full Time Staff 15 17 20 20
Hours/person/quarter 520 520 520 520
Average Salary/hour 12 12 12 12
Total Direct Labor Cost 93,600 106,080 124,800 124,800 449,280
Direct Labor Budget
Quarter
Recovery Bound
Schedule 4 – Overhead
1 2 3 4 Year
Sq Ft Office 10,000 10,000 10,000 10,000
Real Estate Cost (@ $10/sq-ft/year) 25,000 25,000 25,000 25,000
Office Fit-out (@ $40/sq-ft/yr) - incremental over year 200,000 100,000 100,000
Total Overhead Cost 225,000 125,000 125,000 25,000 500,000
Less Depreciation 0 0 0 0 0
Cash Disbursements for Overhead 225,000 125,000 125,000 25,000 500,000
Total Overhead 500,000
Budgeted Clients 4,700
Predetermined Overhead Rate per Client per Quarter 106
Recovery Bound
Overhead Budget
Quarter
Schedule 5 – Selling and Administrative
1 2 3 4 Year
Budgeted Customers 700 1,000 1,500 1,500 1,175
Variable Selling and Administrative Expense per Customer 2 2 2 2
Variable Selling and Administrative Expense 1,400 2,000 3,000 3,000 9,400
Fixed Selling and Adminstrative Expense
Advertising 500 500 750 1,000 2,750
Insurance/Bonding 2,500 2,500 2,500 2,500 10,000
Total Fixed Selling and Administrative Expense 3,000 3,000 3,250 3,500 12,750
Total Selling and Administrative Expense (Cash Disbursements) 4,400 5,000 6,250 6,500 22,150
Quarter
Recovery Bound
Selling and Administrative Budget

P a g e | 39
Schedule 6 – Cash Budget
Schedule 1 2 3 4 Year
Cash Balance - Beginning 0 31,077 34,027 70,447 0
Add Receipts
Collections from Customers 1 107,250 216,950 302,750 345,700 972,650
Total Cash Available 107,250 248,027 336,777 416,147 972,650
Less Disbursements
Direct Materials 2 1,344 1,920 2,880 2,880 9,024
Direct Labor 3 93,600 106,080 124,800 124,800 449,280
Overhead 4 225,000 125,000 125,000 25,000 500,000
Selling and Administrative 5 4,400 5,000 6,250 6,500 22,150
Equipment Purchases 51,829 0 0 0 51,829
Total Disbursements 376,173 238,000 258,930 159,180 1,032,283
Excess (Definciency) of Cash (268,923) 10,027 77,847 256,967 (59,633)
Financing
Borrowing (at beginning of period) 300,000 50,000 0 350,000
Repayments (at end of period) (20,000) (100,000) (120,000)
Interest (@ 8% annual) 0 (6,000) (7,400) (7,400) (20,800)
Total Financing 300,000 24,000 (7,400) (107,400) 209,200
Cash Balance Ending 31,077 34,027 70,447 149,567 149,567
Recovery Bound
Cash Budget
Quarter

P a g e | 40
Appendix B – Break Even Analysis
Cost Description Fixed Costs ($)
Inventory or Materials 9,024$
Salaries (includes payroll taxes) 449,280
Advertising 2,750
Rent 100,000
Insurance 10,000
Interest 26,300
Principal portion of debt payment 40,000
Total Fixed Expenses $ 637,354
Total Variable Expenses
Breakeven Sales level = $ 637,354
Revenue/client/quarter 175$
Revenue/client/year 700$
Required clients for breakeven 911

P a g e | 41
Appendix C – Example Brochure

P a g e | 43
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