The Marketing Plan, The Organizational Plan & The Financial Plan

1. THE MARKETING,
ORGANIZATIONAL &
FINANCIAL PLAN
B Y :
M U H A M M A D Y U R I A N S Y A H P U T R A
P U T R I K A M A Y A D I P T A
P R A M U D H A N A A N G G A
M U H A M M A D N U R H U D A
R A N D Y R A H M A D I
P R A M U D H I A W A R D H A N A
J U S T I N U S O K K Y
M U H A M M A D R Y A N F I R M A N S Y A H

2. CHAPTER 8: THE
MARKETING PLAN

3. DIFFERENCE BETWEEN A BUSINESS
PLAN & A MARKETING PLAN
• The Marketing Plan
• An integral part of a business
plan
• Focusses on all marketing
activities of a venture for one
year or more
• Vary significantly for a firm
depending on the industry,
target market and the size and
scope of the organization.
• Standalone document that
needs to be managed on a
short-term basis to ascertain
whether the venture is meeting
its goal & objectives.
• The Business Plan
• The road map for the entire
organization over time.
• Focusses on not just marketing
issues but also such decisions as
research and development,
operations, manufacturing,
personnel, financial projections
& analysis and future growth
strategies.
• Should be updated on a regular
basis to help management to
stay focused and to meet
organizational goals.

4. INDUSTRY ANALYSIS
• The preparation of the marketing plan ->
the entrepreneur need to complete the
industry section of the business plan.
• Primary focus -> to provide sufficient
knowledge of the environment (national &
local market) that can affect marketing
strategy decision making.
• Secondary sources -> The entrepereneur
decide that a market research initiative is
needed to secure more specific
information on such variables as customer
needs, competitive strenghts & weakness,
price, promotion, distribution &
product/service benefits.
• Market research -> determining market
position, setting market goals & objectives
& determining action program.

5. COMPETITOR ANALYSIS
• First: documenting the current
strategy of each primary competitor
• Gathering competitor’s information -
> using public information and then
complimenting this with a marketing
research project (Google search
engine etc).
• Using Table 8.1 -> the entrepreneur
can begin identify the strengths and
weaknesses of the competitor -> the
data can be utilized to formulate the
market positioning strategy of the
new venture.

7. MARKETING RESEARCH FOR THE NEW
VENTURE
• Information for developing the
marketing plan may necessitate
conducting some marketing research.
• Marketing research:
• Who will buy the product/service
• What is the size of the potential market
• What price should be charged
• What is the most appropriate distribution
channel
• What is the most effective promotion strategy
to inform and reach potential customers
• The entrepreneur will need to assess
available resources and the
information needed -> Focus Group
(not costly).
• Marketing research may be conducted
by the entrepreneur or by external
supplier or consultant.

8. UNDERSTANDING THE MARKETING
PLAN
• The entrepreneur should prepare the marketing
plan
• Ideally prepared annually, assessing goals and
objectives for the next year
• It establishes how entrepreneur will effectively
compete and operate in marketplace
• After the strategies established, entrepreneur can
assigned cost to the strategies

9. • Marketing plan = a road map
UNDERSTANDING THE MARKETING
PLAN
Where have
we been?
Where do
we want to
go?
(in short
term)
How do we
get there?

10. MARKETING PLAN OUTLINE
Situation Analysis
Marketing Objectives and Goals
Marketing Strategy & actions
program
Budgets
Controls

11. CHARACTERISTIC OF MARKETING
PLAN !
• It should provide a strategy for accomplishing
company mission & goals
• Based on fact & valid assumptions
• Provide continuity, successfully meet longer term
goals
• Should be simple and short
• The success of the plan may depend on its flexibility
• Should specify performance criteria that will be
monitored and controlled

12. COMBINATION OF PRODUCT, PRICE, PROMOTION,
DISTRIBUTION, AND OTHER MARKETING ACTIVITIES
NEEDED TO MEET MARKETING OBJECTIVES

13. • Defining Business Situation
review of where we have been
• Defining Target Market
segmenting and targeting customers
1. decide general market or industry
2. divide market into smaller groups based on buying
situations
• Select segment or segments to target
• Develop marketing plan integrating product,
price, distribution, and promotion
PREPARING THE MARKETING PLAN

14. Defining marketing strategy and
action programs

15. How do we get there?

16. Product
• What makes the product more distinctive than
other?
• What is the additional value that customer get
beyond the product it self?

17. Product
• Unique design
• On Hand Internet
• User friendly interface
• Integrated cloud service
• Easy to use
• Offer great customer
service and in-store
experience

18. Price
Costs
• DM+DL+OH
Margins
• Gross profit-COGS
• Standardized
Margin
Competitions
• Value added

19. • USD 500-600 selling price
• Discount if bought with
data
Price

20. Place (distribution)
• Where to sell your product?

21. Place (distribution)
• Direct from Apple
• Sold by mobile phone
carrier
• Launch in many countries
at the same time

22. Promotion
• How you educate the potential/existing
customer?
• How you choose your advertisement
medium?

23. Promotion
• Widespread launch
PR social media
• Extensive online and
other media ad
• Product placement

24. Marketing Strategy
Budgeting the
marketing
strategy
Implementation
of marketing plan
Monitoring
progress
marketing action

25. Chapter 9.
The Organizational Plan
1. Employees
2. Employees loyalty
3. Employees
commitment
4. Management team
ability
5. Management team
commitment
The Importance of The
Management Team in
Launching a New Venture

26. Factor’s Three Forms of Business
Formation

27. Factor’s Three Forms of Business
Formation

28. Tax Atributes of Various Legal Forms of
Business

29. Tax Atributes of Various Legal Forms of
Business

30. S Corporation
 Combines the tax advantages of the partnership
and corporation
 Venture income is declared as personal income
on pro rata basis by the shareholders
 Number of shareholders up to 100
 Family members are allowed to be treated as one
stockholder
 Tax status as a pass-through entity still requires
an affirmative election of share holders
 If tax status is lost, it cannot be reelected for 5
years and with some costs

31. S Corporation Pros and Cons
Pros
 Corporate gains/losses
are treated as personal
income/losses
 Not subject to minimum
tax, as of C Corporation
 Stock may be transferred
low-income-bracket family
(14 years old children or
older)
 May use cash method of
accounting
Cons
• May not deduct most
fringe benefits for
shareholders
• Must adopt a calendar
year for tax purposes
• Only common stock
class is permitted
• Net loss is limited to
shareholders’ stock
plus loans
• Cannot have more
than 100 shareholders

32. LIMITED LIABILITY COMPANY
(LLC)
 Considered a partnership-corporation hybrid
 LLC has members instead of shareholders or partners
 No shares are issued, members’ interest are
designated by articles of organization
 Liability doesn’t extend beyond member’s capital
contribution
 Members may transfer their interest with unanimous
written consent of remaining members
 Internal Revenue Services automatically treats LLCs
as partnership, unless another option is elected
 Standard acceptable term of an LLC is 30 years
 Dissolution when member dies, bankrupt, or
members’ opt

33. LLC Pros and Cons
Pros
 Protection of personal
assets
 Avoid double-taxation of
profits
 Flexible management &
organization
 One or more
(unlimited) individuals,
corps or partners can
join to form an LLC
Cons
• Often required to
have a limited life
(< 30 years)
• Not corporations,
so can not issue
stock

34. Organization
Plan
LO5 & LO6

35. Board Of Director
In the new company and / newly merged company
directors are expected to be memelakukan some
key points as follows:
- A review of the operations and budget of the
company
- Stringing medium and long-term strategy for the
growth and expansion of the company
- Provide support to the daily work
- Mediate conflicts among shareholders
- Ensure the use of assets according to function
- Expanding the network of information on
entrepreneurs.

36. Board of Advisory
Mokhtarzada Model recommend 3 major point in
developing board of advisory, which is as follows:
 Identify members who have the same vision, to
provide output in line with expectations of
shareholder
 Offer part of the company's shares, so that not
only can provide their expertise, but also give
more value that can develop business
 Timing is crucial in selecting advisory, the
momment is such as provide additional capital,
enter new markets, and improve the quality of
managerial.

37. Board of Advisory International
Vs Indonesia
- In the international, board of advisory is
independent and come from expertise in each
area. For instance:
a, Financial : JP Morgan, Meryll Lynch
b. Accounting & Tax : PWC, E&Y, KPMG
c. Law Firm : Latham & Watkins, Baker McKenzie, DLA
Piper
d, Managerial : boston consulting, Mckinsey
- In Indonesia board of advisory is legalized in a form
of board of commisioner, in the process board of
commisioner is also help by the expertise in
conducting their job

38. Dificulities for Enterprenuer to
Delegate
 Men were under qualified or overqualified for
the task
 Work is responsibility
 The area is large or is an unsolved problem,
issue or matters relating to personal feelings of
others or the confidentiality
 It is the secret of the company and the key
point the company can develop up to now
 The process of transfer of knowledge is taking
times

39. Chapter 10
Financial Plan

40. Capital and Operational Budget
Sales Budget
• Forecast
Sales
• Qualitative
Approach
Capital Budget
• Capital
Investment
needed 
mainly for
Assets
Operational
Budget
• Fixed Cost
• Variable Cost
• Include
Buffer

41. Forecasting Sales
• Qualitative Research
• Industry Based
Market
Research
• Total achievable sales
based on research
result
Total Sales
Budget • Monthly sales budget
based
• Consider market
season and other
environment aspect
Monthly Sales
Budget
• Forecast is not
accurate
• Prepare for if lower or
higher than planned
sales budget
Differential
Scenario

42. Pro Forma Income Statement
Projected
Income
Projected
Expense
Projected
Net
Income
Consider following aspects:
Business
Growth
Prepare
for 3 years
in advance

43. Pro Forma Cash Flow
Income
Statement
Adjust for Cash
aspects
Cash Flow (In-
direct Method)
Cash = Liquidity Cash ≠ Profit
Assumption for
determining portion
of cash/non-cash
sales
Assumption for
determining cash
received from
account receivables
Key Points :

44. Pro Forma Balance Sheet
Liability Equity Assets

45. Break-Even Analysis
• 𝐵/𝐸(𝑄) =
𝑇𝐹𝐶
𝑆𝑃−𝑉𝐶/𝑈𝑛𝑖𝑡 (𝑚𝑎𝑟𝑔𝑖𝑛𝑎𝑙 𝑐𝑜𝑛𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛)
Where :
B/E(Q) = Break-even sales volume
TFC = total fixed cost
SP = selling price
VC/Unit= variable cost per unit

46. Pro Forma Source and Application
of Funds
Source of Funds,
Profit
Usages
Liabilities
Payment
Investment
(Diversification)
Asset Investment
(Business Value
Enhancement)