Running head SALES AND MARKETING PLANS1SALES AND MARKETING PLA.docx

Running head: SALES AND MARKETING PLANS 1
SALES AND MARKETING PLANS 2
Sales and Marketing Plans (Youth Center)
Introduction
Formulating an appropriate sales and marketing plan is crucial
as it could mean the success or failure of any organisations
(Armstrong, Kotler, Harker, & Brennan, 2012). This is because
an organisation’s continual operation is only made possible by
constant revenues and profits. However, these are only achieved
through proper and effective marketing as well as sales
activities that go on to provide the company with paying
customers. Thus, from this premise, one can clearly see that
these two activities have a significant role and therefore, the
approaches used to structure them must be well constructed for
a positive outcome to be achieved (Perreault Jr, Cannon, &
McCarthy, 2013). This paper goes ahead to formulate proper
sales as well as marketing plans for a youth centre looking to
attract more children to their financial responsibility training
program.

Sales and Marketing Objectives
The most appropriate step to coming up with effective sales as
well as marketing strategies is to identify the key objectives
that these activities are aimed at (Armstrong, Kotler, Harker, &
Brennan, 2012). This provides both direction and purpose for
these activities and in doing so creates the right strategies
needed to make them effective (Perreault Jr, Cannon, &
McCarthy, 2013). First, it is imperative to have both separate
but cohesive objectives for sales and marketing. These two
plans should work to complement each other. Therefore, this
paper begins this process by coming up with objectives for both
activities.
Sales Objectives
All of the sales objectives are built on the issue of working to
convert prospects into paying customers. Thus, a proper plan
should seek to enhance this. In the case of the training centre,
the development of a comprehensive prospect list, proper
targeting approaches as well as increased contact of the sales
team with the centre’s prospects make up the core objectives of
the sales plan. These will provide both the specific factors to
look into when making up the strategies to help achieve these
objectives.
Marketing Objectives
Proceeding on to marketing it is also important to identify the
key objectives that this activity has to then structure the
strategies from the goals identified. For marketing, some of the
central objectives that it has include, brand awareness, lead
generation, better business positioning and customer
relationship management among other key goals (Armstrong,
Kotler, Harker, & Brennan, 2012). These objectives are well
suited when placed in the context of the youth centre, which
seeks to increase its membership in light of existing competition
among other challenges present.
Sales Plan
From the above, it is now easy to structure a proper sales plan
since the objectives have been made clear. Thus, what the

training centre can go ahead and do when it comes to the issue
of developing a comprehensive list of prospects is by increasing
the channels that are used to source these individuals. For
example, the use of current clients for referrals as well as social
media channels can be a proper means of acquiring prospects. In
addition to this, the centre can host external activities related or
unrelated to the core functions they carry out, that are open to
the public in order to attract a wider audience and from this
acquire more prospects.
These can also count for proper targeting approaches since it
does allow the organization to customize their approach to
attract the right number of prospects. For instance, by being
involved in children activities both related and unrelated the
organization exposes itself to its target market more often and
raises its ability to acquire convertible prospects. Examples or
ways in which the youth center can achieve this is by hosting
children events such as sports related events, costume parties,
games among other approaches. The whole point of doing so is
bringing in both children and parents in the youth center and in
the process generating a comprehensive prospects list. While
these individuals are in the center, they can be exposed to some
of the activities that take place in the organization such as
financial management. This can be seen as an indirect approach
to getting more children into the center.
These increased activities will also enhance the contact between
the sales team and the youth center’s prospect especially if the
members of this department go ahead to involve themselves in
these undertakings. This will serve to build possibly beneficial
relationships between the sales team and the prospects, which
further increases the chances of converting these into paying
customers.
Marketing Plan
As for the marketing plan, some of the specific activities and
approaches that can be taken up to meet the objectives include
increased presence and activity on social media platforms
especially those that involve both children and their parents

(Chaffey, & Ellis-Chadwick, 2012). This should help increase
awareness and can be complemented by the marketing team
identifying various platforms both digital as well as actual in
which their target market frequently uses and conducting
branding purposes on them. The approach to marketing should
be to advertise the unique features that the center has in its
activities and more importantly the need to teach children
financial management at an early age. Doing so will also greatly
assist in helping the youth center distinguish itself from
existing competition as well as appear as a better alternative to
some of the indirect competition in the market.
Increased interaction with the market as well as better
approaches to the products and the organizational operation
approach are also key activities that can greatly enhance the
youth center from a marketing point of view. These have been
cited as major activities that help improve how organizations
perform, therefore using them will greatly benefit the youth
center. If the approach to brand awareness through right channel
marketing and uniquely identify and presenting the services
offered by the youth center is carried out, the organization can
also outperform both direct and indirect competition (Malik,
Ghafoor, Hafiz, Riaz, Hassan, Mustafa, & Shahbaz, 2013).
Thus, aspects such as the marketing mix, SWOT analysis among
other tools must be utilized for the youth center to achieve both
its sales as well as marketing objectives (Armstrong, Kotler,
Harker, & Brennan, 2012). Thus, it is up to the marketing as
well to come up with proper approaches such as effective
advertisement campaigns or identifying the best marketing
channels such as kids television channels to achieve the set
objectives.
In conclusion, it is a matter of combining well-accepted
industry practices and tailoring them to meet the needs of the
youth center. The market is already well known; thus, it is the
identification of the proper approaches that will enable the
organization to achieve its objective of enrolling more children
into its financial management program. By using, the plan

stipulated above by the paper the center can reach this overall
aim as well as in an effective manner. Thus, the key aspects of
this plan should be analyzed for its proper implementation. For
example, the specifics of each activity, the implementation as
well as evaluation timelines, the budget required among other
key factors that are involved when organizations are looking to
implement new plans (Hollensen, 2015). These should allow it
the effective implementation of the proposed sales and
marketing plans and the possible beneficial outcomes that the
paper advocates for.
References
Armstrong, G., Kotler, P., Harker, M., & Brennan, R. (2012).
Marketing: an introduction. Pearson Prentice-Hall, London.
Chaffey, D., & Ellis-Chadwick, F. (2012). Digital marketing.
Pearson Higher Ed.
Hollensen, S. (2015). Marketing management: A relationship
approach. Pearson Education.
Malik, M. E., Ghafoor, M. M., Hafiz, K. I., Riaz, U., Hassan, N.
U., Mustafa, M., & Shahbaz, S. (2013). Importance of brand
awareness and brand loyalty in assessing purchase intentions of
consumer. International Journal of Business and Social Science,

4(5).
Perreault Jr, W., Cannon, J., & McCarthy, E. J. (2013). Basic
marketing. McGraw-Hill Higher Education.

Full Feasibility Analysis
From “Preparing Effective Business Plans” by Bruce R.
Barringer
Note:
All fields can be expanded to provide additional space to
respond to the questions. A copy of this template, along with
each of the assessment tools, is also available in PDF format at
the authors’ Web site at www.prenhall.com/entrepreneurship.
Introduction
A.
Name of the proposed business- Financial Fitness
B.
Name of the founder (or founders)-
C.
One paragraph summary of the business-
Financial Fitness Youth Center is a business that is catered to
teaching children about being financially responsible. Being
able to start financial responsibility at a young age is important.
It will allow children to learn why it is important to manage the
money. When you start teaching financial responsibility at a
young age there is a greater potential of that child being able to
handle their finances as an adult. The Goal is if you start early
on in life with teaching this, it will in turn help out the economy
in the long run.
Part 1: Product/Service Feasibility
Issues Addressed in This Part
A.
Product/service desirability
B.
Product/service demand

Assessment Tools
Concept Statement Test
· Write a concept statement for your product/service idea. Show
the concept statement to 5 to 10 people. Select people who will
give you informed and candid feedback.
I will be starting a Youth Center which specializes in teaching
children about financial responsibility. The company will
provide a place for children to go after school or during summer
breaks to continue to grow their education. The unique part
about this youth center is that we are going to be able to further
children education as well versus just helping them with their
school work. My commitment is to help grow the community
and help us improve our local economy.
· Attached a blank sheet to the concept statement, and ask the
people who read the statement to (1) tell you three things they
like about your product/service idea, (2) provide three
suggestions for making it better, (3) tell you whether they think
the product or service idea is feasible (or will be successful),
and (4) share any additional comments or suggestions.
· Summarize the information you obtain from the concept
statement into the following three categories:
*
Strengths of the product or service idea—things people who
evaluated your product or service concept said they “liked”
about the idea.
All of the people that I presented my idea with liked it. They
were impressed that there are people out there trying to grow
the community with giving the youth somewhere to go.
*

Suggestions for strengthening the idea—suggestions made by
people for strengthening or improving the idea.
I didn’t get a lot of feedback on suggestions to help improve the
idea, but the one that someone told me was I shouldn’t just limit
it to helping the youth, I need to help everyone because there
are a lot of adults out there that hasn’t been taught how to
manage money.
*
Overall feasibility of the product or service concept—report the
number of people who think the idea is feasible, the number of
people who think it isn’t feasible, and any additional comments
that were made
Everyone that I have spoken with thought the business was very
feasible. Letting me know that there are a lot of grants out there
that will help me get the business of the ground.
*
Other comments and suggestions
Buying Intentions Survey
· Distribute the concept statement to 15 to 30 prospective
customers (do not include any of the people who completed the
concept statement test) with the following buying intentions
survey attached. Ask each participant to read the concept
statement and complete the buying intentions survey. Record
the number of people who participated in the survey and the
results of the survey here.
· Along with the raw data recorded here, report the percentage
of the total number of people you surveyed that said they would

probably buy or definitely would buy your product or service if
offered. This percentage is the most important figure in gauging
potential customer interest. 88%
· One caveat is that people who say that they intend to purchase
a product do not always follow through, so the numbers
resulting from this activity are almost always optimistic. Still,
the numbers provide you with a preliminary indication of how
your most likely customers will respond to your potential
product or service offering.
How likely would you be to buy the product or service
described above?
____13__ Definitely would buy
___2___ Probably would buy
___2___ Might or might not buy
______ Probably would not buy
______ Definitely would not buy
Additional questions may be added to the buying intentions
survey.
Conclusion (expand fields and report findings, in discussion
form, for each area)
A.
Product/service desirability
When it comes to a business like this I believe the desire for
this is high. This gives children somewhere to go after school
and during the summer to help further their education with
something that isn’t really taught in school. It also keep kids off
the street so they are not participating in any illegal activities.
B.
Product/service demand
The demand for this type is service is high the more places
where we can educate children the better. When we look at
youth nowadays there are a lot of children having to raise
themselves, due to single family households where parents are
having to work 2 jobs just to take care of home an can’t provide

their children the attention they require.
C.
Product/service feasibility (circle the correct response)
Not Feasible Unsure
Feasible
D.
Suggestions for improving product/service feasibility.
Don’t just limit myself to helping children also help adults out
as well because it’s a lot out there that hasn’t been taught
financial responsibility
Part 2: Industry/Market Feasibility
A.
Industry attractiveness
B.
Target market attractiveness
C.
Timeliness of entry into the target market
Assessment Tools
Industry Attractiveness
· To the extent possible, assess the industry at the five-digit
NAICS code level your potential business will be entering. Use
a broader industry category (less NCICS digits) if appropriate
(http://www.census.gov/epcd/www/naicstab.htm).
· Assess the attractiveness of the industry the potential business
plans to enter on each of the following dimensions.
Industry Attractiveness Assessment Tool
(used to assess the broad industry, rather than the specific target
market, you plan to enter)
Low Potential

Moderate Potential
High Potential
1.
Number of competitors
Many
Few
None
2.
Age of industry
Old
Middle aged
Young
3.
Growth rate of industry
Little or no growth
Moderate growth
Strong growth
4.
Average net income for firms in the industry
Low
Medium
High
5.
Degree of industry concentration
Concentrated
Neither concentrated nor fragmented
Fragmented
6.
Stage of industry life cycle
Maturity phase or decline phase
Growth phase
Emergence phase
7.
Importance of industry’s products and/or services to customers
“Ambivalent”

“Would like to have”
“Must have”
8.
Extent to which business and environmental trends are moving
in favor of the industry
Low
Medium
High
9.
Number of exciting new product and services emerging from the
industry
Low
Medium
High
10.
Long-term prospects
Weak
Neutral
Strong
Target Market Attractiveness
· Identify the portion or specific market within your broader
industry that you plan to target.
· Assess the attractiveness of the target market on each of the
following dimensions.
Target Market Attractiveness Assessment Tool
(used to assess the specific target market, rather than the
broader industry, you plan to enter)
Low Potential
Moderate Potential
High Potential
1.
Number of competitors in target market

Many
Few
None
2.
Growth rate of firms in the target market
Little to no growth
Slow growth
Rapid growth
3.
Average net income for firms in the target market
Low
Medium
High
Low Potential
Moderate Potential
High Potential
4.
Methods for generating revenue in the industry
Unclear
Somewhat clear
Clear
5.
Ability to create “barriers to entry” for potential competitors
Unable to create
May or may not be able to create
Can create
6.
Degree to which customers feel satisfied by the current
offerings in the target market
Satisfied
Neither satisfied or dissatisfied
Unsatisfied

7.
Potential to employ low cost guerrilla and/or buzz marketing
techniques to promote the firm’s product or services
Low
Moderate
High
8.
Excitement surrounding new product/service offerings in the
target market
Low
Medium
High
Market Timeliness
· Determine the extent to which the “window of opportunity”
for the proposed business is open or closed based on the
following criteria.
· Determine the timeliness of entering a specific target market
based on other criteria.
Market Timeliness Assessment Tool
Low Potential
Moderate Potential
High Potential
1.
Buying mood of customers
Customers are not in a buying mood
Customers are in a moderate buying mood
Customers are in an aggressive buying mood
2.
Momentum of the market
Stable to losing momentum
Slowly gaining momentum

Rapidly gaining momentum
3.
Need for a new firm in the market with your offerings or
geographic location
Low
Moderate
High
4.
Extent to which business and environmental trends are moving
in favor of the target market
Low
Medium
High
5.
Recent or planned entrance of large firms into the market
Large firms entering the market
Rumors that large firms may be entering the market
No larger firms entered the market or are rumored to be entering
the market
A.
Industry attractiveness
The Industry attractiveness is moderate
B.
Target market attractiveness
The target market has high potential
C.
Market timeliness
The timeliness coming into the market has high potential
D.
Industry/market feasibility (circle the correct response)
Not Feasible Unsure
Feasible
E.

Suggestions for improving industry/market feasibility.
Part 3: Organizational Feasibility
A.
Management prowess
B.
Resource sufficiency
Assessment Tools
Management Prowess
· Use the following table to candidly and objectively rate the
“prowess” of the founder or group of founders who will be
starting the proposed venture.
Management Prowess Assessment Tool
Low Potential
Moderate Potential
High Potential
1.
Passion for the business idea
Low
Moderate
High
2.
Relevant industry experience
None
Moderate
Extensive
3.
Prior entrepreneurial experience
None
Moderate
Extensive

4.
Depth of professional and social networks
Weak
Moderate
Strong
5.
Creativity among management team members
Low
Moderate
High
6.
Experience and expertise in cash flow management
None
Moderate
High
7.
College graduate
No college education
Some college education but not currently in college
Graduated or are currently in college
Resource Sufficiency
· The focus in this section is on nonfinancial resources. Use the
following table to rate your “resource sufficiency” in each
category.
· The list of resources is not meant to be exhaustive. A list of

the 6 to 12 most critical nonfinancial resources for your
proposed business is sufficient.
An explanation of the rating system used in the first portion of
the table is as follows:
1
Available
2
Likely to be available: will probably be available and will be
within my budget
3
Unlikely to be available: will probably be hard to find or gain
access to, and may exceed my budget
4
Unavailable
5
NA: not applicable for my business
Resource Sufficiency Assessment Tool
Ratings
Resource Sufficiency
1 2 3 4 5
Office space
1 2 3 4 5
Lab space, manufacturing space, or space to launch a service
business
1 2 3 4 5
Contract manufacturers or outsource providers
1 2 3 4 5
Key management employees (now and in the future)
1 2 3 4 5
Key support personnel (now and in the future)
1 2 3 4 5
Key equipment needed to operate the business (computers,
machinery, delivery vehicles)
1 2 3 4 5

Ability to obtain intellectual property protection on key aspects
of the business
1 2 3 4 5
Support of local and state government if applicable for business
launch
1 2 3 4 5
Ability to form favorable business partnerships
Ratings: Strong, Neutral, or Weak
Strong
Proximity to similar firms (for the purpose of knowledge
sharing)
Strong
Proximity to suppliers
Strong
Proximity to customers
Strong
Proximity to a major research university (if applicable)
A.
Management prowess
There is a high potential
B.
Resource sufficiency
Resource sufficiency is likely to be available

C.
Organizational feasibility (circle the correct response)
Not Feasible Unsure
Feasible
D.
Suggestions for improving organizational feasibility
Part 4: Financial Feasibility
A.
Total startup cash needed
B.
Financial performance of similar businesses
C.
Overall financial attractiveness of the proposed venture
Assessment Tools
Total Start-Up Cash Needed
· The startup costs (which include capital investments and
operating expenses) should include all the costs necessary for
the business to make its first sale. New firms typically need
money for a host of purposes, including the hiring of personnel,
office or manufacturing space, equipment, training, research
and development, marketing, and the initial product rollout.
· At the feasibility analysis stage, it is not necessary for the
number to be exact. However, the number should be fairly
accurate to give an entrepreneur an idea of the dollar amount
that will be needed to launch the firm. After the approximate
dollar amount is known, the entrepreneur should determine
specifically where the money will come from to cover the
startup costs.
· The total startup cash needed can be estimate using the
following table.
Total Startup Cash Needed (to Make First Sale)
Capital Investments
Amount

Property
0
Furniture and fixtures
14000
Computer equipment
23000
Other equipment
6000
Vehicles
75000
Operating Expenses
Amount
Legal, accounting, and professional services
800
Advertising and promotions
4000
Deposits for utilities
1500
Licenses and permits
680
Prepaid insurance
6000
Lease payments
2500
Salary and wages
175000
Payroll taxes
32000
Travel
4000
Signs
1500
Tools and supplies

3000
Starting inventory
0
Cash (working capital)
30000
Other expense 1
0
Other expense 2
0
0
Total Startup Cash Needed =
378,980
Comparison of the Financial Performance of Proposed Venture
to Similar Firms
· Use the following tables to compare the proposed new venture
to similar firms in regard to annual sales (Year 1 and Year 2)
and profitability (Year 1 and Year 2).
Comparison of the Financial Performance of Proposed Venture
to Similar Firms Assessment Tool
Annual Sales
Estimate of Proposed Venture’s
Annual Sales—Year 1
Explanation of How the Estimate
Was Computed
Estimate of Year 1 Sales 204,000__________
Summary: How proposed annual sales, on average, compares to
similar firms (circle one)
Below Average Average Above Average
I estimated me having 50 children at $85 a week.
Estimate of Year 2 Sales 204,000__________
Summary: How proposed annual sales, on average, compares to

Same as above.
Net Income
Estimate of Proposed Venture’s
Net Income—Year 1
Explanation of How the Estimate
was Computed
Estimate of Year 1 Net Income- $174,980 __________
Summary: How proposed net income, on average, compares to
I took the took total annual sales. Subtracted by total startup
cost.
Estimate of Year 2 Net Income _$29,020_________
Summary: How proposed net income, on average, compares to
Overall Financial Attractiveness of the Proposed Venture
· The following factors are important in regard to the overall
financial attractiveness of the proposed business.
· Assess the strength of each factor in the following table.
Overall Financial Attractiveness of Proposed Venture
Assessment Tool
Low Potential
Moderate Potential
High Potential
1.
Steady and rapid growth in sales during the first one to three
years in a clearly defined target market
Unlikely

Moderately likely
Highly likely
2.
High percentage of recurring income—meaning that once you
win a client, the client will provide recurring sources of revenue
Low
Moderate
Strong
3.
Ability to forecast income and expenses with a reasonable
degree of certainty
Weak
Moderate
Strong
4.
Likelihood that internally generated funds will be available
within two years to finance growth
Unlikely
Moderately likely
Highly likely
5.
Availability of exit opportunity for investor if applicable
Unlikely to be unavailable
May be available
Likely to be available
Conclusion (report finding for each area)
A.
Total startup cash needed
When doing the startup cost it was more than I thought it might
be but I know there will be government funding and grants
available to absorb some of the cost
B.
Financial performance of similar businesses
When it comes to business I know it’s hard to turn a profit in
first year but if my estimations are correct by year 2 I should

start seeing a profit.
C.
Financial feasibility (circle the correct response)
Not Feasible Unsure
Feasible
D.
Suggestions for improving financial feasibility
Overall Feasibility: Summary and Conclusion
Overall Feasibility of the Business Idea Based on Each Part
Suggestions for Improving the Feasibility
Product/Market Feasibility
Not feasible
⁮
Unsure
⁮
Feasible
⁮
Industry/Market Feasibility
Not feasible
⁮
Unsure
⁮
Feasible
⁮
Organizational Feasibility
Not feasible
⁮

Unsure
⁮
Feasible
⁮
Financial Feasibility
Not feasible
⁮
Unsure
⁮
Feasible
⁮
Overall Assessment
Not feasible
⁮
Unsure
⁮
Feasible
⁮
Conclusion—briefly summarize your justification for your
overall assessment.
With doing some more research on the industry I believe the
overall assessment for my business is feasible, Judging by the
data that I found I can see the business turning a profit by year
2. There is a lot more that I need to do to make this dream come
to life but I believe I can make it happen.

A 60 seconds elevator Pitch for a Business
I was 8years old when I made my first hard earned cash. I got it
from cleaning my father’s socks and car for nearly two months.
While doing all this, I had a budget, I need $325 dollars to buy
a laptop since I was sick of sharing the family desktop with my
four other siblings and a bed switch since I always got in to
trouble for leaving the lights on while I slept. We have heard of
the Financial Planning services group, this group conducted a
research during the recession and learnt that nearly half of
American parents began educating their children about money-
budgeting, spending, and saving with a hope making these
children ‘money smart’. My business is setting up a Youth
Center where children can be taught on financial responsibility.
What sparks this idea? As a child, I learnt the art of hard work,
saving and responsible saving. Today I have a household and I
owe my current financial responsibility to the money
management lessons I acquired in my childhood. The economy
is at a downturn this creates the need for my target audience
who are parents and educators, to teach children especially
teens on money management and perhaps this will help them
grow into amazingly budget conscious young adults. Parents
could start this process off by including children in discussions
on home expenses and income, laying strong emphasis on
saving and developing a culture of research in children so they
are able to ensure their purchases are smart. Educators on the
other hand need to revise their educational curriculum and fit in
money matters related units such as on share draft, lending,
develop savings and investments. My name is and I hope to use
my Youth Center, to secure America’s future by crafting its
children into mini financial managers.

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