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November 26, 2009

National Bed & Breakfast

CAPITAL CONSULTING INC.


ADM2320D MARKETING PLAN
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Group Assignment

We submit this assignment and attest that we have applied all the appropriate rules of
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taken knowledge of and respected the Beware of Plagiarism! brochure found on doc-depot.
We attest that this work conforms to the rules on academic integrity of the University of
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has been equitable. We understand that this assignment will not be accepted or graded if it
is submitted without the signatures of all group members.

Name Student Number Sign Date

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1.0 Executive Summary
National Bed & Breakfast is a $2 million business venture undertaken by its sole
proprietor Scott Patterson. It is located on the LeBreton Flats, less than five minutes away from
downtown in the beautiful city of Ottawa. In National B & B we offer five uniquely decorated
bedrooms, a fully-equipped kitchen, laundry facilities, hot tub, electric fireplaces, and an on-site
front desk service. We are a complete B & B with complementary breakfast served every
morning to our guests. Our target market strategy is based on becoming the best choice for
professionals, tourists, and vacationers. We will also advertise for parties, receptions, and
weddings. It is important for us to be visible to our potential customers.

National Bed & Breakfast will have several eye-catching signs and advertisements which
will notify potential customers of our existence. We will also advertise in local directories, the
Yellow Pages, the internet, and several other media in both the Ottawa and Gatineau areas. Our
website will focus on the features the Inn has to offer, and bear pictures of our uniquely
decorated rooms. It will also facilitate online booking and payment. We will offer shuttle service
to Ottawa International Airport, Greyhound Bus Station, and major attractions in Greater Ottawa
Area. We are confident that National B & B will successfully penetrate the market, and see a
steady growth in profit at the rate of 10% per year with occupancy rate of 90% over five years.

Scott Patterson, the owner and manager of National Bed & Breakfast, will live at the Inn
all year round. This will allow him to personally oversee every aspect of the Inn’s operations. A
small staff consisting of a receptionist, a chef, and a housekeeper will work at the Inn. Both the
chef and the housekeeper will work twenty hours a week. The receptionist will be on the payroll
for forty hours per week, since he/she will also have the duty of driving the shuttle when needed.
Beside managerial responsibilities, Scott Patterson will be in charge of promotion and
advertising.

1.1 Mission
The mission of National Bed & Breakfast is to provide the finest experience to its guests,
making it a home away from home for them.

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Table of Contents
1.0 Executive Summary .................................................................................................................. 3
1.1 Mission .................................................................................................................................. 3
1.2 Objectives .............................................................................................................................. 5
2.0 Situation Analysis ..................................................................................................................... 6
2.1 SWOT Analysis..................................................................................................................... 6
2.2 Market Trend Analysis .......................................................................................................... 7
2.3 Environmental Analysis ........................................................................................................ 7
2.3.1 Economic ........................................................................................................................ 7
2.3.2 Social .............................................................................................................................. 8
2.3.3 Technological ................................................................................................................. 8
2.4 Competitive Analysis ............................................................................................................ 9
3.0 Identify and Evaluate Opportunities ....................................................................................... 10
3.1 Segmentation Analysis ........................................................................................................ 10
3.2 Marketing Mix..................................................................................................................... 11
3.2.1 Product .......................................................................................................................... 11
3.2.2 Price .............................................................................................................................. 11
3.2.3 Positioning Statement ................................................................................................... 11
3.2.4 Promotion & Distribution ............................................................................................. 12
3.3 Financials ............................................................................................................................ 12
3.4 Organization ........................................................................................................................ 14
4.0 Evaluate Performance ............................................................................................................. 15
5.0 Appendices .............................................................................................................................. 16
5.1 Appendix: Inn Market Indicators (Ottawa) ......................................................................... 16
5.2 Appendix 2: Perceptual Map ............................................................................................... 16
5.3 Appendix 3: Target Market Breakdown.............................................................................. 17
5.4 Appendix 4: Secondary Market........................................................................................... 17
5.5 Appendix 5: National Bed & Breakfast .............................................................................. 18
5.6 Appendix 6: Income Statement ........................................................................................... 19
5.7 Appendix 7: Break-even Analysis....................................................................................... 20
5.8 Appendix: Bibliography ...................................................................................................... 22

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1.2 Objectives
Short-term Marketing Objectives for National Bed & Breakfast are designed to rapidly
spread word within our target market that a new, fully functional Bed and Breakfast is open for
business and ready to compete to be the best in the area. Our first goal is to assemble an
experienced, efficient, and effective staff that will allow all subsequent goals to be carried out
with utmost accuracy and efficiency. Having a superior staff will create a competitive advantage
for National Bed and Breakfast, allowing for surpassed customer expectations in customer
service and hospitality, which is the cornerstone of our business’ success. An initial marketing
campaign will spread the word of all National Bed and Breakfast has to offer. Promotions such
as a grand opening, radio, internet and other media coverage as well as reduced rate promotions
will allow for a rapid increase in awareness of our company and for a strong word-of-mouth
reputation to be established. Membership in local, municipal and provincial Bed and Breakfast
associations will provide a continuous barometer as to the viability of National, as well as
allowing for savings in advertising costs with increased exposure. Our confidence in our ability
to satisfy any customer needs will help us achieve our goal of 50% occupancy rate in the first
year, with an increase of 10% each subsequent year. By National’s 5th year in business, an
occupancy rate of 90% or above is expected.

Long-term objectives are designed to build on National Bed and Breakfast’s short-term
goals in order to establish the company as one of the elite in the area. By the end of the 5 year
investment period, National Bed and Breakfast must be a successful, self-sustaining business.
With the help of a fully-developed website and increased internet presence, a 90% or higher
occupancy rate must be achieved. Also, a green initiative must be established, followed closely
and made public as both a marketing tool and a way to save on both fixed and variable costs.
Markets that are secondary to our Bed and Breakfast must be explored and penetrated as a way
of secondary income in non-peak seasons; examples of this include catering parties, weddings
and other reception types. Promotional offers must also be made in non-peak seasons in order to
ensure that our occupancy goals are met. Ultimately, National’s long term success relies on
customer loyalty. Loyalty and referral savings programs must be established both as means of
continued income and attracting new customers.

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2.0 Situation Analysis

2.1 SWOT Analysis

Positive Negative

Strengths Weaknesses

National B & B has a limited number of


National B & B offers full customer service.
rooms offered.

Limited number of rooms means limited


The B & B also facilitates a shelter for pets.
revenue.

National B & B offers a comfortable sleep Takes a while (around 3 years) to


Internal Factors

for its guests, as well as delicious breakfast. generate profit.

Since the B & B is starting up, it will take


The B & B is concerned with the health of
time for customers to be familiar with
its guests, therefore making its
the place, compared to pre-existing inns
environment a smoke-free one.
and hotel located in the same area.

A lot of maintenance and cleaning


More convenient services are made for
required, especially after customers
those with disabilities.
having breakfast.

A website is provided, as well as free Wi-Fi


in the B & B.

Opportunities Threats

National B & B has an opportunity to be


introduced to the location it is operating in, Maintenance and repairs are expensive,
and study the tourist movement more especially if high-end machinery is used.
closely.
External Factors

The B & B can also study the differences


To be successful in the business there are
that other competitors have, and try to
various operating costs involved.
monitor the evolution of technology.

National B & B might have the opportunity Competition might be very strong in the
of expanding their target market, such as- downtown area, especially because of the
market for dog owners. pre-existing hotels and inns in that area.

Limited number of rooms may cause


Work on trying to improve the business
reservations to go quickly, leaving those
based on the feedback given by customers
without reservation with the chance to
and other experienced businesses.
benefit from a competitor.

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2.2 Market Trend Analysis
Despite the recession, in recent years tourism in Ontario has grown to a $22.1 billion
industry. Of this $22.1 billion, 63% comes from Ontario residents, 17% from the U.S., 13% from
overseas, and 8% from other provinces. Moreover, 35.3% ($7.8 billion) of this $22.1 billion
industry belongs to Ottawa. Hotel occupancy in Ottawa has risen to 71% in 2008, making
Ottawa the only major Canadian city with an increased hotel occupancy rate. Being in between
two major cities and close to several U.S. population hubs also helps Ottawa’s tourism sector. As
a result, Annual Development Report 2008 (by the City of Ottawa) declares Ottawa to be the
major city (in Canada) with highest opportunity for the hotel sector. [Please refer to Appendix
5.1] i

2.3 Environmental Analysis


The three key environmental factors that influence B&B are the external issues such as
the economic issue, the social issue, and the technological issue.

2.3.1 Economic
Economic issues concerning the B&B business include- the target market becoming
conscious of expenditure, the increasing insurance and other operating costs, as well as
maintenance costs which will be increasing as the property ages. ii With the current economic
recession that Canada has endured, most people in the labour force were faced with the difficulty
of remaining on duty and being able to maintain an income that is essential for survival. This
economic recession caused unemployment rates to rise to an 8.6% rate, which forced household
owners to be laid off, and rely on unemployment insurance. Even those who were not laid off
had to stand their ground in order to maintain an income. For this reason, B&B must calculate its
charges very carefully in order to provide fair costs for those customers. This will allow
customers to spend wisely and enjoy the services that B&B has to provide for them. B&B also
has to calculate its operating costs and maintenance costs which are essential to its operating
activities. For a company to exist, it must make profit in order to pay for its expenses.
“Operating expenses are the recurring expenses which are related to the operation of a
business, or the operation of a device, component, and piece of equipment or facility.” iii All the
assets and revenues of a company are tied to the respective costs and expenses. Therefore, B&B
must calculate those costs and expenses carefully to maintain its position and encounter success.

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2.3.2 Social
Social issues that National B & B is affected by include- the desire for privacy, travelling
with pets rather than boarding them, as well as increasing the market for travelers with
disabilities. iv

The mentioned issues are beneficial to the enhancement of the level of customer service
that National B & B would like to achieve. To start with the desire for privacy, National B & B
has to be concerned with customers’ privacy and ability to enjoy their freedom with the loved
ones, family and friends. Security is a customer’s right, and one of National B & B’s top
priorities.

National B & B wishes to maintain the privacy of its guests by categorizing different
floors to different classes of travelers. The Upper levels are more expensive than the lower ones.
This is convenient for all target markets, young or old. In case of the first floor, persons with
physical disabilities will be given priority, since the first floor is wheel-chair accessible. National
B & B is eager to help those with disabilities by providing closer attention to their needs and
transportation.

Pets play a major role in Canadians’ lives. A pet is now appreciated and seen as a close
companion to singles, married people and all age groups. To go on vacation without that
companion means a great deal of sorrow. For this reason, National B & B presents its guests with
the opportunity of being accompanied by their pets. Hygiene and cleanliness are essential to
National’s reputation and health of its guests. Therefore pets will be allowed a shelter only
outside the inn.

2.3.3 Technological
Technological issues include increasing the use of internet, e-mail and web usage as well
as promoting secure and efficient transaction systems. v To ensure the success of the B & B and
to gain an advantage over its competitors, National B & B must monitor the change and
advancement of technology. National will provide its customers with an efficient online
transaction system. The transactions can be completed using various credit cards, PayPal, and
eDebit (eCheque). National B & B will also offer an interactive feedback feature on its web-
portal that will allow National to collect feedback from its customers and act accordingly. This

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will allow the B & B to establish a better relationship with the customers while meeting their
demands.

2.4 Competitive Analysis


There are several forms of competition within the same industry, such as- other B&Bs,
hotel and motels. Generally, B&Bs have a set of standard unique features that make them
special. For example, size of the rooms within B&Bs, level of rooms to differentiate the guests,
provide personal services, and of course the decent quality of breakfast for the guests. Guests
who come to stay in B&Bs are not just looking for a place to sleep, but also experience the
lovely setting and the friendly environment that is provided by the B&Bs. On the other hand,
hotel and motels are often more uniform compared to the B&Bs, since in hotel and motels rooms
are typically the same. Hotels and motels deprive the customers of a personal relationship with
the owner, which can be found in a B & B. Last but not least, guests in hotels and motels do not
expect to experience the lovely setting and friendly environment that they are offered in B&Bs.

Examples of the two major competitors of National B & B in Downtown Ottawa area
would be the Quality Hotel and the Days Inn. The reason that other B&Bs in downtown are not
National’s major competitors is because generally speaking B&Bs shares similar advantages and
disadvantages. However, these two hotels share similar types of target markets with B&Bs.
Nevertheless, compared to National B & B Quality Hotel and Days Inn can provide a lot more
rooms for the guests, as well as provide more facilities such as meeting rooms, and a gym. Also,
in terms of the cost to stay, National B & B, Quality Hotel and Days Inn have similar price
range. Therefore, Quality Hotel and Days Inn are the major competitors of our B&B. vi vii

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3.0 Identify and Evaluate Opportunities

3.1 Segmentation Analysis


Our primary target market consists of tourists, vacationers and visitors. We call our
segment the visitors. The visitors are men and women of ages 16-80 years from all over Canada,
as well as from countries such as U.S.A., England, France, and Australia etc. Our customers are
moderate to high-income persons. We chose this target market because it is substantial and there
is a potential to generate profit. There are also growth opportunities in the future to expand the
market to other provinces and eventually into the rest of Canada. The segment is also reachable,
since there are many ways to communicate the benefits of our product and services through
advertising on tourism and airlines websites, word of mouth, and direct contact with customers.
[Please refer to Appendix 5.3 and Appendix 5.4] viii ix x xi xii xiii xiv

Our segmentation strategy is based on superior performance in the following areas:

• Customer service.
• Quality facilities.
• Beautiful location.

The target markets are separated into two segments; "Vacationers" and "Drop-ins." The
primary marketing opportunity is selling to these accessible target market segments that focus on
vacation and recreational needs. XV XVI

Vacationers

The most dominant segment of the two is comprised of Ottawa and surrounding area.
Gatineau is approximately a ten minute drive from the B&B, and a great location for tourists,
vacationers, and winter sports enthusiasts (seasonal guests). Ottawa itself is rich in artistic and
historically significant tourist locations. XV XVI

Drop-ins

When rooms are available we will welcome the drop-in customer who is looking for a
place to stay for the night. Our sign can be seen from highway 417 and we expect to get quite a
xv xvi
few drop-ins.

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3.2 Marketing Mix

3.2.1 Product
Our Bed & Breakfast is an innovative facility, typically known as a smart home. Many
aspects of the house (electrical equipments, water cycle in pool, and etc.) are automated and
environment friendly. The house has five uniquely decorated bed rooms with attached bath and
toilet. There is also a fully-equipped kitchen, a laundry room, and electric fireplaces. National
Bed & Breakfast will provide a fine dining under the supervision of a well trained chef, and front
desk service attended by a receptionist. Among other services National B & B will also offer a
common-area hot tub, a TV lounge, shuttle service, free Wi-Fi internet, and free parking to our
guests. [Please refer to Appendix 5.5]

3.2.2 Price
There are several components to our pricing strategy, such as- initial costs, salaries
expense, projected revenue etc. Based on our financial analysis, we have determined the daily
rate of the rooms at National B & B to be $80 to $180, varying from room to room, and season to
season. The price is within a moderate range so that the rooms are affordable to both vacationers
and professionals alike. We want to keep the prices as low as possible, since we want our
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customers to be able to enjoy other moderately priced facilities and services that we offer.

3.2.3 Positioning Statement


• Our B & B is designed for the visitors, who are on vacation, or just looking for a place to
stay.
• They expect personal treatment from the Inn’s host for an affordable price, while not
sacrificing the quality of service or rooms.
• National Bed & Breakfast is essentially a smart home that is both comfortable for its
occupants and environment friendly.
• Unlike its competitors, National B & B offers many complementary services to its guests,
such as- shuttle service, hot tub, free internet, free parking, and chef prepared food that is
both nutritious and delicious.

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3.2.4 Promotion & Distribution
For promoting our B & B we will use both direct and indirect promotional methods. We
know, the more someone comes in contact with a brand, the more likely he/she is going to
choose that brand when it is presented to him/her as an option. Therefore, we will focus on
brand loyalty, and building relationship with the customers. During the first year of business we
will offer the rooms at a discounted price. We will offer discounted gift cards for our B & B at
competitive events, and as part of vacation packages. This will also help in promoting our B & B
through word of mouth.

We will also establish a strong internet presence. We will advertise our B & B on several
tourism websites, such as- www.expedia.ca, as well as on websites such as- www.bbottawa.com,
www.fobba.com, www.bbcanada.com. We will have a web portal where our guests will be able
to take a virtual tour of our B & B, see the important features and services offered, check
availability of rooms, reserve rooms online, and make online payments. The portal will also have
interactive community features, such as- surveys and polls, comment input system, etc. which
can be used to take input from our customers in order to make our products and services a better
choice for the customers. xviii xix xx

We plan to offer a dynamic and personal service through our B & B. In spite of a
relatively small starting budget we eventually plan to expand our business both in Ottawa, and to
the rest of Canada. However we will not (initially) focus on profit; instead we will be building a
customer base. We are confident that the venture capital coupled with our marketing plan will
not only help us penetrate the existing market, but also propel us farther as a company.

3.3 Financials
National Bed and Breakfast will aim to become competitive in the Ottawa B&B industry
by developing a strong marketing sense for how to become increasingly attractive to potential,
existing and returning visitors. Much of the marketing will be done through B&B organizations
both locally and provincially, and a strong web presence on search engines and travel websites
will be achieved. This exposure is National B&B’s key to a constantly improving level of
success.

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A building that we feel would be suitable for National B&B would be a five bedroom
house with at minimum 3 guest bathrooms, although ideally one en-suite bathroom per bedroom.
This is where the high renovation costs in the first few years of operations come from. The
building and renovations purchased within the first year are expected to cost nearly $800,000 due
to the area in which we hope to operate.

National B&B’s prices will range from $80 per night to $180 per night. During peak
lodging season (holidays, summertime, Valentine’s Day, etc.) as well as weekends, rates will
climb up to or very near the $180 maximum. Lower rates of down to $80 (exception:
complementary rooms for loyalty, etc.) will be charged during off-peak season, such as before
the holiday season but after summer has ended, and immediately after the holidays. The average
rate was calculated using the same ratios of occupancy estimated for each year (50%, 60%, etc.),
used to estimate the proximity to the maximum or minimum price. For example, in Year 2, we
estimate that an average lodging fee of $140 will be charged per room. That is, at the 60% mark
of the range between $80 and $180.

The high fixed and start-up costs associated with bed and breakfast locations are the
greatest financial challenges to overcome. By the end of the first year of operations, National
B&B will strive to achieve a 50% occupancy rate on a consistent basis. This will provide a
revenue stream to match with the high fixed and start-up costs, but will not be sufficient enough
to turn a profit. A growing reputation driven by word-of-mouth advertising and competitive
pricing will provide National B&B with a consistent occupancy rate that increases by 10% each
year. This means that the second year will have an occupancy rate of 60%, allowing National to
nearly break even. By the third, fourth and fifth years (70%, 80% and 90%) National B&B will
be achieving revenue that will allow for some profit to be made.

In the first year, National B&B will have high start-up costs among others that will equal
of $1,017,496.00. This amount covers the initial purchase of a suitable building, necessary
renovations, furniture, appliances, employee wage, as well as anything from glassware to sheets
and other linens, and of course, advertising. This will translate into a loss of $898,871.00. The
second year of operations will see a loss of $1,079.60, followed by a gain of $69,029.78 in the
third year, $115,429.35 in the fourth and $147,146.21 in the fifth.

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By the third year of operation we believe that anything other than a turned profit would
indicate a certain degree of failure. At 70% occupancy, a profit of $69,029.78 or more is very
achievable, depending on proximity to that 70% goal.

National B&B will be expected to achieve a market share of 4%, fuelled by its
attractiveness to new clients and an ever-expanding positive reputation, but limited by the
number of rooms available to visitors and the competitiveness of the local industry.

The marketing budget will be high initially, and will increase steadily yearly at a rate of
16% of sales. This will allow National to be present within the local industry, but also take
advantage of lesser costs of internet advertising and B&B associations of Ottawa, Eastern
Ontario, all of Ontario, and so on. This luxury of decreased marketing expenses will also be
permitted due to National’s sterling reputation that is earned through hard work and attention to
detail. [Please refer to Appendix 5.6 and Appendix 5.7]

3.4 Organization

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4.0 Evaluate Performance
B&B’s main focus will be on comparing its actual performance against its planned goals
that is in the process of being accomplished within its five years of operation. These goals
include calculating its expenses carefully and making sure they are operating within a wise
budget. B&B must also make sure it monitors its internal and external factors such as the
strengths, weaknesses, opportunities, and threats of the business. Furthermore, it should
understand the microenvironment, which is a blend of competitors, demographics, social/cultural
trends, technology, economics and political/regulatory factors in order to be successful in
operating, investing, and financing activities. It should keep track of its sales and expenses and
make sure that it is taking necessary corrective action which would be beneficial to its
improvement in the industry and its excellence between other competitors located in the area.

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5.0 Appendices
5.1 Appendix: Inn Market Indicators (Ottawa)

Data:

5.2 Appendix 2: Perceptual Map

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5.3 Appendix 3: Target Market Breakdown

5.4 Appendix 4: Secondary Market

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5.5 Appendix 5: National Bed & Breakfast

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5.6 Appendix 6: Income Statement

APPENDIX: Income Statement and Advertising Budget


National Bed & Breakfast
Income Statement
For the years 2009, 2010, 2011, 2012, 2013

2009 2010 2011 2012 2013


Sales - Lodging Fees 118,625 153,300 191,625 233,600 279,225
(See Note 1)
Variable Costs
Utilities 1,800 2,160 2,520 2,880 3,240
Food/Drinks 20,250 24,300 28,350 32,400 36,450

Total Variable Costs 22,050 26,460 30,870 35,280 39,690

Gross Profit 96,575 126,840 160,755 198,320 239,535

Fixed Costs
Building Purchase 672,935 0 0 0 0
Renovations 100,000 25,000 12,000 3,000 3,000
Innkeeper Wage 30,760 32,606 34,562 36,636 38,834
Furniture/Appliances 83,785 14,519 3,517 2,000 2,000
Misc. Materials 88,986 31,267 10,986 3,879 3,879
Advertising 18,980 24,528 30,660 37,376 44,676
(See Note 2)
Total Fixed Costs 995,446 127,920 91,725 82,891 92,389
1,017,496 154,380 122,595 118,171 132,079
Total Costs
-898,871 -1,080 69,030 115,429 147,146
Net Income

Note 1: Service Revenue from Lodging Fees


Total sales for each year will be:

Year Avg. Total Lodging Units Total Service


Revenue/Room/Night Rented Revenue
1 $130 913 $ 118,625.00
2 $140 1095 $ 153,300.00
3 $150 1278 $ 191,625.00
4 $160 1460 $ 233,600.00
5 $170 1643 $ 279,225.00

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Note 2: Advertising Budget
Total Budget in Year 1 = $118,625.00 x 16% = $18,980.00
Total Budget in Year 2 = $153,300.00 x 16% = $24,528.00
Total Budget in Year 3 = $191,625.00 x 16% = $30,660.00
Total Budget in Year 4 = $233,600.00 x 16% = $37,376.00
Total Budget in Year 5 = $279,225.00 x 16% = $44,676.00

5.7 Appendix 7: Break-even Analysis

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Breakeven Analysis

Year 1 Year 2 Year 3 Year 4 Year 5

Sales $118,625 $153,300 $191,625 $233,600 $279,225

Variable Cost $22,050 $24,300 $28,350 $32,400 $36,450

Contribution Margin $96,575 $129,000 $163,275 $201,200 $242,775

Contribution Margin Ratio 81.41% 84.15% 85.21% 86.13% 86.95%

Fixed Cost $955,446 $127,920 $91,725 $82,891 $92,389

Fixed Cost Ratio 805.43% 83.44% 47.87% 35.48% 33.09%

Break-even sales $1,173,593 $152,016 $107,652 $96,239 $106,260

Break-even sales Ratio 989.33% 99.16% 56.18% 41.20% 38.06%

Operating Profit -$858,871 $1,080 $71,550 $118,309 $150,386

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5.8 Appendix: Bibliography
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"Ottawa Tourism and Convention Authority Bed & Breakfast and Inns, Ontario_East,." Welcome to
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