Business Plan 5 Plan Marketing

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Ô Ô Ô Ô Ù Marketing Plan - Outline
Analysis of Target Market and Profile of Target Customer
Customer Characteristics -
The segmentation variables I will look at are:
Customer Segment Characteristics –
Segmentation Variable How I will Define it
Number of Potential Customers
Number of Potential customers (list mutually exclusive segments
with appropriate numbers)
How Many Will Buy From You
Number of Potential customers I expect to buy from me (list
separate segments with appropriate numbers)
Annual Average Customer Sales
Average sale per customer per year. (list mutually exclusive
segments with appropriate numbers)
Annual Sales Volume
Best Case Scenario (original projections): $
Most Probable Scenario (Cut “best case scenario” in half): $
Worst Case Scenario (Cut your “most probable scenario” in half):
$
Business and Marketing Strategies
Strategies Based on Business Orientation
( Lowest
Cost
( Uniquely Distinguished ( Individualized
Focus Key issues and emphasis:
To begin the process of developing strategy, it is usually
easiest to draft out “key words” that describe your strategies
Strategies Based on Positioning
( Attack Rivals ( Build Barriers ( Bundling ( Constant

Innovation ( Cost Control ( Empire Builder ( Focus on Revenue
( Niche Player ( Quality Focus ( Satisfied Contender
Key issues and emphasis:
Strategies Based on Industry
( Build Barriers ( Cost Control ( Current Customers ( Empire

Builder ( Fewer Bells and Whistles ( Focus on Revenues
( Geographical Focus ( Go Global ( Niche Player ( Quality Focus
( Specialist Focus Key issues and emphasis:
Strategies Based on Company Diversification
( Offset Opportunities ( Profitability Focus ( Empire Builder

( Brand Builder ( Quality Focus ( Do One Thing Well Key
issues and emphasis:
Identify Basic Marketing Strategy
( Non-Segmented ( Multi-Segmented ( Single-Segmented

( Individualized Key issues and emphasis:
Combined Strategy Statements and Customer Appeal
Strategy Statements
Business Orientation strategy:
Positioning Strategy:
Industry Strategy:
Company Diversification Strategy:
Segmentation Strategy:
Customer Appeal
Appeal
Implementation –Emphasis for each of the marketing mix elements
Product
Price
Promotion
Distribution
Sales System
Selling skills
Type of sales
Selling Methods
How.
Frequency
Sales Compensation
Distribution Channels
Distribution Channels (Describe)
Distribution Channel Conflicts
Sales Promotion and Advertising
Marketing Tools (check)
Airplane flyers (exhaust messages, flying banners) Audio

(cassette tapes, CD-ROMS) Awards (plaques, trophies,
certificates) Blimps Contests Direct Mail (ADVO, flyers,
bulk rate, reply-card packs, throw-aways) Directories
(association directories, professional directories, industry
directories, book of lists) Door hangers (circular door
hangers, flyers on windshields) Educational events (seminars,
training sessions, workshops, informational meetings) Internet
(banner ads, chat groups, discussion lists, home page) Journals
(academic journals, industry journals, association journals)
Magazines (popular magazines, business magazines, hobby
magazines, special interest magazines) Movie tie-ins (tie-ins
with movie promotions, theatre advertising) Newsletters
(general interest, subscription, special interest, employee,
political party, association, non-profit organizations)
Newspapers (local, regional, neighborhood, national,
international, daily, Sunday editions, weekly, classified,
insert, special reports) Outdoor display (billboards, bus
stops, building murals, street banners) Personal contact
(customer service personnel, maintenance and repair personnel)
Point-of-purchase (displays, signage, hand-outs, in-store
banners) Promotional give-aways (magnets, calendars, paper
pads, letter openers, pens) Public transit providers (bus tear-
offs, train tear-offs) Radio (AM, FM, news stations, talk
radio, music stations, public service announcements) Reports
(annual reports, quarterly reports, monthly reports) Sales
literature (brochures, product/ company catalogs, information
booklets) Sidewalk sandwich boards, hand-held signs Sports
events (sponsorship of non-professional teams, stadium/arena
signage) Telemarketing (telephone canvassing, facsimile,
telephone operators) Telephone directories (yellow pages, white
pages, ethnic-specific directories, business-to-business yellow
pages) Trade shows (trade shows, county fairs, national fairs,
state fairs, exhibitions) TV (local, national, network, cable,
satellite, public service announcements) Videos (infomercials,
distribution systems)
Budget
Specify for each of the above-selected activities (in the
following table)
Timing
List the timing issues for placing the chosen marketing tools (in
the following table).
Advertising Message - state “recognition” or “buy now” - (in the
following table)
Marketing Tool Budget ($) Frequency Timing Message

Pricing Strategies
Pricing Strategies
Overall Pricing Strategy
Pricing Range
Lower Limit
Upper Limit
Payment Methods
Price List
Open Account
Discounts
Volume Discounts
Use-quantity
Bundling discounts
Marketing Plan
Analysis of Target Market and Profile of Target Customer
Customer Characteristics - Identify ALL customer segmentation
variables that you feel may be relevant to your business. At
this point you need to identify which type of segmentation
variables you consider to be important when identifying your
customer base. Please consider this as a starter list - you may
need to add your own segmentation variables that might be
specific to your business type or industry. You also may wish to
identify more than one customer base, each with its own set of
segmentation variables. As an example, if you sell retail to
consumers and wholesale to retailers, you will have two distinct
sets of segmentation variables.
Segmentation for Consumer Products or Services Basis

Segmentation Variables Often Used Definition Demographic Age
Under 5; 5 to 9; 10 to 14; 15 to 19; 20 to 24; 25 to 29; 30 to
34; 35 to 39; 40 to 44; 45 to 49; 50 to 54; 55 to 59; 60 to 64;
65 to 74; 74 to 84; 85 and Over; Median Age Age of Children
Youngest child under 6; Youngest child 6 or older; No children
under 18; Education Not over 9th Grade; 9th to 12th – No
Diploma; High School Diploma; College – No Degree; Associate
Degree; Bachelor Degree; Master Degree; Doctorate Degree
Ethnicity Asian; Black; Hispanic; White; Other Family Status
Married Couple; Never Married; Divorced; Widowed; Single Head of
Household Gender Male; Female Household Income Under $10,000;
$10,000 to $19,999; $20,000 to $24,999; $25,000 to $29,999;
$30,000 to $34,999; $35,000 to $49,999; $50,000 to $74,999;
$75,000 to $99,999; $100,000 to $149,000; $150,000 and over
Housing Ownership
(Value of Home) Not Over $50,000; $50,000 to $74,999; $75,000 to
$99,999; $100,000 to $149,999; $150,000 to $199,999; $200,000 to
$299,999; $300,000 to $499,999; $500,000 and Over Housing
Rental
(Amount of Rent Paid) Not Over $499; $500 to $699; $700 to $799;
$800 to $899; $900 to $999; $1,000 to $1,999; $1,200 to $1,399;
$1,400 to $1,599; $1,600 and Over Number of Children No
Children; 1 Child; 2 Children; 3 Children; 4 or Over Children
Number of Vehicles 0; 1; 2; 3; 4; 5; 6 or Over End Use Buying
Predisposition Not Ready; Ready to Buy; Reorder; Must Buy
Familiarity with Brand Do not care; Recognize; Insist on
Frequency of use Occasional; Light User; Moderate User; Frequent
User Sellers Frequented Convenience; Shopping; Specialty
Spending Patterns How much do they spend on your product or
service? Strategic Need Low Cost; Uniqueness; Individualized
Product Type of Buyer 1st Time Buyer; Regular Buyer; Non-Buyer
Geographic City Name of city(s) County Name of County(s)
State Name of State(s) Region Pacific; Mountain; Midwest; South
Atlantic; Middle Atlantic; New England Metropolitan
Statistical Area (MSA) By Population 50,000 to 99,999; 100,000 to
249,999; 250,000 to 499,999; 500,000 to 999,999; 1,000,000 to
3,999,999; 4,000,000 or over Density Urban; Rural; Suburban
Climatic Condition Cold Winters; Rainy; Hot; Moderate
Psychographic Beliefs Buddhist; Catholic; Jewish; Protestant;
Muslim Group Affiliations Club memberships; social
organizations; industry associations Reading Habits Read
certain magazines; Read certain newspapers; Read certain
journals; Read certain books Viewing Habits Watch certain
programs or watch certain movies by type – Comedy, Drama,
Romance, Science Fiction, etc. Personality Profile Extroverted;
Introverted Segmentation for Industrial Markets Customer
Characteristics Demographic Number of Employees 1 to 19; 20 to
99; 100 to 249; 250 to 499; 500 and over Annual Sales Volume
Less than $1 million; $1 million to $10 million; $10 million to
$25 million; $25 million to $50 million; $50 million to $100
million; $100 million to $500 million; $500 million to $1
billion; Over $1 billion Number of Store/ Factories/ Offices 1;
2 to 5; 6 to 10; 11 to 24; 25 to 49; 50 to 99; 100 to 199; 200 to
499; 500 or more Geographic City Name of city(s) County Name
of County(s) State Name of State(s) Region Pacific; Mountain;
Midwest; South Atlantic; Middle Atlantic; New England SIC code
2-digit; 3-digit; 4-digit; 8-digit categories Purchasing Buying
Predisposition Not Ready; Ready to Buy; Reorder; Must Buy
Behavior Familiarity with Brand Do not care; Recognize; Insist on
Frequency of Use Occasional; Light User; Moderate User; Frequent
User Purchasing Office Centralized Buying Office; Decentralized
Buying Office Spending Patterns How much do they spend on your
product or service? Strategic Need Low Cost; Uniqueness;
Individualized Product Type of Buyer 1st Time Buyer; Regular
Buyer; Non-Buyer; Individual buyer; group
Customer Segment Characteristics – You will need to describe each

customer segment that you have identified as completely as
possible, by defining how you will measure the variable (who is
“in”). Your description should include ranges and
categorizations.
Number of Potential Customers – Determine the number of potential
customers by developing an estimate based on prior performance.
If this is a new business venture, you will need to develop a
best guess combined with statistical estimates to arrive at a
“guesstimate.” The idea here is to realistically get an idea as
to the size of your potential customer base. This information is
used primarily as a tool to identify the opportunity for growth
for your business. Financial officers often take a serious look
at opportunities for growth, and estimates related to the total
size of your potential customer base.
How Many Will Buy From You – The marketing process will act as a
funnel, of sorts, as you estimate how many of the potential
customers will actually buy from you. There are several ways to
do this. Existing firms can estimate based on historic data.
New business ventures may wish to estimate weekly sales, then
monthly, and extrapolate into annual sales estimates. These may
often be set based on realistic goals and objectives. This is
one of the reasons that it is most realistic to only write the
business plan, and create projections, for one year (not three
years). Some businesses make projections on the basis of some
percentage of the total market – a detailed understanding of the
industry will be required to do this with accuracy.
Sources of Information (Intelligence) - here is a starter list of

commonly used sources of information:
EDGAR - If there are any publicly traded companies in your
industry you can go to the Securities and Exchange Commission’s
EDGAR database at (http://www.edgar-online.com/). You can order
annual reports on-line.
Franchisers - If there are any franchise operations in your

industry you may find it helpful to contact the franchisers and
ask for a prospectus. The prospectus usually includes detailed
information about average store sales, the customer base, and
other valuable “industry averages” that might come in very handy
when forecasting sales for your new business.
Dun & Bradstreet - You can reach them at (800) 526-0651. When
you call let them know that you are interested in possibly
purchasing a mailing list from their D&B Marketplace CD-ROM
database. Their representative will ask several questions on the
phone to determine the level of specificity you may need, usually
including a 4-digit or 8-digit SIC and a specified geographic
area. Additional search parameters can be added in your search,
with the resultant count of numbers of businesses available at
each stage. What a great way to determine the size of your
market segment (free-of-charge) with the opportunity to purchase
the exact mailing list of your choice.
You can also access the D&B iMarket Marketing Center, a free-of-
charge on-line service by gong to
(http://www.dnb.imarketinc.com/index.htm). This site, after free
registration, will allow you to identify key industry trends,
view market profiles for your industry based on a 4-digit SIC,
and locate marketing resource companies that you may wish to
utilize during this process.
Trade Show Exhibition Management Companies - this is great source

of information about your industry. Gale Research publishes the
directory called Tradeshows Worldwide, which contains indexed
listings of all of the major and minor tradeshows around the
world. On-line you can access Trade show Central at
(http://www.tscentral.com/). This is a great source of
information relating to which trade shows exist, and how to
contact the show management companies. As a company, you may
wish to consider attending a major trade show in your industry,
either as an exhibitor or as an attendee.
Contact the trade show management company for the show you wish
to consider and ask that they send you the following: trade show
exhibitors guide from their most recent show; general
demographics about attendees and exhibitors; cost schedule
listing booth size availability and amenities; and general
catalog for the show. One of the first things to look at is the
trade show Exhibitor’s Guide. All credible industry associations
and industry journals or publications will have a presence at the
major trade shows. These are tremendous sources of additional
industry information.
Also ask for the following types of information: do they have

mailing lists available for show exhibitors and attendees, at
what cost; do they provide consulting services related to
marketing and sales promotional efforts?
Industry Associations - Contact the relevant industry

associations and let them know that you are considering
membership. Ask them to send you general demographics about
their membership, and the four most recent issues of any of their
newsletters or other publications. Ask if they sell mailing
lists, and if they provide for a fee any other types of
specialized business services/ consulting, and if there is a fee
difference for members versus non-members.
Industry Journals and Publications - Industry journals or

publications listed in the trade show Exhibitor’s Guide may or
may not be related to any particular industry association.
Contact the major publications of choice and ask if they can send
you a complete media kit. Check to be sure that the kit includes
copies of the most recent four issues, breakdowns on rates,
availability, design services, feature story articles and public
relations pieces (as tied to advertising dollars spent), a
publication profile, terms and discounts, deadlines, and a
personal point of contact. You should also ask for subscription
statistics (by number, type of business, and geographic
breakdown), and if mailing lists are available at what cost.
This information will tell you a tremendous amount about your
industry, and allow you to see what types of promotional
strategies are being used by your competitors.
Annual Average Customer Sales – Determine average customer sales

per year. Here you will need to estimate on the frequency of
purchasing for your customer base. Existing businesses may do
this accurately if they have been collecting customer buying
preference data. New businesses will need to make projections
based on the “perceived average,” usually calculated after
talking to industry insiders. You may have different projected
spending patterns for each customer segment identified. As an
example, you may have some customers who use your services “one
time” while other customer types may use your services on an
“annual contract basis.” If you have identified these as
separate customer segments, you will need to come up with
separate dollar projections for each segment. This should also
assist you to check the accuracy of the segmentation variables
you have identified earlier.
Annual Sales Volume – You will need to make a projection for your
annual sales volume. To arrive at a sales volume number you will
need to multiply the number of customers you project to buy from
you by the annual average customer sales volume. It is a good
idea for new businesses to create three distinct types of
projections:
Best Case Scenario – Use your original projections
Most Probable Scenario – Cut your “best case scenario” in half
Worst Case Scenario – Cut your “most probable scenario” in half
The scenario you would most likely present to a bank for funding
would be your most probable scenario.
Business and Marketing Strategies
Basic Strategic Decisions PRIVATE
We will look at strategy from a variety of different
perspectives:
An analysis of strategic implications will be very helpful when

designing competitive postures. The options in the following
sections are only that – options. The intention here is to give
you ideas from which you may choose, combine, or create viable
strategies. In most cases, reference to the appropriate
marketing mix elements, most affected by the strategy option,
will be made. This will assist you as you later design your
marketing program and plan.
The key word “consistency” goes along with the word “strategy.”
Strategy development ensures that there is consistency of
thought, consistency of process, consistency of vision, and
consistency across implementation. If there are inconsistencies
in any of these areas, there will be difficulty in designing
strategic direction. The process of establishing strategies (in
this section) forces us to look again at all that we have
completed up to this point. Any areas of inconsistency will need
to be re-thought, and changed.
Strategies based on business orientation generally deal with the
type of approach a firm will use to establish positioning and a
corporate image.
Lowest cost - This strategy involves positioning your products or

services on the lowest end of the price range, relative to the
competition. The emphasis is on “price”, not necessarily on
“value.” Most companies who have successfully utilized this
strategy offer few product or service adaptations. They
concentrate on delivering one (or a very few) standardized
offerings with focus being placed on achieving economies of
scale. This is a common means for new entrants to try to “buy”
market share from industry leaders.
Uniquely Distinguished – Many authors refer to this strategy as

one of “differentiation.” This strategy emphasizes uniqueness
relative to the competition in one or more major way. The cost is
often higher than the cost for standardized low-cost
alternatives. Advertising costs are higher in order to cover the
costs associated with convincing customers as to why the product
or service is “better than the rest.” To maintain the perception
of being better than cheap imitators, this strategy requires
consistent product or service innovation, and strives to achieve
this through concentration on the marketing mix elements of
product, promotion, or distribution practices.
Individualized Focus – This type of strategy relies on

preferences for specialized products that meet individual
customer needs. Emphasis is placed on demonstrating how the
product or service is “made especially for” individual customers
or customer groups. Most companies who have successfully
utilized this strategy offer products that have been adapted for
use by “specialized” customer segments – they intend to deliver a
“special” feeling to customers. The segmentation strategy most
often used by new businesses is one of attacking a single segment
that was perhaps neglected or ignored by the other major
competitors (niche marketing).
Strategy Based on Business Orientation - Which strategy based on

business orientation might be most appropriate for your core
product or service? Please check the most appropriate box and
take note of the issues and emphasis for your choice.
( Lowest
Cost ( Uniquely Distinguished ( Individualized
Focus Key issues and emphasis:

Strategies based on positioning will consider a firm’s position
relative to its competitors within the industry. The competitive
strategies we will explore are for the industry leader, the
contender, and the small player.
The Industry Leader – A firm with the distinction of being

labeled an “industry leader” usually is also a firm that is very
intent on keeping that distinction. Most major competitors in
any industry will defend their territory vigorously. There are
several strategies that are most commonly used:
Attack Rivals – This strategy is extremely aggressive toward
competitive rivals that try to imitate their product or service.
With this strategy, the industry leader immediately retaliates to
aggressive new competitors with counter-promotions, counter-
strategies, price reductions, defamatory (bad-mouth) advertising
practices, or other aggressive tactics. Large industry leaders
often may pressure their distributors not to carry rival
products. This strategy focuses on the external (the
competition), not on the internal (the industry leader itself).
Build Barriers – This strategy concentrates on raising the
difficulty for the aggressive new competitor to gain any ground
(or market share) by strengthening existing competitive barriers.
Unlike the constant innovation strategy (which concentrates on
the marketing mix element of product), this strategy emphasizes
measures to make it more difficult for new competitors to enter
by enhancing the marketing mix elements of price, promotion, and
distribution. Prices may be reduced to make it extremely
difficult for new entrants, and perhaps make the segment less
attractive (as a niche) to existing competitors. Advertising and
promotional budgets are often elevated, and exclusive
distribution arrangements are often negotiated. This strategy
focuses on the internal marketing systems (of the industry leader
itself) with the intention to impact external (the competition)
marketing postures.
Constant Innovation – With this strategy the firm will constantly
innovate. They are usually always on the “cutting edge” within
their industry. Other competitors often look at them as one of
the major instruments of change within their industry, and try to
imitate. These firms try to keep competitors in a reactive mode,
by creating the illusion that they are the “center of the
universe” for the industry. High budget allocations toward
research and new product development are indicators of this
strategy.
The Contender – This is a firm that is not an industry leader,

but would be considered a main contender. The marketing
position, held by this type of firm, is somewhat weaker than the
industry leader. There are several strategies that are most
commonly used:
Empire Builder – this strategy concentrates on “building an
empire” through acquisitions of smaller firms. As the contender
grows, it may be a wise strategy to continue to grow through
acquisitions. Special analysis should be completed to determine
the extent of structural and cultural compatibility. If a
smaller firm has remained small due to certain inadequacies where
the contender excels, then this strategy might be applicable.
The contender will need to be fiscally fit to consider this
strategy. Growth strategies of this sort strive to build
economies of scale throughout the organization. This may also be
an appropriate option for a firm that has recently “gone public”
because it will produce growth.
Niche Player – This strategy concentrates on identifying and
attacking a single segment that was perhaps neglected or ignored
by the other major competitors (niche marketing). A firm will
often begin exploring this strategy by examining distribution
efficiencies and backorders. This strategy is non-
confrontational in that it identifies areas for business growth
that industry leaders, for one reason or another, have not found
attractive.
Quality Focus – This strategy focuses on the product or service
quality. The primary marketing mix elements emphasized in this
strategy are product and promotion. The idea is to specialize on
product quality, rather than new products. Often contender firms
will pick one particular “best seller” from the industry leader’s
product portfolio and “improve it.” The existing product is
enhanced and improved in every way possible. Marketing
promotional efforts are primarily focused on what makes your
product better (than the competition). Major impact is on high
product development costs and promotional expenses.
Satisfied Contender – A contender firm postures itself to remain
a contender with this strategy. The main idea here is to avoid
appearing threatening to the industry leader. The expression
“don’t make waves” would be applicable here from a competitive
perspective. Each marketing program is analyzed in terms of the
type of reaction most likely to be elicited from the industry
leader. This strategy is most applicable if the market leader
often uses the “attack rivals” strategy. The marketing mix
elements are focused on developing high profit margins, not on
stealing market share.
The Small Player – This is a firm that is not the industry

leader, nor a contender (runner-up). This firm is small or a new
start-up. They commonly use several strategies:
Bundling – Bundling strategies involve packaging or offering
separate products or services as one inseparable product or
service. Common examples include “value meals” at fast-food
restaurants or perhaps a 32-point automotive maintenance special
to be bought at the 60,000 mile interval. Most bundling
strategies are designed to meet specific end-use requirements.
Cost Control – This strategy focuses on keeping all costs to a
minimum. The idea here is to postpone “extra” expenditures.
This is usually accomplished through placing attention on the
prioritization of expense items. Small firms often use this
strategy to excess, and might inhibit growth as a result. An
important consideration to remember, if this strategy is chosen,
is to conduct a “growth-impact analysis” whereby the firm
forecasts how the cost-reduction program will impact their
ability to compete effectively.
Focus on Revenue – This strategy concentrates on increasing the
revenue of the firm. There are many ways that small companies
try to accomplish this, such as increasing advertising, cutting
prices, offering volume discounts, or increasing the size of the
sales force. All elements of the marketing mix are used in an
effort to maximize revenue. This strategy is especially useful
in the wholesaling business (where “sales volume is king”)
because it affords better supplier terms, better capacity
allocations, and purchasing economies of scale.
Niche Player – Intuitively, many entrepreneurs base their
business (start-up) on the idea of finding and filling an unmet
need (niche). This strategy concentrates on identifying and
attacking a single segment that was perhaps neglected or ignored
by the other major competitors (niche marketing). A firm will
often begin exploring this strategy by examining distribution
efficiencies and backorders. This strategy is non-confrontational
in that it identifies areas for business growth that industry
leaders and major contenders, for one reason or another, have not
found attractive.
Strategies Based on Positioning – Which strategies based on

positioning might be most appropriate for your company? Please
check the most appropriate boxes and take note of the issues and
emphasis for your choice. Please consider this list as the
starting point for further exploration. The intention here is to
give you ideas from which you may choose, combine, or create
viable strategies.
( Attack Rivals ( Build Barriers ( Bundling ( Constant

Innovation ( Cost Control ( Empire Builder ( Focus on Revenue
( Niche Player ( Quality Focus ( Satisfied Contender
Key issues and emphasis:
Strategies based on industry will consider the dynamics of the
industry itself. The types of competitive strategies we will
explore will relate to new and growing industries, “mom and pop”
industries, and maturing industries.
New and Growing Industries – This type of industry is new,

emerging, and growing rapidly. There are a lot of unknowns.
Companies within this type of industry commonly use a few
strategies:
Build Barriers – This strategy concentrates on raising the
difficulty for new companies to enter into the industry by
strengthening existing competitive barriers. This strategy
emphasizes measures to make it more difficult for new competitors
to enter by enhancing the marketing mix elements of price,
promotion, and distribution. Prices may be reduced to make it
extremely difficult for new entrants, and perhaps make the
industry less attractive. Advertising and promotional budgets
are often elevated, and exclusive distribution arrangements are
often negotiated. This strategy focuses on making the industry
unattractive to newcomers.
Focus on Revenue – This strategy concentrates on increasing the
revenue of the firm. There are many ways that companies try to
accomplish this, such as increasing advertising, cutting prices,
offering volume discounts, or increasing the size of the sales
force. All elements of the marketing mix are used in an effort
to maximize revenue. This strategy is especially useful during
the introduction stage of the industry life-cycle because it may
quickly establish a company as the industry leader. There are
many benefits that may come from the fact that your company is
being perceived as an industry leader. One of the most important
of these benefits is that new entrants might take the content
contender strategy and avoid confrontational strategies that
steal your market share.
Niche Player – This strategy concentrates on identifying and
attacking a single customer segment. At this stage of the
industry life-cycle, companies often use this strategy to be
“first” in the minds of what they perceive to be the largest or
most profitable customer segment. The idea here is to identify
the most promising customer segment and attack it vigorously.
Good results translate into gaining the “number one spot” in the
perceptions of the customer segment, which is very difficult (if
not impossible) for new entrants to ever duplicate. The
intention of this strategy is to develop a permanent leadership
position for a specified market segment.
“Mom and Pop” Industries – This type of industry is characterized

by being made up of many small “mom and pop” firms. In many
cases there are no industry leaders at all. It may be that it is
just too easy to start a business in this industry, or that
customer needs are so disparate that no one company can
effectively meet them. In other cases there are leaders, but no
one company controls any substantial portion of overall industry
market share. These industries are often referred to as
“fragmented” or “disparate.” Companies within this type of
industry commonly use a few strategies:
Geographic Focus – This strategy limits the focus to a very
specific geographic area. Limiting the size of a service area
may enhance service to customers. Customer response time will be
greatly reduced, and, if “house calls” are required,
transportation costs will be drastically reduced as well. Direct
advertising efforts and comprehensive promotional programs for
the geographic territory become much more affordable and feasible
when the size of the geographic market is confined. This
strategy also allows the business to develop a difficult to
imitate “local” personality through a concentrated promotional
program that usually includes extensive community involvement.
Specialist Focus - This strategy concentrates on reducing the
number of different product line or service offerings. In an
industry dominated by small “mom and pop” operations, reducing
the total number of product or service lines will afford more of
a “specialty store” perception. A small business will usually
tend to specialize by carrying a narrowly defined, coordinated
product line. This might be a good thing, if no other businesses
in your area have taken this posture for similar goods. This
allows the small firm to differentiate itself from the pack, and
provide a limited number of products or services, usually
directed at the largest or most profitable customer segments.
Fewer Bells and Whistles – This strategy concentrates services on
what is needed to keep the customer happy. This strategy also
concentrates on eliminating any and all service “extras” that
might be nice, but do not necessarily add a lot of value to the
product or service. Similar to a cost-cutting strategy, the idea
here is to eliminate “extras” and, instead, put those same
resources into the core product or service.
Maturing Industries – This type of industry is characterized by

slow growth and consolidation. It is not uncommon for weak
companies to close their doors, as the industry consolidates. A
fitting term that could be used is “survival of the fittest.”
During this industry stage, buyers become more demanding of
better service and are much more sophisticated when choosing
products or services. This is also a time of falling profit
margins and heightened activity in mergers and acquisitions.
Companies within this type of industry commonly use a few
strategies:
Cost Control – This strategy focuses on keeping all costs to a
minimum. The idea here is to postpone “extra” expenditures.
This is usually accomplished through placing attention on the
prioritization of expense items. Small firms often use this
strategy to excess, and might inhibit growth as a result. An
important consideration to remember, if this strategy is chosen,
is to conduct a “growth-impact analysis” whereby the firm
forecasts how the cost-reduction program will impact their
ability to compete effectively. This strategy is often used when
industry growth slows and profit margins are squeezed.
Current Customers – This strategy makes use of one of the most
powerful assets a firm has – its current customer base. Existing
customers are a major force for sales growth, especially when
overall industry demand slows. This strategy concentrates on
identifying the needs of current customers and filling them.
This may mean the company must proliferate (expand) its product
or service offerings to meet these needs.
Empire Builder – This strategy concentrates on “building an
empire” through acquisitions of smaller firms. As an industry
matures, it may be a wise strategy to find growth through
acquisitions. Special analysis should be completed to determine
the extent of structural and cultural compatibility. If a
smaller firm can add operating efficiencies or economies of scale
to an organization, then this strategy might be applicable. This
may also be an appropriate option for a firm that has recently
“gone public” because it will produce growth, even if overall
industry sales have gone flat.
Go Global – This strategy focuses on expansion through
identifying, selecting, and selling to international markets. A
mature industry in the United States might be in a stage of
growth in certain foreign markets. This strategy involves
mapping out and exploiting trends relative to the level of
industry growth around the world. This strategy will involve
expenditures in all of the marketing mix elements, with a
learning curve toward efficiency.
product quality, rather than new products. Often firms in a
mature industry will pick one particular “best seller” from the
industry leader’s product portfolio and “improve it.” The
existing product is enhanced and improved in every way possible.
Marketing promotional efforts are primarily focused on what makes
your product better (than the competition). Major impact is on
high product development costs and promotional expenses.
Specialist Focus - This strategy concentrates on reducing the
number of different product line or service offerings. In an
industry dominated by small “mom and pop” operations, reducing
the total number of product or service lines will afford more of
a “specialty store” perception. A small business will usually
tend to specialize by carrying a narrowly defined, coordinated
product line. This might be a good thing, if no other businesses
in your area have taken this posture for similar goods. This
allows the small firm to differentiate itself from the pack, and
provide a limited number of products or services, usually
directed at the largest or most profitable customer segments.
Strategies Based on Industry – Which strategies based on

industry might be most appropriate for your company? Please
check the most appropriate boxes and take note of the issues and
emphasis for your choice. Please consider this list as the
starting point for further exploration. The intention here is to
give you ideas from which you may choose, combine, or create
viable strategies.
( Build Barriers ( Cost Control ( Current Customers ( Empire

Builder ( Fewer Bells and Whistles ( Focus on Revenues
( Geographical Focus ( Go Global ( Niche Player ( Quality Focus
( Specialist Focus Key issues and emphasis:

Strategies based on company diversification will consider the
company’s type of organizational structure. The types of
organizational structures we will explore will relate to
individual businesses, businesses with related diversification,
and businesses with unrelated diversification.
Individual Business – This type of business has no

diversification and concentrates on only one line of business.
The advantage of this type of structure is that it has one
unified mission or purpose. In this operating form, all
strategic efforts will go toward the attainment of goals and
objectives central to the entire organization. Expertise in the
operation of the single business often becomes the result, over
time. Companies within this type of company commonly use two
strategies:
Do One Thing Well – This strategy involves the company trying to
build a sustainable competitive advantage in one business. The
idea that a company can sustain an advantage, if that advantage
consists of any one competitive element, is questionable. The
phrase “back to basics” is often used to communicate that the
competitive dynamics of the business can be built over time.
Most companies will strive to attain cost and marketing
advantages. Build distinctive competence by utilizing the
full force of organizational resources and managerial know-how to
become proficient at doing one thing well and efficiently.
product quality, rather than new products. Often firms in a
single line of business will pick one particular “area of
advantage” and attempt to find ways to maintain it. The existing
advantage is enhanced and improved in every way possible.
Marketing promotional efforts are primarily focused on what makes
your product better (than the competition). Major impact is on
high product development costs and promotional expenses.
Business with Related Diversification – This type of business
attempts to gain competitive advantages by expanding within the
same industry. The major tool used by this type of firm is
vertical integration, backward and forward. Backward vertical
integration means that a firm expands into playing the role of
becoming its own supplier – it expands vertically backward into
the supply chain. Forward vertical integration means that a firm
expands into playing the role of becoming its own distributor or
retailer – it expands vertically forward into the distribution
chain. A firm that practices related diversification still seeks
“operating synergy” among its business units. The types of
operating synergies sought usually include raw materials,
distribution systems, managerial know-how, shared customer-base,
and shared technology. This strategy overall allows a firm to
share what it “does best’ with other businesses in the “company
family.” Companies within this type of company commonly use two
strategies:
Brand Building – This strategy builds on the strength of a solid
brand or corporate image. If a firm has a solid reputation in a
business it may very easily expand into a related area and enjoy
the benefits of brand spillover. The spillover impact refers to
the fact that many customers will automatically assume that the
“new” company will have the same high quality standards of the
“original” name they came to know through personal experience. A
quality image can become the impetus and initial competitive
advantage driving related diversification.
Empire Builder – This strategy concentrates on “building an
empire” through acquisitions of similar firms. It may be a wise
strategy to find growth through acquisitions of other firms that
may sue a shared sales force, technology, supplier base, or
distribution system. Special analysis should be completed to
determine the extent of structural and cultural compatibility.
If a smaller firm can add operating efficiencies or economies of
scale to an organization, or use those of another company “in the
family”, then this strategy might be applicable.
Business with Unrelated Diversification – This type of business

grows by seeking opportunities for profit and revenue. A company
that believes in unrelated diversification is not concerned about
shared resources among the businesses in the “corporate family.”
Companies often times will choose businesses that offset sales
cycles, in a way that ensures a steady level of cash flow or
growth. Companies within this type of company commonly use two
strategies:
Offset Opportunities – This strategy concentrates on seeking out
opportunities to acquire companies that offset sales cycles of
the firm. This might involve finding a company whose cash flow
cycle offsets that of the parent company. In this case as one
company goes into its “slow” cash months, the other business is
at “growth” levels of cash flow. Companies also may wish to
offset resources to end up with overall strength. In other
words, a company with a lot of capital in a mature industry might
wish to buy a firm with little capital in a growth industry.
Profitability Focus – This strategy concentrates on building
profits for the firm. This strategy often uses a return on
investment (ROI) approach to acquisitions. This is often
accomplished through a portfolio approach to identifying
opportunities, where potential acquisitions are analyzed
according to profitability objectives.
Strategies Based on Company Diversification – Which strategies

based on company diversification might be most appropriate for
your company? Please check the most appropriate boxes and take
note of the issues and emphasis for your choice. Please consider
this list as the starting point for further exploration. The
intention here is to give you ideas from which you may choose,
combine, or create viable strategies.
( Offset Opportunities ( Profitability Focus ( Empire Builder

( Brand Builder ( Quality Focus ( Do One Thing Well Key
issues and emphasis:
Identify Basic Marketing Strategy

Identify whether a non-segmented, multi-segmented, single
segmented or individualized direct marketing strategy will be
used:
Segmentation Strategy
Description
Non-segmented Marketing This strategy sees the entire market as

one grouping of potential customers. All of the marketing mix
elements are directed toward the market as a whole. This is
truly what you can call “mass marketing.” This strategy can save
much money when implementing a marketing program, and is usually
most effective when segmentation variables are found mostly to be
not applicable. Multi-segmented Marketing
This strategy identifies major market segments and seeks to
develop independent marketing mixes for each. The advantage of
this method is that specific groupings (segments) of customers
tend to feel more catered to and satisfied. This strategy will
require a large amount of capital resources because multiple
marketing mix programs are costly. Single-Segmented Marketing
This strategy selects a single customer segment from the entire
market and develops a single marketing mix for this segment.
Companies with limited resources may wish to start with this
strategy because it is less capital intensive to design one
comprehensive marketing program. New entrepreneurial start-ups
usually begin with this strategy focused on a segment perceived
to be attractive and potentially profitable. Individualized
Direct Marketing This strategy develops separate customer
segments from each individual consumer or end-user. This can be
an extremely expensive strategy to implement because of high
communication costs with individual customers. New technologies
such as the Internet and database marketing systems have made
this option much less expensive and more attractive. The
advantage is that products and services can be tailor-made to fit
exact individual customer requirements. Deciding on an Approach
Internally, you must consider the goals, objectives and resources
of your company
Externally, you must consider competition and the type of market.
Cost/benefit analysis should also be used. Combined Strategy
Statements and Customer Appeal
Combined Strategy Statement – Write down strategy statements as
they relate to the sections previously covered (it is usually
easiest to draft out “key words” that describe your strategies):
Business Orientation strategy:
Positioning Strategy:
Industry Strategy:
Company Diversification Strategy:
Segmentation Strategy:
Customer Appeal – Based on the strategies that you have outlined,
write key words (not sentences):
Appeal – What is the overall “appeal” being made to your customer
base?
Implementation – What will be your major emphasis for each of the
marketing mix elements? Draft out “key words” that describe your
strategies:
Product – What will be your strategic emphasis on product or
service development? Which products will most contribute to
success? What is the product/ service image we wish to project?
Price – What will be your strategic emphasis on pricing? Are we
primarily competing based on price? Are pricing policies
standard or will we allow regional control? Do we emphasize
cost/demand or competitive levels?
Promotion – What will be your strategic emphasis on promotional
programs? What are our key priorities? Which media are most
consistent with our total marketing strategy?
Distribution – What will be your strategic emphasis on
distribution? Which distribution channels are key? What type of
sales organization do we need - is it key to our success? Do we
focus on market, distributor territory, or product?
Look at the key words relative to the marketing mix elements
(above) and check to see if they match your mission statement,
goals and objectives, as written in “the Company” section. If
not, they are pointing to inconsistency within your business, as
a system.
Sales System
Selling skills - What will be required? What types of skills
will be required for your sales personnel to succeed? Do they
need to have an extensive technical background, business-to-
business experience, group purchasing experience, door-to-door
experience, telephone sales experience, or other type of
specialized sales experience?
Type of sales force – Will you use employees (inside sales force)
or independent agents (not employees - outside sales force)?
Selling Methods – What sales methods will be utilized by your
firm?
How – List whether you will use sales calls (visit, telephone),
trade shows, showroom sales, or other methods.
Frequency – How often will each of the specified sales methods be
carried out?
Sales Compensation – On what basis will you compensate your sales
force?
Salary versus commission - What percentage of their compensation
will come in the form of salary versus commission? Not all
salespeople are compensated with commissions (i.e., Good Guys,
Saturn) - if there is no commission structure then sales tends to
be performed much less aggressively. If you will compensate with
a commission, will the commission be based upon sales volume or
based upon the profit contribution of each sale made? If a
commission is based upon sales volume, then the incentive is for
the salesperson to sell as much as possible (often discounting if
necessary to get the sale). On the other hand, if the commission
is based on the actual profit contribution of individual sales
(like in many furniture stores) then the incentive is for the
salesperson to sell at the highest price possible.
Distribution Channels
Distribution Channels – Describe ALL the various types of
distribution channels for your industry (who [what type of
entity] sells to who, etc..). You may be utilizing several
distribution channels to purchase and sell. One example would be
- a manufacturer sells to you, you sell to retail, and retail
sells to consumers. Another example would be that a manufacturer
sells to you, and you sell directly to consumers.
Distribution Channel Conflicts – Describe any conflicts that may
occur between or among the various distribution channels that
your firm utilizes. An example would be – we sell our plumbing
services to contractors (who resell the entire job to the
developers), and we also sell directly to the developers. In
this example you would need to watch for conflicts between
pricing and availability options to both channels.
Sales Promotion and Advertising
a) Marketing Tools – Describe the types of marketing tools that
you will consider using. Please be sure that these tools are
appropriate given the strategies that you have previously
outlined. A list of potential tools is provided:
Airplane flyers (exhaust messages, flying banners)
Audio (cassette tapes, CD-ROMS)
Awards (plaques, trophies, certificates)
Blimps
Direct Mail (ADVO, flyers, bulk rate, reply-card packs, throw-
aways)
Directories (association directories, professional directories,
industry directories, book of lists)
Door hangers (circular door hangers, flyers on windshields)
Educational events (seminars, training sessions, workshops,
informational meetings)
Internet (banner ads, chat groups, discussion lists, home page)
Journals (academic journals, industry journals, association
journals)
Magazines (popular magazines, business magazines, hobby
magazines, special interest magazines)
Movie tie-ins (tie-ins with movie promotions, theatre
advertising)
Newsletters (general interest, subscription, special interest,
employee, political party, association, non-profit organizations)
Newspapers (local, regional, neighborhood, national,
international, daily, Sunday editions, weekly, classified,
insert, special reports)
Outdoor display (billboards, bus stops, building murals, street
banners)
Personal contact (customer service personnel, maintenance and
repair personnel)
Point-of-purchase (displays, signage, hand-outs, in-store
banners)
Promotional give-aways (magnets, calendars, paper pads, letter
openers, pens)
Public transit providers (bus tear-offs, train tear-offs)
Radio (AM, FM, news stations, talk radio, music stations, public
service announcements)
Reports (annual reports, quarterly reports, monthly reports)
Sales literature (brochures, product/ company catalogs,
information booklets)
Sidewalk sandwich boards, hand-held signs
Sports events (sponsorship of non-professional teams,
stadium/arena signage)
Telemarketing (telephone canvassing, facsimile, telephone
operators)
Telephone directories (yellow pages, white pages, ethnic-specific
directories, business-to-business yellow pages)
Trade shows (trade shows, county fairs, national fairs, state
fairs, exhibitions)
TV (local, national, network, cable, satellite, public service
announcements)
Videos (infomercials, distribution systems)
Budget – List approximate amount you have budgeted for each of
the above-selected activities. You will need to check with
vendors to cost-out the service you project you will need. List
in the table that follows.
Timing – List the time frame for which you will place the chosen
marketing tools. Time frame will need to be examined relative to
time of day, day of the week, month of the year, seasonal cycle,
and, perhaps, alignment with economic trends (times). List in the
table that follows.
Advertising Message – What is your advertising message for each
of the media selected? As an example your advertising message
for promotional give-aways might be “we exist”, while your
advertising message in direct mail might be “come in and save”.
List the generic message(s) such as “recognition” or “buy now”
for each of the tools you have chosen above. List in the table
that follows.
Marketing Tool Budget ($) Frequency Timing Message

Pricing Strategies
Pricing Strategies
Pricing Strategy – What type of pricing strategy will you use?
Please be sure it is congruent with your overall strategic
posture. The following are some ideas:
Penetration – Low price to “buy” market share
Skimming – Premium (high) pricing to a select segment
Knock-off – Imitation of the market leader
Tiered – Varies by types of buyer or distribution channel. Here
you need to beware of potential distribution channel conflicts.
Highly Variable – Here you vary the price according to how much
the market will bear. As an example, the final price paid for a
product varies greatly and often depends upon customer
negotiation skills.
Pricing Range – What are the top and bottom of your price range?
Lower Limit – This is usually set by examining your actual cost
to produce the product or services and adding a minimally
acceptable profit margin
Upper Limit – examining customer demand and then determining how
much your customers might be willing to pay usually sets the
upper limit. This upper limit is often the starting point for
customer-negotiated discounts and bargaining
Payment Methods – What types of payment methods will you allow
your customers? Several choices include: ATM, cash; cashiers
checks, certified checks, credit card; consignment, money orders,
open account, personal checks, or private paper (debt) payments.
Price List – you will need to develop a complete price list for
all of your product or service offerings. Please be sure to note
if there are any special discounts for preferential payment
methods. As an example, you may give a discount if paid by cash
as opposed to credit card.
Open Account – If you will offer open account to some of your
customers you will need to describe your credit policies. Will
you give, as an example, “Net 30 2/10” terms (The net invoice
amount is due and payable in 30 days, however, you are giving the
customer the option to receive a 2% discount if they pay the
invoice within 10 days)? Will you set up revolving credit lines
for certain customers? Governments and municipalities often are
extended open account terms and most often tend to “pay late” -
sometimes it may take months to receive your payment. A trick is
to offer discount terms such as “2/10” or “1/15” because they
will most likely go for the discount and pay you early - this
does wonders for cash flow.
Discounts – Will you offer discounts based on volume, use or
bundling strategies?
Volume Discounts – Will you offer discounts (as a percentage)
based on annual purchasing volume? Often times this technique is
combined with the use of “blanket purchase orders” - these are
customer purchase orders that cover a wide range of goods or
services usually over a period of one year. Blanket purchase
orders allow your firm to accurately predict the amount of sales
to a customer for the entire year, which may greatly reduce costs
associated with inventory planning, distribution, and order
processing. It is not uncommon to extend volume discounts based
on a blanket P.O.
Use-quantity – Will you offer tiered pricing discounts? An
example of this type of discount would be: 100 units = $500; 200
units = $900; 300 units = $1,300
Bundling discounts – This strategy bundles together product with
a price that costs a little less than if bought separately. An
example here would be a “value meal’ at a fast-food restaurant.
If you have a narrow line (only a few product or service
offerings) of “best sellers” yet also have many other products or
services that don’t sell as well (slow sellers), it might be a
good strategy to bundle best sellers with slow sellers to help
accelerate overall sales growth.
© Ralph F. Jagodka 1999 PAGE 1
© 1998 Ralph Jagodka PAGE 16
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„h „˜þ Æ h ^„h `„˜þ . „h „˜þ
Æ h ^„h `„˜þ ) „Ð „˜þ Æ Ð
^„Ð `„˜þ ) „8 „˜þ Æ 8 ^„8
`„˜þ ) „ „˜þ Æ ^„ `„˜þ (
) „ „˜þ Æ ^„ `„˜þ ( )
„p „˜þ Æ p ^„p `„˜þ ( ) „Ø
„˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þo( ) „h
„˜þ Æ h ^„h `„˜þ ) „Ð „˜þ Æ
Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8 ^„8
`„˜þ ) „ „˜þ Æ ^„ `„˜þ (
) „ „˜þ Æ ^„ `„˜þ ( )
„p „˜þ Æ p ^„p `„˜þ ( ) „Ø
„˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
. „h „˜þ Æ h ^„h `„˜þ )
„Ð „˜þ Æ Ð ^„Ð `„˜þ ) „8 „˜þ
Æ 8 ^„8 `„˜þ ) „ „˜þ Æ
^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
. „h „˜þ Æ h ^„h `„˜þ5 6 CJ
OJ QJ o( . „h „˜þ Æ h ^„h
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ . „h „˜þ
Æ h ^„h `„˜þ ) „Ð „˜þ Æ Ð
^„Ð `„˜þ ) „8 „˜þ Æ 8 ^„8
`„˜þ ) „ „˜þ Æ ^„ `„˜þ (
) „ „˜þ Æ ^„ `„˜þ ( )
„p „˜þ Æ p ^„p `„˜þ ( ) „Ø
„˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„Ð „0ý Æ Ð ^„Ð `„0ý . „h „˜þ
Æ h ^„h `„˜þ . „h „˜þ Æ h
^„h `„˜þ5 6 CJ OJ QJ o( .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .

„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ . „h „˜þ
Æ h ^„h `„˜þ ) „Ð „˜þ Æ Ð
^„Ð `„˜þ ) „8 „˜þ Æ 8 ^„8
`„˜þ ) „ „˜þ Æ ^„ `„˜þ (
) „ „˜þ Æ ^„ `„˜þ ( )
„p „˜þ Æ p ^„p `„˜þ ( ) „Ø
„˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
. „h „˜þ Æ h ^„h `„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „Ð „0ý Æ Ð ^„Ð `„0ý
. „h „˜þ Æ h ^„h `„˜þ .
„h „˜þ Æ h ^„h `„˜þ . „h „˜þ
Æ h ^„h `„˜þ ) „Ð „˜þ Æ Ð
^„Ð `„˜þ ) „8 „˜þ Æ 8 ^„8
`„˜þ ) „ „˜þ Æ ^„ `„˜þ (
) „ „˜þ Æ ^„ `„˜þ ( )
„p „˜þ Æ p ^„p `„˜þ ( ) „Ø
„˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
. „h „˜þ Æ h ^„h `„˜þ )
„Ð „˜þ Æ Ð ^„Ð `„˜þ ) „8 „˜þ
Æ 8 ^„8 `„˜þ ) „ „˜þ Æ
^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
.
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
. „h „˜þ Æ h ^„h `„˜þ )
„Ð „˜þ Æ Ð ^„Ð `„˜þ ) „8 „˜þ
Æ 8 ^„8 `„˜þ ) „ „˜þ Æ
^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
. „h „˜þ Æ h ^„h `„˜þ )
„Ð „˜þ Æ Ð ^„Ð `„˜þ ) „8 „˜þ
Æ 8 ^„8 `„˜þ ) „ „˜þ Æ
^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ . „h „˜þ
Æ h ^„h `„˜þ ) „Ð „˜þ Æ Ð
^„Ð `„˜þ ) „8 „˜þ Æ 8 ^„8
`„˜þ ) „ „˜þ Æ ^„ `„˜þ (
) „ „˜þ Æ ^„ `„˜þ ( )
„p „˜þ Æ p ^„p `„˜þ ( ) „Ø
„˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
„h „˜þ Æ h ^„h `„˜þ ) „Ð „˜þ
Æ Ð ^„Ð `„˜þ ) „8 „˜þ Æ 8
^„8 `„˜þ ) „ „˜þ Æ ^„
`„˜þ ( ) „ „˜þ Æ ^„ `„˜þ
( ) „p „˜þ Æ p ^„p `„˜þ ( )
„Ø „˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
) „Ð „˜þ Æ Ð ^„Ð `„˜þ )
„8 „˜þ Æ 8 ^„8 `„˜þ ) „ „˜þ
Æ ^„ `„˜þ ( ) „ „˜þ Æ
^„ `„˜þ ( ) „p „˜þ Æ p ^„p
`„˜þ ( ) „Ø „˜þ Æ Ø ^„Ø
`„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ . „h „˜þ Æ h ^„h `„˜þ
.
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„h „˜þ Æ h ^„h `„˜þ . „h „˜þ
Æ h ^„h `„˜þ ) „Ð „˜þ Æ Ð
^„Ð `„˜þ ) „8 „˜þ Æ 8 ^„8
`„˜þ ) „ „˜þ Æ ^„ `„˜þ (
) „ „˜þ Æ ^„ `„˜þ ( )
„p „˜þ Æ p ^„p `„˜þ ( ) „Ø
„˜þ Æ Ø ^„Ø `„˜þ . „@
„˜þ Æ @
^„@
`„˜þ . „¨
„˜þ Æ ¨
^„¨
`„˜þ .
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Business Plan 5 Plan Marketing

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( Attack Rivals ( Build Barriers ( Bundling ( Constant

Strategies Based on Industry

( Build Barriers ( Cost Control ( Current Customers ( Empire

Strategies Based on Company Diversification

( Offset Opportunities ( Profitability Focus ( Empire Builder

Identify Basic Marketing Strategy

( Non-Segmented ( Multi-Segmented ( Single-Segmented

Airplane flyers (exhaust messages, flying banners) Audio

Marketing Tool Budget ($) Frequency Timing Message

Segmentation for Consumer Products or Services Basis

Customer Segment Characteristics – You will need to describe each

Sources of Information (Intelligence) - here is a starter list of

Franchisers - If there are any franchise operations in your

Trade Show Exhibition Management Companies - this is great source

Also ask for the following types of information: do they have

Industry Associations - Contact the relevant industry

Industry Journals and Publications - Industry journals or

Annual Average Customer Sales – Determine average customer sales

An analysis of strategic implications will be very helpful when

Lowest cost - This strategy involves positioning your products or

Uniquely Distinguished – Many authors refer to this strategy as

Individualized Focus – This type of strategy relies on

Strategy Based on Business Orientation - Which strategy based on

Strategies Based on Positioning

The Industry Leader – A firm with the distinction of being

The Contender – This is a firm that is not an industry leader,

The Small Player – This is a firm that is not the industry

Strategies Based on Positioning – Which strategies based on

( Attack Rivals ( Build Barriers ( Bundling ( Constant

New and Growing Industries – This type of industry is new,

“Mom and Pop” Industries – This type of industry is characterized

Maturing Industries – This type of industry is characterized by

Strategies Based on Industry – Which strategies based on

( Build Barriers ( Cost Control ( Current Customers ( Empire

Strategies Based on Company Diversification

Individual Business – This type of business has no

Business with Unrelated Diversification – This type of business

Strategies Based on Company Diversification – Which strategies

( Offset Opportunities ( Profitability Focus ( Empire Builder

Identify Basic Marketing Strategy

Non-segmented Marketing This strategy sees the entire market as

Marketing Tool Budget ($) Frequency Timing Message

© 1998 Ralph Jagodka PAGE 16

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