Non-Pr

ofitRec
ordi
ngCo-
op
Marketi
ngPlan
GamehengeT
aper
sCo-
op

Thisisacompleteexampl
eofamar ket
ingpl
an.Youarewelcometouset
his
contentasaguidewhenplanni
ngyourownmar ket
ingact
ivi
ti
es.

Tocreat
eamar ket
ingpl
anofyourowntogr
owyourbusi
ness,pl
ease
consi
derourpopul
arMarket
ingPl
anProsof
twar
e.Lear
nmor eat
www.pal
oalt
o.com.

Cr
eat
eamar
ket
ingpl
ant
hatget
sres
ult
s
Bes
tsel
li
ngs
oft
war
e.Now power
edbyDuc
tTapeMar
ket
ing.

“Si
mpli
fi
estheprocessofbui
ldingsuppor
ting •F
ocusonac
tionandr
esul
ts!
document
ati
onforyourmarketi
ngagenda.”
•Pac
kedwi
thadvi
ceandexampl
es
•Eas
yfor
ecas
ts&budget
s
“Cr
eateanact
ionplanforyour •Pr
esentyourpl
anwi
ths
tyl
e
market
ingt
ogrow yourbusiness.
”
•I
nst
antdownl
oad!
Versi
on11.
0
$179.
95
Lear
nmor www.
eat pal
oal
to.
com

Aboutthismar ket
ingplan
Names,locat
ions,andnumbersi
ntheorigi
nalpl
anmayhavebeenchanged,andsubst
ant
ialpor
ti
onsoft
heor
igi
nalpl
ant
extmay
havebeenomi t
tedtopreser
veconf
ident
i
ali
tyandpr
opr
iet
aryi
nfor
mati
on.

Guidelinesonusingthisplan
Youar ewelcometousethisplanasast ar
tingpointt
ocreateyourown,butyoudonothavepermissiont
oreproduce,publ
i
sh,
dist
ri
buteorevencopythispl
anasi texi
stshere.Requestsforrepr
int
s,academicuse,andot
herdissemi
nati
onofthissampleplan
shouldbeemai l
edtot
hemar keti
ngdepar t
mentofPal oAlt
oSoftwareatmar ket
i
ng@paloal
to.
com.Forproducti
nfor
mationvi
sitour
websiteatwww.pal
oalt
o.com orcal
l1-800-229-7526.

Copyr
ight©Pal
oAl
toSof
twar
e,I
nc.(
www.
pal
oal
to.
com)
.Al
lri
ght
sreser
ved.
 Confidentiality Agreement

The undersigned reader acknowledges that the information provided by

_________________________ in this marketing plan is confidential; therefore, reader agrees not
to disclose it without the express written permission of _________________________.

It is acknowledged by reader that information to be furnished in this marketing plan is in all

respects confidential in nature, other than information which is in the public domain through other
means and that any disclosure or use of same by reader, may cause serious harm or damage to
________________________.

Upon request, this document is to be immediately returned to _________________________.

___________________
Signature

___________________
Name (typed or printed)

___________________
Date

This is a marketing plan. It does not imply an offering of securities.

 Table Of Contents

1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

1.1 Company Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

2.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . .2
2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . .3
2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . .3
2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . .5
2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.3 Alternative Providers . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.4 Services Offered . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
3.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . .6
3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . .6
3.4 Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
3.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
3.6 Strategy Pyramid . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
3.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
3.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . .8

4.0 Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.2 Funding Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
5.1 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
5.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . 13
5.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 13
 Gamehenge Tapers Co-op

1.0 Executive Summary

Gamehenge Tapers Co-op is a not-for-profit organization that was created to serve the Boulder,
Colorado tapers community. The tapers community is a hobby based community that trades live
recordings for personal use, never for commercial gain. The Co-op will provide this community with
the equipment needed to further the taping of shows that in effect supports the trading community
as well. The Co-op sells the recording equipment at wholesale prices plus a low overhead
percentage. Offering members heavily discounted rates encourages them to become more active
tapers. Because the organization is a not-for-profit co-op, members are willing to volunteer their
time to help the organization allowing it to become successful. The organization exists to support
the trading community.

The basic market need is a source of equipment and intellectual capital that supports the taping
community. Because of the very nature of the movement being underground (not for legal
reasons, but due to general commercial shunning of taping), a local support organization is in high
demand. The recent popularity of the CD recorders (creating perfect copies of the original) has also
been a factor in tapings recent increase in popularity.

Membership dues and a small charge for overhead will allow the organization to cover costs
associated with doing business and allow it to slowly grow over time. Gamehenge Tapers Co-op will
be increasing their membership roster by at least 20% per year.

1.1 Company Summary

Gamehenge Tapers Co-op is a co-operative organization designed to serve the Portland tapers
community. The tapers community is a hobby based group that records and trades live concerts.
All of the bands that allow live recordings are "live" or "jam" bands who incorporate improvisation
into their live performances so each performance is unique. The group members trade these live
performances for personal consumption, enjoying the unique attributes of each individual show.
Commercial use of these shows is strictly prohibited.

The organization sells a wide range of equipment for tapers. The equipment is purchased through
normal wholesale distribution channels and sold directly to organizational members. Membership is
required for entry to the co-op. A $40 entry fee and proof of traders status (a copy of your show
list is usually sufficient) is all that is needed to become a member. Products must be purchased
through the website and can be picked up from the office at certain times throughout the week.
Questions regarding products can be answered via email or phone (typically voicemail with a return
phone call).

2.0 Situation Analysis

Gamehenge Tapers Co-op is entering their first year of operation and recognizes the need of a
comprehensive marketing plan to ensure future sustainability. The Co-op provides an extensive
offering of recording equipment as well as CD-RWs and media. This serves the market need of
providing equipment and information for tapers.

Page 1
 Gamehenge Tapers Co-op

2.1 Market Summary

Gamehenge Tapers Co-op possess good information about the market and knows a great deal
about the common attributes of the most prized customers. The Co-op will leverage this
information to better understand who is served, their specific needs, and how The Co-op can better
communicate with them.

Table 2.1: Target Market Forecast

Target Market Forecast

Potential Customers Growth 2002 2003 2004 2005 2006 CAGR
Tapers 10% 200 220 242 266 293 10.02%
Other 0% 0 0 0 0 0 0.00%
Total 10.02% 200 220 242 266 293 10.02%

2.1.1 Market Demographics

The profile for Gamehenge Tapers Co-op's customer consists of the following geographic,
demographic, and behavior factors:

Geographics

• The immediate geographic target is the city of Boulder with a population of 267,000.
• A 35 mile area is in need of the services.
• The total targeted population is 638.

Demographics

• Primarily male.
• Ages 18-40.
• Have attended at least some college, some have graduate degrees.
• Have an annual income range of $25,000-$85,000.

Behavior Factors

• Maintain an extensive collection of music.

• Spend on average $100 a month on taping equipment/media or commercial music.
• Are often very picky regarding their music collection including: labeling, file formats, media
brands, audio source (soundboard vs. microphones).

2.1.2 Market Needs

Gamehenge Tapers Co-op is providing its members with a good selection of recording equipment
for taping purchases. Gamehenge Tapers Co-op seeks to fulfill the following benefits that are
important to its members.

• Selection: A wide selection of equipment and media used in live audio taping is offered.
• Accessibility: All equipment is distributed through a conveniently located Boulder office
space.
• Source of Intellectual Capital: Only some of the different nuances of taping are available
on the Internet, therefore there is a real demand for tips on taping. By having professional
tapers manning the Co-op, the Co-op becomes a clearinghouse for taping information.
• Competitive Pricing: By operating the Co-op as a not-for-profit, the organization is able

Page 2
 Gamehenge Tapers Co-op

to extend excellent pricing to its members.

2.1.3 Market Trends

Taping is a trend with increasing number of bands enthusiastically supporting taping. By having a
larger source of material that can be taped and traded, there has been a proliferation of the taping
community. For years up until the early 90's, there were very few bands that encouraged taping.
The one glaring exception is the Grateful Dead, which for decades recognized the value of allowing
taping and trading of their shows. The spirit of the Dead has lived on in over 100 different bands
today that encourage taping and trading. With a significant increase in the number of bands that
allow taping, which in effect has increased the community of tapers, the taping community is
maturing into a recognized market segment.

Market Forecast

300

250

200

150
Tapers
Other
100

50

0
2002 2003 2004 2005 2006

2.1.4 Market Growth

The taping community/market has really grown in the last decade. In 1999, tapers consumed $346
million in equipment and media. As the number of bands that encourage taping continues to grow,
it is forecasted that this specialty market will grow at 9% a year for the next three years. The
increased allowance of taping by bands is one variable that has contributed to market growth.
Another factor is the state of current technology. Computer-based CD recorders have promoted
market growth by creating a new format for recording shows that is convenient and a perfect copy.

Page 3
 Gamehenge Tapers Co-op

Target Market Growth

10.00%

8.00%

6.00%

4.00%

2.00%

0.00%
Tapers Other

2.2 SWOT Analysis

The following SWOT analysis captures the key strengths and weaknesses within the company and
describes the opportunities and threats facing Gamehenge Tapers Co-op.

2.2.1 Strengths

• Solid relationships with distributors who are very supportive of the idea of a co-op and
willing to support Gamehenge.
• A solid base of dedicated staff who are passionate about making Gamehenge succeed.
• Below-market prices for hobby tapers.

2.2.2 Weaknesses

• A lack of awareness of Gamehenge by many local tapers.

• By virtue of the fact that Gamehenge will never have a large revenue stream, the
marketing budget will always be small.
• A limited base of users because taping may never be a mainstream hobby.

Page 4
 Gamehenge Tapers Co-op

2.2.3 Opportunities

• Boulder, Colorado is a hot bed for good music, with a lot of music artists passing through
and many music aficionados living in Boulder.
• Low overhead allows the savings to be passed onto the members.
• 501(c)(3) status eliminates taxes for the organization.

2.2.4 Threats

• Mail order firms that buy in bulk quantities so the prices they extend to consumers are
comparable, or better than Gamehenge's pricing.
• Federal regulation that significantly changes not-for-profit status requirements.

2.3 Alternative Providers

Regular retail outlets are Gamehenge's competition. These take the form of mail order places,
retail outlets, and e-commerce sites. These for profit competitors might offer a better selection,
but, they will rarely compete on price.

2.4 Services Offered

Gamehenge Tapers Co-op offers the tapers community the following products:

• CD-RW (Compact Disc ReWritable) drives for computers, external units with USB, SCSI or
Firewire connections.
• High quality stereo microphones for audience taping.
• DAT (digital audio tape) portable recorders.
• CD-R (Compact Disc Recordable) media.

2.5 Keys to Success

The keys to success are:

• Provide a needed service/products.

• Serve the organizational members.
• Support the hobby of taping.
• Build a strong membership base.

Page 5
 Gamehenge Tapers Co-op

2.6 Critical Issues

Gamehenge Tapers Co-op is just beginning their first year of operation. Its critical issues are to
continue to take a modest fiscal approach, and build membership, this is the only way the
organization will succeed.

3.0 Marketing Strategy

Gamehenge Tapers Co-op's marketing budget is quite limited, particularly at start up because the
budget is dependant on the number of members that are signed up. The marketing strategy will
employ two activities. The first is a networking campaign, the second will be the use of a website.
The networking activities will be accomplished by both the officers of the organization as well as a
grassroots networking scheme to try to involve all of the members. These efforts will be further
defined in subsequent sections.

3.1 Mission

Gamehenge Tapers Co-op' s mission is to serve the Boulder tapers community. We exist to attract
and maintain members. When we adhere to this maxim, everything else will fall into place. Our
services will exceed the expectations of our customers.

3.2 Marketing Objectives

• Increase the membership base 5% each quarter.

• Decrease customer acquisition costs by leveraging individual membership networking.
• Increase visibility of the organization at various concerts.

3.3 Financial Objectives

• Profitability.
• A decrease of overhead costs by 5% every two quarters.
• A significant increase in sales to warrant hiring a part-/full-time employee.

3.4 Target Markets

Gamehenge Tapers Co-op will be addressing the tapers community in the Boulder area. The taping
community is made up of individuals that legally tape live concerts. There are a handful of bands
that allow taping of their live performances. Generally, record labels discourage or ban taping of
live performances because they believe that it infringes on profits from record sales. Gamehenge
has found that taping tends to promote the band as there is an entire community that trades these
shows, attends the concerts, and buys the records after they hear live performances of the band.

From a legal standpoint, the live performances are copyrighted, and it is only a few select bands
that allow tapings. These bands tend to be very good live performers, with a loyal following of
people that tour with them and consequently these bands tend to play entirely different set lists
each night recognizing that there are people seeing several shows in a row.

Page 6
 Gamehenge Tapers Co-op

The bands that allow recording of live concerts are the remnants of the Grateful Dead (Phil Lesh &
Friends, The Other Ones) remnants of Phish (Trey Anastatio and the Giant Country Horns), String
Cheese Incident, moe., Blues Traveler, Dave Matthews Band, Medeski Martin & Wood, Tony
Furtado, Bela Fleck and the Flecktones, Widespread Panic, Galactic, Government Mule, Greyboy
Allstars, Karl Denson and the Tiny Universe, and many more.

These bands have a loyal following; a very close knit community. This element lends itself to word
of mouth promotion.

3.5 Positioning

Gamehenge Tapers Co-op will position itself as a co-op whose mission is to support the local
tapers/traders community in Boulder with cost plus equipment, media and information.
Gamehenge will leverage its competitive edge to achieve this positioning.

Gamehenge Tapers Co-op's competitive edge is its co-operative business structure. The
organization is set up to solely benefit the members. The members benefit by being able to
purchase equipment at drastically reduced prices compared to retail.

3.6 Strategy Pyramid

The single objective is to position Gamehenge as an invaluable resource organization for the local
taper/trader community. The marketing strategy will seek to first create customer awareness
regarding the services/products offered and then develop the member base.

The message that Gamehenge will seek to communicate is that Gamehenge provides invaluable
support for members of the organization in regards to information and equipment for taping live
concerts. The message will be communicated in various ways. The first is through a networking
campaign accomplished by the different officers of the organization. Since the officers are all avid
tapers, they will network with the close knit taping community at all of the events. A second type
of networking that will be employed is a networking campaign on behalf of the individual members.
A comprehensive pamphlet will be handed out and explained to new members. The pamphlet will
detail how each member can make a contribution to the organization by bringing new members in.
This effort will be explained as not only helping the organization as a whole but also helping each
individual member with the lure of lower prices as the organization grows. The pamphlet will detail
simple steps that members can do when they run into tapers that are not a part of the
organization.

The last way that the message will be communicated is through the website. The website will be a
comprehensive source of information about Gamehenge, its members, and the services/products
that Gamehenge offers.

Page 7
 Gamehenge Tapers Co-op

3.7 Marketing Mix

Gamehenge Tapers Co-op's marketing mix consists of the following approaches to pricing,
distribution, advertising and promotion, and customer service.

• Pricing: The pricing scheme will be product cost plus variable overhead costs associated
with each sale.
• Distribution: All products are available from Gamehenge's store.
• Advertising and Promotion: The most effective activities will be networking and a
website.
• Customer Service: Customer service will be of a high level. This takes into account the
fact that all of the customers are owners of the co-op, so there is a natural incentive to
treat them properly.

3.8 Marketing Research

To aid in market research, Al conducted several focus groups. The goal of the focus groups was to
determine if Gamehenge did indeed provide a market need for Boulder tapers and traders. Al held
two focus groups with seven people each. The people were taping acquaintances that he had met
over the years. The focus groups explored numerous ideas regarding the Gamehenge business
model, including how much people would be willing to spend to become members, what products
should be offered, what their consumption schedules are, and other details. The results of the
focus groups were quite illuminating and offered a lot of information that shaped both the business
as well as the marketing plan.

4.0 Financials

This section will offer a financial overview of Gamehenge Tapers Co-op as it relates to the
marketing activities. Gamehenge will address break-even analysis, sales forecasts, and expenses
forecasts.

4.1 Break-even Analysis

The break-even analysis indicates that $347 is needed in monthly sales to break even.

Page 8
 Gamehenge Tapers Co-op

Break-even Analysis

$2,500

$2,000

$1,500

$1,000

$500

$0

($500)
$0 $500 $1,000 $1,500 $2,000 $2,500

Monthly break-even point

Break-even point = where line intersects with 0

Table 4.1: Break-even Analysis

Break-even Analysis:
Monthly Units Break-even 1
Monthly Sales Break-even $347

Assumptions:
Average Per-Unit Revenue $250.00
Average Per-Unit Variable Cost $20.00
Estimated Monthly Fixed Cost $319

4.2 Funding Forecast

The first month will be used to set up the office and website. The office will be in a small space with
low rental costs. The website will be designed to provide general information to the public and
detailed product information regarding the products offered. Members will only be able to purchase
products via the website and picked up from the office at certain times.

Month two will see an increase in sales and membership. The following months will see both
membership as well as sales activity.

Page 9
 Gamehenge Tapers Co-op

Monthly Funding Forecast

$5,000

$4,500

$4,000

$3,500

$3,000

$2,500 Equipment sales

$2,000 Membership income

$1,500

$1,000

$500

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.2: Funding Forecast

Funding Forecast
Funding 2002 2003 2004
Equipment sales $37,294 $41,545 $42,154
Membership income $3,760 $2,500 $2,800
Total Funding $41,054 $44,045 $44,954

Direct Cost of Funding 2002 2003 2004

Equipment sales $33,565 $37,391 $37,939
Membership income $0 $0 $0
Subtotal Cost of Funding $33,565 $37,391 $37,939

4.3 Expense Forecast

The marketing expenses will be budgeted so that they are fairly consistent through the year. The
website will have a steady fee per month for the hosting fees. The networking expenses will be
ramped up in the beginning to raise visibility as a start up, but will be fairly even the rest of the
year.

Page 10
 Gamehenge Tapers Co-op

Monthly Expense Budget

$180

$160

$140

$120

$100
Networking
$80
Website
$60

$40

$20

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2002 2003 2004

Networking $1,350 $1,200 $1,200
Website $600 $600 $600
------------ ------------ ------------
Total Funding and Marketing Expenses $1,950 $1,800 $1,800
Percent of Funding 4.75% 4.09% 4.00%
Contribution Margin $5,539 $4,855 $5,215
Contribution Margin / Funding 13.49% 11.02% 11.60%

Page 11
 Gamehenge Tapers Co-op

5.0 Controls

The purpose of Gamehenge's marketing plan is to serve as a guide for the organization. The
following areas will be monitored to gauge performance:

• Sales: monthly and annual.

• Expenses: monthly and annual.
• Increases in membership.

5.1 Implementation

The following milestones identify the key marketing programs. It is important to accomplish each
one on time, and on budget.

Milestones

Marketing plan completion

Website development

Networking campaign

Jan Feb Mar

Table 5.1: Milestones

Milestones Plan
Milestone Start Date End Date Budget Manager Department
Marketing plan completion 1/1/02 2/1/02 $0 Al
Website development 1/1/02 2/1/02 $0 IT
Networking campaign 1/1/02 ongoing $1,350 everyone
Totals $1,350

Page 12
 Gamehenge Tapers Co-op

5.2 Marketing Organization

Al Truistic is primarily responsible for the marketing activities. Al will receive help for the creation
and maintenance of the website.

5.3 Contingency Planning

Difficulties and Risks

• Problems generating visibility on a limited marketing budget.

• Inability to have competitive prices if a bulk buyer is able to get better deals from
wholesalers than Gamehenge can.

Worst Case Risks May Include

• Determining that the business cannot survive solely on membership fees.

• Having to liquidate inventory to cover liabilities.

Page 13
 Appendix: Gamehenge Tapers Co-op
Table 4.2 Funding Forecast

Funding Forecast Plan

Funding Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Equipment sales $0 $1,545 $2,587 $3,654 $3,878 $4,578 $3,254 $4,578 $2,587 $3,124 $3,385 $4,124
Membership income $160 $360 $400 $480 $400 $200 $360 $200 $360 $280 $200 $360
Total Funding $160 $1,905 $2,987 $4,134 $4,278 $4,778 $3,614 $4,778 $2,947 $3,404 $3,585 $4,484

Direct Cost of Funding Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Equipment sales $0 $1,391 $2,328 $3,289 $3,490 $4,120 $2,929 $4,120 $2,328 $2,812 $3,047 $3,712
Membership income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cost of Funding $0 $1,391 $2,328 $3,289 $3,490 $4,120 $2,929 $4,120 $2,328 $2,812 $3,047 $3,712

Page 1
 Appendix: Gamehenge Tapers Co-op
Table 4.3 Marketing Expense Budget

Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Networking $125 $125 $125 $100 $100 $125 $125 $125 $100 $100 $100 $100
Website $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Funding and Marketing Expenses $175 $175 $175 $150 $150 $175 $175 $175 $150 $150 $150 $150
Percent of Funding 109.38% 9.19% 5.86% 3.63% 3.51% 3.66% 4.84% 3.66% 5.09% 4.41% 4.18% 3.35%
Contribution Margin ($15) $340 $484 $695 $638 $483 $510 $483 $469 $442 $389 $622
Contribution Margin / Funding -9.38% 17.82% 16.19% 16.82% 14.91% 10.10% 14.12% 10.10% 15.90% 13.00% 10.84% 13.88%

Page 2