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Running head: MARKETING PLAN AND SALES STRATEGY
Tropi-Boost Juices Marketing Plan and Sales Strategy
Student’s Name
Institutional Affiliation
1
MARKETING PLAN AND SALES STRATEGY
2
Tropi-Boost Juices Marketing Plan and Sales Strategy
Company’s Target Market
Tropi-Boost Juices is a NAB company operating out of Tampa in the state of Florida.
Tropi-Boost Juices offers high-end quality products that distinguish itself for the freshness,
tropical taste, nutritional value, and energy booster properties that each juice bottle provides.
Tampa city is a rich market for the business, with a total population of 365603. This is because
of its diverse culture. Many different cultures live in the city; including the Hispanics, Whites,
African American, Asians and many others. (Hispanics 82,253, Whites 229,364, Asians 13,341,
African American 95,365) these are cultures that appreciate quality and healthy drinks and foods.
The fact that the company will be able to produce drinks that are free of preservatives and sugars
will make it appreciated by many since these inclusions are of ill health to the consumers (Grant,
2016). The town is full of educated individuals who understand the meaning of a healthy living
and would much appreciate drinks of this kind.
The youth age is also a major target for the market since they know the meaning of better
and healthier drinks and food choices. They make up a better portion of the total population of
the town about 78.2 % of the total population. This is the age bracket of (10-54) years. They are
the future leaders of the town’s economy and are therefore able to influence the food choice of
the general population. Since the drinks have also energizing content, it can be used for fitness
purposes. Therefore individuals who go for fitness exercise will be a major target market. These
will include almost all age group of the town’s population ranging from the old to the youths.
Fitness companies will, therefore, be able to buy the drinks in bulk to make access easier for
their customers in the places they will be working out. The drinks will also be able to provide
MARKETING PLAN AND SALES STRATEGY
3
healthy experience to people that have not been able to drink natural energy booster drinks at any
time they desire (Baker, 2014).
Company’s Market Competition
The company has several competitors in the market. This is one of the biggest risks it will
encounter since drinks have been produced by major companies and many other companies will
be emerging from time to time due to the high demand in the market. The competitors of the
company can be divided into major two groups. These are already established competitors and
new entry competitors. The already established competitors include Coke and Pepsi which have
been in the limelight in producing nonalcoholic drinks globally with a share market of 35% and
26% respectively in the town. Another established competitor is also the Red Bull which is wellknown for its production of energy drinks. These companies have grown their roots to capture
their customers globally. To rise to their level, the business will have to major on its production
of good quality drinks and also use well-established marketing techniques which can aid in
popularizing the products with the intended customers. Emerging competitors will as well be
handled by sticking to the plan of quality produce. To attract more customers, we will also
reduce our price. People tend to opt for a cheaper product, and this will be an added advantage to
us. The relative price for drinks ranges from $4.95 to $7.00 (Berger, 2014) while our price will
be ranging from $2.79 to 2.99 for 8oz bottle depending on the sale location.
Company’s Message
The company business name is Tropi-Boost Juices. This is due to its production of its
high quality energizing tropical drinks. The business has its slogan which is ‘We are committed
to offering a fresh and revitalizing product that replenishes your body from inside out.’ In its
marketing tactics, the business uses a key word to mobilize its customers. The key word in
MARKETING PLAN AND SALES STRATEGY
4
marketing material is: ‘healthier and enhanced drink option.’ The drinks will be packaged in
plastic bottles for easier use and avoid the risk of breakage as in the case of glass bottles. The
business will have a website where it will be able to communicate with its customers and dealers
the will be www.tropi-boostjuices.co.org (Berger, 2014). The logo of the business will be simple
to portray the information about the high-quality drinks it produces. It will have a design of a
beach with tropical coconut trees to show its originality.
Marketing Vehicles
To popularize the business to its intended customers, the business will use various
marketing vehicles to catch them. These will include both online techniques such as social media
as well as getting into physical contact with the customers through the following methods;
sponsoring events, exhibiting at trade shows attended by retailers, and so on. Since the world is
also advancing technologically, the business will major mostly on the social media part (Boso,
Cadogan & Story, 2015). Most of the people have access to social media be it Facebook or
Twitter, Instagram or even Youtube. We will have accounts on these sites where we will be
marketing our products. We will also create pages where customers will like them to get our
daily feeds. Ads will also be used to these sites so that when one enters these sites, they find our
ads will advertise about our products. Therefore, skilled personnel will be employed to manage
these online accounts.
MARKETING PLAN AND SALES STRATEGY
5
References
Boso, N., Cadogan, J. W., & Story, V. M. (2015). Do Coordination Flexibility and Market
Orientation Leverage Entrepreneurial Strategy to Predict Export Sales Performance?.
In The Sustainable Global Marketplace (pp. 125-125). Springer International Publishing.
Berger, R. (2014). Sales excellence opens up new revenue and profit potential and wards off
commoditization| Operations Strategy| Functional know-how| Expertise| Roland Berger.
Baker, M. J. (2014). Marketing strategy and management. Palgrave Macmillan.
Baker, M. J. (2014). Marketing strategy and management. Palgrave Macmillan.
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley &
Sons.
Welcome to Business Plan Financials!
Thank you for purchasing Business Plan Financials from PlanningShop. These worksheets will help you develop clear, compelling financial projections for your
business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, Successful Business Plan: Secrets & Strategies , by
Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com.
First, a few tips to get you started:
SAVING A BLANK WORKBOOK, TO ALLOW FOR RECOVERY FROM MISTAKES
You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank "ORIG_PlanningShop_BizPlanFin(2.7)" file in
your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy.
NAVIGATING THE WORKSHEETS
You installed the Windows version of Business Plan Financials. The Excel Ribbon now contains a "PlanningShop" tab, that contains controls to let you navigate
between worksheets. The PlanningShop Ribbon looks slightly different in Excel 2007 and Excel 2010, but the functionality is the same.
Excel 2007 for Windows
Excel 2010 & 2013 for Windows
Excel 2008 for Mac
In Excel 2011 for Mac, there is no PlanningShop tab on the Excel Ribbon (Microsoft does not allow it).
Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window.
HOW TO FILL IN THE WORKSHEETS
Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically
calculated for you.
While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will
popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.
FOR MORE HELP
For more in-depth help and assistance, click on the "Business Plan Financials Help" menu in the toolbar. The help files contain extensive information about each
worksheet, along with a "Frequently Asked Questions" (FAQ).
To get started, click on the right-pointing arrow in the PlanningShop toolbar to reach the "Setup and Assumptions" worksheet, where you'll enter some basic
information about your business.
Version 2.8
Copyright © 2003-2014 PlanningShop
About Our Support of Mac vs. Windows
PlanningShop supports Business Plan Financials on the following platforms:
Windows
1. Microsoft Windows 7 with Microsoft Excel 2010
2. Microsoft Windows 7 with Microsoft Excel 2007
3. Microsoft Windows Vista with Microsoft Excel 2007
4. Microsoft Windows 8 with Microsoft Excel 2013
Mac
5. Mac OS X Lion (10.7) with Microsoft Excel 2011
If you use Windows (#1 - #4 above), then you need to install PlanningShop_BizPlanFin(2.8).exe.
If you use Mac (#5 above), you need to install PlanningShop_BizPlanFinMac(2.8).zip
Differences between Mac and Windows
Moving your Business Plan Financials workbook between Mac and Windows
About Our Support of Mac vs. Windows
PlanningShop supports Business Plan Financials on the following platforms:
Windows
1. Microsoft Windows 7 with Microsoft Excel 2010
2. Microsoft Windows 7 with Microsoft Excel 2007
3. Microsoft Windows Vista with Microsoft Excel 2007
4. Microsoft Windows 8 with Microsoft Excel 2013
Mac
5. Mac OS X Lion (10.7) with Microsoft Excel 2011
If you use Windows (#1 - #4 above), then you need to install PlanningShop_BizPlanFin(2.8).exe.
If you use Mac (#5 above), you need to install PlanningShop_BizPlanFinMac(2.8).zip
Differences between Mac and Windows
Both the Mac and Windows versions of PlanningShop's Business Plan Financials product will produce high quality,
detailed financial information for your business plan. However, there are some slight differences between the
functionality in Mac and Windows. These differences don't affect the data in your business plan, but they do affect
the user-friendliness of the Business Plan Financials workbook.
We did our very best to make the Windows and Mac versions as similar as possible. However, Microsoft does not
support customization of the Excel toolbar on Mac. Therefore, while we made every effort to preserve as much
functionality as possible on the Mac, there were a few things we were not able to do:
1) There is no PlanningShop Toolbar in the Business Plan Financials for Mac. Instead, you will need to navigate
between worksheets and charts using the Excel worksheet tabs (along the bottom edge of the workbook).
2) Business Plan Financials Help is not available directly from Excel. Instead, you should open the
BizPlanFin_Help(2.8).PDF file that was copied to your Mac alongside the PlanningShop_BizPlanFinMac(2.8).XLS
or PlanningShop_BizPlanFinMac(2.8).XLSM file.
We are as disappointed as you are that we can't provide the same level of functionality in Mac as we do for
Windows. We very much hope that Microsoft will remedy the situation in the next release of Excel for Mac, and that
we'll then be able to offer identical functionality.
Moving your Business Plan Financials workbook between Mac and Windows
We advise you to completely edit your Business Plan Financials workbook on either Mac or Windows, and to not
switch between the two platforms. However, if you must:
1. If you use Business Plan Financials for Mac on Excel 2008, and later open the workbook on Windows, the
PlanningShop Ribbon Tab and the Help for Business Plan Financials will no longer be available.
.
Setup Assumptions
Setup and Assumptions
COMPANY INFORMATION
What is your company's name?
Your Company Name
What month will you officially start your company?
January
What year will you officially start your company?
2013
SALES ASSUMPTIONS
The Worksheets can accommodate sales projections for up to 10 major
product/service lines. How many major product/service lines do you plan
to have for your business?
Most businesses sell at least some of their products/services on credit
(e.g., "net 30" as opposed to cash). What percentage of your sales will
be made on credit?
For sales you make on credit, what terms will you extend? In other
words, how many days will pass from the date of sale to when you
expect to be paid?
T
e
n
Ten
25%
30
PERSONNEL ASSUMPTIONS
Approximately how much do you expect to spend per year on benefits
for each SALARIED/FULL TIME employee (medical insurance, etc.)?
$5,000
Approximately how much do you expect to spend per year on benefits
for each HOURLY/PART-TIME employee (medical insurance, etc.)?
$36
With health insurance and other benefits costing more each year, your
plan should account for annual increases. How much do you estimate
your benefit costs will increase each year?
5.00%
If you plan to increase wages (both salaried & hourly) on an annual
basis, how much to you plan to increase them by?
3.50%
Approximately what percentage of each employee's salary or wages do
you plan to set aside for payroll taxes?
FINANCIAL ASSUMPTIONS
What will be the opening balance in your bank account on the first day of
business? This will be the opening balance in your Cash Flow
Statements.
At approximately what rate do you expect to be taxed on your net
income?
If you will use an interest-bearing account for your banking, at what rate
will you accrue interest?
Page 9 of 69
15.00%
$5,000
25.00%
1.00%
Setup Assumptions
Page 10 of 69
Sales Projections
Sales Projections
2013
Assumptions
Product Line 1
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 2
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 3
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 4
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 5
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2014
January
February
March
April
May
June
July
August
September
October
November
December
0
$0
$0
$0
$0.00
$0
$0.00
$0
0
$100
$0
$0
$0
$0
$0
$0
300
$100
$30,000
$2,250
$900.00
$26,850
$15,000
$11,850
306
5000
5100
5202
5306
5412
5520
5631
5743
$100
$100
$100
$100
$100
$100
$100
$100
$100
$30,600
$500,000
$510,000
$520,200
$530,604
$541,216
$552,040
$563,081
$574,343
$2,295
$37,500
$38,250
$39,015
$39,795
$40,591
$41,403
$42,231
$43,076
$918.00 $15,000.00 $15,300.00 $15,606.00 $15,918.12 $16,236.48 $16,561.21 $16,892.44 $17,230.29
$27,387
$447,500
$456,450
$465,579
$474,891
$484,388
$494,076
$503,958
$514,037
$15,300
$250,000
$255,000
$260,100
$265,302
$270,608
$276,020
$281,541
$287,171
$12,087
$197,500
$201,450
$205,479
$209,589
$213,780
$218,056
$222,417
$226,865
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
Product Line 6
Page 11 of 69
TOTAL
January
43521
$4,352,085
$326,406
$130,563
$3,895,116
$2,176,042
$1,719,073
0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
5858
$103
$600,475
$45,036
$18,014.26
$537,426
$300,238
$237,188
0.0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
Sales Projections
Sales Projections
2013
Assumptions
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 7
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 8
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 9
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Product Line 10
Unit Volume
Unit Price
Gross Sales
(Commissions)
(Returns and Allowances)
Net Sales
(Cost of Goods Sold)
GROSS PROFIT
Totals for All Product Lines
Total Unit Volume
Total Gross Sales
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2.00%
2.50%
50.00% 15.00%
3.00%
50.00%
2014
January
February
March
April
May
June
July
August
September
October
November
December
TOTAL
January
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
$0
$0
$0
$0
0
$0
$0
$0
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