DataYTD (Jan-June 2016 vs. Jan-June 2015)QTD (Apr, May, Jun 2016 vs Apr, May, Jun 2015)MTD (June 2016 vs. June 2015)YTD Days129125Global BreakoutRevenue2016 Revenue/DayPY RevenuePY2015 Revenue/Day% TotalPMSalesAmt (+/-)V$V%Sales - Avg/DayAmt(+/-) Days2016 GP $2016 GP/Day2015 GP$2015 GP/DayGP- Avg/DayGlobal BreakoutRevenue% TotalPMSalesAmt (+/-)GPGlobal BreakoutRevenue% TotalPMSalesAmt (+/-)GP$ 13,644,073$ 105,768$ 12,122,016$ 96,976100%59%12.6%1,526,7799.1%8,7927,994,12761,9707,154,57457,2378.3%$ 7,024,096100%58%8.3%538,3196.5%$ 2,257,102100%56%11.2%227,3346.1%0Domestic$ 12,085,137$ 93,683$ 10,647,682$ 85,18189%60%13.5%1,437,439$ 8,501.7810.0%10.0%8,5027,214,56455,9276,421,90451,3758.9%Domestic$ 6,145,97887%60%8.0%455,2586.6%Domestic$ 1,930,46686%58%4.2%77,8112.3%INTL$ 1,558,936$ 12,085$ 1,474,334$ 11,79511%50%5.7%84,068$ 290.102.5%2.5%290779,5636,043732,6705,8613.1%INTL$ 878,11913%48%11.1%87,7335.7%INTL$ 326,63614%42%83.4%148,53652.4%Customer RankRevenue2016 Revenue/DayPY RevenuePY2015 Revenue/Day% TotalPMSalesV$V%Sales - Avg/DayAmt(+/-) Days2016 GP $2016 GP/Day2015 GP$2015 GP/DayGP- Avg/DayCustomer RankRevenue% TotalPMSalesAmt (+/-)GPCustomer RankNet Sales% TotalPMSalesGPAcquire$ 1,312,868$ 10,177$ 803,316$ 6,42710%58%63.4%509,399$ 3,750.7458.4%58.4%3,751762,8755,914492,4263,93950.1%Acquire$ 654,1709%58%50.8%220,37042.7%Acquire$ 219,79110%56%54.3%77,34740.2%Expand$ 7,634,424$ 59,182$ 7,195,760$ 57,56656%58%6.1%438,925$ 1,615.502.8%2.8%1,6164,447,30034,4754,225,32933,8032.0%Expand$ 4,017,07057%58%3.0%117,0020.6%Expand$ 1,282,34057%55%8.1%96,0870.5%Retain$ 3,026,592$ 23,462$ 2,719,813$ 21,75922%58%11.3%307,282$ 1,703.457.8%7.8%1,7031,764,24213,6761,589,54612,7167.5%Retain$ 1,505,10321%59%10.4%141,78510.3%Retain$ 477,87921%57%18.0%72,89717.3%Serve$ 1,666,355$ 12,917$ 1,403,128$ 11,22512%61%18.8%263,699$ 1,692.4615.1%15.1%1,6921,017,2387,886847,2736,77816.3%Serve$ 843,96612%60%7.4%58,1508.0%Serve$ 273,53312%57%18.0%41,72517.3%Non-Coded$ 3,834$ 30$ (1)$ (0)0%$ 29.73-371611.6%302,4721900Non-Coded$ 3,7870%Non-Coded$ 3,5590%Customer ClassRevenue2016 Revenue/DayPY RevenuePY2015 Revenue/Day% TotalPMSalesV$V%Sales - Avg/DayAmt(+/-) Days2016 GP $2016 GP/Day2015 GP$2015 GP/DayGP- Avg/DayCustomer ClassRevenue% TotalPMSalesAmt (+/-)GPCustomer ClassNet Sales% TotalPMSalesGPCommercial$ 7,195,592$ 55,780$ 6,346,456$ 50,77253%61%13.4%850,273$ 5,008.139.9%9.9%5,0084,357,27633,7773,866,36930,9319.2%Commercial$ 3,719,52553%61%8.5%291,3916.8%Commercial$ 1,130,97350%60%1.0%11,198-1.0%INTL$ 1,535,905$ 11,906$ 1,462,492$ 11,70011%50%5.0%73,138$ 206.301.8%1.8%206767,4995,950727,2975,8182.3%INTL$ 868,63412%48%10.9%85,3755.2%INTL$ 323,99014%51%83.2%147,14050.8%Municipal$ 1,634,643$ 12,672$ 1,504,204$ 12,03412%62%8.7%130,832$ 638.025.3%5.3%6381,011,6097,842943,4147,5473.9%Municipal$ 814,62412%63%1.7%13,6171.7%Municipa.

1. DataYTD (Jan-June 2016 vs. Jan-June 2015)QTD (Apr, May,
Jun 2016 vs Apr, May, Jun 2015)MTD (June 2016 vs. June
2015)YTD Days129125Global BreakoutRevenue2016
Revenue/DayPY RevenuePY2015 Revenue/Day%
TotalPMSalesAmt (+/-)V$V%Sales - Avg/DayAmt(+/-)
Days2016 GP $2016 GP/Day2015 GP$2015 GP/DayGP-
Avg/DayGlobal BreakoutRevenue% TotalPMSalesAmt (+/-
)GPGlobal BreakoutRevenue% TotalPMSalesAmt (+/-)GP$
13,644,073$ 105,768$ 12,122,016$
96,976100%59%12.6%1,526,7799.1%8,7927,994,12761,9707,15
4,57457,2378.3%$ 7,024,096100%58%8.3%538,3196.5%$
2,257,102100%56%11.2%227,3346.1%0Domestic$
12,085,137$ 93,683$ 10,647,682$
85,18189%60%13.5%1,437,439$
8,501.7810.0%10.0%8,5027,214,56455,9276,421,90451,3758.9
%Domestic$ 6,145,97887%60%8.0%455,2586.6%Domestic$
1,930,46686%58%4.2%77,8112.3%INTL$ 1,558,936$
12,085$ 1,474,334$ 11,79511%50%5.7%84,068$
290.102.5%2.5%290779,5636,043732,6705,8613.1%INTL$
878,11913%48%11.1%87,7335.7%INTL$
326,63614%42%83.4%148,53652.4%Customer
RankRevenue2016 Revenue/DayPY RevenuePY2015
Revenue/Day% TotalPMSalesV$V%Sales - Avg/DayAmt(+/-)
Days2016 GP $2016 GP/Day2015 GP$2015 GP/DayGP-
Avg/DayCustomer RankRevenue% TotalPMSalesAmt (+/-
)GPCustomer RankNet Sales% TotalPMSalesGPAcquire$
1,312,868$ 10,177$ 803,316$ 6,42710%58%63.4%509,399$
3,750.7458.4%58.4%3,751762,8755,914492,4263,93950.1%Acq
uire$ 654,1709%58%50.8%220,37042.7%Acquire$
219,79110%56%54.3%77,34740.2%Expand$ 7,634,424$
59,182$ 7,195,760$ 57,56656%58%6.1%438,925$
1,615.502.8%2.8%1,6164,447,30034,4754,225,32933,8032.0%E
xpand$ 4,017,07057%58%3.0%117,0020.6%Expand$
1,282,34057%55%8.1%96,0870.5%Retain$ 3,026,592$

2. 23,462$ 2,719,813$ 21,75922%58%11.3%307,282$
1,703.457.8%7.8%1,7031,764,24213,6761,589,54612,7167.5%R
etain$ 1,505,10321%59%10.4%141,78510.3%Retain$
477,87921%57%18.0%72,89717.3%Serve$ 1,666,355$
12,917$ 1,403,128$ 11,22512%61%18.8%263,699$
1,692.4615.1%15.1%1,6921,017,2387,886847,2736,77816.3%Se
rve$ 843,96612%60%7.4%58,1508.0%Serve$
273,53312%57%18.0%41,72517.3%Non-Coded$ 3,834$ 30$
(1)$ (0)0%$ 29.73-371611.6%302,4721900Non-Coded$
3,7870%Non-Coded$ 3,5590%Customer ClassRevenue2016
Revenue/DayPY RevenuePY2015 Revenue/Day%
TotalPMSalesV$V%Sales - Avg/DayAmt(+/-) Days2016 GP
$2016 GP/Day2015 GP$2015 GP/DayGP- Avg/DayCustomer
ClassRevenue% TotalPMSalesAmt (+/-)GPCustomer ClassNet
Sales% TotalPMSalesGPCommercial$ 7,195,592$ 55,780$
6,346,456$ 50,77253%61%13.4%850,273$
5,008.139.9%9.9%5,0084,357,27633,7773,866,36930,9319.2%C
ommercial$ 3,719,52553%61%8.5%291,3916.8%Commercial$
1,130,97350%60%1.0%11,198-1.0%INTL$ 1,535,905$
11,906$ 1,462,492$ 11,70011%50%5.0%73,138$
206.301.8%1.8%206767,4995,950727,2975,8182.3%INTL$
868,63412%48%10.9%85,3755.2%INTL$
323,99014%51%83.2%147,14050.8%Municipal$ 1,634,643$
12,672$ 1,504,204$ 12,03412%62%8.7%130,832$
638.025.3%5.3%6381,011,6097,842943,4147,5473.9%Municipa
l$ 814,62412%63%1.7%13,6171.7%Municipal$
263,03012%60%12.3%28,8093.4%Reseller - Other$
1,386,876$ 10,751$ 1,223,131$
9,78510%62%13.4%163,881$
965.939.9%9.9%966856,2226,637783,9026,2715.8%Reseller$
721,25310%61%10.9%70,8906.8%Reseller - Other$
266,06612%57%26.4%55,57114.9%Industrial Labs$ 900,409$
6,980$ 796,598$ 6,3737%59%13.0%103,587$
607.139.5%9.5%607529,8084,107470,3113,7629.2%Industrial
Labs$ 464,8277%58%14.2%57,79812.8%Industrial Labs$
135,6946%59%-7.4%-10,8442.6%Government$ 425,018$

3. 3,295$ 333,627$ 2,6693%60%27.4%91,409$
625.7023.4%23.4%626255,6671,982201,2151,61023.1%Govern
ment$ 183,0303%58%14.2%22,75912.8%Government$
50,2612%61%30.9%11,86533.8%Resell - Industrial Hygiene$
336,569$ 2,609$ 302,318$ 2,4192%32%11.3%34,171$
190.527.9%7.9%191106,63882796,7047746.9%Resell -
Industrial Hygiene$ 140,8042%32%-8.4%-12,912-14.2%Resell
- Industrial Hygiene$ 43,6422%29%-39.7%-28,733-
50.1%Education$ 154,662$ 1,199$ 128,927$
1,0311%59%20.0%25,777$
167.5116.2%16.2%16890,89670583,8406715.1%Education$
84,9811%61%2.1%1,748-3.8%Education$
35,8462%60%25.6%7,30614.4%Other$ 74,399$ 577$
24,263$ 1941%$ 382.63197.1%197.1%38318,512144-18,478-
148Other$ 26,4180%Other$ 7,6000%Top
CustomersRevenue2016 Revenue/DayPY RevenuePY2015
Revenue/Day% TotalPMSalesV$V%Sales - Avg/DayAmt(+/-)
Days2016 GP $2016 GP/Day2015 GP$2015 GP/DayGP-
Avg/DayTop CustomersRevenue% TotalPMSalesAmt (+/-
)GPTop CustomersNet Sales% TotalPMSalesGPABC Corp$
601,368$ 4,662$ 526,035$ 4,2084%64%14.3%75,237$
453.4910.8%10.8%453383,3262,972334,3122,67411.1%ABC
Corp$ 332,3505%63%7.2%22,3224.2%ABC Corp$
87,9554%62%-2.6%-2,348-10.9%Fish Limited$ 480,717$
3,726$ 361,180$ 2,8894%66%33.1%119,547$
837.0529.0%29.0%837317,1562,459245,5011,96425.2%Fish
Limited$ 239,4603%67%18.1%36,70016.3%Fish Limited$
76,8133%66%6.4%4,6201.3%Delta Appliance$ 424,678$
3,292$ 434,749$ 3,4783%53%-2.3%-9,998$ (185.91)-5.3%-
5.3%-186223,8041,735213,0031,7041.8%Delta Appliance$
230,0323%53%-21.0%-61,14814.7%Delta Appliance$
75,0003%-1%5258.2%73,600-164.1%ALPS Company$
398,347$ 3,088$ 359,664$ 2,8773%61%10.8%38,828$
210.657.3%7.3%211242,6521,881209,2461,67412.4%ALPS
Company$ 226,7663%61%8.8%18,34112.3%ALPS Company$
60,1793%59%-10.7%-7,211-10.4%Here4U$ 269,038$ 2,086$

4. 195,970$ 1,5682%59%37.3%73,089$
517.8133.0%33.0%518159,3241,235112,16389737.6%Here4U$
119,4332%59%31.9%28,88528.0%Here4U$
56,4443%52%100.0%28,222XYZ Inc$ 208,819$ 1,619$
170,238$ 1,3622%29%22.7%38,632$
256.8518.9%18.9%25761,16047456,1074495.6%XYZ Inc$
117,4902%11%213.1%79,96516.8%XYZ Inc$ 51,6102%56%-
23.0%-15,416-0.5%Expert Engineers$ 207,066$ 1,605$
195,121$ 1,5612%52%6.1%11,905$
44.192.8%2.8%44108,392840108,975872-3.6%Expert
Engineers$ 104,9361%52%22.1%18,9938.6%Expert
Engineers$ 35,1562%57%-8.2%-3,140-11.3%Check Gmbh$
201,704$ 1,564$ 127,829$ 1,0231%49%57.8%73,881$
540.9652.9%52.9%54199,64577272,72458232.8%Check Gmbh$
100,1711%48%2835.2%96,7583186.6%Check Gmbh$
31,7401%45%-7.1%-2,426-27.9%Francios and Sons$ 186,532$
1,446$ 120,018$ 9601%49%55.4%66,499$
485.8450.6%50.6%48690,40770150,89240772.1%Francios and
Sons$ 96,7551%50%-7.0%-7,283-16.9%Francios and Sons$
29,1541%54%3.7%1,0405.0%Euro Ltd$ 177,660$ 1,377$
151,851$ 1,2151%54%17.0%25,814$
162.4013.4%13.4%16296,31974790,6277253.0%Euro Ltd$
75,1561%55%19.1%12,05319.1%Euro Ltd$
28,4521%58%126.6%15,896119.5%Marketing Accounts$
2,759,521$ 21,392$ 2,503,663$
20,02920%63%10.2%255,418$
1,362.336.8%6.8%1,3621,741,29513,4981,591,26912,7306.0%
Marketing Accounts$
1,381,92720%63%8.9%112,9406.3%Marketing Accounts$
447,02520%56%6.4%26,8896.8%
DefinitionsYTDYear to DateQTDQuarter to DateMTDMonth to
DateYTD Daysnumber of selling days in the current year (or
comparable year, depending on location in header)Days
AdjDays Adjusted---in finance, each month may have a
different number of reporting/selling days based on how a
quarter is measured. Some companies use a 5 week, 4 week, 4

5. week quarter to standardize the reporting/selling days. Days
adjusted means that when comparing different years you are
comparing the same number of days.Domestic United
StatesINTLInternational or ROW (Rest of World)PMPrior
MonthV$Growth in dollarsV% Growth percentGPGross
ProfitCustomer RankClassification schema for determining
selling activities. Acquire-gain new customers, Expand-grow
within customer, Retain-keep customer, Serve-get service
business in addition to product sales, non-coded--not coded
Customer ClassClassification schema by industry or area.
Commercial-US/domestic. Used when not classifed by industry
type. INTL-international customers. Municipal-self-
explanatory. Reseller-other--resellers of your products to other
end users except where classifed ( i.e. Reseller-Industrial
hygiene). Industrial labs, Governement, Education--specific
classifications. Other--catch all when not a company cannot be
classified in one of the previous categories.
Title
ABC/123 Version X
1
Marketing Plan Outline and Timeline
MKT/571 Version 9
2
University of Phoenix MaterialMarketing Plan Outline and
Timeline
Marketing Plan
You are expected to develop a marketing plan, according to the
outline below, for a product or service of your choosing. The
product or service must be identified by the end of Week 1. The
product or service you select is used to develop the assignments
for Weeks 2 through Week 6. References must be included for

6. each section.
There are no defined standards for the length of the marketing
plan; however, your plan must disclose complete marketing
strategies and provide reliable and valid references and data
supporting the strategies to convince the target audience. The
plan must be written in plain language that would be easily
understood by stakeholders.
Marketing Plan Outline
Your final marketing plan must consist of the following
sections. Refer to the timeline for due dates for each section and
subsection. Assignments may include modifications to these
lists. Please use lists provided in assignments only.
· Executive Summary:
· Strategic Objectives
· Products or Services
· Resources Needed
· Projected Outcomes
· Situational Analysis:
· Vision, Mission, Strategic objectives, Values
· Internal Analysis
· Strengths/Weaknesses
· Capability/Capacity
· Competitor’s Strengths/Weaknesses

7. · Technological Competency
· Product or Service Analysis
· Market Segments
· Research
· Primary Research
· Secondary Research
· Consumer Analysis
· Customer Profile
· Continuous Consumer Monitoring & Research
· Environmental Scanning
· Identify Market, Economic, Technological, Regulatory, Legal,
Social, and Ecological Forces
· Current Opportunities
· Potential Future Opportunities
· Current Threats
· Potential Future Threat
· Target Market(s):
· Demographics
· Psychographics

8. · Ethical Issues
· Legal Issues
· Social Issues
· Product, Place/Distribution, Promotion, and Price Strategies:
· Product Descriptions and Product/Service Mix Strategies
· Product/Service Determinants
· Creating a Brand Image
· Maintaining Brand Image
· Branding Concerns
· Distribution Strategies
· Channels, Mass, Selective, Exclusive
· Promotion/Integrated Marketing Communication
· Advertising Strategy/Objectives
· Push and Pull
· Media Strategy
· Advertising Execution
· Sales Promotion

9. · Direct Marketing
· Public Relations/Strategies
· Positioning
· Dynamic/Static Pricing Strategies
Marketing Plan Timeline
Week 1: Marketing Plan Topic
· Consider your company and product or service selection in
Week 1. You may select an existing type of product or service
or a new product or service but it must be global or multi-
regional. Once you have selected your product or service, you
must define the size and type of company that provides the
product or service (available from annual reports). This need
not be elaborate but must include total number of employees,
production volume, distribution methods, and so forth.
Company and product or service selection is a critical part of
this project. You must ensure your proposed company can
implement the marketing methods discussed in the text.
· Key to creating an effective marketing plan is the ability to
analyze the environment in which the product or service will be
offered. The Week 1 assignment allows you to begin to
understand various reports and how they can be used in your
marketing plan.
Week 2: Understanding Target Markets
· To develop effective relationship marketing, a company must
first understand its targeted consumers’ buying influences and
behaviors. In Week 2, create the Research section of your plan.

10. In addition, create the first two parts of the Target Market
section, which includes performing the demographics and
psychographics analysis.
Week 3: Promotion and the product life cycle
· All products/services go through a life cycle of NPI (new
product introduction), growth, maturity and decline. These
various stages affect the marketing strategy and promotional
efforts. In Week 3, you will incorporate a promotion strategy
that addresses at least three areas of the product life cycle.
Week 4: Price and Channel Strategy
· How one goes to market and the influences of the channel
(channel power, strength of channel, speed of channel, etc.)
affects the pricing strategy of the product or service. In Week 4
your pricing and distribution strategy will be incorporated into
the marketing plan.
Week 5: Marketing Communication and Brand Strategy
· Brand strategy and the communication of the brand is essential
to understanding the various phases of a product or service (viz
a viz the life cycle). Brand recognition is based in the marketing
communication efforts of the firm. When you hear or see the
word Coke, you immediately know it is Coca Cola. When you
see five interlocking rings of different colors you know that is
the symbol for the Olympics. In Week 5, you will develop a
brand and communication strategy for your product.
Week 6: Executive Summary, Legal, Social and Ethical Issues,
Final Plan
· Review your final plan. Does the plan effectively analyze
market strategies? Are the social, ethical, and legal

11. considerations valid and accounted for? What is the relationship
among quality, price, satisfaction, and perceived value within
the plan?
Copyright © XXXX by University of Phoenix. All rights
reserved.
Copyright © 2016 by University of Phoenix. All rights reserved.