Marketing Plan

INTERNET COFFEE SHOP MARKETING PLAN

JAVANET INTERNET CAFÉ

Formatted by: Nguyễn Hoàng Duy Bảo

Acknowledgements
This exercise is to provide students with the skills of using Microsoft Word to format a long
document. The document has different sections with different formats. It also has tables of
contents, figures, landscape and portrait pages.

We acknowledge the authors who have the material on the website

https://www.mplans.com/internet_coffee_shop_marketingplan/executive_summary_fc.php .

The contents of this exercise is copied from the website.

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Table of Contents
Acknowledgements.................................................................................................................................. i
Table of Contents .................................................................................................................................... ii
List of Figures ......................................................................................................................................... iii
List of Tables .......................................................................................................................................... iv
Chapter 1 Executive Summary ................................................................................................................ 1
Chapter 2 Situation Analysis ................................................................................................................... 2
2.1 Market Summary .......................................................................................................................... 2
2.2 Market Demographics................................................................................................................... 2
2.3 Market Needs................................................................................................................................ 2
2.4 Market Trends ............................................................................................................................... 3
2.5 SWOT Analysis............................................................................................................................... 4
2.6 Macroenvironment ....................................................................................................................... 5
Chapter 3 Marketing Strategy................................................................................................................. 6
3.1 Mission .......................................................................................................................................... 6
3.2 Marketing Objectives .................................................................................................................... 6
3.3 Financial Objectives ...................................................................................................................... 6
3.4 Target Marketing .......................................................................................................................... 6
3.5 Positioning..................................................................................................................................... 7
Chapter 4 Financials, Budgets, and Forecasts......................................................................................... 8
4.1 Break-even Analysis ...................................................................................................................... 8
4.2 Sales Forecast................................................................................................................................ 9
4.3 Expense Forecast .......................................................................................................................... 9
4.4 Linking Sales and Expenses to Strategy ...................................................................................... 11
4.5 Contribution Margin ................................................................................................................... 11
Chapter 5 Controls ................................................................................................................................ 12
5.1 Implementation Milestones........................................................................................................ 12
5.2 Milestones................................................................................................................................... 12
5.3 Marketing Organization .............................................................................................................. 12
5.4 Contingency Planning.................................................................................................................. 13
References ............................................................................................................................................ 14

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List of Figures
Figure 2-1 Market Trends ....................................................................................................................... 3
Figure 4-1 Monthly Break Even............................................................................................................... 8

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List of Tables
Table 4-1 Sales forecast .......................................................................................................................... 9
Table 4-2 Marketing Expense Forecast ................................................................................................. 10
Table 5-1 Milestones ............................................................................................................................. 12

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Chapter 1 Executive Summary

Chapter 1 Executive Summary

The goal of this marketing plan is to outline the strategies, tactics, and programs that will make the
sales goals outlined in the JavaNet business plan a reality in the year 1999.

JavaNet, unlike a typical cafe, provides a unique forum for communication and entertainment
through the medium of the Internet. JavaNet is the answer to an increasing demand. The public
wants: (1) access to the methods of communication and volumes of information now available on
the Internet, and (2) a place to socialize and share these experiences with friends and colleagues.

Marketing will play a vital role in the success of JavaNet. JavaNet must build a brand around the
services it offers by heavily promoting itself through local television, radio, and print advertising.
Marketing efforts are just beginning by the time a potential customer enters JavaNet for the first
time. A strong emphasis will be put on keeping customers and building brand loyalty through
programs focused on staffing, experience, and customer satisfaction.

Our target markets include:

Students from nearby housing centers.

Business people from the downtown business centers and professional buildings.

Seniors from nearby retirement facilities.

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Chapter 2 Situation Analysis

Chapter 2 Situation Analysis

JavaNet just opened its doors for business a little over a month ago. Business is good, and customers
have been impressed with our offerings, but we need to focus our efforts on implementing the
strategies, programs, and tactics outlined in the original business plan.

Differentiating ourselves from other more traditional cafes has given us the ability to effectively
compete on the beverage and pastry side of the business with the already entrenched competition.
Sales are brisk and in-line with projections.

The Internet services side of the business is rapidly being accepted by the local community.
Memberships are meeting the projections outlined in the business plan, and sales of Internet
services are meeting the goals forecast. Students love to gather for late-night sessions, nearby
seniors are getting a glimpse of what the Internet offers, and local business people love to stop by
for a quick bite and an email check.

2.1 Market Summary

JavaNet is faced with the exciting opportunity of being the first-mover in the local cyber-cafe market.
The consistent popularity of coffee, combined with the growing interest in the Internet, has been
proven to be a winning concept in other markets and will produce the same results here.

All three target markets for the JavaNet service are growing at a relatively fast pace. We're faced
with a large number of potential customers, and we're offering a needed service.

Target Market Growth:

University students continue to grow at a steady pace, at nearly 4%

Office workers in the downtown area and nearby professional buildings continue to add value,
growing at 3%

Seniors are becoming an important part of downtown business, growing at almost 6%

Teens continue to play a major role in downtown foot-traffic, growing at 2%

2.2 Market Demographics

JavaNet's customers can be divided into two groups. The first group is familiar with the Internet and
desires a progressive and inviting atmosphere where they can get out of their offices or homes to
enjoy a great cup of coffee and Internet access. This group is made up of students from the
University of Oregon and business people from nearby downtown offices and professional centers.

The second group is not as familiar with the Internet. This group is made up of seniors from the
downtown retirement centers. There are three large retirement centers in the downtown area, and
currently none of them offer Internet access to their residents. Seniors represent a growing segment
of Internet users. They use the Internet to communicate with friends and family and they will be
regular users of the JavaNet service.

2.3 Market Needs

Factors, such as addiction, and historical sales data ensure that the high demand for coffee will
remain constant over the next five years.

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Chapter 2 Situation Analysis

The rapid growth of the Internet and online services that has been witnessed worldwide is only the
beginning of a long-lived trend towards an economy built on the infrastructure of the Internet. The
potential growth of the Internet is enormous, to the point where one day, a computer terminal with
an online connection will be as common and necessary as a telephone or toilet. This may be 5 or 10
years down the road, but for the next five years, the online service provider market is sure to
experience tremendous growth. Establishing itself as the first cyber-cafe in the area, JavaNet will
enjoy the first-mover advantages of name recognition and customer loyalty. Initially, JavaNet will
hold a 100 percent share of the cyber-cafe market locally. In the next five years, competitors will
enter the market. JavaNet has set a goal to consistently maintain a market share of greater than fifty
percent.

2.4 Market Trends

The Internet has become a point of conversation in almost all social groups. People are talking about
sites they visited, business people are talking about Internet-based businesses, and kids are talking
about the latest Internet clubs and chat rooms. People like to communicate their Internet
experiences with their friends, colleagues, and family. However, it can be difficult to do it in front of
a computer terminal at the office or in the family study. A comfortable place to gather and share
these experiences is becoming a real need.

JavaNet will provide:

A meeting place for business people interested in sharing their Internet-based business ideas.

A social hub for students and young people interested in sharing a beverage and their Internet
experiences with friends.

A place for nearby seniors to gather and learn about the powers of the Internet and better
communication methods.

A stopping point for travelers in need of an Internet connection.

A market survey was conducted in the Fall of 1998. Key questions were asked of fifty potential
customers. Some key findings include:

35 subjects said they would be willing to pay for access to the Internet.

$2.50 an hour was the most popular hourly Internet fee.

24 subjects use the Internet to communicate with others on a regular basis.

Figure 2-1 Market Trends

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Chapter 2 Situation Analysis

2.5 SWOT Analysis

The SWOT analysis provides us with an opportunity to examine the internal strengths and
weaknesses JavaNet must address. It also allows us to examine the opportunities presented to
JavaNet as well as potential threats.

JavaNet has a valuable inventory of strengths that will help it succeed. These strengths include: a
knowledgeable and friendly staff, state-of-the-art computer hardware, and a clear vision of the
market need. Strengths are valuable, but it is also important to realize the weaknesses JavaNet must
address. These weaknesses include: a dependence on quickly changing technology, and the cost
factor associated with keeping state-of-the art computer hardware.

JavaNet's strengths will help it capitalize on emerging opportunities. These opportunities include,
but are not limited to, a growing population of daily Internet users, and the growing social bonds
fostered by the new Internet communities. Threats that JavaNet should be aware of include, the
rapidly falling cost of Internet access, and emerging local competitors.

Strengths

Knowledgeable and friendly staff. We've gone to great lengths at JavaNet to find people with a
passion for teaching and sharing their Internet experiences. Our staff is both knowledgeable and
eager to please.

State-of-the art equipment. Part of the JavaNet experience includes access to state-of-the-art
computer equipment. Our customers enjoy beautiful flat-screen displays, fast machines, and high-
quality printers.

Up-scale ambiance. When you walk into JavaNet, you'll feel the technology. High backed mahogany
booths with flat-screen monitors inset into the walls provide a cozy hideaway for meetings and small
friendly gatherings. Large round tables with displays viewable from above provide a forum for larger
gatherings and friendly "how-to" classes on the Internet. Aluminum track lighting and art from local
artists sets the mood. Last, but not least, quality cappuccino machines and a glass pastry display case
provide enticing refreshments.

Clear vision of the market need. JavaNet knows what it takes to build an upscale cyber cafe. We
know the customers, we know the technology, and we know how to build the service that will bring
the two together.

Weaknesses

A dependence on quickly changing technology. JavaNet is a place for people to experience the
technology of the Internet. The technology that is the Internet changes rapidly. Product lifecycles are
measured in weeks, not months. JavaNet needs to keep up with the technology because a lot of the
JavaNet experience is technology.

Cost factor associated with keeping state-of-the-art hardware. Keeping up with the technology of
the Internet is an expensive undertaking. JavaNet needs to balance technology needs with the other
needs of the business. One aspect of the business can't be sacrificed for the other.

Opportunities

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Chapter 2 Situation Analysis

Growing population of daily Internet users. The importance of the Internet almost equals that of the
telephone. As the population of daily Internet users increases, so will the need for the services
JavaNet offers.

Social bonds fostered by the new Internet communities. The Internet is bringing people from across
the world together unlike any other communication medium. JavaNet will capitalize on this social
trend by providing a place for smaller and local Internet communities to meet in person. JavaNet will
grow some of these communities on its own by establishing chat areas and community programs.
These programs will be designed to build customer loyalty.

Threats

Rapidly falling cost of Internet access. The cost of access to the Internet for home users is dropping
rapidly. Internet access may become so cheap and affordable that nobody will be willing to pay for
access to it. JavaNet is aware of this threat and will closely monitor pricing.

Emerging local competitors. Currently, JavaNet is enjoying a first-mover advantage in the local cyber-
cafe market. However, additional competitors are on the horizon, and we need to be prepared for
their entry into the market. Many of our programs will be designed to build customer loyalty, and it
is our hope that our quality service and up-scale ambiance won't be easily duplicated.

2.6 Macroenvironment
The retail coffee industry in this area experienced rapid growth at the beginning of the decade and is
now moving into the mature stage of its life cycle. Many factors contribute to the large demand for
good coffee: The student population at the University is a main source of demand for coffee
retailers, the cold and damp climate is extremely conducive to coffee consumption, and current
trends in the Northwest reflect the popularity of quality coffee and specialty drinks.

The popularity of the Internet is growing exponentially. Those who are familiar with the information
superhighway are well aware of how fun and addicting surfing the Internet can be. Those who have
not yet experienced the Internet need a convenient, relaxed atmosphere where they can feel
comfortable learning about and utilizing the current technologies. JavaNet seeks to provide its
customers with affordable Internet access in an innovative and supportive environment.

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Chapter 3 Marketing Strategy

Chapter 3 Marketing Strategy

JavaNet has three main strategies. The first strategy focuses on attracting novice Internet users. By
providing a novice-friendly environment, JavaNet hopes to educate and train a loyal customer base.

The second and most important strategy focuses on pulling in power Internet users. Power Internet
users are extremely familiar with the Internet and its offerings. This group of customers serves an
important function at JavaNet. Power users have knowledge and web-browsing experience that
novice Internet users find attractive and exciting.

The third strategy focuses on building a social environment for JavaNet customers. A social
environment that provides entertainment will serve to attract customers that wouldn't normally
think about using the Internet. Once on location at JavaNet, these customers that came for the more
standard entertainment offerings, will realize the potential entertainment value the Internet can
provide.

3.1 Mission
JavaNet has one purpose.

JavaNet provides communities with the ability to access the Internet, enjoy a cup of coffee, and
share Internet experiences in a comfortable environment.

JavaNet's marketing will consistently build on this mission. Everything we do, from the pricing
structure for our services to the ambiance we create, must be done with this mission in mind. We
cater to: downtown business people, traveling business people, university students, and seniors. Our
ambiance and our services are designed for this clientele and our marketing efforts are focused on
capturing this market.

3.2 Marketing Objectives

JavaNet's marketing objectives for the first three years of operation include:

Grow total sales by 10% annually.

Diversify the service offering to insulate the business against fluctuations in any one component of
the revenue stream.

Build customer loyalty through educational programs.

Maintain a staff of enthusiastic employees excited to share their Internet knowledge with JavaNet
customers.

Build the JavaNet brand to the point where it becomes a household word in the area.

3.3 Financial Objectives

The goal of this marketing plan is to outline the marketing strategies, tactics, and programs that will
make the vision outlined in the JavaNet business plan a reality in the year 2000. The vision outlined
in the business plan includes sales of roughly $275,000 in the first year with that figure increasing
10% annually.

3.4 Target Marketing

JavaNet intends to cater both to people who want a guided tour of the Internet and to experienced
users eager to indulge their passion for computers in a social setting. Furthermore, JavaNet will be a
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Chapter 3 Marketing Strategy

magnet for local and traveling professionals who desire to work or check their email messages in a
friendly atmosphere. These professionals will either use JavaNet's PCs, or plug their own notebook
computers into Internet connections. JavaNet's target market covers a wide range of ages: from
members of "Generation X," who grew up surrounded by computers, to seniors from local
retirement centers.

Our primary target markets include:

Students. The large student population will become an important part of the JavaNet customer base.
The student population continues to grow with the success of the University. Evening
entertainment, access to the Internet, and the up-scale ambiance will attract this demographic.

Business people. The downtown business community is growing rapidly with the addition of a new
Compu-tech building and a flurry of new professional centers. JavaNet will provide a perfect setting
for business meetings. It will also give traveling business people an opportunity to plug their laptops
into the JavaNet network to check email communications.

Seniors. Represent a growing population of Internet users. JavaNet will target the seniors in the
nearby downtown retirement centers by offering "Introduction to the Internet" classes. The JavaNet
staff will hold brief classes in the off hours to educate seniors on how to use the Internet to
communicate with friends and family. This will build a regular base of customers that wouldn't
typically use the services offered by JavaNet.

3.5 Positioning
JavaNet will position itself as an upscale coffee house and Internet service provider. Business people
of all types will use JavaNet as a place to hold meetings and catch-up on email communications.
Students from nearby downtown housing centers will use JavaNet as a place to socialize and discuss
the latest Internet sites. Seniors from downtown retirement centers will experience the Internet for
the first time at JavaNet. Programs designed to teach newcomers about the power of the Internet
will help build customer loyalty and spread the word about the services JavaNet offers.

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Chapter 4 Financials, Budgets, and Forecasts

Chapter 4 Financials, Budgets, and Forecasts

The marketing plan is built on these truths:

The marketing budget is based on a percentage of sales value. Currently, that value is set at 20%.

Building a strong brand and brand loyalty is critical to the success of JavaNet.

Marketing is a critical component of the JavaNet business plan.

The relationship between marketing dollars spent and revenues generated is positive only to a
certain point. We don't feel that a marketing budget based on 20% of sales is close to that point
where additional marketing dollars spent won't create additional revenue. If we can manage, we
plan to spend more than 20% of sales on marketing in future years. However, we want to keep this
relationship in mind as we consider spending more on marketing efforts.

Our understanding of the need for strong branding and emphasis on marketing gives us a
competitive edge over other cafes in our area and potential competitors.

4.1 Break-even Analysis

JavaNet is operating in an industry capable of supporting high gross margins. Variable costs in
relationship to per-unit revenues are low. Variable costs are equal to roughly 25% of per-units
revenues. It is our hope that as we move into the future and continue to build relationships with our
suppliers, this value will decrease further, approaching a value of 20%.

Fixed costs for JavaNet equal almost $7,500. Fixed costs include: payment of debt, facility lease
costs, hardware costs, and other costs JavaNet must maintain on a monthly basis. These costs are
fixed and aren't impacted by an increase or a decrease in sales.

Currently, JavaNet will break even at a monthly sales point of $10,000.

Figure 4-1 Monthly Break Even

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Chapter 4 Financials, Budgets, and Forecasts

4.2 Sales Forecast

Revenues for the first year of operation are based on an almost 10% growth rate from month to
month. This is an aggressive estimate, but we feel that our strong emphasis on marketing will have
positive results. Annually, beyond the first year of operations, we're predicting a growth rate of
roughly 10%. We'll have a better idea of potential growth rate beyond year one as we make our way
through our first year. The plan will be updated as we receive more information.

Table 4-1 Sales forecast

4.3 Expense Forecast

The marketing budget will consistently equal approximately 20% of sales. One of our strongest
strengths is our marketing and brand building capabilities, and the aggressive marketing budget is a
reflection of the importance we attribute to our marketing activities.

Currently, the marketing budget beyond year one remains set at 20% of sales. It is our hope to
increase this budget should sales and efficiencies of scale allow us to do so.

Explanation of Major Marketing Expenses:

Local TV spots... In our first year of operations, we will spend $23,000 on TV spots. TV spots allow us
to reach a large audience and effectively target our market.

Print Materials... Print materials always require a significant budget. They include: flyers, literature
distributed internally, novelties for customers, coupons, and anything else we can squeeze into this
budget.

Local Newspapers... An important part of our marketing efforts. Newspapers ads will give us a
vehicle for consistently getting our message/brand in front of a large number of potential customers.
We believe this vehicle will get our message to seniors, which make up a large portion of our target
market. In addition, the business section will provide us with a means for communicating with our
business customers.

JavaNet Events... This will include local radio and TV events where radio and TV stations broadcast
from the JavaNet site offering freebies to first-time customers for stopping by. JavaNet will also run
educational programs and community events throughout the year.

Customer Happiness Representative... This employee will monitor the level of happiness amongst
JavaNet customers. They will be responsible for: developing customer satisfaction programs,
monitoring happiness levels, responding to customer concerns, and the general well-being of every
JavaNet customer.
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Chapter 4 Financials, Budgets, and Forecasts

Table 4-2 Marketing Expense Forecast

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Chapter 4 Financials, Budgets, and Forecasts

4.4 Linking Sales and Expenses to Strategy

Our marketing expenses are tied directly to our sales revenue. As sales increase, the marketing
expenses will increase. Currently our marketing expenses equal roughly 20% of sales, and we hope
to increase that value in the future. Our programs will be monitored for efficiency and return on
investment. Most notably, we want to pay close attention to the value of the "Customer Happiness
Representative." This component of our marketing budget is expensive, and we want to track the
value of the program to make sure we're optimizing our budget. Periodically, we will survey our
customers to determine the effectiveness of our programs, and we'll adjust the marketing mix
appropriately based on our findings.

4.5 Contribution Margin

The Contribution Margin chart and table presents a strong outlook for JavaNet's first year of
operations.

Sales increase an average of 10% per month in the first year.

Contribution margin runs at roughly 50%.

The marketing budget is consistently based on 20% of total revenue.

A strong focus on local TV and radio is apparent in the expense breakdown.

The marketing budget is spread evenly throughout the year.

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Chapter 5 Controls

Chapter 5 Controls
The goal of this marketing plan is to outline the strategies, tactics, and programs that will make the
sales goals outlined in the JavaNet business plan a reality in the year 2000. We have these marketing
obstacles to face:

The creation of a unique, innovative, upscale atmosphere that will differentiate JavaNet from other
local coffee shops and future Internet cafes.

The establishment of JavaNet as a community hub for socialization and entertainment.

The creation of an environment that won't intimidate the novice user. JavaNet will position itself as
an educational resource for individuals wishing to learn about the benefits the Internet has to offer.

Our marketing efforts will be focused on building the image outlined above. We have milestones and
sales goals to meet and a business plan outlining our first and second year of business in detail. It will
be critical to use this marketing plan and the JavaNet business plan as living/working documents. We
can't allow them to sit in a file. They must be used as a map for the future success of JavaNet.

5.1 Implementation Milestones

The milestones chart below outlines key dates that the marketing team must meet. The milestones
table includes both sales goals and deadlines for major projects that impact the programs outlined in
the Marketing Expense Budget. Each milestone is assigned a manager and that manager has
ownership of the task and is responsible for its success. We will track our successes and failures by
reviewing planned-vs-actual results. Successes and failures will be reviewed and addressed and a
quarterly basis.

5.2 Milestones
Table 5-1 Milestones

5.3 Marketing Organization

The founder of JavaNet, Cale Brockman, has a BS from the University of Oregon in Marketing and
Management and will head the marketing effort. Initially, there will only be one additional member
of the marketing team, the "Customer Happiness Representative." This position has not yet been
filled, but it is the first milestone that must be completed. The "Customer Happiness Representative"

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Chapter 5 Controls

will play a large role in implementing the different marketing programs. A marketing manager will be
hired during the third or fourth quarter if revenues meet projections.

5.4 Contingency Planning

This marketing plan is just that, a plan. Plans don't always work out and we have to be ready to deal
with the likelihood that JavaNet won't make good on the projections outlined in this plan. We also
have to prepare ourselves for overwhelming success.

The following are some possible scenarios:

Revenues exceed projections - A serious increase in revenues over projections will give us an
opportunity to increase our marketing budget above the allocated 20%. We'll be able to hire the
marketing manager earlier, and we'll be able to provide more equipment and possibly add an
additional location.

Revenues miss projections - We have to be prepared for this possibility. If we miss our projections,
we simply have to re-double our marketing efforts. The danger in this scenario is that the first
reaction to missed projections is to decrease spending, particularly marketing expenses. We can't do
that! We have to get our message out to the target market, and we can't do that if we stop spending
on marketing. Additional capital infusions may become necessary and that possibility is detailed in
the business plan.

Internet side of business plays a lesser role - Our customers might not be willing to pay for Internet
access or JavaNet memberships as Internet access costs and hardware costs continue to fall. If this
scenario materializes, we will need to move our focus to beverages and pastry items, perhaps even
providing deli-style lunches. Internet services in the scenario would still play an important role in
attracting customers; we'd just have to charge less and move our numbers around to accommodate
this trend.

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Chapter 5 Controls

References
https://www.mplans.com/internet_coffee_shop_marketing_plan/executive_summary_fc.php

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