Business plan market segment analysis,video marketing training london,flv video player 2013 - Plans Download

We recommend using LivePlan as the easiest way to create graphs for your own business plan.
We recommend using LivePlan as the easiest way to create automatic financials for your own business plan. Sales of airline tickets have historically been either direct from the airline itself or through various travel agents. The most critical factor for Puddle Jumpers or any new airline to overcome is the issue of brand awareness and name recognition. Start your own business plan »Your business plan can look as polished and professional as this sample plan.
Bplans is owned and operated by Palo Alto Software, Inc., as a free resource to help entrepreneurs start and run better businesses. That doesn’t sound so hard, although for funding a REAL504 (or Community Advantage 7A) loan, realistically you’re going to need more than ideas on the back of an envelope.
Mountain West Small Business Finance has complied a few “helps” to take the guess-work out of writing a business plan.
Businesses need to spending the time getting familiar with and laying out their projections detailing the reasons for what they expect the business is really going to do financially. Market segmentation is the identification of groups of potential customers with similar needs, wants and behaviours.
Market segmentation is arguably the most powerful tool available for generating strategic marketing advantage.
Market Segmentation is the most powerful weapon in the arsenal of the Marketing Strategist.
SME's often fall victim to believing their market is significantly effected by demographics - limiting their opportunities. Too many untrained marketers fall into the demographic trap, and never truly identify segments in their market. Improving long-term market position - image, customer satisfaction, competitive advantage and cost-effectiveness. Market Segmentation by Launch Engineering can help discover profitable paths to marketing advantage.
If you are less than100% satisfied with your marketing results, ask for a Launch Engineering segmentation study now.
The pie chart shows the potential market and the relative sizes of different target market groups.
When I was consulting for Apple Computer in the middle 1980s, we divided the markets into workable categories, including home, education, small business, large business, and all others. In developing segmentation, consider what factors make a difference in the purchasing, media, and value patterns of your target groups.
In your initial assessment you may have already developed your first basic Market Analysis worksheet for analyzing potential customers. Prior to that time the government virtually guaranteed the profitability of the airline industry, at the expense of the consumer. Modern computer technology and communications capability are changing the mix dramatically. The financial sales forecasting tool is very intuitive and makes writing a business plan more fun. With 500 complete sample plans, easy financials, and access anywhere, LivePlan turns your great idea into a great plan for success.
Their special section “How to Write a Business Plan”  provides a host of articles and supplemental materials on specifics like drafting an Executive Summary, Company Description, Financial Projections, Funding Request and more. Segment Selection - Choosing attractive segments that are appropriate for the organisation to pursue. Positioning - Using your insight and understanding to manage the elements of the marketing mix so as to optimally meet the needs and wants of that segment. Divide the market into workable market segments — age, income, product type, geography, buying patterns, customer needs, or other classifications. For example, when a local computer store defines its customer segments as "high-end home office" and "high-technology small business," its segmentation says a lot about its customers. They segmented the market in a way that defined a range of products as "oral satisfacters" (their term, not mine) that included candy, cookies, soft drinks, and bagged chips. Consider the different tone, content, and media for ads that sell products to kids, compared to those that sell the same product to parents. Puddle Jumpers's management decision to do just that is based upon extensive research compiled from The Department of Transportation O & D report data. Like so many other industries it has quickly evolved into an industry that has room only for major players and smaller "specialty" or "niche" participants. There is little doubt that Puddle Jumpers will need to spend heavily and frequently to advertise and promote its product.


A great place to start the educational process, with loads of information to take you step by step.
The segmentation helps the company plan its focus on the different types of potential customers. The segmentation helped the marketers understand their real competition, which wasn't just other candy bars, but also other products targeting the same customer money. As you complete your market analysis, look at your segmentation critically and strategically. This data provides a reliable source (based upon a compilation of actual airline arrivals and departures) of origination and destination demand by passenger, by day.
There are two specialty segments that have characteristically been exploited by new entrants.
Stand-up comedian Robert Klein used to joke about the beer company ads that changed the style of the music to match the audience. Travel agent commissions at one time became the highest individual cost item to an airline. The advantage is that local media can be utilized which is more cost effective on a per-impression basis. He complained that he kept getting the country music version, but he liked the blues version better.
This total is irrespective of final destination.The other keys factors that resulted in the choice of Anytown as a hub derive from management's experience and knowledge in commercial aviation. One focuses on charging less, the other on providing either the only service between two given points (the "commuter" or "feeder" concept) or else superior or more convenient or less costly service between two heavily traveled destinations.
Today some of the major carriers still continue to operate at less than optimum efficiency. The company that did those ads used the styles of music to address different target customer groups. Principal to the decision is an airline industry insider's understanding of the problems that face US Air, the dominate carrier in the Anytown market. In today's marketplace the "price" positioning, in and of itself, is no longer a sufficient concept on which to build an airline. This has spawned the success of various "discount" carriers, most notably Southwest, ValuJet, and the new U2 planned by UAL. Also, the lack of availability of a true "discount" fare option to the Anytown traveler is pivotal.
The low cost carriers have proven that they can operate profitably, can garner market share, and have even spawned an increase in travel by luring those who would previously have traveled by bus, rail, or automobile or who would not have traveled at all. Not until Delta boldly announced that commissions to travel agents would be held to 10% did the situation begin to change. As a result, Anytown currently has the highest air travel costs in the country and 0% of air travel is at discount fares. Management is making the judgment that not only is the Anytown market vulnerable to a new carrier, but also that the ability of US Air to retaliate will be limited. In 1994, ValuJet Airlines in Anytown experienced considerable success and enjoyed rapid growth. Consumers will switch for lower costs, but not at the expense of a perception of a safety risk, or not at the expense of expected on-time performance.
Even though Southwest has the lowest cost per ASM in the airline industry for short-haul carriers they have never experienced a fatal crash in more than 25 years of operation. Thus, the true market segment opportunities today have become a COMBINATION of service mix, price, and route selection.
It has forced TWA to abandon its mini hub in Anytown and has grown to more than 40 aircraft in two years. Travel agents estimate that it costs them an average of $30 in total cost to originate an airline ticket. The more critical decision has become one of deciding on service mix and price in conjunction with LENGTH of route.
In the Anytown market, Puddle Jumpers expects to appeal to a mix of business oriented travelers and personal travelers. It is apparent that management paid too much for many small regional carriers and also that the consolidation of these carriers has not produced the operational cost advantages that were anticipated.
So the opportunity may best be described as one ready and waiting for the first entrant who arrives with a well conceived plan, sufficient industry experience, and with the required capitalization. The specialty carrier is now relegated to either "short-haul" or "long-haul" concentration.
Available technology has now afforded the opportunity both to sell one's own tickets and to eliminate the physical ticket altogether. There is room for a long-haul carrier who efficiently serves limited routes with only the equipment designed to serve those routes and, conversely, there is room for a short-haul carrier to take advantage of similar economies available with new technology and the proper equipment.


This was due, in part, to the near monopoly condition engendered by Delta's dominance of the Anytown market. The critical element for both strategies to be successful for an airline is simply to create the demand for travel on one's airline.
Puddle Jumpers feels that the likelihood of competition from major carriers is less likely in the short-haul segment.
ValuJet remains the economic success model for start-up airlines, although Puddle Jumpers management feels that it should not be the operational model. If the airline makes it desirable for the consumer to want to fly it then it is just as easy to order tickets directly from the airline as it is from any other source. Industry estimates show that as many as 10% of occupied seats on domestic flights are currently "no revenue" as a result of redemption of premiums earned. The strongest labor unions are located in this part of the country and prior management has been completely ineffective in obtaining any concessions from these unions. ValuJet's current problems are the result of unbridled growth without commensurate control. Puddle Jumpers will have fifty of its own reservations agents available via an 800 number (the service will be 24 hours from an available pool of 90 agents in total). In addition, we will have an Internet site where schedules are available and customers can book their own reservations and buy tickets via credit card. Puddle Jumpers feels that our cost advantage in Anytown will outweigh the lack of "incentive" rewards.
However, recent press articles indicate a large measure of uncertainty in their future path. At the same time, the revenues available from short hauls are comparatively higher than long hauls on a per-passenger-mile basis. The management of Puddle Jumpers feels that these losses can be traced directly to the high cost of labor, operational inefficiency, and poor management. Puddle Jumpers expects to sell as much as 90% of its air travel "direct" and "ticketless." Even so, we have budgeted 30% of sales as subject to agent's commission.
We expect that casual and personal travelers don't fly often enough for "points" to be significant. Short haul revenues are simultaneously high enough to build a substantial business in the hundred million dollar multiple range. Management further believes that the major carriers cannot profitably compete against start-up carriers with limited and specific market focus and lower over-all cost structures.
At the same time Puddle Jumpers will initiate a concerted sales effort directly to all major corporations in the Anytown market.
Stephen Wolf, US Air's new chairman has stated that US Air needs to become a carrier "of choice" not merely "of convenience." He said further that US Air must either buy another airline, be acquired itself, or form a partnership with another carrier. Thus Puddle Jumpers may be said to target the short-haul, single hub, discount fare market segment. In retrospect, de-regulation has succeeded in providing air travelers with better service but has not necessarily provided service at a lower price. Also, it is not expected to be a competitive disadvantage for Puddle Jumpers's passengers to connect to other airlines. In the recent times of financial trouble many airlines have complained of an under supply of air travelers, when in fact there is an under supply of affordable seats.
They will want to fly Puddle Jumpers to available destinations to save money even if they need to buy a paper ticket on another airline. Puddle Jumpers has taken the best parts of each growth story, heeded the alarms and cautions, and learned from the outright mistakes. It is Puddle Jumpers's goal to provide these affordable seats while maintaining a profitable airline. And even if a new owner could obtain concessions, who's current routes are compatible with US Air?
TWA or Continental would be the most likely to acquire US Air from an economic standpoint but the routes don't match well. Puddle Jumpers concludes that the Anytown opportunity is likely to be free from imposing competition unless it comes from another start-up.
If we are able to attack the market first with sufficient capitalization, we feel we will be difficult to overcome and should be able to build critical mass within two years.



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