Example of marketing plan for bakery pdf,social marketing approach to health promotion,how to start a web hosting business for free,marketing plan of tourism industry - For Begninners

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Fortunately, good producers can be good marketers because smart marketing begins with an idea of the cost of production. Those who market with an understanding of their cost of production can make decisions about what is an acceptable price, what price will cover certain critical costs, and what are the risks of not taking a price when it is offered.
The marketing plan described here is intended, first, to cover as many of the costs of production as possible and, second, to maximize the price received for commodities produced. Good producers can be good marketers because smart marketing is aided by a thorough understanding of the production process. The best source of cost information is an internal review of your own production activities and costs of production. A good cost-of-production worksheet should contain sections detailing the operating and ownership costs incurred in production. The marketing plan, no matter how good, may not be able to lock in prices that cover all costs of production. In the absence of your own cost estimates, you can use published costs of production, such as Missouri Farm Financial Outlook or Farm Management Newsletter, available from MU Extension .
The primary objective of a marketing plan is to cover as many costs of production as possible.
Consider several marketing opportunities from cash sales to forward contracts to futures and options. The result of considering all marketing alternatives is to arrive at expected prices for all marketing alternatives. Anytime a manager is waiting for a higher price, the possibility of getting a lower price exists. The target consists of a trigger price and quantity to sell for both an offensive and a defensive position. The quantity you decide to sell under each plandetermines how much of the expected production you will market at different times. Once the target table is completed, the markets must be watched to determine when either trigger price has been reached. Because the trade will be initiated at an unknown time in the future, it is necessary to make arrangements that facilitate quick trading.


Because marketing is an emotional activity, it is important to have someone to keep you accountable to conduct trades at the predetermined triggers.
Accountability can be obtained by having another person know and understand the marketing plan. Marketers need to keep track of what percentage of expected production is forward priced so that they do not oversell as they repeat the marketing plan. Managers who market without an idea of their cost of production can only concentrate on enhancing the price they get for their product. Using the analogy of the car, it provides front, side and rear windows so that the decision maker can make both offensive and defensive decisions. Many farmers try to maximize price before they have implemented strategies to cover all costs.
A record keeping program that tracks all of the costs of production provides a historical perspective on costs. Key target prices that compensate for critical costs are important to have in years where opportunities to cover all costs are limited. However, these sources provide only rough estimates of fixed and variable costs of production and do not have the detail necessary for personal business analysis and marketing.
The price worksheet organizes the appropriate information so that the alternatives are easily analyzed. From this perspective, a marketer needs to have both a defensive and an offensive strategy.
The trigger price is the price for each marketing alternative that will create a response from the marketer. If prices are moving up, the tendency will be to postpone pulling the trigger because a higher price surely is ahead. Because you market only a portion at each target, the price expectations experienced at each trigger can be built into future targets. Spouses are often in a good position to implement a marketing plan because they may not feel as attached to the production as the person producing the commodity.
Select both offensive and defensive trigger prices, along with quantities to be marketed (repeat steps 1-3 above). Portions of the marketing plan worksheet assist producers in tracking what percentage of expected production is already forward priced. While most farmers describe themselves primarily as producers, they also have to finance and market what they produce.


While marketing in this manner is the prerogative of the farmer, it is not the approach recommended in this guide. These are coupled with estimates of input use and prices for the coming production year to develop a projected cost of production for the coming year. Cash costs are those expenses, such as seed and fertilizer, that require cash to be paid to the supplier. Basis information for your local market is necessary to analyze the futures and options marketing alternatives. Whether the current expected prices exceed or are less than the total cost of production, the decision becomes one of marketing a certain percentage of expected production now or taking a risk that a higher price can be obtained at a future date. When the expected price reaches the trigger price for either the offensive or defensive plan, a sale is initiated. Futures prices can be tracked by having continuous market information delivered to your office, using daily or weekly closing prices, or giving your broker or elevator manager authority to conduct the trade. When prices are moving down, optimism says they will bounce back and you should wait for the rebound. The process of setting a target, pulling the trigger at key points and aiming at another target repeats until all of the production is sold.
Having to sell to meet financial obligations is not part of the marketing plan and is not usually the best time to sell. The marketing plan discussed here focuses on relatively simple and available strategies that can be used to increase income and reduce risk. By listing the activities, you can estimate prices to cover each activity and eventually the whole production process. The defensive position is the price at which you will sell some of your production in an attempt to lock in income you might otherwise lose.
Table 1, a worksheet for computing the cost of producing corn, provides a framework for estimating costs. An understanding of the nature of the costs (operating and ownership, cash and noncash) helps establish target prices. Giving authority to grain traders to initiate a trade at certain targets can also be a way of keeping to the plan.



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