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                                                                    Business Planning
                               Marketing and Sales Plan—Generating Interest and Making
                               the Sale
                               Give the availability of the product or service, the company’s 151
                               sales and marketing organization (or organizations, if these are
                               separately managed) must determine how it will interest the
                               company’s potential customers and then sell enough of its
                               products to reach the sales goals it has set. Representative
                               goals might include hiring and training more sales people,
                               launching a targeted marketing campaign to raise brand aware-
                               ness, introducing five new products during the year, opening
                               and staffing three sales offices, and reducing customer com-
                               plaints about product delivered vs. sales representations.

                                         The Dilemma of the Tour Bus
                                                Industry in 2002
                                This client’s customers are travel companies that put
                                together vacation packages that include use of buses to transport
                                travelers. In this segment of the travel industry, there are bus compa-
                                nies that own and rent out buses for holiday travel events.These bus
                                companies have been experiencing multiple pressures on their sales as
                                a result of three factors:
                                 • pricing pressures from customers in a market where vacation travel
                                  is still 25% below normal due to the aftermath of 9-11
                                 • high replacement cost for new buses combined with falling trade-in
                                  prices for their older buses, causing greater demands on their cash
                                  to periodically upgrade equipment
                                 • dramatically rising insurance costs from insurers looking to replace
                                  loss reserves damaged by 9-11 claims.
                                  Any bus company must address these challenges in its operating
                                plan to have any chance of achieving the stated revenue and gross
                                margin goals. For example, a company might offer its customers extra
                                services that deliver high value in the customers’ eyes without raising
                                its costs too much, thus lowering the price resistance from customers.
                                A company might also sharpen its search for better financing and hold
                                buses a few months longer than normal, thus lowering somewhat the
                                bus replacement cost pressures.Also, a company might shop more
                                aggressively for insurance coverage and raise deductibles to help lower
                                insurance costs. Perhaps the best solution might be a combination of
                                all these options.
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