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 Confidentiality Agreement

The undersigned reader acknowledges that the information provided by

_________________________ in this marketing plan is confidential; therefore, reader agrees
not to disclose it without the express written permission of _________________________.

It is acknowledged by reader that information to be furnished in this marketing plan is in all

respects confidential in nature, other than information which is in the public domain through other
means and that any disclosure or use of same by reader, may cause serious harm or damage to
________________________.

Upon request, this document is to be immediately returned to _________________________.

___________________
Signature

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Name (typed or printed)

___________________
Date

This is a marketing plan. It does not imply an offering of securities.

 Table Of Contents

1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

2.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . 4
2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . 4
2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . 5
2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . 5
2.2 Industry Analysis and Distribution . . . . . . . . . . . . . . . . . . . . 6
2.3 Market Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.4 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.4.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.4.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.4.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . 8
2.4.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.5 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.6 Products Offered . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.7 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2.8 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.4 Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.6 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 12

4.0 Financials 13
4.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

5.0 Controls 15
5.1 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
5.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . 16
5.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 17
 Chef Vending

1.0 Executive Summary

Introduction
Chef Vending, LLC (Chef) is a family start-up business that specializes in importing vending
machines and commercial food and beverage equipment from Spain. Chef will penetrate the
vending industry with innovative, first to market, high-quality vending machines. Chef will
establish its own vending routes in the Southern and Central Florida region. With the
establishment of one strategic alliance with a national brand name in either of its vending lines,
Chef expects to easily exceed the financial forecasts.

The Company
Chef Vending's mission is to be the leader in introducing innovative, quality vending machines and
restaurant equipment to the market. Through close customer contact and excellent relationships,
Chef will meet the needs of the customers.

Chef Vending, LLC, is a privately-held Florida corporation and maintains an office and a small
warehouse in a mixed-use area of North Miami Beach, Florida.

Three of the four investors in the company have full operational responsibility. Mauricio Ordonez
and Javier Palmera, the co-founders, have both entrepreneurial and industry experience. Charles
Mulligan brings operational management, marketing, and financial skills to the operation.

The Products
Chef Vending will have two product lines, for the markets it serves. The vending products line will
include the unique Sandwich Express machine, a fresh orange juice machine and the multi-line
dispenser. The restaurant equipment products will be toasters, espresso makers, and fresh juice
squeezers.

Most of the products, such as the Sandwich Express are innovative machines that have functions
and advantages not found in today's common vending machines, thus providing Chef Vending a
competitive advantage over more established competitors.

Chef plans to aggressively enhance the existing line in the future. The immediate plans are to
include a larger model of Sandwich Express that will offer a greater variety of sandwiches, and a
more diverse product line, such as pizza. Other products are in the exploratory phase.

Chef is also pursuing supplier relationships with large nationally-branded juice and sandwich
manufacturers, to customize the machines to their products. This would enable Chef Vending to
supply machines to national companies and allow them to brand the machines with their product
lines.

The Market
Revenue from U.S. vending consumable merchandise was $24.5 billion in 2002, an increase of
4.9% over 1998, according to the Automatic Merchandiser magazine's State of the Vending
Industry Report in August 2000. Small companies, with sales of less than $1 million, accounted
for 5.8% of the market and had projected sales for 1999 of $1.35 billion. Three quarters of all
vending operators are classified in the small category.

Within the industry, snacks and cold beverages are the largest product segments and these two
categories are the driving force of the industry. The food category grew at a rate of 7% last year,
according to the Automatic Merchandiser. Cold storage machines grew at an even more
impressive 42% in 2001, with this growth coming at the expense of shelf-stable products.

According to the National Restaurant Association, revenues from restaurants are expected to
reach $321 billion in 2001. This is a large and healthy industry in our economy, and suppliers are
expected to benefit from this growth.

All of this indicates that a fast moving, innovative company that can introduce enhanced products

Page 1
 Chef Vending

to vending machine/restaurant equipment customers stand to gain significant market share in a

relatively short time span.

Chef Vending will market its machines to three distinct market segments including: distributors,
branded sandwich and juice manufacturers, and end users. For the restaurant equipment
business Chef will focus on restaurants, hotels and equipment supply companies.

Financial Considerations
The company has an initial start-up cost of approximately $157,000 of which $125,000 will come
from a ten year SBA loan. Short-term borrowing will provide Chef with an additional $2,500 and
the rest will be provided by investment capital.

Annual Sales Forecast

$3,000,000

$2,500,000

$2,000,000

End users
$1,500,000
Distributors
$1,000,000

$500,000

$0
2003 2004 2005

Table 1.0: Sales Forecast

Sales Forecast
Sales 2003 2004 2005
End users $1,098,780 $1,543,221 $1,934,887
Distributors $439,512 $617,288 $773,955
Total Sales $1,538,292 $2,160,509 $2,708,842

Direct Cost of Sales 2003 2004 2005

End users $439,512 $617,288 $773,955
Distributors $175,805 $246,915 $309,582
Subtotal Cost of Sales $615,317 $864,204 $1,083,537

Page 2
 Chef Vending

2.0 Situation Analysis

Chef Vending is in its first year of operation. Its products have been in strong demand from initial
contacts with end users and distributors. Marketing will be critical to continue to generate
significant demand for the products. The basic market need is for high quality, innovative vending
machines, as well as restaurant equipment.

2.1 Market Summary

Chef has captured good information about the market and knows a great deal about the common
attributes of the target customers. This information will be leveraged to better understand who is
served, their specific needs, and the best way to communicate with them.

Target Markets

End users
Distributors

Table 2.1: Target Market Forecast

Target Market Forecast

Potential Customers Growth 2003 2004 2005 2006 2007 CAGR
End users 5% 2,457 2,580 2,709 2,844 2,986 5.00%
Distributors 4% 35 36 37 38 40 3.39%
Total 4.97% 2,492 2,616 2,746 2,882 3,026 4.97%

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 Chef Vending

2.1.1 Market Demographics

The profile for Chef Vending consists of the following geographic, demographic, and behavior
factors.

Geographics

• The immediate geographic target is the southeast United States.

• A 750 mile radius is in need of the products.
• The total targeted population is 2,492.

Demographics

• End users and distributors.

• The distributors are typically $ million plus revenue businesses.
• The end users typically have at least 30 employees in their company.
• The distributors serve higher-end restaurants.
• The end users are looking for a higher-quality vending machine product instead of the
current, not healthy, poor-quality machines currently available.

Behavior Factors

• The end users have high regard for their employees and are looking for a way to offer
them an excellent food product.
• The distributors are tired of the current limited selection of vending equipment and are
always on the lookout for new and innovative equipment to add to their product line.
• The target customers are looking for a way to differentiate themselves from their
competitors, and unique products are one useful way of doing this.

2.1.2 Market Needs

Chef Vending is providing its customers with a wide selection of innovative vending machines and
restaurant equipment. Many of the products have first to market features not found on
competitors equipment. Chef seeks to fulfill the following benefits that are important to their
customers.

• Innovative features: There are lots of vending and restaurant equipment on the market,
customers demand innovation as a competitive edge.
• High-quality machines: Equipment is expensive and customers cannot deal well with
down time when equipment needs to be repaired.
• High-quality food products: Vending machines are not normally synonymous with high
quality food products, Chef Vending is changing this perception.

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 Chef Vending

2.1.3 Market Trends

Growth rates in both the vending industry and the restaurant industry remain strong. This growth
is fueled by the changes in the workplace and workforce that are causing workers to consume
more of their meals away from home. Away-from-home food sales are expected to increase by
53%.

As more and more consumers eat away from home, there is increased demand for higher quality
products. Vendors are now offering a full line of packaged frozen meals in their machines. Margins
will increase as premium prices are being placed on branded, high-quality products.

Demographic trends are affecting the industry. A large group of young adults, who mainly grew
up on fast food, have emerged as an economic force. This group's perceptions on fast food,
technology, and vending, will have a positive impact in the vending business. Furthermore,
overall population growth rates, and immigration trends particularly, will also have a tremendous
economic impact on the vending industry. Much of the growth in both of these areas will be in the
southeast, where Chef Vending is poised to capitalize on these trends.

Market Forecast

3,500

3,000

2,500

2,000
End users
1,500 Distributors

1,000

500

0
2003 2004 2005 2006 2007

2.1.4 Market Growth

Studies conducted by the Automatic Merchandiser reflect an industry growth rate of

approximately 4.8% over the last five years, matching the overall growth of the U.S. economy.

Page 5
 Chef Vending

Target Market Growth

5.00%

4.00%

3.00%

2.00%

1.00%

0.00%
End users Distributors

2.2 Industry Analysis and Distribution

The U.S. vending industry is divided into three main segments:

1. Operators: Companies that buy and place vending machines on their routes, sell the
product and service the machine, and range from small family businesses to large national
companies.
2. Manufacturers: Companies that manufacture machines for sale to operators.
3. Distributors: The link between the manufacturer and the operator that supplies the market
with both machines and products for operators.

The food and beverage industry is divided into similar segments:

1. Food and beverage establishments: This segment covers the entire spectrum of bars and
restaurants.
2. Suppliers: Companies that supply the establishments with all of their food, paper, and
equipment needs.
3. Supply houses: Acting as a distributor, these firms supply an area with their required
supply needs.

Distribution in the vending industry typically runs through a distributor. These distributors will
carry a brand of machine for sale in a defined geographic region. In some instances,
manufacturers sell direct to operators or end users. Another form of distribution is to be a
supplier to a nationally branded company. Similar distribution patterns are established in the food
and beverage industry.

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 Chef Vending

2.3 Market Analysis

Revenue from U.S. vending consumable merchandise was $24.5 billion in 2001, an increase of
4.9% over 2000, according to the Automatic Merchandiser magazine's State of the Vending
Industry Report in August 2000. This figure includes both machines and products. Small
companies, with sales of less than $1 million, accounted for 5.8% of the market and had
projected sales for 2001 of $1.35 billion. Three quarters of all vending operators are classified in
the small category.

Within the industry, snacks and cold beverages are the largest product segments, representing
29% and 25% of the industry, respectively. These two segments are the driving force of the
industry. The food category grew at a rate of 7% last year, according to the Automatic
Merchandiser. Cold storage machines grew at an even more impressive 42% in 2002, with this
growth coming at the expense of shelf-stable products.

Broader economic and cultural trends are also positively impacting the industry. Food sales away
from home have become a larger part of total food sales in the U.S. since the 50's, according to
the Department of Agriculture. Technomic, a Chicago-based research firm, reports an increase in
demand for takeout meals as the percentage of two-parent households declines, along with the
decline of the three regular sit down meals per day.

Consumer preferences about taste, price, nutrition, convenience, and technology are changing.
These changes favor the vending industry, which now has the opportunity to spot these trends
and develop their markets.

According to the National Restaurant Association, revenues from restaurants are expected to
reach $321 billion in 2001. This is a large and healthy industry in the economy, and suppliers to
this industry are expected to benefit from this growth.

2.4 SWOT Analysis

The following SWOT analysis captures the key strengths and weaknesses within the company and
details the opportunities and threats that the industry faces.

2.4.1 Strengths

• Strong relationships with manufacturers.

• Excellent product line.
• Seasoned management team.

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 Chef Vending

2.4.2 Weaknesses

• Lack of brand recognition because Chef Vending is a start-up organization.

• The need to take on debt to get the business off the ground.
• Chef's new and innovative products do not have a lot of visibility in the U.S. yet.

2.4.3 Opportunities

• Participation in a growing market with a significant percentage of the target market still
not aware of Chef and its products.
• The food market, while somewhat effected by economic downturns is largely immune
because food is a basic necessity.
• A strong distributor network.

2.4.4 Threats

• Heavy equipment makes regional distribution more difficult.

• High capital costs.
• Future/potential competition from a national company.

2.5 Competition

Both the food, beverage and vending industries are highly competitive. Price, Return On
Investment (ROI), reliability, and customer service are the factors most affecting a buying
decision.

There are many large name brand companies with vending machines in the market. Chef is
focused on creating a niche market for innovative machines, to compete with larger more
recognizable names. By being first to market, Chef has a unique opportunity to brand itself and
its machines.

Buying patterns are fairly consistent across the year.

2.6 Products Offered

Chef Vending has three vending machines and three lines of restaurant equipment.

The vending products are:

1. Sandwich Express: This machine stores up to 140 pre-packaged sandwiches in a

refrigerated unit. When an order is placed, the machine sends a sandwich from the
refrigerator to the toaster, toasts the sandwich for a pre-determined time, and at a
predetermined temperature. In approximately 60 seconds, a fresh, delicious, hot sandwich
is served.

2. Fresh Orange Juice (OJ) Machine: This machine, as its name implies, delivers a chilled 7
oz. cup of fresh squeezed orange juice. The machine stores up to 140 lbs. of juice oranges
in a refrigerated unit. This will yield approximately 110, 7 oz. cups. When an order is
placed, the machine will dispense whole oranges that will be sliced in half, and then each

Page 8
 Chef Vending

half is pulverized for its juice from its refrigerated container. The juice will run through a
filtering system to keep out the seeds and most of the pulp, to finally provide the
customer with a 100% all natural cup of OJ in approximately 30 seconds.

3. Multi-line: These versatile, low-cost, easy-to-maintain machines provide the end user with
a variety of vending options, from phone cards to disposable cameras. Chef Vending is
able to provide customers with machines that have either two, three, or four product lines;
this will provide flexibility to maximize unit revenue.

The restaurant equipment products are:

1. Toasters: Available with either a single or double toaster, these panini-type toasters
provide the commercial establishment with an automatic machine that frees up service
personnel for other customer service tasks. These machines will toast sandwiches,
pastries, and a variety of other menu items, in a predetermined time and temperature,
automatically dispensing the food item when done.

2. Espresso Maker: This high-quality espresso maker makes single-serve cups of delicious
gourmet coffee from pre-packaged coffee pods. These pods provide great benefit to the
owner by reducing the cost of measuring for each new order, and eliminating the waste
associated with the traditional methods.

3. Fresh Juice Squeezer: This commercial grade machine will squeeze fresh, whole-juice
oranges to allow the owner to sell a cup of fresh-squeezed orange juice.

To enhance the existing line, Chef is looking at a larger model of Sandwich Express that will offer
a greater variety of sandwiches, and a more diverse product line, such as pizza.

Chef is also pursuing supplier relationships with large nationally-branded juice and sandwich
manufacturers, to customize our machines to their products. This would enable Chef Vending to
supply machines to national companies and allow them to brand the machines with their product
lines.

As Chef increases its presence in the equipment business, it will continuously search out products
to expand the existing line. A key component of this will be the feedback from the customer base.

2.7 Keys to Success

As a start-up company, new to the industry, and introducing new products, Chef must be focused
and work hard to create acceptance for the brand and products within the marketplace. The keys
to success are:

1. Quality support and service, recognizing that Chef Vending's success depends most
critically on the relationships it's able to create.
2. Innovative, quality products that are able to both expand existing markets and create new
ones for customers.
3. Steady, disciplined pattern of growth.
4. Chef Vending's customers and keeping them happy.

Page 9
 Chef Vending

2.8 Critical Issues

Chef Vending is still in the speculative as a start-up organization. The critical issues that it faces
are:

• Pursue controlled growth that dictates that payroll expenses will never exceed sales
revenue.
• Constantly monitor customer satisfaction, ensuring that the growth strategy will never
compromise service and satisfaction levels.

3.0 Marketing Strategy

The marketing strategy will emphasize the strengths of both the company and the products. Chef
will position itself as an aggressive, innovative company that supplies the market with new, high-
quality products. Chef will position itself in trade shows, within industry publications, and the
Internet, to reinforce this marketing strategy. The brochures, letterhead, and business
correspondence will further reinforce these concepts.

Chef recognizes that it costs six times more to attract a customer than to retain one. To that end,
Chef Vending will operate under the principle that the best marketing is an exceedingly satisfied
customer. While the industries Chef operates in are large, reputations play an important part.

3.1 Mission

Chef Vending's mission is to be the leader in introducing innovative, quality vending machines and
restaurant equipment to the market. Through close customer contact and excellent relationships,
it will meet the needs of customers wherever it can. Chef Vending will secure sufficient profits
from operations, to sustain its stability and finance future growth. We will add value to our
community by maintaining a friendly, familial work environment.

3.2 Marketing Objectives

• Maintain positive steady growth each month.

• Increase market penetration every quarter.
• Generate increased brand awareness quantified by reactions/feedback of customers at the
trade shows.

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 Chef Vending

3.3 Financial Objectives

• Decrease customer acquisition costs by 1% a quarter.

• Continue to decrease variable costs through efficiencies gained from experience.
• Increase profit margins by 0.5% per quarter.

3.4 Target Markets

Chef Vending will market its machines to three distinct market segments:

1. End users: Operators that have their own vending routes who wish to expand their
product selections. Included in this category are large institutional food service companies
that engage in vending operations as part of their overall food service business.
2. Distributors: Companies that supply operators with machines and supplies for their
operations.
3. Branded sandwich manufacturers and juice companies: By working closely with these
companies, Chef will customize the machines to meet the company's specifications and to
allow them to "brand" our machines with their products. They will either supply the
machines or sell them to their customers who will buy product supply for the machines
from these companies.

Chef has two markets for the equipment business:

1. Restaurants and hotels: End users who benefit from the equipment purchased.
2. Equipment supply companies: These are large supply houses that offer a variety of
equipment to the food and beverage industry.

The following Market Analysis table and chart are broken down by general market segments,
versus the specifics listed above.

3.5 Positioning

Chef Vending will position itself as an importer of high-end innovative vending machines and
commercial food and beverage equipment. To achieve this positioning, Chef Vending will leverage
its competitive edge.

• Chef Vending will enjoy the traditional benefits of first to market. Chef will attempt to
leverage this position to establish and solidify the brand in the market. As a small
company looking to establish itself, Chef will be attentive and flexible in meeting the
customer's demands.
• For Chef's other products, they have design features that will make them very
competitive. In addition to these design features, Chef will also be competing on price.

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 Chef Vending

3.6 Strategies

The single objective is to position Chef as the leader in vending machines and restaurant food and
beverage equipment in the southeast region. Chef will strive to aggressively increase its market
penetration. The marketing strategy will seek to first create customer awareness regarding the
offered products, then develop the customer base, and finally work toward building strong
customer loyalty.

The message communicated will be that Chef Vending offers the best vending and restaurant
equipment. The first method of broadcasting the method is participation in trade shows, a
valuable resource. The second method will be distributor open houses. The third method is the
development and use of Chef's Internet website. The last method of communication that Chef
Vending will be using advertisements in trade publications.

3.7 Marketing Mix

Chef Vending's marketing mix is comprised of the following approaches to pricing, distribution,
advertising and promotion, and customer service.

• Pricing: Chef's pricing scheme is designed to be competitive while still providing Chef with
a fair margin.
• Distribution: All of the products can be distributed within the southeast United States.
• Advertising and promotion: Chef Vending will employ several different strategies for its
advertising and promotion campaign.
• Customer service: Exceptional customer service is a necessary component for making this
business successful.

3.8 Marketing Research

During the initial stages of the marketing plan development, Chef held several focus groups with
perspective customers. These focus groups were developed out of interactions/introductions made
at the regional trade show. The goal of the focus groups was to solicit a significant amount of
information from perspective customers.

Chef was very careful with the facilitation of the focus groups, attempting to insure that the
results were as valid as possible. The groups ranged in size from seven to nine people. The focus
groups were video taped to allow Chef to review them more carefully at a later time. Overall, the
focus groups provided Chef with a wealth of information that was instrumental in launching and
growing the business.

Page 12
 Chef Vending

4.0 Financials

This section will offer a financial overview of Chef Vending as it related to the marketing activities.
Chef will address Break-even Analysis, Sales Forecasts, Expense Forecasts, and how they link to
the Marketing Strategy.

4.1 Break-even Analysis

The Break-even Analysis indicates that $93,165 will be needed in monthly revenue to match total
expenses.

Break-even Analysis

$30,000

$20,000

$10,000

$0

($10,000)

($20,000)

($30,000)

($40,000)

($50,000)
$0 $27,853 $55,706 $83,559 $111,412 $139,265

Monthly break-even point

Break-even point = where line intersects with 0

Table 4.1: Break-even Analysis

Break-even Analysis:
Monthly Units Break-even 27
Monthly Sales Break-even $93,165

Assumptions:
Average Per-Unit Revenue $3,481.62
Average Per-Unit Variable Cost $1,962.44
Estimated Monthly Fixed Cost $40,652

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4.2 Sales Forecast

The following chart and table reflect the forecasted sales for Chef Vending. Chef is forecasting
significant sales growth for the vending and equipment products and for the vending routes that
Chef will establish and manage itself.

Monthly Sales Forecast

$200,000

$180,000

$160,000

$140,000

$120,000

$100,000 End users

$80,000 Distributors

$60,000

$40,000

$20,000

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.2: Sales Forecast

Sales Forecast
Sales 2003 2004 2005
End users $1,098,780 $1,543,221 $1,934,887
Distributors $439,512 $617,288 $773,955
Total Sales $1,538,292 $2,160,509 $2,708,842

Direct Cost of Sales 2003 2004 2005

End users $439,512 $617,288 $773,955
Distributors $175,805 $246,915 $309,582
Subtotal Cost of Sales $615,317 $864,204 $1,083,537

4.3 Expense Forecast

Marketing expenses will be budgeted so that they initially ramp up and then re-ramp up over the
course of the year. The expense forecast will be used as a tool to keep the organization on target
and provide indicators when a modification or correction is needed.

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Monthly Expense Budget

$20,000

$18,000

$16,000

$14,000

$12,000
Trade Shows
$10,000
Website
$8,000
Advertisements
$6,000

$4,000

$2,000

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2003 2004 2005

Trade Shows $22,200 $0 $0
Website $11,650 $5,000 $7,000
Advertisements $78,600 $90,000 $100,000
------------ ------------ ------------
Total Sales and Marketing Expenses $112,450 $95,000 $107,000
Percent of Sales 7.31% 4.40% 3.95%
Contribution Margin $810,525 $1,201,306 $1,518,305
Contribution Margin / Sales 52.69% 55.60% 56.05%

5.0 Controls

The purpose of Chef Vending's marketing plan is to serve as a guide for the organization. The
following areas will be monitored to gauge performance:

• Revenue: monthly and annual, based on planned compared to actual.

• Expenses: monthly and annual, based on planned compared to actual.
• Customer satisfaction, to generate repeat business and referral activity.

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5.1 Implementation

The following milestones identify the key marketing programs. It is important to accomplish each
one on time and on budget.

Milestones

Marketing plan completion

Website development

Trade show particiaption campaign #1

Trade show particiaption campaign #2

Ad campaign #1

Ad campaign #2

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Table 5.1: Milestones

Milestones Plan
Milestone Start Date End Date Budget Manager Department
Marketing plan completion 1/1/03 2/1/03 $0 Charles Marketing
Website development 1/1/03 3/1/03 $10,000 Charles Marketing
Trade show particiaption campaign #1 3/1/03 3/30/03 $7,500 Charles Marketing
Trade show particiaption campaign #2 7/1/03 7/30/03 $14,700 Charles Marketing
Ad campaign #1 5/1/03 8/30/03 $40,500 Charles Marketing
Ad campaign #2 9/1/03 12/30/03 $38,100 Charles Marketing
Totals $110,800

5.2 Marketing Organization

Charles Mulligan will be responsible for all of the marketing activities. Charles will assess the
performance of the trade show campaign for future participation. The advertising campaigns will
be evaluated on a return on investment basis.

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5.3 Contingency Planning

Difficulties and Risks

• Problems generating visibility.

• Importing issues that are beyond Chef's control.
• An entry into the market that adopts similar products.

Worst Case Risks May Include

• Determining that the business cannot support itself on an ongoing basis.

• Having to liquidate equipment to cover liabilities.

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 Appendix: Chef Vending
Table 1.0 Sales Forecast

Sales Forecast Plan

Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
End users $0 $74,454 $80,353 $84,664 $89,773 $93,334 $97,884 $101,223 $109,334 $115,773 $121,998 $129,990
Distributors $0 $29,782 $32,141 $33,866 $35,909 $37,334 $39,154 $40,489 $43,734 $46,309 $48,799 $51,996
Total Sales $0 $104,236 $112,494 $118,530 $125,682 $130,668 $137,038 $141,712 $153,068 $162,082 $170,797 $181,986

Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
End users $0 $29,782 $32,141 $33,866 $35,909 $37,334 $39,154 $40,489 $43,734 $46,309 $48,799 $51,996
Distributors $0 $11,913 $12,856 $13,546 $14,364 $14,933 $15,661 $16,196 $17,493 $18,524 $19,520 $20,798
Subtotal Cost of Sales $0 $41,694 $44,998 $47,412 $50,273 $52,267 $54,815 $56,685 $61,227 $64,833 $68,319 $72,794

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Table 4.2 Sales Forecast

Sales Forecast Plan

Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
End users $0 $74,454 $80,353 $84,664 $89,773 $93,334 $97,884 $101,223 $109,334 $115,773 $121,998 $129,990
Distributors $0 $29,782 $32,141 $33,866 $35,909 $37,334 $39,154 $40,489 $43,734 $46,309 $48,799 $51,996
Total Sales $0 $104,236 $112,494 $118,530 $125,682 $130,668 $137,038 $141,712 $153,068 $162,082 $170,797 $181,986

Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
End users $0 $29,782 $32,141 $33,866 $35,909 $37,334 $39,154 $40,489 $43,734 $46,309 $48,799 $51,996
Distributors $0 $11,913 $12,856 $13,546 $14,364 $14,933 $15,661 $16,196 $17,493 $18,524 $19,520 $20,798
Subtotal Cost of Sales $0 $41,694 $44,998 $47,412 $50,273 $52,267 $54,815 $56,685 $61,227 $64,833 $68,319 $72,794

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Table 4.3 Marketing Expense Budget

Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Trade Shows $5,000 $0 $0 $3,500 $0 $0 $6,000 $1,200 $1,500 $5,000 $0 $0
Website $10,000 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150
Advertisements $5,000 $5,500 $6,000 $7,000 $8,000 $9,000 $5,500 $6,000 $8,000 $9,000 $9,600 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $20,000 $5,650 $6,150 $10,650 $8,150 $9,150 $11,650 $7,350 $9,650 $14,150 $9,750 $150
Percent of Sales 0.00% 5.42% 5.47% 8.99% 6.48% 7.00% 8.50% 5.19% 6.30% 8.73% 5.71% 0.08%
Contribution Margin ($20,000) $56,891 $61,347 $60,468 $67,259 $69,251 $70,573 $77,677 $82,191 $83,099 $92,728 $109,042
Contribution Margin / Sales 0.00% 54.58% 54.53% 51.01% 53.52% 53.00% 51.50% 54.81% 53.70% 51.27% 54.29% 59.92%

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