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Running head: MARKETING PLAN Marketing Plan Name of the Student: Name of the University: Author’s Note:

1 MARKETING PLAN Executive Summary The marketing plan of Coca Cola Amatil has been presented in this report. A new product line for the organization has been selected, which is non-vegetarian products. This product line will include ready-to-make food items, which will be available in three sizes in the supermarket. From the Ansoff matrix, it has been found that growth focus will be the new corporate strategy of CCA and therefore both existing market, Australia and New Zealand and new market, China and India would be the best suitable. This report only represents the launching timeframe of the new products, which would be six months and associated with heavy advertising. Some of the risk factors have been discussed, which CCA would need to evaluate with the progress of time so that difference between projected outcome and estimated outcome is minimized.

2 MARKETING PLAN Table of Contents 1.0 Introduction ................................................................................................................................ 3 1.1 Mission .................................................................................................................................. 4 1.1.1 Current Mission of Coca Cola Amatil ............................................................................ 4 1.1.2 Future Mission ................................................................................................................ 4 1.1.3 Corporate Objectives ...................................................................................................... 4 2.0 Situational Analysis ................................................................................................................... 5 2.1 External Environment (Macro) .............................................................................................. 5 2.1.1 PESTLE Analysis ........................................................................................................... 5 2.2 Internal Environment (Micro) ................................................................................................ 6 2.2.1 Stakeholder Analysis ...................................................................................................... 6 2.3 SWOT Analysis ..................................................................................................................... 8 2.4 Strategic Fit (TWOS) ........................................................................................................... 10 3.0 Marketing Plan ......................................................................................................................... 11 3.1 Marketing Objective ............................................................................................................ 11 3.2 Marketing Strategy .............................................................................................................. 13 3.2.1 Segmentation Targeting Positioning (STP) Analysis .................................................... 13 3.2.2 Marketing Mix .............................................................................................................. 14 3.2.3 4Ps-4Cs Model .............................................................................................................. 16 3.3 Action Tactics ...................................................................................................................... 17

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3 MARKETING PLAN 3.3.1 Action Plan .................................................................................................................... 17 3.3.3 Marketing Budget ......................................................................................................... 18 3.4 Control of Evaluation .......................................................................................................... 18 3.4.1 Contingency Planning ................................................................................................... 18 3.4.2 Control Measures .......................................................................................................... 20 4.0 Conclusion ............................................................................................................................... 21 Reference List ................................................................................................................................ 22 Appendix 1: Product launch budget .............................................................................................. 25

4 MARKETING PLAN Mission Corporate Objectives Situation Analysis Marketing Objectives Marketing Strategies Marketing Tactics Control and Evaluation How to get there? Where to be? Where is at present? 1.0 Introduction In assessment 1, it has been found that Coca Cola Amatil (CCA) is having huge range of soft drinks and various vegetarian snacks but there is no non-vegetarian item. In this assessment, the marketing plan of CCA will be provided, which will design a new product line for both existing and new market. The new product will be within Non-vegetarian category and only the launch plan will be designed through several marketing strategies. Following is the marketing plan. Figure 1: Marketing Planning Process (Source: Created by Author)

5 MARKETING PLAN

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6 MARKETING PLAN 1.1 Mission 1.1.1 Current Mission of Coca Cola Amatil The current mission of Coca-Cola Amatil is to encourage the moment of optimism and energize the mind, body and spirit of the people (CCA 2017). 1.1.2 Future Mission The future mission of Coca Cola Amatil would be to offer non-vegetarian snacks in addition to vegetarian snacks and fresh drinks, which can appeal to health-minded and pride conscious customers. 1.1.3 Corporate Objectives Corporate Objectives of Coca Cola Amatil through SMART Analysis Specific  Wealth maximization of the organization  Introduce more healthy eating products in snacks category  Enhance the product portfolio  Gain more sales for gaining enhancing profit Measurable  Maximize organizational wealth by 40%  Enhance profit level 30% Achievable  Enough talented employees for making new food products  Enough organizational capital will assist in enhancing product portfolio  Strong brand image will help in increasing sales towards increasing profit Relevant  Coca Cola Amatil lacks products in non-vegetarian snacks category, which limits it profit level. In such case, introducing new non-vegetarian snacks product and enhancing sales will be relevant. Timely  Coca Cola Amatil will set one year period for the set objective Table 1: Corporate Objectives of Coca Cola Amatil (Source: Morison and Ramsay 2015) 2.0 Situational Analysis 2.1 External Environment (Macro) 2.1.1 PESTLE Analysis PESTLE Analysis of Coca Cola Amatil for Fitting with New Product Launch

7 MARKETING PLAN Political  Australia has stable political condition, which can help in launching new product  The organization get tax concession on its business, which can minimize the operational cost of new product  The trade restriction of Australia is quite flexible, which can help the organization to expand its new business globally (Nyberg, Spicer and Wright 2013) Economic  The economic growth of Australia can be helpful for launching new product  Frequent inflation rate of Australia may increase the cost of business operation for new products (Regan, Love and Smith 2016)  Economic fluctuation may limit the organization to qualify the business loan for capital expenditure of new product Social  The purchasing power of Australian people are increasing, which can have positive impact on the new product launch of Coca Cola Amatil  Healthy and modern life style of Australians can persuade them to accept the healthy and hygienic non-vegetarian snacks (Badland et al . 2016)  The busy schedule of Australian people will make them interested to have temporary snacks food Technological  The effective and high quality technology and machineries of the organization will help the to innovate new products (Shahiduzzaman and Alam 2014)  The usage of social media channel will help them to effectively communicate the value of new product to the customers Legal  The organization maintain equal employment opportunity, which can help the organization to get high quality of employees for producing new product  The organization follows all the consumer laws, which can help in increasing image of new snacks product (Trappey and Trappey 2015) Table 2: PESTLE Analysis of Coca Cola Amatil (Source: Created by Author) 2.2 Internal Environment (Micro) 2.2.1 Stakeholder Analysis 2.2.1.1 Customers Coca Cola Amatil has strong and effective interaction with the customers. Hence, it will be easy of the organization to communicate the actual value of new non-vegetarian snacks to the customers. Moreover, the repurchasing intension of the customers will persuade them to try new

8 MARKETING PLAN non-vegetarian snacks of the organization. Furthermore, excellent customer care service will create lenient customer behavior on the new product. 2.2.1.2 Employees The employees of Coca Cola Amatil are highly talented and dedicated in their job role. This efficient and sincere nature of the employees will be helpful for producing new non- vegetarian snacks product. It is also possible to meet the high standard for the new product through the dedication level of the employees. The organization also provides continuous training program to the employees for making them technically improved (Fleming and Spicer 2014). It will also help the employees to understand the technical upheavals for making new products. 2.2.1.3 Shareholders Coca Cola Amatil maintains a strong level of transparency with its shareholders. The organization provides adequate and right return on investment to the shareholders. Therefore, the organization is quite capable of maintaining collaborative relationship with the shareholders. Shareholders will be quite interested to invest for the new business project of the organization, as they always get right return on investment (Jia et al . 2014). Moreover, such kind of transparency is also helpful for the organization to build brand image for the new product. 2.2.1.4 Suppliers The procure team of Coca Cola Amatil are in constant search for qualified suppliers. It always helps the organization to maintain high standard for the products. Such qualified suppliers of the organization will also ensure the standard quality for the raw materials of the new product.

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9 MARKETING PLAN

10 MARKETING PLAN 2.3 SWOT Analysis SWOT ANALYSIS OF COCA COLA AMATIL WITH RESPECT TO NEW PRODUCT STRENGTH  Strong brand image of Coca Cola Amatil will help it to launch new product in terms of its acceptance  Strong global presence will also increase the customer base of the organization for the new product  Strong customer base will increase the potentiality of the organization to sell new product  Efficient supply chain network will help the organization to source raw materials and distribute finished non-vegetarian product to the customers effectively  Strong financial status of the organization will help is sourcing enough financial resources towards launching new product  Huge employee strength of Coca Cola Amatil will help in handling new product portfolio effectively WEAKNESS  Limitation of global presence only within six countries can reduce the global scope for new non-vegetarian snacks of Coca Cola Amatil  The organization has lack of non-vegetarian snacks, where it can launch the new non-vegetarian category OPPORTUNITY  Strong global presence can be helpful for the organization to increase the global scope of the new product  Growing demand of temporary snack food with the Australian may provide hope for the new non-vegetarian snacks products of the organization  Growing economic condition of Australia will offer extensive business opportunities for the new product THREATS  The organization faces tough competition from Nudie Foods Australia, and PepsiCo. New non-vegetarian snacks can help the organization to beat the competition  The organization is facing challenges for changing consumer preference Table 3: SWOT Analysis of Coca Cola Amatil (Source: Smith and Pititto 2014)

11 MARKETING PLAN 2.4 Strategic Fit (TWOS) Strategic fit can be analyzed through TWOS Analysis Figure 2: Strategic Fit (Source: Created by Author) TWOS Analysis SO (Maxi-Maxi Strategy) With the strong financial condition, the organization can launch its new products globally having strong global presence. WO (Mini-Maxi Strategy) Demand for temporary snacks will helpful for the organization to introduce new non-vegetarian snacks. ST (Maxi-Mini Strategy) Having strong brand image with the new non-vegetarian snacks, the organization will be able to beat the competitors. WT (Mini-Mini Strategy) The organization should develop new non-vegetarian snacks for accommodating with changing consumer taste. Table 4: Strategic Fit (TWOS) of Coca Cola Amatil (Source: Created by Author) 3.0 Marketing Plan 3.1 Marketing Objective Based on assignment 1, the Ansoff Matrix can be represented by the following figure, in which only the growth potentiality of the organization will be focused.

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12 MARKETING PLAN Selling products in new market Extending product line in existing market Offering new products like non- vegetarian snacks in existing market Selling Non-vegetarian products such as snacks Existing New New Market Development Diversification Product Development Market Penetration Products Markets Figure 3: Ansoff Matrix (Source: Created by Author) Figure 4: SMART Objective Model (Source: Kotler 2012)

13 MARKETING PLAN Specific  Selling products in new market such as India and China  Selling Non-vegetarian products such as snacks  Extending product line in existing market such as Australia and New Zealand  Offering new products like non-vegetarian snacks in existing market Measurabl e  Quarterly sales figure will represent amount of growth  Percentage of demand proportion will measure market penetration Achievable  Stakeholder’s wealth maximization through corporate expansion will motivate them to invest, perform and achieve Realistic  Rising demand of ready to eat non-vegetarian snacks, burgers and chicken recipes  Financial support from other small business units Timely  Supposed to be launched with next 6 months Table 5: SMART Objective (Source: Created by Author)

14 MARKETING PLAN 3.2 Marketing Strategy 3.2.1 Segmentation Targeting Positioning (STP) Analysis Being just a launch plan, the STP analysis of the new product line has to be analyzed prior to marketing mix. Segmentation Demographic  Age: Ranging from 13 to 65  Income range: Mid-income to high-income group  Both for nuclear and joint families; low to high socio-economic status Geographic  Existing market: Australia and New Zealand  New Market: India and China Psychographi c  Average and common lifestyle consumers  Corporate officials, teenagers and couples Behavioral  Benefit-sought consumers with high purchase rate Targeting Market size : High population market such as India and China High economic growth rate : Both India and China have fastest growth rate Market Stability : Politically stable market, rising population and economy Positioning  Readymade snacks available in packets  Will be available in all supermarket  Chicken ribs, burger and other non-vegetarian products will be available in reputed restaurants Table 6: STP Analysis (Source: Created by Author) 3.2.2 Marketing Mix 3.2.2.1 Product Considering the first stage of new product development phase, it can be said that new product line for the organization will be to enter in non-vegetarian snack/starter/appetizer category. The products will consist of only snacks items such as chicken nuggets, chicken burgers, chicken rib roasts, chicken lollypop and fried chicken. All these products will be available in packets, which will be ready to cook. Three types of packet sizes will be offered (small, medium and large). This will be the most unique product line for CCA, as until now it has

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15 MARKETING PLAN been the leader in soft drinks. Only chicken has been selected as the non-vegetarian item as it is widely accepted by all cultural people for both existing (Australia, New Zealand) and new (India, China) markets. 3.2.2.2 Price CCA will need to follow competitive pricing strategy at the time of launch phase as it will create a sense of value to the target audience. High pricing will not attract consumers and also if forth stage of product development is considered, then it can reach to break-even point within first ten months. Small size packet price will be the base price. Large size packets will be base price multiplied by five. Medium size packets will be priced three and half times the base price, as it will act as a provocation for availing premium (large) size packets. 3.2.2.3 Place All the packet sizes will be available in supermalls for the new market for the first six months during the launch period. However, for existing market, products will be available in all retail food outlets, malls, supermarkets and even online food ordering sites. City centers, city capitals and online websites are the places where the non-vegetarian items will be easily available in both new and existing market. 3.2.2.4 Promotion Since it is just the launch period, the products will need heavy advertising. Considering fifth stage of product development, beta testing and market testing will act the form of promotion. Focus group and interviews will be made, which will lead to word-of-mouth advertising. However, both support media and digital advertising will be carried out in new market. Considering the seventh stage of product development, it can be said that

16 MARKETING PLAN commercialization is the vital part of marketing mix and for CCA, promotions must be carried out via digital platform. Semiotics advertising style and hoarding and banners will be the most suitable at launch period. Figure 5: Marketing Mix (Source: Kotler 2012) Digital advertising Support Media Supermarket Malls Online platform Competative Pricing (small, medium, premium) Non-vegetarian snacks Product Product Price Price Promotion Promotion Place Place

3.2.3 4Ps-4Cs Model While summarizing the marketing mix, 4Cs framework evaluation will better analyze the marketing strategy. Figure 6: Brand Strategy (Source: Menon et al . 2015) 4PS 4CS PRODUCT  Non-vegetarian food including ready- to-made chicken recipes  Non-vegetarian snacks containing items from only chicken CUSTOMER SOLUTION  High demand of ready-to-made chicken recipes but less items available in Australian market (Juan Ding et al . 2014)  Non-vegetarian chicken items are explicitly available in only restaurants in China and India (Gandhi and Zhou 2014) PRICE  Competitive pricing strategy  Each ready-to-make item will be available in three prices  Competitive pricing will lead to attract consumers at the earliest CUSTOMER COST  With competitive pricing, customer will neither have to pay extra nor less, which will ensure more sales (Giri and Sharma 2014)  For snacks, it will be available in three price range at any supermarket, for which consumers will not have to pay extra PLACE  Products will be initially available in all supermarket  Snacks will be available in existing retail markets and online stores CONVENIENCE  Rising concentration of online purchase is prominent in India, indicating convenience  Supermarkets are the most preferable areas where bulk shopping is processed (Koh and Brunner 2015) PROMOTIO N  Semiotics advertising style through innovative images in hoardings and banners  Digital marketing and promotions in new markets  Support media in existing Australian supermarkets COMMUNICATIO N  Semiotics will lead to provocation and instinct of satisfaction through the hoardings and banners, indicating communication (Oswald 2015)  Digital marketing will explicitly communicate all age groups Table 7: 4Ps-4Cs Framework (Source: Kotler 2012)

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3.3 Action Tactics 3.3.1 Action Plan Action Step Responsibility Time Resources Required Potential Challenges Determination of product Research and Development team 1 to 3 months  Capital/Investmen t  Human resource,  Supply-demand data  Limited timeframe  Negative interest from investors  Volatile market Determination of Price Marketing team 2 to 4 months  Competitive pricing data  Market trend data  Market demographics  Limited market research  Changing market demand  Market substitutes Determination of Place Marketing team Purchasing team 4 to 5 months  Human Resource  Financial resource  Digital Platform  Lack of distributors Determination of Promotion Marketing team Advertising team 5 to 6 months  Capital/finance  Technology  Print media  Outdated digital infrastructure  Poor user acceptance Table 8: Marketing Strategy Action Plan (Source: Created by Author)

Objectives Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Determination of product Determination of Price Determination of Place Determination of Promotion Table 9: Gantt Chart (Source: Created by Author) 3.3.3 Marketing Budget Appendix 1 shows the product launch budget. The total budget is $1,997,400, which is the least budget for six months. The timeframe of each categories has been divided into 1.5 months. It has been found that maximum of investment will be required for advertisement in the first six months, which is $764,000.00. This is the minimal expenditure, which CCA can easily bare from its revenue from other existing SBUs. It must be also said that the budget has been prepared based on only reserved cash, which is without direct intervention of investors and shareholders. The maximum expenditure will be done in the last 1.5 month, which is about 0.257985381 percent of the total budget. 3.4 Control of Evaluation 3.4.1 Contingency Planning Risk  Regulatory and legal challenges like inclusion of fat tax will increase price of food  Physical damage of production sectors may impact on allocated budget (Sahebjamnia, Torabi and Mansouri 2015) Impact  Cumulative impact of the risks has to be taken care in existing Australian market but individual risk has to be quantified and reduced in new market  Impact matrix will help in evaluating risk with rating for 1 to 10 Risk Management  Highest rated risks in operation and finance will need to be reduced  Unforeseen financial and legal risk is quite common for which cash has to be reserved (Reid and Lambert 2014)

Planning  Faster recovery plans, disaster recovery plan, employee training and succession planning will help in planning  Contingency funds will need to be reserved in launch plan ((MT Thome, Soucasaux Sousa and FRRS do Carmo 2014) Table 10: Contingency Plan (Source: Created by Author) Figure 7: Marketing Plan Evaluation (Source: Kotler 2012) 3.4.2 Control Measures Customer Feedback  At the fourth month customer feedback through survey and polls must be done from supermarkets  Online polls hosting in Facebook will help in identifying consumer response (Gordon 2013) Target Market sales  Difference between projected sales and estimated sales volume will help in quantifying the differences in profit  Demographic sales breakdown will help in indicating new target market (Goh, Heng and Lin 2013) Budgeting  Will help in creating the balance between advertising material cost and revenue generated  With increase in time, more cash has to be allocated for advertising Marketing Plan Evaluation Checking Return on Investment (ROI) Determining sales number Surveying customer response Effectiveness of expansion Feedback from marketing partner Feedback from salesperson Analyzing competitor response

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expenses, travel expenses, trade fair expenses and employee training expenses (Armstrong et al. 2014) Market share  Entire product line has to be broken down into specific products so that focus for each product category can be evaluated Table 11: Control Measures (Source: Created by Author)

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4.0 Conclusion While concluding, it can be said that Coca Cola Amatil will be definitely successful in launching its new line of product. In the developing markets like China and India, demand of non-vegetarian food items has been found to be constantly increasing, and therefore the ready-to- made products will surely mitigate the demand. It has been also found that maximum of the chicken recipes is found in the restaurants but through the new product line of CCA, target consumers will surely get satisfied. Maximum of the expenditure will be for advertisements in the first six months but amount of cash must be kept for contingency plans.

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Reference List Armstrong, G., Adam, S., Denize, S. and Kotler, P., 2014. Principles of marketing . Pearson Australia. Badland, H., Whitzman, C., Lowe, M., Davern, M., Aye, L., Butterworth, I., Hes, D. and Giles- Corti, B., 2014. Urban liveability: emerging lessons from Australia for exploring the potential for indicators to measure the social determinants of health. Social science & medicine , 111 , pp.64- 73. CCA 2017. Welcome to Coca-Cola Amatil . [online] Available at: https://www.mycca.com.au/welcome. Fleming, P. and Spicer, A., 2014. Power in management and organization science. The Academy of Management Annals , 8 (1), pp.237-298. Gandhi, V.P. and Zhou, Z., 2014. Food demand and the food security challenge with rapid economic growth in the emerging economies of India and China. Food Research International , 63 , pp.108-124. Giri, B.C. and Sharma, S., 2014. Manufacturer's pricing strategy in a two-level supply chain with competing retailers and advertising cost dependent demand. Economic Modelling , 38 , pp.102- 111. Goh, K.Y., Heng, C.S. and Lin, Z., 2013. Social media brand community and consumer behavior: Quantifying the relative impact of user-and marketer-generated content. Information Systems Research , 24 (1), pp.88-107.

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Gordon, R., 2013. Unlocking the potential of upstream social marketing. European Journal of Marketing , 47 (9), pp.1525-1547. Jia, L., Shaw, J.D., Tsui, A.S. and Park, T.Y., 2014. A social–structural perspective on employee– organization relationships and team creativity. Academy of Management Journal , 57 (3), pp.869- 891. Juan Ding, M., Jie, F., A. Parton, K. and J. Matanda, M., 2014. Relationships between quality of information sharing and supply chain food quality in the Australian beef processing industry. The International Journal of Logistics Management , 25 (1), pp.85-108. Koh, A.C. and Brunner, J.A., 2015. Consumer Perceptions Towards Products Made in the People’s Republic of China: Implications for Marketing Strategy. In Proceedings of the 1988 Academy of Marketing Science (AMS) Annual Conference (pp. 122-126). Springer International Publishing. Kotler, K. 2012. Marketing Management . 1st ed. Pearson Education Limited. Menon, A., Bharadwaj, S.G., Adidam, P.T. and Edison, S.W., 2015. Effective Marketing Strategy-Making: Antecedents and Consequences. In Proceedings of the 1997 Academy of Marketing Science (AMS) Annual Conference (pp. 224-224). Springer International Publishing. Morison, R.G. and Ramsay, I., 2015. An analysis of companies' business objectives. Governance Directions , 67 (2), p.73. MT Thomé, A., Soucasaux Sousa, R. and FRRS do Carmo, L., 2014. Complexity as contingency in sales and operations planning. Industrial Management & Data Systems , 114 (5), pp.678-695.

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Nyberg, D., Spicer, A. and Wright, C., 2013. Incorporating citizens: corporate political engagement with climate change in Australia. Organization , 20 (3), pp.433-453. Oswald, L.R., 2015. The structural semiotics paradigm for marketing research: Theory, methodology, and case analysis. Semiotica , 2015 (205), pp.115-148. Regan, M., Love, P. and Smith, J., 2016. Whole life costing of infrastructure investment: Economic and social infrastructure projects in Australia. In International Conference on Smart Infrastructure and Construction (pp. 701-706). Reid, R.C. and Lambert, S.L., 2014, October. Using contingency planning model to mitigate the impact of the inevitable disaster at the class level. In InfoSecCD (pp. 16-1). Sahebjamnia, N., Torabi, S.A. and Mansouri, S.A., 2015. Integrated business continuity and disaster recovery planning: Towards organizational resilience. European Journal of Operational Research , 242 (1), pp.261-273. Shahiduzzaman, M. and Alam, K., 2014. Information technology and its changing roles to economic growth and productivity in Australia. Telecommunications Policy , 38 (2), pp.125-135. Smith, L. and Pititto, T., 2014. M and A activity in the food and beverage sector. Food Australia , 66 (4), p.24. Trappey, C.V. and Trappey, A.J., 2015. Collective intelligence applied to legal e-discovery: A ten- year case study of Australia franchise and trademark litigation. Advanced Engineering Informatics , 29 (4), pp.787-798.

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Appendix 1: Product launch budget 1-6 week 7-12 week 13-18 week 19-24 week TOTALS PUBLIC RELATIONS PR Firm $ 11,000.0 0 $ 15,000.0 0 $ 15,000.0 0 $ 15,000.0 0 $ 56,000.00 Press Release Development $ 1,600.00 $ 1,800.00 $ 1,700.00 $ 1,800.00 $ 6,900.00 Press Kit Materials $ 1,500.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 7,500.00 Review Program $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 4,000.00 Analyst subscription/reports $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 4,000.00 Press tour(s) $ 10,000.0 0 $ 12,000.0 0 $ 14,000.0 0 $ 16,000.0 0 $ 52,000.00 TOTAL Public Relations $ 26,100.0 0 $ 32,800.0 0 $ 34,700.0 0 $ 36,800.0 0 $ 130,400.0 0 WEB MARKETING Online advertising creative $ 22,000.0 0 $ 25,000.0 0 $ 25,000.0 0 $ 28,000.0 0 $ 100,000.0 0 Google AdWords program $ 25,000.0 0 $ 25,000.0 0 $ 25,000.0 0 $ 25,000.0 0 $ 100,000.0 0 Yahoo ad program $ 13,000.0 0 $ 13,000.0 0 $ 13,000.0 0 $ 13,000.0 0 $ 52,000.00 Microsoft ad program $ 10,000.0 0 $ 10,000.0 0 $ 10,000.0 0 $ 10,000.0 0 $ 40,000.00 Search Engine Optimization (SEO) $ 12,000.0 0 $ 12,000.0 0 $ 12,000.0 0 $ 12,000.0 0 $ 48,000.00 Website development/updates $ 11,000.0 0 $ 11,000.0 0 $ 11,000.0 0 $ 11,000.0 0 $ 44,000.00 TOTAL Web Marketing $ 93,000.0 0 $ 96,000.0 0 $ 96,000.0 0 $ 99,000.0 0 $ 384,000.0 0

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ADVERTISING Print advertising placements $ 52,000.0 0 $ 55,000.0 0 $ 57,000.0 0 $ 60,000.0 0 $ 224,000.0 0 Creative Development $ 30,000.0 0 $ 30,000.0 0 $ 30,000.0 0 $ 30,000.0 0 $ 120,000.0 0 VAR/Channel advertising $ 40,000.0 0 $ 40,000.0 0 $ 40,000.0 0 $ 40,000.0 0 $ 160,000.0 0 Radio advertising $ 25,000.0 0 $ 25,000.0 0 $ 25,000.0 0 $ 25,000.0 0 $ 100,000.0 0 Television advertising $ 40,000.0 0 $ 40,000.0 0 $ 40,000.0 0 $ 40,000.0 0 $ 160,000.0 0 TOTAL Advertising $ 187,000. 00 $ 190,000. 00 $ 192,000. 00 $ 195,000. 00 $ 764,000.0 0 COLLATERAL Data sheet $ 6,000.00 $ 6,500.00 $ 7,000.00 $ 7,500.00 $ 27,000.00 Brochure $ 6,500.00 $ 6,500.00 $ 6,500.00 $ 6,500.00 $ 26,000.00 White Paper $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 20,000.00 Demo $ 4,500.00 $ 4,500.00 $ 4,500.00 $ 4,500.00 $ 18,000.00 Web Content $ 8,000.00 $ 8,000.00 $ 8,000.00 $ 8,000.00 $ 32,000.00 Sales Force "Cheat Sheet" $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 8,000.00 FAQs $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 8,000.00 Training materials $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 20,000.00 Reviewer's Guide $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 4,000.00 TOTAL Collateral $ 40,000.0 0 $ 40,500.0 0 $ 41,000.0 0 $ 41,500.0 0 $ 163,000.0 0 EVENTS (LAUNCH, TRADE SHOWS, OTHER) Booth space/venue $ $ $ $ $

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10,000.0 0 12,000.0 0 15,000.0 0 15,000.0 0 52,000.00 Travel & hotels $ 6,000.00 $ 5,000.00 $ 6,000.00 $ 7,000.00 $ 24,000.00 Signage $ 8,000.00 $ 9,000.00 $ 10,000.0 0 $ 11,000.0 0 $ 38,000.00 Equipment rentals $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 20,000.00 Refreshments $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 20,000.00 Invitations $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 4,000.00 In-person seminars $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 8,000.00 TOTAL EVENTS $ 37,000.0 0 $ 39,000.0 0 $ 44,000.0 0 $ 46,000.0 0 $ 166,000.0 0 DIRECT MARKETING CAMPAIGNS Creative development $ 15,000.0 0 $ 15,000.0 0 $ 15,000.0 0 $ 15,000.0 0 $ 60,000.00 Email to in-house lists $ 12,000.0 0 $ 12,000.0 0 $ 12,000.0 0 $ 12,000.0 0 $ 48,000.00 Email to rented lists $ 10,000.0 0 $ 10,000.0 0 $ 10,000.0 0 $ 10,000.0 0 $ 40,000.00 Printed piece mailing to in-house list $ 6,000.00 $ 6,000.00 $ 6,000.00 $ 6,000.00 $ 24,000.00 Printed piece mailing to rented list $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 16,000.00 TOTAL Direct Marketing Campaigns $ 47,000.0 0 $ 47,000.0 0 $ 47,000.0 0 $ 47,000.0 0 $ 188,000.0 0 CHANNEL MARKETING PROGRAMS VAR demo purchase program $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 20,000.00 SPIFFS $ 6,000.00 $ 5,000.00 $ 6,000.00 $ 5,000.00 $ 22,000.00 Retail end caps $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 28,000.00

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Email to VAR lists $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 12,000.00 Direct mail to VAR lists $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 20,000.00 Marketing programs with retail partners $ 10,000.0 0 $ 10,000.0 0 $ 10,000.0 0 $ 10,000.0 0 $ 40,000.00 Market development funds (MDF) $ 15,000.0 0 $ 15,000.0 0 $ 15,000.0 0 $ 15,000.0 0 $ 60,000.00 TOTAL Channel Marketing Programs $ 51,000.0 0 $ 50,000.0 0 $ 51,000.0 0 $ 50,000.0 0 $ 202,000.0 0 SUMMARY 1-6 week 7-12 week 13-18 week 19-24 week TOTALS Public Relations $ 26,100.0 0 $ 32,800.0 0 $ 34,700.0 0 $ 36,800.0 0 $ 130,400.0 0 Web Marketing $ 93,000.0 0 $ 96,000.0 0 $ 96,000.0 0 $ 99,000.0 0 $ 384,000.0 0 Advertising $ 187,000. 00 $ 190,000. 00 $ 192,000. 00 $ 195,000. 00 $ 764,000.0 0 Collateral $ 40,000.0 0 $ 40,500.0 0 $ 41,000.0 0 $ 41,500.0 0 $ 163,000.0 0 Events (Launch, Trade Shows, Other) $ 37,000.0 0 $ 39,000.0 0 $ 44,000.0 0 $ 46,000.0 0 $ 166,000.0 0 Direct Marketing Campaigns $ 47,000.0 0 $ 47,000.0 0 $ 47,000.0 0 $ 47,000.0 0 $ 188,000.0 0 Channel Marketing Programs $ 51,000.0 0 $ 50,000.0 0 $ 51,000.0 0 $ 50,000.0 0 $ 202,000.0 0 TOTALS $ 481,100. 00 $ 495,300. 00 $ 505,700. 00 $ 515,300. 00 $1,997,40 0.00 % of TOTAL 0.24086 3122 0.24797 2364 0.25317 9133 0.25798 5381

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