Marketing Plan-DbaTek

Contents

Introduction .........................................................................................................................................3 Market Segmentation...........................................................................................................................4 Mission .................................................................................................................................................5 Operations ............................................................................................................................................6 Delivery ................................................................................................................................................7 Resource Utilization.............................................................................................................................8 Marketing Plan ....................................................................................................................................9 Administrative Expenses ...................................................................................................................14 Staff and Salary Structure..................................................................................................................15 Fixed and Variable Costs ..................................................................................................................16 DbaTek Offerings and Pricing Structure .........................................................................................17 Expected Earnings Schedule .............................................................................................................19 Break Even Analysis...........................................................................................................................20 SWOT Analysis: .................................................................................................................................22
Strengths: ..................................................................................................................................................22 Weaknesses: ..............................................................................................................................................22 Opportunities: ...........................................................................................................................................23 Threats: .....................................................................................................................................................24

Competition Analysis .........................................................................................................................25 Price Elasticity and Demand..............................................................................................................25 Future Growth Plans .........................................................................................................................26 Global Market Strategy......................................................................................................................27 The 4Ps ...............................................................................................................................................28
Product ......................................................................................................................................................28 Price ...........................................................................................................................................................28 Place ...........................................................................................................................................................28 Promotion ..................................................................................................................................................28

List of Tables and Figures .................................................................................................................29 References...........................................................................................................................................29

Introduction
We are purposing a start up called DbaTek. It will be a computer consulting business company concentrating on providing remote database administration to its clients with special focus on managing Oracle databases which are at the companys client sites. It is a B2B company to serve clients who have $500,000 to $5 million annual budget for Information Technology (IT) spending and who have under- served IT staff of 5 to 10 persons. Such clients or businesses are categorized as Small and Midsize Businesses or SMBs. Databases are one of the most critical IT components. Companies small to big are capturing even more data as more of business process are translated into computer software workflows. These days, businesses are capturing more varieties of data not possible years earlier. The prices of data storage disks have come down drastically in last few years which makes more economically feasible to store all sorts of measurable data. A big portion of the business data gets stored into databases, because most of the commercially available off the shelf business software, including Enterprise Resource Planning (ERP) Software, use databases in big way. Even most of the software programmers and developers using popular software writing languages like Java, .net, C++, etc store data required by the programs in these databases. Commercially available databases are piece of software which manages data efficiently, makes data available and secure, and allows data backup

and recovery in quickest way possible. The major vendors of database software are Oracle database with same name and MySQL, Microsofts SQL Server and IBMs DB2. The co-founder of the company, has 15 plus of experience in field of business information technology. For last 10 years he has installed, configured, administered and supported more than hundreds of databases for companies with more than billion dollars in revenues and database sizes in terabytes. He is expert in mentoring other less experienced data administrators and always taken lead in solving most difficult technical problems faced by the companies where he worked. Right now he provides part-time consultations to three small companies who are not able to afford full time database administrators. And this existing customer base can provide the nascent company the potential customers and the roots to grow from.

Market Segmentation
The database software is a very technical piece of software which needs certain special technical expertise in installing, configuring, securing and running them. Such expertise does not come cheap. These experts who are called database administrators command annual salary anywhere from $50,000 to $120,000. And for SMBs hiring such experts is a big expense. And it does not make sense for SMBs to have a full time experts on their payrolls when the amount of work needed to be done is not sufficient enough to occupy the experts all the time. What happens normally in a small
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sized company is that one of the full time programmers in their IT staff takes up responsibility of doing database administration. Occasionally such endeavors fall short, databases end up being misconfigured, not tuned, less secure and unrecoverable. Such companies can hire remote database administrators or our company DbaTek. The plan is also to target larger companies who need temporary and sudden staff augmentation when their work load increases suddenly depending on their business cycle. Some of the large companies often find their staff on longer leaves and need temporary assistance to fill the work load.

Mission
DbaTek's mission is to provide top notch remote Oracle database administration at reasonable rates to its clients. DbaTek's team of experts will be available 24 X 7 to support its clients so that the database based IT functions which support the clients business continue without hitch. Our experts will make sure that the databases are installed, tuned and configured correctly. The experts will be shared resources among many clients so that costs when shared will be less for each client. As time passes, the company's mission is to acquire more customers and grow experts and

expertise to cater to the ever expanding field of database technology and its customers.

Operations
The company plans to employee three people in the start and finish the year with additional five DBAs. The company first employees will be secretary and salesperson. Salesperson will be responsible in acquiring clients for the company's remote DBA offering. The founder will be the CEO. It the CEO will be responsible for:
1. Doing technical presentations to clients to assist salesperson

complete the sale.

2. Do technical work, the main offering of the company and

mentor other DBA staff.

3. Co-host promotional events with salesperson as required. 4. Developing relationships with the clients to gain trust and to

further the

company business.

The third person the company secretary will:

1. Handle all phone calls. 2. Provide assistance to the CEO and salesperson whenever

required.
3. Print all documentation for sales and invoices for billing. 4. Process invoices and payments. Run Payroll, accounts payable

and accounts receivable.

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5. Interact with all suppliers, vendors and customers.

The sales person of the company will:

1. Make cold calls to clients and maintain potential clients list.

2. Work as Oracle Partner to get business from Oracles customer whenever they approach Oracle for help. 3. Make sales presentation to the clients. 4. Prepare pricing for client based on the size of work client is going to offer.
5. Complete sales by getting customer sign the contract which

details all the work to be done by DbaTek. The growth plan purposes hiring of 5 more technical staff or database administrators (DBAs) at the end of the first year. The additional staff of DBAs will hired for providing services to clients.

Delivery
The company plans to deliver its services through internet. Secured Internet channels will be used to connect in-house database experts to computer servers at client sites. This will allow the DBAs to perform all database administration work without being physically present in client premises. There will be times when clients need the expertise on site for couple of weeks at stretch. For such needs our experts will travel to the client sites. If the client is in Pittsburgh area where will no additional expenses charged to the clients but when our experts
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travel more than 100 miles, client will be billed for all expenses incurred. The company will rent fiber internet line so that client sites can connected at faster speed and will allow our database monitoring software to pick database specific events at all the client sites in reasonable time. The company will encourage its staff to develop standard operating procedures of each of the database administration tasks. Such SOPs could be used when the similar tasks are to be serviced again. Some of these SOPs will be converted into blogs to be disseminated on internet. Some of these bigger solutions will be presented at higher level to company email subscribers for free. Company believes that doing these consistently will keep company in focus within the industry circles and will help company to show its expertise and acquire more customers.

Resource Utilization
As per our calculations, we will have 5,040 and 13,400 available hours in years 2011 and 2012 versus 3,600 and 12,000 contracted hours. There are additional 720 contracting hours to be sold each year. We will have 85.71% and 94.64% utilization our DBAs time, table 1. This is a very good utilization rate. There are 720 hours available to do research and development to study new developments in database industry and to develop new Standard Operating Procedures for later use (or reuse). We assumed that a
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resource will be available for 2000 hrs a year and will have vacation of 80 hrs.

Table 1: Resource Utilization

Total Monthly Hours Available 5040 13440 Databases under Contract 0-70 100 Hours Contract ed 3600 12000 Extra Hours Availabl e 1440 1440 Contracti ng Hours 720 720 Utilizati on Rate 85.71 94.64 Hours Available for R&D 720 720

Year 2011 2012

Marketing Plan
The company plans to announce its launch in the Oracle Technology day which Oracle conducts late January every year in Pittsburgh downtown for the region. Around five hundred technical managers and programmers from companies using Oracle Technology around the area attend the event. The main feature of the event is that Oracle allows technology vendors to set up booths and to distribute pamphlets among the attendees. One of the things vendors do is to have raffle for some popular personal usage technical item like Ipad, Ipod, Wii. The raffle winner is picked among the attendees who deposit their the visiting cards in the booth. We plan to have Ipad as our raffle item. Oracle charges $5,000 for being sponsor of the event. The give way Ipad will cost additional $500 and is sure to create most buzz about our company. 1,000 professional pamphlets will be $500 for this event and other future events. We estimate that we will collect around 150 cards which will lead us to 50 potential targets. We think we will be able to bring in 8-10 clients out of 50 potentials. We also plan to co-host four of the

many technology events Pittsburgh Technology council organizes in Pittsburgh. This will require us to spend $2,000. We also plan to have presence on Ariba.com, Guru.com and Elance.com where SMBs usually seek technical service providers. We believe that these web sites will give us wide exposure and allow us to reach out to many customers. Usually these web sites supports bidding methods to acquire projects and charge around 1% in transaction fees. We want to use the internet to advertise our company chiefly. Most of the companies needing technical services search for providers on the internet or B2B sites such as Ariba.com. It will cost us $2,000 a year for us to appear in top 20 Google search results in mid US region and $1,000 in bing.com for same search results. For $1,000 per year we can reach to 500 professionals related to database technology in the popular professional network site linkedin.com. We are planning to double our internet advertisement expenses to $8,000 from $4,000 in the second year. We also plan to put advertisement of company launch in Oracle magazine, computer world and Pittsburgh Technology Council. This will costs us $5,000 for a small quarter page advertisement. Since remote services can be provided to client anywhere, the advertisement in Oracle and Computer World magazines will allow us to reach customers from all over the country. Oracle magazine is read bimonthly by .5 million technology mangers, programmers and database administrators.
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We will be approaching to Oracle to become its technical partner. This will give us credibility and if we are Oracle partner, many times Oracle will bring customers to us, when customers ask Oracle to give names of the companies providing database administration services. From initial talks with Oracle we found that it will cost us initially $20,000 to become partner and annual fee of $5,000 to maintain the relationship.

Table 2 and 3 layout our marketing budget for years 2011 and 2012. Figure 1 shows the same graphically.

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Table 2: 2011 Marketing Expenses

2011 Marketing Expenses Marketing Channel Event Sponsorship $8,000 Description Oracle Technology Day Sponsorship Raffle Gift Pamphlets Pittsburgh Technology Council Events Google Search Bing.com Search Linkedin.Com Campaign Oracle Computer World Pittsburgh Technology Council Oracle Total Costs $5,000 $500 $500 $2,000 $2,000 $1,000 $1,000 $2,000 $2,000 $1,000 $20,000 $37,000

Internet

$4,000

Magazine

$5,000

Vendor Partnership

$20,000

Table 3: 2011 Marketing Expenses

2012 Marketing Expenses Marketing Channel Event Sponsorship $8,000 Description Oracle Technology Day Sponsorship Raffle Gift Pamphlets Pittsburgh Technology Council Events Google Search Bing.com Search Linkedin.Com Campaign Oracle Computer World Pittsburgh Technology Council Oracle Total Costs $5,000 $500 $500 $2,000 $4,000 $2,000 $2,000 $2,000 $2,000 $1,000 $5,000 $26,000

Internet

$8,000

Magazines

$5,000

Vendor Partnership

$5,000

Figure 1: Marketing Expenses Charts for 2011 and 2012

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We are purposing 54% of our promotion expenses on the partnership with Oracle in the first year and 19% in the second year. Oracle is the major supplier of database in the world and has 40% of world database market. Typically when Oracle is selling databases to its customers the customers ask Oracle to assist them in running the database software. But Oracle usually quotes rates of $200 per hour for providing such assistance. When customers do not agree to these high rates Oracle asks its certified partners to help the client. We believe that it will be easier to get signed with clients when they are starting to use databases. This will also result in long term relationship if we provide high quality of database adminsitration. When SMBs acquire databases it means that their business is stable enough and is generating sufficient revenues to support such major expense of acquiring database technologies. This is a positive point for our company, since we will be hooking up with the client in their major growth or maturation stage.

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Administrative Expenses
Table 4 shows the administrative expenses in running the company:
Table 4: Administrative Expenses
Expense Head Website Monitoring Software Office Rent Telephone Utilities Fiber Line File Server Lease Visiting Cards Costs $5,000 $5,000 $12,000 $1,200 $2,400 $3,000 $600 $200 $2450 per month One Time Charge Type Annual

Total Annual Monthly Employee Laptops Office LAN Setup VOIP-PBX Setup Hiring Expenses Total One Time

$29,400 $2,450 $3,600 $1,000 $1,000 $12,000 $17,600

There will be onetime expense of $17,600 to do initial setup in the office to have it working and to be able to provide service to the clients. We will be dealing with $29,400 in yearly administrative expense to keep office running. This includes rent, utilities,
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telephone, and internet access. The suburban office space we are planning to book has furniture, lights and security included in the rent.

Staff and Salary Structure

At the end of year company plans to have following staff of 8 persons with the salary structure shown in table 5.
Table 5: Salary Expenses
Staff Functional Area Management Technical Technical Sales Administrative Line Totals Grand Total Staff Position

CEO 2 Mid-level Expert 4 Junior Expert Sales Secretary

Annual Salary $120,000 $160,000 $200,000 $20,000 $30,000 $480,000

Commission

$70,000

$76,800
$556,800

Our offices will be in suburbs and hence we will be able to hire DBAs at reasonable costs. We are going to offer $80,000 per year to midlevel DBA. Such DBA has 4 to 6 years of industry experience. Junior DBAs will be offered $50,000 and would require 2 to 4 years of experience. By having a mix of highly experienced and highly motivated DBAs we will be able to keep costs down.

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Fixed and Variable Costs

In this business the Fixed Costs are very low and the Variable costs are very high in normal mode of operation. Each person hired generates revenues as well as expenses. For fixed costs we have CEO, Sales and Secretary along with office and marketing expenses. For variable costs we have DBAs. The Salesperson will be partially variable since there will be 8% commissions on the contract amount signed. The details are listed in table 6.
Table 6: Fixed and Variable Costs Fixed and Variabl e Costs by Year Year Fixed Costs Variable 2011 Office Setup $17,600 Office Annual $29,400 Marketing Expense 37000 Visiting Cards 200 CEO 120000 Midlevel Secretary 30000 Junior Sales Sales 20000 Commission $254,20 Total Total Fixed 0 Variable % 64.40 2012 Office Annual Marketing Expense $29,400 26000 29400

Costs

Total

80000 37500 23040 $140,540 35.60 $394,740

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Visiting Cards CEO Secretary Sales Total %

200 120000 Midlevel 30000 Junior Sales 20000 Commission $225,60 Total 0 Variable 34.06

160000 200000 76800 $436,800 65.94 $662,400

For the first year we will have $254,200 in fixed expenses and $140,540 in variable expenses, with percentages of 69.4% and 35.6% respectfully. And in the second year we have situation reversed. There will be $225,600 (34%) in fixed expenses but variable expenses will be $436,800 (66%). This is the direction we want to take low fixed cost and high variable costs.

DbaTek Offerings and Pricing Structure

The company plans offer simple rate plan initially. The customer will be charged very competitive pricing of $800 per month per database. The database size will be maximum 250 GigaBytes. The company will also set aside 10 hours per month for six technical people or 720 hours for the year for temporary DBA consulting work. For monthly subscription of $800 per database, we will do following: A. Initial Database Setup:

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1. Understand client requirements and help client on database licensing. 2. Install Oracle Database software. 3. Analyze hardware (or servers) at the client site. 4. Create Database and setup configuration for a properly tuned as per the hardware available.
5. Set up proper backup schedule.

6. Apply industry standard security procedures to secure data in the client database. B. Regular Database Administration:
1. Company promises to provide 120 hours per year or 10

hours monthly of consulting and work for client databases. 2. Company will perform monthly health check and capacity evaluation.
3. One of our experts will always be available on call to handle

any breakdowns. Any database issues which are stopping any business at client site will be resolved in 4 hours. 4. Our experts will help client tune the application code being run on the databases. 5. Client databases will be connected to our in house database monitoring systems to make sure client databases are performing as expected if not our experts will resolve problems proactively. 6. We will keep close eye on the daily data backup process to make sure client never suffers any data loss.

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7. We will perform any data recovery from backup if there is data loss at the client site.
8. We will upgrade the databases to the new versions as

vendors keep releasing the database versions.

Expected Earnings Schedule

We have drawn up plans for two years of expenses and revenues. Our approach is very conservative and reasonable. We estimate that it will take 3 months to acquire few customers who will hire us to support at least 10 databases with potential earnings of just $8,000 per month. By the end of 2nd quarter we plan to start supporting 40 databases with an eye to the earnings of $32,000 per month. Next quarter or at the beginning of October, we expect to support additional 40 databases. We expect to end the year supporting 70 databases with total revenues of $56,000 per month. In our first year of operations, we are budgeting $394,740 in expenses and $345,600 in revenues with a net loss of $49,140. Our plan is to support 100 databases beginning next fiscal year. If we were to maintain the customer base with 100 databases and were not to get any additional databases, we are expecting to end the 2nd year with revenues of $1,017,600 with $662,400 in expenses, resulting in gross profit of $355,200. In first two year of operations we are expecting total profits of $306,060 as detailed in complete break even analysis in the table 7.
Table 7: Break Even Analysis 19

Yea r Month 201 Pre1 Start Jan Feb March April May June July August Sep Oct Nov Dec 201 2 Jan Feb March April May June July Aug Sep Oct Nov Dec

Expenses $17,600 $42,617 $18,817 $17,617 $24,923 $25,923 $25,923 $31,010 $32,010 $30,010 $42,763 $42,763 $42,763 $64,017 $57,217 $55,017 $55,017 $55,017 $55,017 $54,017 $55,017 $53,017 $53,017 $53,017 $53,017

Cumulativ e Expenses $17,600 $60,217 $79,033 $96,650 $121,573 $147,497 $173,420 $204,430 $236,440 $266,450 $309,213 $351,977 $394,740 $458,757 $515,974 $570,990 $626,007 $681,024 $736,040 $790,057 $845,074 $898,090 $951,107 $1,004,12 4 $1,057,14 0

Reven ues 0 0 0 0 8000 8000 8000 32000 32000 32000 56000 56000 56000 80000 80000 80000 80000 80000 80000 80000 80000 80000 80000 80000 80000

Consulti ng Revenue s

Cumulative Revenues $0 $4,800 $9,600 $14,400 $27,200 $40,000 $52,800 $89,600 $126,400 $163,200 $224,000 $284,800 $345,600 $430,400 $515,200 $600,000 $684,800 $769,600 $854,400 $939,200 $1,024,000 $1,108,800 $1,193,600 $1,278,400 $1,363,200

Gross Profit -$17,600 -$55,417 -$69,433 -$82,250 -$94,373 -$107,497 -$120,620 -$114,830 -$110,040 -$103,250 -$85,213 -$67,177 -$49,140 -$28,357 -$774 $29,010 $58,793 $88,576 $118,360 $149,143 $178,926 $210,710 $242,493 $274,276 $306,060

4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800 4800

Break Even Analysis

Figure 2: Break Even Chart

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We are expecting to break even by the end of March, 2012 when our cumulative earnings will be $600,000 against expense of $570,990. There will be net cumulative loss of $774 at the end of Feb, 2012. So within one year and three months of operation the business will be in black, see figure 2.

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SWOT Analysis:
Strengths: 1. The founder knows ins and out of database administration. 2. The founder is expert in building and maintaining relationships with clients. 3. The founder is good in hiring other exports, a function he has performed at the companies he had worked for. 4. The company offering has been identified and the clients whom company will target are segmented. 5. There is list of three potential companies who can be converted to potential clients. 6. The founder is good in identifying and learning new technical trends. 7. The CEO has created hundreds of reusable standard operating procedures in his field, so that they need not be rediscovered again, thus saving valuable time. 8. The plan is a reasonable with less risk. 9. The capital requirement is less. Weaknesses: 1. Right now only three potential clients. There are no promises that these companies will give contract to the new company.
2. There is too much reliance on the founder and CEO.

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3. The list of offerings, at market competitive prices, need to expanded and solidified. 4. The start up plan is less aggressive.
5. The new clients might not give business to the company

since it is new. 6. The marketing plans needs to be developed. 7. As company keeps acquiring more customers, the company needs to keep hiring database administrators else company will loose business. Opportunities: 1. The amount of data stored in corporations is growing at phenomenal rates. The data stored in databases is growing at the rate of 21% and unstructured data (data not stored in databases) is growing at 60%. 2. As per one of the tecnology surveys, Small and Mid sized Businesses worldwide will spend $800 billion on IT in 2010. This is increase by 5.4 percent over 2009 spending levels.
3. SMBs are looking for ways to reduce IT costs and reducing

costs is becoming more important in the declining economy, as those who reduces costs most now will be found riding the next economic boom. 4. SMBs want to improve employee productivity. Outsourcing database administration work to expert will improve employee productivity as employees will be focus on IT work improving business productivity and efficiencies.
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5. The CEO knows first hand how lacking other companies

are in terms of database expertise. 6. There is good chance of finding good experienced salesperson in this economy ready to work for a start up. 7. Many large companies need to hire expertise temporarily when their staff is on prolonged leave or there is sudden burst of work due to business requirements and the new work load can not be handled by existing staff.
8. The purposed billing rate is less compared to other

competitors.
9. Small companies find difficult to outsource as the well

trenched outsourcing vendors are not interested in small accounts.

10.

Many of these companies do like to keep data with

themselves in their own computer servers in their own servers due to various reasons instead of renting computer server, databases and application software. Threats:
1. There are well established companies providing remote

database administration.
2. It is difficult to acquire and retain good technical staff.

3. Outsourcing is always hanging like Damocles's sword.

4. The new development in Software as Service could do

away with clients needing to keep data in the computer servers in their premises. As SAS becomes more popular, companies will not be managing databases in their sites.
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5. It will be challenge to keep staff working at the company. 6. Internet and B2B sites allow clients to reach out to other providers in an instant.

Competition Analysis
There are hundreds of companies providing similar services. Our strength comes from the expertise we have and the competitive rates we are going to charge to our clients. Since data storage and processing industry is growing at explosive rates, the environment allows many companies to exist at same time. In Pittsburgh area there are three companies providing same service. They are Tier-1, Contemporaries Technologies and DbaZone. From our interactions with these companies we have found that they have 200, 55 and 20 DBAs respectfully. With around 300 people in staff, we think that these companies are spending around $2.4 Millions in salary (300 experts with $80,000 per person on average) with approximate revenues of $5-$10 Millions. These are companies among whom we will also compete for good DBAs.

Price Elasticity and Demand

We have established that there is good demand for remote database services. The industry has become very competitive so it is market which determines the rate. If we charge too less then we will pay our staff less, which then means that our staff will leave and we will have no product to deliver. If we charge very high then no SMB
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clients will sign with us. These factors result in narrow range of price we can charge for providing general database services. Our aim is to enter into market making profit in reasonable time and later get into more advanced lucrative offerings.

Future Growth Plans

This business is dependent on experts on payroll. More customers on board, means having bigger staff. We have shown a successful model where 30% in gross profits could be realized. The company plans to initiate revenue sharing with its staff to lure them and keep them satisfied. It will be absolute necessary to keep the staff happy since losing any employee any time will leave few clients under served and the existing staff have to pick up the slack. If such revenue stream could be maintained then company can sign up more customers and expand into other offerings. The other offerings could be managing other database technologies such as Microsoft SQL Server and maintaining software applications such ERP. For next five to six years providing database support will be considered cash cow as it very lucrative. As vendors advance the database technologies there are good chances that database will need less human expertise but that will get offset by number of features and technical complexities to be managed.

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We are also planning to offer augmented database support where we will support advanced high availability solutions for $1500 per month per database. This needs to be worked out and we believe that this will be even more lucrative.

Global Market Strategy

We will consider global expansion in year three of our existence. Since our business is remote database administration we dont need to have physical presence in the foreign country. Primarily, we will keep advertising in search engines Google and Bing.com, and professional networks such as linkedin.com Once we acquire two or three clients in a particular country we start participating in trade or technology shows in that country. For this we will hire a local marketing firm to handle the advertizing for us, because they would know the methods or approach that would appeal to the local companies.

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The 4Ps
The 4Ps listed below are the main summary of our marketing plan: Product We are going to offer remote database support service as main offering. This will be augmented by adhoc consulting and advance support. Price We are going to charge very market competitive rates of $800 per database per month. Typically client needs to hire one full time person at $80,000 to support 5 databases. With our offering, client have to spend $48,000 and will have access to a bigger expertise pool. Place We are going to market ourselves using internet, trade shows, person to person referrals and B2B platforms. Promotion We are going to support technology events in the area to have our presence felt. And in small way our small raffle is sure to generate buzz for our company. We will use search engines, professional networks and trade shows to promote ourselves.

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List of Tables and Figures

Table 1: Resource Utilization...............................................................................................................9 ............................................................................................................................................................11 Table 2 and 3 layout our marketing budget for years 2011 and 2012. Figure 1 shows the same graphically..........................................................................................................................................11 Table 2: 2011 Marketing Expenses....................................................................................................12 Table 3: 2011 Marketing Expenses....................................................................................................12 Figure 1: Marketing Expenses Charts for 2011 and 2012...............................................................12 Table 4: Administrative Expenses......................................................................................................14 Table 5: Salary Expenses...................................................................................................................15 Table 6: Fixed and Variable Costs.....................................................................................................16 Table 7: Break Even Analysis............................................................................................................19 Figure 2: Break Even Chart..............................................................................................................20

References
1. "The DBA job role is one of the fastest growing areas of information technology with a projected increase of over 38%." Burleson, Donald. Oracle DBA jobs to grow 38%." dbaoracle.com 2004. Retrieved May 6, 2010 from dba-oracle.com: http://www.dbaoracle.com/oracle_news/news_oracle_dba_job_growth.htm 2. "During 2008, XTIVIA saw remarkable increase in demand for the Virtual-DBA remote database administration services which support Informix, DB2 UDB/LUW, Oracle, Microsoft SQL Server, and Sybase."

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Increased Customer Demand for XTIVIAs Remote Database Service." virtual-dba.com. Jan 22, 2009. Retrieved May 6, 2010 from virtual-dba.com: http://www.virtualdba.com/resources/news-and-press-releases/101-rapid-salesgrowth/
3. "These reasons make VARs and remote DBA shops particularly

attractive to both startups and even large companies, where IT staff is overburdened." Cotter, Hilary. Becoming a remote DBA services provider." searchsystemschannel.techtarget.com. Nov 13, 2006. Retrieved May 6, 2010 from searchsystemschannel.techtarget.com: http://searchsystemschannel.techtarget.com/tip/0,289483,sid9 9_gci1229655,00.html 4. "Providers that eWEEK talked to pointed out how there is a need for assistance with migrations, version upgrades, payment processing, quality assurance, recurring backup and recovery worka whole ecosystem of data management that creates a market for their services because even the largest of IT departments can be stifled by budgetary constraints." Sears, Don. Inside the Outsourced World of Remote Database Services." eweek.com. Apr 08, 2009. Retrieved May 6, 2010 from eweek.com: http://www.eweek.com/c/a/Database/Insidethe-Outsourced-World-of-Remote-Database-Services-255531/

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5. "The worlds Largest Audience of Affluent, Influential

Professionals." Linkedin Advertising". advertising.linkedin.com. Jan, 2010. Retrieved May 6, 2010 from advertising.linkedin.com: http://advertising.linkedin.com/audience/

6. Oracle magazine: Published bimonthly and distributed to more

than 550,000 of the top IT managers, database administrators, and developers." Request Your Complimentary Magazine NOW!" gocertify.tradepub.com Jan, 2010. Retrieved May 6, 2010 from itbusinessedge.com: http://gocertify.tradepub.com/free/orm/ 7. "165,000 Circulation" Audience Snapshot". marketing.computerworld.com. Jan, 2010. Retrieved May 6, 2010 from marketing.computerworld.com: http://marketing.computerworld.com/2010_CW_Print_rates_spe cs.pdf" 8. "Reaching more than 40,000 readers, TEQ is southwestern Pennsylvania's only newsmagazine to exclusively cover its technology industry."
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Advertising & Media Kit Overview". pghtech.org. Jan, 2010. Retrieved May 6, 2010 from pghtech.org: http://www.pghtech.org/news-and-publications/advertise.aspx

9. "While transactional data is still projected to grow at a compound annual growth rate of 21.8%, its far outpaced by a 61.7% CAGR predicted for unstructured data in traditional data centers." Pariseau, Beth. IDC: Unstructured data will become the primary task for storage." itknowledgeexchange.techtarget.com Oct 28, 2008. Retrieved May 6, 2010 from itknowledgeexchange.techtarget.com: http://itknowledgeexchange.techtarget.com/storage-soup/idcunstructured-data-will-become-the-primary-task-for-storage/ 10. "We predict that SMBs will spend $800 billion on IT in

2010." Mah, Paul. SMB Tech Spending on the Rebound, Says Microsoft." itbusinessedge.com Apr 23, 2010. Retrieved May 6, 2010 from itbusinessedge.com: http://www.itbusinessedge.com/cm/blogs/mah/smb-techspending-on-the-rebound-says-microsoft/?cs=40823
11.

"While the corporations say that they must reduce costs

to remain competitive in a global market, there has been a

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backlash as off shoring has failed as Oracle jobs return to the USA." Burleson, Donald. Oracle off shoring is a failure." dbaoracle.com 2004. Retrieved May 6, 2010 from dba-oracle.com: http://www.dbaoracle.com/oracle_tips_offshoring_database_failed.htm 12. "I can't speak for the average DBA, but I've personally

managed over 50 Oracle databases, and with the proper automation in-place, a good DBA can manage hundreds of instances. Also, note the categorization of "large volumes of users" in the methodology section of the research study." Burleson, Donald. Oracle 10g v. SQL Server, because you have a right to my opinion." dba-oracle.com 2006. Retrieved May 6, 2010 from dba-oracle.com: http://www.dbaoracle.com/oracle_news/news_oracle_10g_v_sql_server_adminis tration_costs.htm 13. "All this, for only $1,400/month per database instance."

Burleson, Donald. Remote Oracle Support & Consulting." dbaoracle.com Jan, 2010. Retrieved May 6, 2010 from dbaoracle.com: http://www.dba-oracle.com/consulting_prices.htm 14. "Because of today's business environment and the need

for tightened efficiencies, more and more organizations are turning to Bluewolf for database administration."
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Business Wire. Bluewolf Study Shows Database Management Costs Reduced by up to 60% with Remote DBA Managed Service." thefreelibrary.com. Apr 27, 2009. Retrieved May 6, 2010 from eweek.com: http://www.thefreelibrary.com/Bluewolf+Study+Shows+Databa se+Management+Costs+Reduced+by+up+to+60%25+...a0198563722
15.

"Many companies are abandoning full-time employee

DBAs in favor of remote Oracle support." Burleson, Donald. Remote DBA offers an attractive outsourcing option." dba-oracle.com Apr 18, 2001. Retrieved May 6, 2010 from dba-oracle.com: http://www.dbaoracle.com/art_remote.htm
16.

"Our expert remote DBA support for those companies

which are not able to hire high experienced experts for their critical databases." Dbametrix. Why Our Remote Dba Support And Services Provides More Satisfaction?" articlesbase.com Feb 16, 2010. Retrevied May 6, 2010 from articlesbase.com: http://www.articlesbase.com/outsourcing-articles/why-ourremote-dba-support-and-services-provides-more-satisfaction1867487.html

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