MP Sample, Javanetcafe

January, 1999
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Table Of Contents
1.0
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2.0
Situation Analysis . . . . . . . . . . .
2.1
Market Summary . . . . . . .
2.1.1 Market Demographics
2.1.2 Market Needs . . .
2.1.3 Market Trends . . .
2.1.4 Market Growth . . .
2.2
SWOT Analysis . . . . . . . .
2.2.1 Strengths . . . . .
2.2.2 Weaknesses . . . .
2.2.3 Opportunities . . . .
2.2.4 Threats . . . . . .
2.3
Competition . . . . . . . . .
2.4
Services . . . . . . . . . . .
2.5
Keys to Success . . . . . . .
2.6
Critical Issues . . . . . . . . .
2.7
Macroenvironment . . . . . .
3.0
Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.1
Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.2
Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.3
Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.4
Target Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.5
Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.6
Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.7
Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.7.1 Services and Service Marketing . . . . . . . . . . . . . . . 12
3.7.2 Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.7.3 Promotion . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.7.4 Service . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
3.8
Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.0
Financials, Budgets, and Forecasts . . . . .

4.1
Break-even Analysis . . . . . . . . .
4.2
Sales Forecast . . . . . . . . . . . .
4.3
Expense Forecast . . . . . . . . . .
4.4
Linking Sales and Expenses to Strategy
4.5
Contribution Margin . . . . . . . . .
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5.0
Controls
5.1
5.2
5.3
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Implementation Milestones
Marketing Organization .
Contingency Planning . .
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.1
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.3
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.5
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.6
.6
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.7
.8
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.8
.9
.9
JavaNet Internet Cafe

1.0 Executive Summary
The goal of this marketing plan is to outline the strategies, tactics, and programs that will make
the sales goals outlined in the JavaNet business plan a reality in the year 1999.
JavaNet, unlike a typical cafe, provides a unique forum for communication and entertainment
through the medium of the Internet. JavaNet is the answer to an increasing demand. The public
wants: (1) access to the methods of communication and volumes of information now available on
the Internet, and (2) a place to socialize and share these experiences with friends and colleagues.
Marketing will play a vital role in the success of JavaNet. JavaNet must build a brand around the
services it offers by heavily promoting itself through local television, radio, and print advertising.
Marketing efforts are just beginning by the time a potential customer enters JavaNet for the first
time. A strong emphasis will be put on keeping customers and building brand loyalty through
programs focused on staffing, experience, and customer satisfaction.
Our target markets include:

Students from nearby housing centers.
Business people from the downtown business centers and professional buildings.
Seniors from nearby retirement facilities.
2.0 Situation Analysis

JavaNet just opened its doors for business a little over a month ago. Business is good, and
customers have been impressed with our offerings, but we need to focus our efforts on
implementing the strategies, programs, and tactics outlined in the original business plan.
Differentiating ourselves from other more traditional cafes has given us the ability to effectively
compete on the beverage and pastry side of the business with the already entrenched competition.
Sales are brisk and in-line with projections.
The Internet services side of the business is rapidly being accepted by the local community.
Memberships are meeting the projections outlined in the business plan, and sales of Internet
services are meeting the goals forecast. Students love to gather for late-night sessions, nearby
seniors are getting a glimpse of what the Internet offers, and local business people love to stop by
for a quick bite and an email check.
2.1 Market Summary

JavaNet is faced with the exciting opportunity of being the first-mover in the local cyber-cafe
market. The consistent popularity of coffee, combined with the growing interest in the Internet,
has been proven to be a winning concept in other markets and will produce the same results here.
All three target markets for the JavaNet service are growing at a relatively fast pace. We're faced
with a large number of potential customers, and we're offering a needed service.
Target Market Growth:

University students continue to grow at a steady pace, at nearly 4%
This sample plan produced in Marketing Plan Pro software. www.paloalto.com 1-800-229-7526
Page 1

Office workers in the downtown area and nearby professional buildings continue to add
value, growing at 3%
Seniors are becoming an important part of downtown business, growing at almost 6%
Teens continue to play a major role in downtown foot-traffic, growing at 2%
Target Markets
University Students
Office Workers
Seniors
Teenagers
Other
Table 2.1: Target Market Forecast

Target Market Forecast
Potential Customers
University Students
Office Workers
Seniors
Teenagers
Other
Total
Growth
4%
3%
6%
2%
0%
3.50%
2000
10,000
20,000
3,000
2,000
0
35,000
2001
10,400
20,600
3,180
2,040
0
36,220
2002
10,816
21,218
3,371
2,081
0
37,486
2003
11,249
21,855
3,573
2,123
0
38,800
2004
11,699
22,511
3,787
2,165
0
40,162
CAGR
4.00%
3.00%
6.00%
2.00%
0.00%
3.50%
2.1.1 Market Demographics

JavaNet's customers can be divided into two groups. The first group is familiar with the Internet
and desires a progressive and inviting atmosphere where they can get out of their offices or homes
to enjoy a great cup of coffee and Internet access. This group is made up of students from the
University of Oregon and business people from nearby downtown offices and professional centers.
The second group is not as familiar with the Internet. This group is made up of seniors from the
downtown retirement centers. There are three large retirement centers in the downtown area, and
currently none of them offer Internet access to their residents. Seniors represent a growing
segment of Internet users. They use the Internet to communicate with friends and family and they
will be regular users of the JavaNet service.
Page 2
Table 2.1.1: Target Market Analysis

Target Market Analysis
Market Segments
University Students
Office Workers
Seniors
Teenagers
Other
Avrg. Age
20
33
65
18
-
Awareness
High
Moderate
Low
High
-
Use
Research
Communication
Entertainment
Entertainment
-
Acceptance
High
High
Low
High
-
Frequency
Daily
Daily
Occasionally
Daily
-
2.1.2 Market Needs

Factors, such as addiction, and historical sales data ensure that the high demand for coffee will
remain constant over the next five years.
The rapid growth of the Internet and online services that has been witnessed worldwide is only the
beginning of a long-lived trend towards an economy built on the infrastructure of the Internet. The
potential growth of the Internet is enormous, to the point where one day, a computer terminal
with an online connection will be as common and necessary as a telephone or toilet. This may be 5
or 10 years down the road, but for the next five years, the online service provider market is sure
to experience tremendous growth. Establishing itself as the first cyber-cafe in the area, JavaNet
will enjoy the first-mover advantages of name recognition and customer loyalty. Initially, JavaNet
will hold a 100 percent share of the cyber-cafe market locally. In the next five years, competitors
will enter the market. JavaNet has set a goal to consistently maintain a market share of greater
than fifty percent.
2.1.3 Market Trends

The Internet has become a point of conversation in almost all social groups. People are talking
about sites they visited, business people are talking about Internet-based businesses, and kids are
talking about the latest Internet clubs and chat rooms. People like to communicate their Internet
experiences with their friends, colleagues, and family. However, it can be difficult to do it in front of
a computer terminal at the office or in the family study. A comfortable place to gather and share
these experiences is becoming a real need.
JavaNet will provide:
A meeting place for business people interested in sharing their Internet-based business
ideas.
A social hub for students and young people interested in sharing a beverage and their
Internet experiences with friends.
A place for nearby seniors to gather and learn about the powers of the Internet and better
communication methods.
A stopping point for travelers in need of an Internet connection.
A market survey was conducted in the Fall of 1998. Key questions were asked of fifty potential
customers. Some key findings include:
35 subjects said they would be willing to pay for access to the Internet.
$2.50 an hour was the most popular hourly Internet fee.
24 subjects use the Internet to communicate with others on a regular basis.
Page 3
Market Forecast
45,000
40,000
35,000
30,000
University Students
25,000
Office Workers
Seniors
20,000
Teenagers
15,000
Other
10,000
5,000
0
2000
2001
2002
2003
2004
Page 4

2.1.4 Market Growth
The market for the services JavaNet will offer is growing rapidly. The cyber-cafe hasn't come to
this area yet, but similar services are growing rapidly on a global scale. Large cities that cater to
large numbers of travelling business people and tourists have been saturated with businesses
offering the services JavaNet will offer. Business people use the Internet services to catch up on
email and communications with their family, and tourists do the same. Our area supports a
population that has many of the same needs and interests of this larger group.
The student population continues to grow as the University grows in popularity with high-school
graduates from out of state. These students tend to have money and an interest in up-scale social
centers. Business in the downtown area is on the rise with the coming completion of the renovated
Fifth Street Market and the new Compu-tech facility. JavaNet will target these groups with radio
and TV spots on local stations.
Target Market Growth

6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
2.2 SWOT Analysis

The SWOT analysis provides us with an opportunity to examine the internal strengths and
weaknesses JavaNet must address. It also allows us to examine the opportunities presented to
JavaNet as well as potential threats.
JavaNet has a valuable inventory of strengths that will help it succeed. These strengths include: a
knowledgeable and friendly staff, state-of-the-art computer hardware, and a clear vision of the
market need. Strengths are valuable, but it is also important to realize the weaknesses JavaNet
must address. These weaknesses include: a dependence on quickly changing technology, and the
cost factor associated with keeping state-of-the art computer hardware.
JavaNet's strengths will help it capitalize on emerging opportunities. These opportunities include,
but are not limited to, a growing population of daily Internet users, and the growing social bonds
fostered by the new Internet communities. Threats that JavaNet should be aware of include, the
rapidly falling cost of Internet access, and emerging local competitors.
Page 5

2.2.1 Strengths
1.
2.
3.
4.
Knowledgeable and friendly staff. We've gone to great lengths at JavaNet to find
people with a passion for teaching and sharing their Internet experiences. Our staff is both
knowledgeable and eager to please.
State-of-the art equipment. Part of the JavaNet experience includes access to state-ofthe-art computer equipment. Our customers enjoy beautiful flat-screen displays, fast
machines, and high-quality printers.
Up-scale ambiance. When you walk into JavaNet, you'll feel the technology. High backed
mahogany booths with flat-screen monitors inset into the walls provide a cozy hideaway for
meetings and small friendly gatherings. Large round tables with displays viewable from
above provide a forum for larger gatherings and friendly "how-to" classes on the Internet.
Aluminum track lighting and art from local artists sets the mood. Last, but not least, quality
cappuccino machines and a glass pastry display case provide enticing refreshments.
Clear vision of the market need. JavaNet knows what it takes to build an upscale cyber
cafe. We know the customers, we know the technology, and we know how to build the
service that will bring the two together.
2.2.2 Weaknesses
1.
2.
A dependence on quickly changing technology. JavaNet is a place for people to

experience the technology of the Internet. The technology that is the Internet changes
rapidly. Product lifecycles are measured in weeks, not months. JavaNet needs to keep up
with the technology because a lot of the JavaNet experience is technology.
Cost factor associated with keeping state-of-the-art hardware. Keeping up with the
technology of the Internet is an expensive undertaking. JavaNet needs to balance
technology needs with the other needs of the business. One aspect of the business can't be
sacrificed for the other.
2.2.3 Opportunities
1.
2.
Growing population of daily Internet users. The importance of the Internet almost
equals that of the telephone. As the population of daily Internet users increases, so will the
need for the services JavaNet offers.
Social bonds fostered by the new Internet communities. The Internet is bringing
people from across the world together unlike any other communication medium. JavaNet
will capitalize on this social trend by providing a place for smaller and local Internet
communities to meet in person. JavaNet will grow some of these communities on its own by
establishing chat areas and community programs. These programs will be designed to build
customer loyalty.
Page 6

2.2.4 Threats
1.
2.
Rapidly falling cost of Internet access. The cost of access to the Internet for home
users is dropping rapidly. Internet access may become so cheap and affordable that nobody
will be willing to pay for access to it. JavaNet is aware of this threat and will closely monitor
pricing.
Emerging local competitors. Currently, JavaNet is enjoying a first-mover advantage in
the local cyber-cafe market. However, additional competitors are on the horizon, and we
need to be prepared for their entry into the market. Many of our programs will be designed
to build customer loyalty, and it is our hope that our quality service and up-scale ambiance
won't be easily duplicated.
Page 7

2.3 Competition
The dual product/service nature of JavaNet's business faces competition on two levels. JavaNet
competes not only with coffee retailers, but also with Internet service providers. The good news is
that JavaNet does not currently face any direct competition from other cyber cafes in the local
market. There are a total of three cyber cafes in the state: one located in Portland and two in
Ashland.
Heavy competition between coffee retailers creates an industry where all firms face the same
costs. There is a positive relationship between price and quality of coffee. Some coffees retail at
$8/pound, while other more exotic beans may sell for as high as $16/pound. Wholesalers sell
beans to retailers at an average of a 50% discount. For example, a pound of Sumatran beans
wholesales for $6.95 and retails for $13.95. And as in most industries, price decreases as volume
increases.
2.4 Services
JavaNet will provide its customers with full access to the Internet and common computer programs
and equipment. Some of the Internet and computing services available to JavaNet customers are
listed below:
Access to external POP3 email accounts.
Customers can sign up for a JavaNet email account. This account will be managed by
JavaNet servers and accessible from computer systems outside the JavaNet network.
FTP, Telnet, Gopher, and other popular Internet utilities will be available.
Access to Netscape or Internet Explorer browsers.
Access to laser and color printing.
Access to popular software applications, like Adobe Photoshop and Microsoft Word.
JavaNet will also provide its customers with access to introductory Internet and email classes.
These classes will be held in the afternoon and late in the evening. By providing these classes,
JavaNet will build a client base familiar with its services. The computers, Internet access, and
classes wouldn't mean half as much if taken out of the environment JavaNet will provide. Good
coffee, specialty drinks, bakery goods, and a comfortable environment will provide JavaNet
customers with a home away from home; a place to enjoy the benefits of computing in a
comfortable and well kept environment.
2.5 Keys to Success

The keys to the success for JavaNet are:
The creation of a unique, innovative, upscale atmosphere that will differentiate JavaNet
from other local coffee shops and future Internet cafes.
The establishment of JavaNet as a community hub for socialization and entertainment.
The creation of an environment that won't intimidate the novice user. JavaNet will position
itself as an educational resource for individuals wishing to learn about the benefits the
Internet has to offer.
Great coffee and bakery items.
Page 8

2.6 Critical Issues
The risks involved for JavaNet are:
Will there be a continuing demand for the services offered by JavaNet?

Will the popularity of the Internet continue to grow, or is the Internet a fad?
Will individuals be willing to pay for the services JavaNet offers?
Will the cost of accessing the Internet from home drop so significantly that there will not be
a market for Internet Cafes such as JavaNet?
2.7 Macroenvironment
The retail coffee industry in this area experienced rapid growth at the beginning of the decade and
is now moving into the mature stage of its life cycle. Many factors contribute to the large demand
for good coffee: The student population at the University is a main source of demand for coffee
retailers, the cold and damp climate is extremely conducive to coffee consumption, and current
trends in the Northwest reflect the popularity of quality coffee and specialty drinks.
The popularity of the Internet is growing exponentially. Those who are familiar with the
information superhighway are well aware of how fun and addicting surfing the Internet can be.
Those who have not yet experienced the Internet need a convenient, relaxed atmosphere where
they can feel comfortable learning about and utilizing the current technologies. JavaNet seeks to
provide its customers with affordable Internet access in an innovative and supportive environment.
3.0 Marketing Strategy

JavaNet has three main strategies. The first strategy focuses on attracting novice Internet users.
By providing a novice-friendly environment, JavaNet hopes to educate and train a loyal customer
base.
The second and most important strategy focuses on pulling in power Internet users. Power
Internet users are extremely familiar with the Internet and its offerings. This group of customers
serves an important function at JavaNet. Power users have knowledge and web-browsing
experience that novice Internet users find attractive and exciting.
The third strategy focuses on building a social environment for JavaNet customers. A social
environment that provides entertainment will serve to attract customers that wouldn't normally
think about using the Internet. Once on location at JavaNet, these customers that came for the
more standard entertainment offerings, will realize the potential entertainment value the Internet
can provide.
Page 9

3.1 Mission
JavaNet has one purpose.
JavaNet provides communities with the ability to access the Internet, enjoy a cup of coffee, and
share Internet experiences in a comfortable environment.
JavaNet's marketing will consistently build on this mission. Everything we do, from the pricing
structure for our services to the ambiance we create, must be done with this mission in mind. We
cater to: downtown business people, traveling business people, university students, and seniors.
Our ambiance and our services are designed for this clientele and our marketing efforts are
focused on capturing this market.
3.2 Marketing Objectives

JavaNet's marketing objectives for the first three years of operation include:
Grow total sales by 10% annually.
Diversify the service offering to insulate the business against fluctuations in any one
component of the revenue stream.
Build customer loyalty through educational programs.
Maintain a staff of enthusiastic employees excited to share their Internet knowledge with
JavaNet customers.
Build the JavaNet brand to the point where it becomes a household word in the area.
3.3 Financial Objectives

The goal of this marketing plan is to outline the marketing strategies, tactics, and programs that
will make the vision outlined in the JavaNet business plan a reality in the year 2000. The vision
outlined in the business plan includes sales of roughly $275,000 in the first year with that figure
increasing 10% annually.
3.4 Target Marketing

JavaNet intends to cater both to people who want a guided tour of the Internet and to experienced
users eager to indulge their passion for computers in a social setting. Furthermore, JavaNet will be
a magnet for local and traveling professionals who desire to work or check their email messages in
a friendly atmosphere. These professionals will either use JavaNet's PCs, or plug their own
notebook computers into Internet connections. JavaNet's target market covers a wide range of
ages: from members of "Generation X," who grew up surrounded by computers, to seniors from
local retirement centers.
Our primary target markets include:
Students. The large student population will become an important part of the JavaNet
customer base. The student population continues to grow with the success of the
University. Evening entertainment, access to the Internet, and the up-scale ambiance will
attract this demographic.
Business people. The downtown business community is growing rapidly with the addition
of a new Compu-tech building and a flurry of new professional centers. JavaNet will provide
a perfect setting for business meetings. It will also give traveling business people an
opportunity to plug their laptops into the JavaNet network to check email communications.
Page 10

Seniors. Represent a growing population of Internet users. JavaNet will target the seniors
in the nearby downtown retirement centers by offering "Introduction to the Internet"
classes. The JavaNet staff will hold brief classes in the off hours to educate seniors on how
to use the Internet to communicate with friends and family. This will build a regular base of
customers that wouldn't typically use the services offered by JavaNet.
3.5 Positioning
JavaNet will position itself as an upscale coffee house and Internet service provider. Business
people of all types will use JavaNet as a place to hold meetings and catch-up on email
communications. Students from nearby downtown housing centers will use JavaNet as a place to
socialize and discuss the latest Internet sites. Seniors from downtown retirement centers will
experience the Internet for the first time at JavaNet. Programs designed to teach newcomers
about the power of the Internet will help build customer loyalty and spread the word about the
services JavaNet offers.
3.6 Strategy Pyramids

The following are the three key strategies JavaNet will focus on:
JavaNet's first strategy focuses on attracting novice Internet users. JavaNet plans on attracting
these customers by:
Providing a novice-friendly environment. JavaNet will be staffed by knowledgeable
employees focused on serving the customer's needs.
A Customer Service desk will always be staffed. If a customer has any type of question or
concern, a JavaNet employee will always be available to assist.
JavaNet will offer introductory classes on the Internet and email. These classes will be
designed to help novice users familiarize themselves with these key tools and the JavaNet
computer systems.
JavaNet's second strategy will be focused on attracting power Internet users who will provide an
important function at JavaNet. JavaNet plans on attracting this type of customer by:
Providing the latest in computing technology.
Providing scanning and printing services.
Providing access to powerful software applications.
The third strategy focuses on building a social environment for JavaNet customers. A social
environment that provides entertainment will serve to attract customers that wouldn't normally
think about using the Internet. Once on location at JavaNet, these customers that came for the
more standard entertainment offerings will realize the potential entertainment value the Internet
can provide.
Page 11

3.7 Marketing Mix
JavaNet's marketing efforts will focus on building a loyal base of customers that will use the
services provided on an almost daily basis.
3.7.1 Services and Service Marketing

As the popularity of the Internet continues to grow at an exponential rate, easy and affordable
access to the information superhighway is quickly becoming a necessity of life. JavaNet provides
the local community with the ability to access the Internet, enjoy a cup of coffee, and share
Internet experiences in a comfortable environment. People of all ages and backgrounds will come
to enjoy the unique, upscale, educational, and innovative environment that JavaNet provides.
3.7.2 Pricing
JavaNet bases its prices for coffee and specialty drinks on the "Retail Profit Analysis" provided by
our supplier, Allann Brothers Coffee Co., Inc. Allann Brothers has been in the coffee business for
22 years and has developed a solid pricing strategy.
Determining a fair market, hourly price for online use is more difficult because there is no direct
competition from another cyber-cafe in our area. Therefore, JavaNet considered three sources to
determine the hourly charge rate. First, we considered the cost to use other Internet servers,
whether it is a local networking firm or a provider such as America Online. Internet access
providers use different pricing schemes. Some charge a monthly fee, while others charge an hourly
fee. In addition, some providers use a strategy with a combination of both pricing schemes. Thus,
it can quickly become a high monthly cost for the individual. Second, JavaNet looked at how cybercafes in other markets such as Portland and Ashland went about pricing Internet access. Third,
JavaNet used the market survey conducted in the Fall of 1998. Evaluating these three factors
resulted in JavaNet's hourly price of $2.50.
3.7.3 Promotion
JavaNet will spend almost fifty thousand dollars in its first year of operations to build a brand and a
loyal customer base. Marketing efforts will be focused on the local market, and the campaign will
run the entirety of 1999, increasing roughly 10% per year to match increased sales revenue. The
marketing budget will consistently equal almost 20% of sales.
A Few Specific Marketing Efforts:
Local TV spots
Print Materials
Local Newspapers
Local Radio Spots
JavaNet Events
Page 12

3.7.4 Service
This topic is a critical reminder of the fact that JavaNet is a service business. The success of our
business depends upon the quality of the service we offer and delivering that service consistently.
JavaNet is dedicated to delivering this quality service.
Dedicated to Quality Service Programs:
We've gone to great lengths at JavaNet to find people with a passion for teaching and
sharing their Internet experiences. Our staff is both knowledgeable and eager to please. An
excess of staff members will consistently be on hand to provide service to JavaNet
customers. Performance will be frequently evaluated both internally and through customer
surveys.
A highly valued member of the JavaNet staff will be the "Customer Happiness
Representative." This individual will be available forty hours a week to monitor the level of
happiness amongst JavaNet customers. This individual will be responsible for: developing
customer satisfaction programs, monitoring happiness levels, responding to customer
concerns, and the general well being of every JavaNet customer.
3.8 Marketing Research

In 1998, a market survey was conducted to help evaluate the business viability prior to its
inception. The survey was a valuable resource for establishing pricing and market needs. We will
continue to conduct a survey of our customers and potential customers on an annual basis. Survey
results will be used to create new marketing programs and monitor the performance of current
marketing programs.
4.0 Financials, Budgets, and Forecasts

The marketing plan is built on these truths:
1.
2.
3.
4.
5.
The marketing budget is based on a percentage of sales value. Currently, that value is set
at 20%.
Building a strong brand and brand loyalty is critical to the success of JavaNet.
Marketing is a critical component of the JavaNet business plan.
The relationship between marketing dollars spent and revenues generated is positive only
to a certain point. We don't feel that a marketing budget based on 20% of sales is close to
that point where additional marketing dollars spent won't create additional revenue. If we
can manage, we plan to spend more than 20% of sales on marketing in future years.
However, we want to keep this relationship in mind as we consider spending more on
marketing efforts.
Our understanding of the need for strong branding and emphasis on marketing gives us a
competitive edge over other cafes in our area and potential competitors.
Page 13

4.1 Break-even Analysis
JavaNet is operating in an industry capable of supporting high gross margins. Variable costs in
relationship to per-unit revenues are low. Variable costs are equal to roughly 25% of per-units
revenues. It is our hope that as we move into the future and continue to build relationships with
our suppliers, this value will decrease further, approaching a value of 20%.
Fixed costs for JavaNet equal almost $7,500. Fixed costs include: payment of debt, facility lease
costs, hardware costs, and other costs JavaNet must maintain on a monthly basis. These costs are
fixed and aren't impacted by an increase or a decrease in sales.
Currently, JavaNet will break even at a monthly sales point of $10,000.
Break-even Analysis
$8,000
$6,000
$4,000
$2,000
$0
($2,000)
($4,000)
($6,000)
($8,000)
0
996
1992
2988
3984
4980
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
Monthly Sales Break-even
Assumptions:
Average Per-Unit Revenue
Average Per-Unit Variable Cost
Estimated Monthly Fixed Cost
2,986
$10,002
$3.35
$0.84
$7,500
Page 14

4.2 Sales Forecast
Revenues for the first year of operation are based on an almost 10% growth rate from month to
month. This is an aggressive estimate, but we feel that our strong emphasis on marketing will
have positive results. Annually, beyond the first year of operations, we're predicting a growth rate
of roughly 10%. We'll have a better idea of potential growth rate beyond year one as we make our
way through our first year. The plan will be updated as we receive more information.
Monthly Sales Forecast
$50,000
$40,000
Coffee (based on average)

$30,000
Specialty Drinks (based on average)

E-mail Memberships
$20,000
$10,000
Hourly Internet Fees

Baked Goods (based on average)
Other
$0
Page 15
Table 4.2: Sales Forecast

Sales Forecast
Unit Sales
E-mail Memberships
Other
Total Unit Sales
2000
16,230
9,129
12,173
60,255
54,777
0
152,564
2001
17,853
10,042
13,390
66,280
60,255
0
167,820
2002
19,639
11,047
14,729
72,908
66,280
0
184,602
2003
21,602
12,151
16,202
80,199
72,908
0
203,062
2004
23,763
13,366
17,822
88,219
80,199
0
223,368
Unit Prices
E-mail Memberships
Other
2000
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
2001
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
2002
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
2003
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
2004
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Sales
E-mail Memberships
Other
Total Sales
2000
$16,230
$18,259
$121,726
$150,636
$68,471
$0
$375,323
2001
$17,853
$20,085
$133,899
$165,700
$75,318
$0
$412,855
2002
$19,639
$22,093
$147,289
$182,270
$82,850
$0
$454,141
2003
$21,602
$24,303
$162,018
$200,497
$91,135
$0
$499,555
2004
$23,763
$26,733
$178,219
$220,547
$100,248
$0
$549,510
Direct Unit Costs

E-mail Memberships
Other
2000
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
2001
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
2002
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
2003
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
2004
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Direct Cost of Sales

E-mail Memberships
Other
Subtotal Cost of Sales
2000
$4,058
$4,565
$30,432
$37,960
$16,981
$0
$93,995
2001
$4,463
$5,021
$33,475
$41,756
$18,679
$0
$103,395
2002
$4,910
$5,523
$36,822
$45,932
$20,547
$0
$113,734
2003
$5,401
$6,076
$40,504
$50,525
$22,601
$0
$125,107
2004
$5,941
$6,683
$44,555
$55,578
$24,862
$0
$137,618
Page 16

4.3 Expense Forecast
The marketing budget will consistently equal approximately 20% of sales. One of our strongest
strengths is our marketing and brand building capabilities, and the aggressive marketing budget is
a reflection of the importance we attribute to our marketing activities.
Currently, the marketing budget beyond year one remains set at 20% of sales. It is our hope to
increase this budget should sales and efficiencies of scale allow us to do so.
Explanation of Major Marketing Expenses:
Local TV spots... In our first year of operations, we will spend $23,000 on TV spots. TV
spots allow us to reach a large audience and effectively target our market.
Print Materials... Print materials always require a significant budget. They include: flyers,
literature distributed internally, novelties for customers, coupons, and anything else we can
squeeze into this budget.
Local Newspapers... An important part of our marketing efforts. Newspapers ads will give
us a vehicle for consistently getting our message/brand in front of a large number of
potential customers. We believe this vehicle will get our message to seniors, which make up
a large portion of our target market. In addition, the business section will provide us with a
means for communicating with our business customers.
Local Radio Spots... These are an inexpensive way to secure a large number of daily
impressions.
JavaNet Events... This will include local radio and TV events where radio and TV stations
broadcast from the JavaNet site offering freebies to first-time customers for stopping by.
JavaNet will also run educational programs and community events throughout the year.
Customer Happiness Representative... This employee will monitor the level of
happiness amongst JavaNet customers. They will be responsible for: developing customer
satisfaction programs, monitoring happiness levels, responding to customer concerns, and
the general well being of every JavaNet customer.
Monthly Expense Budget
$12,000
$10,000
$8,000
$6,000
Local TV Spots
Print Materials
Local Newspapers
Local Radio Spots
$4,000
JavaNet Events
$2,000
Customer Happiness Representative

Other
$0
Page 17
Table 4.3: Marketing Expense Budget

Marketing Expense Budget
Local TV Spots
Print Materials
Local Newspapers
Local Radio Spots
JavaNet Events
Other
Total Sales and Marketing Expenses
Percent of Sales
Contribution Margin
Contribution Margin / Sales
2000
$23,000
$6,750
$3,300
$12,000
$9,000
$28,500
$1,500
-----------$84,050
22.39%
$194,278
51.76%
2001
$25,300
$7,425
$3,630
$13,200
$9,900
$31,350
$1,650
-----------$92,455
22.39%
$214,006
51.84%
2002
$27,830
$8,168
$3,993
$14,520
$10,890
$34,485
$1,815
-----------$101,701
22.39%
$235,706
51.90%
2003
$30,613
$8,984
$4,392
$15,972
$11,979
$37,934
$1,997
-----------$111,871
22.39%
$259,577
51.96%
2004
$33,674
$9,883
$4,832
$17,569
$13,177
$41,727
$2,196
-----------$123,058
22.39%
$285,834
52.02%
Page 18

4.4 Linking Sales and Expenses to Strategy
Our marketing expenses are tied directly to our sales revenue. As sales increase, the marketing
expenses will increase. Currently our marketing expenses equal roughly 20% of sales, and we
hope to increase that value in the future. Our programs will be monitored for efficiency and return
on investment. Most notably, we want to pay close attention to the value of the "Customer
Happiness Representative." This component of our marketing budget is expensive, and we want to
track the value of the program to make sure we're optimizing our budget. Periodically, we will
survey our customers to determine the effectiveness of our programs, and we'll adjust the
marketing mix appropriately based on our findings.
Sales vs. Expenses Monthly

$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
Sales
$20,000
Expenses
$15,000
$10,000
$5,000
$0
Jan Feb Mar
Apr May Jun
Jul
Aug Sep Oct Nov Dec
Page 19

4.5 Contribution Margin
The Contribution Margin chart and table presents a strong outlook for JavaNet's first year of
operations.
1.
2.
3.
4.
5.
Sales increase an average of 10% per month in the first year.

Contribution margin runs at roughly 50%.
The marketing budget is consistently based on 20% of total revenue.
A strong focus on local TV and radio is apparent in the expense breakdown.
The marketing budget is spread evenly throughout the year.
Contribution Margin Monthly

$25,000
$20,000
$15,000
$10,000
$5,000
$0
Jan Feb Mar Apr May Jun
Jul
Aug Sep Oct Nov Dec
Table 4.5: Contribution Margin

Contribution Margin
Sales
Other Variable Costs of Sales
Total Cost of Sales
Gross Margin
Gross Margin %
Local TV Spots
Print Materials
Local Newspapers
Local Radio Spots
JavaNet Events
Other
Percent of Sales
Contribution Margin
2000
$375,323
$93,995
$3,000
-----------$96,995
$278,328
74.16%
2001
$412,855
$103,395
$3,000
-----------$106,395
$306,461
74.23%
2002
$454,141
$113,734
$3,000
-----------$116,734
$337,407
74.30%
2003
$499,555
$125,107
$3,000
-----------$128,107
$371,447
74.36%
2004
$549,510
$137,618
$3,000
-----------$140,618
$408,892
74.41%
2000
$23,000
$6,750
$3,300
$12,000
$9,000
$28,500
$1,500
-----------$84,050
22.39%
$194,278
51.76%
2001
$25,300
$7,425
$3,630
$13,200
$9,900
$31,350
$1,650
-----------$92,455
22.39%
$214,006
51.84%
2002
$27,830
$8,168
$3,993
$14,520
$10,890
$34,485
$1,815
-----------$101,701
22.39%
$235,706
51.90%
2003
$30,613
$8,984
$4,392
$15,972
$11,979
$37,934
$1,997
-----------$111,871
22.39%
$259,577
51.96%
2004
$33,674
$9,883
$4,832
$17,569
$13,177
$41,727
$2,196
-----------$123,058
22.39%
$285,834
52.02%
Page 20

5.0 Controls
The goal of this marketing plan is to outline the strategies, tactics, and programs that will make
the sales goals outlined in the JavaNet business plan a reality in the year 2000. We have these
marketing obstacles to face:
The creation of a unique, innovative, upscale atmosphere that will differentiate JavaNet
from other local coffee shops and future Internet cafes.
The establishment of JavaNet as a community hub for socialization and entertainment.
The creation of an environment that won't intimidate the novice user. JavaNet will position
itself as an educational resource for individuals wishing to learn about the benefits the
Internet has to offer.
Our marketing efforts will be focused on building the image outlined above. We have milestones
and sales goals to meet and a business plan outlining our first and second year of business in
detail. It will be critical to use this marketing plan and the JavaNet business plan as living/working
documents. We can't allow them to sit in a file. They must be used as a map for the future success
of JavaNet.
Page 21

5.1 Implementation Milestones
The milestones chart below outlines key dates that the marketing team must meet. The milestones
table includes both sales goals and deadlines for major projects that impact the programs outlined
in the Marketing Expense Budget. Each milestone is assigned a manager and that manager has
ownership of the task and is responsible for its success. We will track our successes and failures by
reviewing planned-vs-actual results. Successes and failures will be reviewed and addressed and a
quarterly basis.
Milestones
TV Ad Creative
Radio Spot 1 Creative
JavaNet Event 1 Creative
Newspaper Ad Creative
Customer Happiness Representative Prog. 1
Introduction to the Internet Class 1
Customer Survey
Other
Jan
Feb
Mar
Apr
Table 5.1: Milestones

Milestones
Milestone
TV Ad Creative
Newspaper Ad Creative
Customer Happiness Representative Prog. 1
Introduction to the Internet Class 1
Customer Survey
Other
Totals
Plan
Start Date
1/15/99
1/15/99
2/1/99
2/1/99
4/1/99
1/1/99
1/15/99
1/15/99
3/1/99
3/1/99
End Date
2/1/99
2/1/99
2/10/99
2/10/99
4/10/99
1/5/99
2/1/99
1/16/99
4/1/99
4/1/99
Budget
$500
$250
$250
$250
$300
$75
$500
$250
$1,000
$0
$3,375
Manager
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
Page 22

5.2 Marketing Organization
The founder of JavaNet, Cale Brockman, has a BS from the University of Oregon in Marketing and
Management and will head the marketing effort. Initially, there will only be one additional member
of the marketing team, the "Customer Happiness Representative." This position has not yet been
filled, but it is the first milestone that must be completed. The "Customer Happiness
Representative" will play a large role in implementing the different marketing programs. A
marketing manager will be hired during the third or fourth quarter if revenues meet projections.
5.3 Contingency Planning

This marketing plan is just that, a plan. Plans don't always work out and we have to be ready to
deal with the likelihood that JavaNet won't make good on the projections outlined in this plan. We
also have to prepare ourselves for overwhelming success.
The following are some possible scenarios:
Revenues exceed projections - A serious increase in revenues over projections will give us an
opportunity to increase our marketing budget above the allocated 20%. We'll be able to hire the
marketing manager earlier, and we'll be able to provide more equipment and possibly add an
additional location.
Revenues miss projections - We have to be prepared for this possibility. If we miss our
projections, we simply have to re-double our marketing efforts. The danger in this scenario is that
the first reaction to missed projections is to decrease spending, particularly marketing expenses.
We can't do that! We have to get our message out to the target market, and we can't do that if we
stop spending on marketing. Additional capital infusions may become necessary and that possibility
is detailed in the business plan.
Internet side of business plays a lesser role - Our customers might not be willing to pay for
Internet access or JavaNet memberships as Internet access costs and hardware costs continue to
fall. If this scenario materializes, we will need to move our focus to beverages and pastry items,
perhaps even providing deli-style lunches. Internet services in the scenario would still play an
important role in attracting customers; we'd just have to charge less and move our numbers
around to accommodate this trend.
Page 23
Appendix: JavaNet Internet Cafe

Table 4.2 Sales Forecast
Sales Forecast
Unit Sales
E-mail Memberships
Other
Total Unit Sales
Jan
800
450
600
2,970
2,700
0
7,520
Feb
840
473
630
3,119
2,835
0
7,896
Mar
882
496
662
3,274
2,977
0
8,291
Apr
988
556
741
3,667
3,334
0
9,286
May
1,106
622
830
4,107
3,734
0
10,400
Jun
1,250
703
938
4,641
4,219
0
11,752
Jul
1,413
795
1,060
5,245
4,768
0
13,280
Aug
1,526
858
1,144
5,664
5,149
0
14,342
Sep
1,648
927
1,236
6,118
5,561
0
15,489
Oct
1,780
1,001
1,335
6,607
6,006
0
16,729
Nov
1,922
1,081
1,442
7,135
6,487
0
18,067
Dec
2,076
1,168
1,557
7,706
7,006
0
19,512
Unit Prices
E-mail Memberships
Other
Jan
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Feb
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Mar
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Apr
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
May
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Jun
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Jul
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Aug
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Sep
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Oct
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Nov
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Dec
$1.00
$2.00
$10.00
$2.50
$1.25
$0.00
Sales
E-mail Memberships
Other
Total Sales
Jan
$800
$900
$6,000
$7,425
$3,375
$0
$18,500
Feb
$840
$945
$6,300
$7,796
$3,544
$0
$19,425
Mar
$882
$992
$6,615
$8,186
$3,721
$0
$20,396
Apr
$988
$1,111
$7,409
$9,168
$4,167
$0
$22,844
May
$1,106
$1,245
$8,298
$10,269
$4,668
$0
$25,585
Jun
$1,250
$1,406
$9,377
$11,604
$5,274
$0
$28,911
Jul
$1,413
$1,589
$10,596
$13,112
$5,960
$0
$32,670
Aug
$1,526
$1,716
$11,443
$14,161
$6,437
$0
$35,283
Sep
$1,648
$1,854
$12,359
$15,294
$6,952
$0
$38,106
Oct
$1,780
$2,002
$13,347
$16,517
$7,508
$0
$41,154
Nov
$1,922
$2,162
$14,415
$17,839
$8,108
$0
$44,447
Dec
$2,076
$2,335
$15,568
$19,266
$8,757
$0
$48,002
Direct Unit Costs

E-mail Memberships
Other
Jan
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Feb
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Mar
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Apr
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
May
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Jun
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Jul
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Aug
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Sep
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Oct
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Nov
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00
Dec
$0.25
$0.50
$2.50
$0.63
$0.31
$0.00

E-mail Memberships
Other
Subtotal Cost of Sales
Jan
$200
$225
$1,500
$1,871
$837
$0
$4,633
Feb
$210
$236
$1,575
$1,965
$879
$0
$4,865
Mar
$221
$248
$1,654
$2,063
$923
$0
$5,108
Apr
$247
$278
$1,852
$2,310
$1,034
$0
$5,721
May
$277
$311
$2,074
$2,588
$1,158
$0
$6,407
Jun
$313
$352
$2,344
$2,924
$1,308
$0
$7,240
Jul
$353
$397
$2,649
$3,304
$1,478
$0
$8,182
Aug
$381
$429
$2,861
$3,569
$1,596
$0
$8,836
Sep
$412
$463
$3,090
$3,854
$1,724
$0
$9,543
Oct
$445
$501
$3,337
$4,162
$1,862
$0
$10,307
Nov
$481
$541
$3,604
$4,495
$2,011
$0
$11,131
Dec
$519
$584
$3,892
$4,855
$2,172
$0
$12,022
Page 1

Table 4.3 Marketing Expense Budget
Local TV Spots
Print Materials
Local Newspapers
Local Radio Spots
JavaNet Events
Other
Percent of Sales
Contribution Margin
Jan
$0
$500
$250
$500
$1,000
$1,750
$100
-----------$4,100
22.16%
$9,767
52.79%
Feb
$2,000
$500
$100
$500
$0
$1,750
$100
-----------$4,950
25.48%
$9,610
49.47%
Mar
$0
$500
$250
$1,000
$1,000
$2,500
$100
-----------$5,350
26.23%
$9,938
48.73%
Apr
$2,000
$500
$100
$500
$0
$2,500
$100
-----------$5,700
24.95%
$11,423
50.00%
May
$0
$500
$250
$1,000
$1,000
$2,500
$100
-----------$5,350
20.91%
$13,828
54.05%
Jun
$2,500
$500
$500
$500
$0
$2,500
$0
-----------$6,500
22.48%
$15,171
52.47%
Jul
$2,500
$500
$250
$1,000
$1,000
$2,500
$100
-----------$7,850
24.03%
$16,138
49.40%
Aug
$2,500
$500
$500
$500
$1,000
$2,500
$100
-----------$7,600
21.54%
$18,347
52.00%
Sep
$2,500
$500
$250
$1,000
$1,000
$2,500
$100
-----------$7,850
20.60%
$20,213
53.04%
Oct
$2,500
$750
$500
$1,500
$1,000
$2,500
$100
-----------$8,850
21.50%
$21,498
52.24%
Nov
$2,500
$1,000
$250
$1,500
$1,000
$2,500
$500
-----------$9,250
20.81%
$23,565
53.02%
Dec
$4,000
$500
$100
$2,500
$1,000
$2,500
$100
-----------$10,700
22.29%
$24,781
51.62%
Page 2

Table 4.5 Contribution Margin
Contribution Margin
Sales
Other Variable Costs of Sales
Total Cost of Sales
Gross Margin
Gross Margin %
Local TV Spots
Print Materials
Local Newspapers
Local Radio Spots
JavaNet Events
Other
Percent of Sales
Contribution Margin
Jan
$18,500
$4,633
$0
-----------$4,633
$13,867
74.96%
Feb
$19,425
$4,865
$0
-----------$4,865
$14,560
74.96%
Mar
$20,396
$5,108
$0
-----------$5,108
$15,288
74.96%
Apr
$22,844
$5,721
$0
-----------$5,721
$17,123
74.96%
May
$25,585
$6,407
$0
-----------$6,407
$19,178
74.96%
Jun
$28,911
$7,240
$0
-----------$7,240
$21,671
74.96%
Jul
$32,670
$8,182
$500
-----------$8,682
$23,988
73.43%
Aug
$35,283
$8,836
$500
-----------$9,336
$25,947
73.54%
Sep
$38,106
$9,543
$500
-----------$10,043
$28,063
73.64%
Oct
$41,154
$10,307
$500
-----------$10,807
$30,348
73.74%
Nov
$44,447
$11,131
$500
-----------$11,631
$32,815
73.83%
Dec
$48,002
$12,022
$500
-----------$12,522
$35,481
73.91%
Jan
$0
$500
$250
$500
$1,000
$1,750
$100
-----------$4,100
22.16%
$9,767
52.79%
Feb
$2,000
$500
$100
$500
$0
$1,750
$100
-----------$4,950
25.48%
$9,610
49.47%
Mar
$0
$500
$250
$1,000
$1,000
$2,500
$100
-----------$5,350
26.23%
$9,938
48.73%
Apr
$2,000
$500
$100
$500
$0
$2,500
$100
-----------$5,700
24.95%
$11,423
50.00%
May
$0
$500
$250
$1,000
$1,000
$2,500
$100
-----------$5,350
20.91%
$13,828
54.05%
Jun
$2,500
$500
$500
$500
$0
$2,500
$0
-----------$6,500
22.48%
$15,171
52.47%
Jul
$2,500
$500
$250
$1,000
$1,000
$2,500
$100
-----------$7,850
24.03%
$16,138
49.40%
Aug
$2,500
$500
$500
$500
$1,000
$2,500
$100
-----------$7,600
21.54%
$18,347
52.00%
Sep
$2,500
$500
$250
$1,000
$1,000
$2,500
$100
-----------$7,850
20.60%
$20,213
53.04%
Oct
$2,500
$750
$500
$1,500
$1,000
$2,500
$100
-----------$8,850
21.50%
$21,498
52.24%
Nov
$2,500
$1,000
$250
$1,500
$1,000
$2,500
$500
-----------$9,250
20.81%
$23,565
53.02%
Dec
$4,000
$500
$100
$2,500
$1,000
$2,500
$100
-----------$10,700
22.29%
$24,781
51.62%
Page 3

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January, 1999

Copyright Palo Alto Software, Inc., 1999-2000

The undersigned reader acknowledges that the information provided by

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

Financials, Budgets, and Forecasts . . . . .

JavaNet Internet Cafe

Our target markets include:

2.0 Situation Analysis

2.1 Market Summary

Target Market Growth:

JavaNet Internet Cafe

Table 2.1: Target Market Forecast

2.1.1 Market Demographics

JavaNet Internet Cafe

Table 2.1.1: Target Market Analysis

2.1.2 Market Needs

2.1.3 Market Trends

JavaNet Internet Cafe

JavaNet Internet Cafe

Target Market Growth

2.2 SWOT Analysis

JavaNet Internet Cafe

A dependence on quickly changing technology. JavaNet is a place for people to

JavaNet Internet Cafe

JavaNet Internet Cafe

2.5 Keys to Success

JavaNet Internet Cafe

Will there be a continuing demand for the services offered by JavaNet?

3.0 Marketing Strategy

JavaNet Internet Cafe

3.2 Marketing Objectives

3.3 Financial Objectives

3.4 Target Marketing

JavaNet Internet Cafe

3.6 Strategy Pyramids

JavaNet Internet Cafe

3.7.1 Services and Service Marketing

JavaNet Internet Cafe

3.8 Marketing Research

4.0 Financials, Budgets, and Forecasts

JavaNet Internet Cafe

Monthly break-even point

Table 4.1: Break-even Analysis

JavaNet Internet Cafe

Monthly Sales Forecast

Coffee (based on average)

Specialty Drinks (based on average)

Hourly Internet Fees

JavaNet Internet Cafe

Table 4.2: Sales Forecast

Direct Unit Costs

Direct Cost of Sales

JavaNet Internet Cafe

Monthly Expense Budget

Customer Happiness Representative

JavaNet Internet Cafe

Table 4.3: Marketing Expense Budget

JavaNet Internet Cafe

Sales vs. Expenses Monthly

Apr May Jun

Aug Sep Oct Nov Dec

JavaNet Internet Cafe

Sales increase an average of 10% per month in the first year.

Contribution Margin Monthly