Cat

eri
ngCompanyMar
ket
ingPl
an
Fr
ess
enCat
eri
ng

Thisisacompleteexampl
eofamar ket
ingpl
an.Youarewelcometouset
his
contentasaguidewhenplanni
ngyourownmar ket
ingact
ivi
ti
es.

Tocreat
eamar ket
ingpl
anofyourowntogr
owyourbusi
ness,pl
ease
consi
derourpopul
arMarket
ingPl
anProsof
twar
e.Lear
nmor eat
www.pal
oalt
o.com.

Cr
eat
eamar
ket
ingpl
ant
hatget
sres
ult
s
Bes
tsel
li
ngs
oft
war
e.Now power
edbyDuc
tTapeMar
ket
ing.

“Si
mpli
fi
estheprocessofbui
ldingsuppor
ting •F
ocusonac
tionandr
esul
ts!
document
ati
onforyourmarketi
ngagenda.”
•Pac
kedwi
thadvi
ceandexampl
es
•Eas
yfor
ecas
ts&budget
s
“Cr
eateanact
ionplanforyour •Pr
esentyourpl
anwi
ths
tyl
e
market
ingt
ogrow yourbusiness.
”
•I
nst
antdownl
oad!
Versi
on11.
0
$179.
95
Lear
nmor www.
eat pal
oal
to.
com

Aboutthismar ket
ingplan
Names,locat
ions,andnumbersi
ntheorigi
nalpl
anmayhavebeenchanged,andsubst
ant
ialpor
ti
onsoft
heor
igi
nalpl
ant
extmay
havebeenomi t
tedtopreser
veconf
ident
i
ali
tyandpr
opr
iet
aryi
nfor
mati
on.

Guidelinesonusingthisplan
Youar ewelcometousethisplanasast ar
tingpointt
ocreateyourown,butyoudonothavepermissiont
oreproduce,publ
i
sh,
dist
ri
buteorevencopythispl
anasi texi
stshere.Requestsforrepr
int
s,academicuse,andot
herdissemi
nati
onofthissampleplan
shouldbeemai l
edtot
hemar keti
ngdepar t
mentofPal oAlt
oSoftwareatmar ket
i
ng@paloal
to.
com.Forproducti
nfor
mationvi
sitour
websiteatwww.pal
oalt
o.com orcal
l1-800-229-7526.

Copyr
ight©Pal
oAl
toSof
twar
e,I
nc.(
www.
pal
oal
to.
com)
.Al
lri
ght
sreser
ved.
 Confidentiality Agreement

The undersigned reader acknowledges that the information provided by _______________ in this
marketing plan is confidential; therefore, reader agrees not to disclose it without the express
written permission of _______________.

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

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

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

___________________
Signature

___________________
Name (typed or printed)

___________________
Date

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

 Table Of Contents

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

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

2.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . .2
2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . .3
2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . .3
2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . .5
2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.4 Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
3.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . .8
3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . .8
3.4 Target Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
3.5 Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
3.6 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . .9
3.7 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
3.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . .9

4.0 Financials, Budgets, and Forecasts . . . . . . . . . . . . . . . . . . . . . . 10

4.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
5.1 Implementation Milestones . . . . . . . . . . . . . . . . . . . . . . 12
5.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . 13
5.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 13
 Fressen Catering

1.0 Executive Summary

Fressen Catering is a kosher catering company that serves the Philadelphia market. Fressen
offers creative, colorful, and unusual food options for kosher, as well as the traditional kosher
standbys. The service offerings are quite a change relative to the existing kosher catering market
which is quite stagnant. Most people make the incorrect assumption that kosher means ordinary,
boring food. This assumption prevails throughout the Jewish community so there is not much
demand for new offerings.

Fressen catering will inject new life into the kosher catering market, leveraging Chef Susan
Cheflly's culinary skills to develop creative new catering options. Susan's advanced skills,
industry insight, and a great market opportunity will allow Fressen Catering to reach profitability
by month 11.

2.0 Situation Analysis

Fressen Catering is a start-up company. Marketing is critical to its success and future
profitability. Fressen offers creative, gourmet kosher catering for a wide range of events.

The basic market need is a high quality, creative kosher catering company servicing the
Philadelphia Jewish population. Fressen will meet this demand with an ever expanding innovative
repertoire of kosher meals.

2.1 Market Summary

Fressen possesses good information about the market and knows a great deal about the common
attributes of our most prized and loyal customers. Fressen will leverage this information to better
understand who is served, their specific needs, and how Fressen can better communicate with
them.

Target Markets

Middle class kosher customers

Upper class kosher customers

Page 1
 Fressen Catering

Table 2.1: Target Market Forecast

Target Market Forecast

Potential Customers Growth 2001 2002 2003 2004 2005 CAGR
Middle class kosher 9% 120,547 131,396 143,222 156,112 170,162 9.00%
customers
Upper class kosher 8% 80,457 86,894 93,846 101,354 109,462 8.00%
customers
Total 8.60% 201,004 218,290 237,068 257,466 279,624 8.60%

2.1.1 Market Demographics

Geographics

• The immediate geographic target is the city of Philadelphia with a population of 3.5
million.
• A 60 mile geographic area is in need of Fressen's services.
• The total targeted population is estimated at 201,000.

Demographics

• Families.
• A household income over $55,000.
• Jewish.

Behavior Factors

• Attend synagogue a minimum of five to 10 times a year.

• Practice kosher inside the home.
• Do not eat out much because of the difficulty of finding kosher meals at restaurants.
• Appreciate high quality, innovative food offerings.

2.1.2 Market Needs

Fressen is providing its customers with a progressive menu offering of kosher catering. Typically
kosher foods are bland, traditional, and far from innovative. Fressen is meeting the market need
of a wider menu offering for events that require kosher catering. Fressen seeks to fulfill the
following benefits that are important to their customers.

• Selection: A wide selection of kosher menu items.

• Accessibility: Fressen prepares all of the meals in their certified kosher kitchen and can
cater events within the greater Philadelphia metropolitan area.
• Customer Service: Customers will be impressed with the level of attention that they
receive.
• Competitive Pricing: All of the offerings will be competitive relative to the true
competitors found in NYC.

Page 2
 Fressen Catering

2.1.3 Market Trends

The market trend for kosher catering is headed toward a more discriminating customer. The
catering patron today is more sophisticated in a number of different ways:

• Food quality: The preference for higher-quality ingredients is increasing as customers

are being subjected to better kosher food.
• Innovative creations: More innovative items are being demanded as people recognize
that food does not have to be dull just because it is kosher.

The reason for this trend is that within the last few years there have been progressive caterers
and restauranteurs in larger cities that have begun to apply their culinary skill to kosher
offerings, recognizing that market demand could be developed. Now that people are trying this
fare, they are recognizing there is no need to be complacent with the status quo.

Market Forecast

300,000

250,000

200,000

150,000 Middle class kosher customers

Upper class kosher customers
100,000

50,000

0
2001 2002 2003 2004 2005

2.1.4 Market Growth

In 1999, the kosher catering industry reached $16 million in sales nationally. As more options
begin to be offered, market growth is forecasted to increase. This is because people are
demanding more choices now that they recognize choice is a feasible option. For years, people
that practiced kosher were duped into the belief that kosher food was stagnant, boring, and
unflavorful.

Page 3
 Fressen Catering

Target Market Growth

9.00%

8.00%
9.00%

7.00%
8.00%

6.00%
7.00%

5.00%
6.00%

4.00%
5.00%

3.00%
4.00%

2.00%
3.00%

1.00%
2.00%

0.00%
1.00%

0.00%
Middle class kosher customers Upper class kosher customers

2.2 SWOT Analysis

The following SWOT analysis captures key strengths and weaknesses within the company and
describes the threats facing Fressen.

2.2.1 Strengths

• Strong relationships with many different congregations.

• Excellent staff who are highly trained and very customer attentive.
• Superior service offerings.
• High customer loyalty.

2.2.2 Weaknesses

• The struggle to build brand equity.

• A limited marketing budget to develop brand awareness.
• The difficulty finding someone with enough culinary skill to support Susan.

Page 4
 Fressen Catering

2.2.3 Opportunities

• Growing market with a significant percentage of the target market still not aware that
Fressen exists.
• The steep learning curve that kosher food can be creative.
• The ability to develop many long-term customers because of a close-knit Jewish
community.

2.2.4 Threats

• Competition from similar service providers in NYC.

• Local, established competitors that wake up and realize that there is a huge market in
Philadelphia.
• The inherent high cost of kosher food production.
• A slump in the economy that will decrease customer's budgets for parties.

2.3 Competition

There are four other kosher caterers that serve the low to middle end of the market. These
caterers compete to some degree on price (due to budget constraints of some clients), more so
on service. The quality of the food and the serving of the food are the main areas of service that
the caterers compete on.

There is one high-end caterer who will compete with Fressen. This caterer, while serving the
upper-end market, often does not offer an upper-end service. Their business has been declining
over the last few years. People with knowledge of the industry recognize that this company is not
a strong competitor because of their overpriced service offerings relative to the service provided.

Lastly, one competitor for the high-end market is kosher caterers from New York City. When cost
is no object, there are many people that are willing to pay the additional cost of bringing in the
caterer from NYC.

2.4 Services

Fressen Catering will provide Philadelphia with high-quality kosher catering. The catering service
will be for weddings, Bar/Bat Mitzvahs, and other assorted parties.

Kosher or kashruth is a specific, ritual/set of rules that applies to certain sects of Judaism in
regards to food/drink preparation and consumption. A kitchen or catering service must be
specially set up to provide kosher meals. The explanation below regarding the prohibition of
dairy and meat served together, or made in the same kitchen by the same pots and utensils, is
the reason that Fressen Catering will require two sets of everything, including two stove top
ranges and ovens.

The Hebrew word kosher means fit or proper as it relates to dietary (kosher) laws. It means that
a given product is permitted and acceptable. The sources for the laws of kashruth are of Biblical
origin and expounded in Rabbinic legislation. These laws are codified in the Shulchan Aruch
(Code of Jewish Law). Though a hygienic benefit has been attributed to the observance of
kashruth, the ultimate purpose and rationale is simply to conform to the Divine Will as expressed
in the Torah.

Kosher and non-kosher meat, poultry and fish:

Page 5
 Fressen Catering

• The Torah (Leviticus Chapter 11) lists the characteristics of permitted mammals and fish,
and indicates the forbidden fowl. The only mammals permitted are those which chew their
cud and are cloven hoofed.
• The Torah does not list specific characteristics to distinguish permitted from forbidden
birds. Instead, it details 24 forbidden species of fowl.
• The Torah establishes two criteria in determining kosher fish. They must have fins and
scales. All shellfish are prohibited. One, however, should not eat fish with meat.

Another element of kosher meat consumption applies to the way in which the meat is
slaughtered. There are several different methods:

• Shechita: Only a trained kosher slaughterer (shochet) certified by rabbinic authorities is

qualified to slaughter an animal. The trachea and esophagus of the animal are severed
with a special sharp, perfectly smooth blade causing instantaneous death with no pain to
the animal.
• Bedika: After the animal has been properly slaughtered, a trained inspector (bodek)
inspects the internal organs for any physical abnormalities that may render the animal
non-kosher (treif).
• Glatt Kosher: Some Jewish communities or people only eat of an animal that has been
found to be free of all adhesions. "Glatt" means smooth, that the meat comes from an
animal whose lungs have been found to be free of all adhesions. "Glatt Kosher" is used
more broadly as a consumer phrase meaning kosher without question.
• Koshering: The Torah forbids the eating of the blood of an animal. The two methods of
extracting blood from meat are salting and broiling. Meat once ground cannot be made
kosher, nor may meat be placed in hot water before it has been "koshered."
• Salting: The meat must first be soaked in salt. After the salting, the meat must be
thoroughly soaked and washed to remove all salt.
• Broiling: Liver may only be koshered through broiling, because of the preponderance of
blood in it. Both the liver and meat must first be thoroughly washed to remove all surface
blood. They are then salted slightly on all sides. Then they are broiled on a perforated
grate over an open fire, drawing out the internal blood.

One of the main tenants is the prohibition of meat and dairy in the kitchen together. The Torah
forbids cooking meat and milk together in any form, eating such cooked products, or deriving
benefit from them. As a safeguard, the Rabbis extended this prohibition to disallow the eating of
meat and dairy products at the same meal or preparing them on the same utensils. One must
wait up to six hours after eating meat products before any dairy products may be eaten.

Fressen Catering will serve a wide variety of dishes. This is offered for two reasons.

1. The larger repertoire of menu items is a benefit to the customers.

2. A large selection is required because meat and diary cannot be mixed within the meal,
therefore, in essence you have to have two different menus, one with dairy and one with
meat.

Some of the menu offerings will be traditional Kosher/Jewish meals such as beef brisket with
potatoes and vegetables and a roasted chicken with rice and spinach. More inventive meals will
also be offered to appeal to the higher end, more discriminating customers such as chicken pesto
dishes or a red pepper couli sauce, or maybe salmon with curry couli and plum chutney.

Kosher catering is not cheap. The ingredients cost more, as well as the additional equipment that
is needed to eliminate the mixing of dairy and meat products. Per person costs range from $45-
110.

Page 6
 Fressen Catering

2.5 Keys to Success

• Generate repeat business.

• Increase transaction amount per person.
• "Knock" the socks off customers with impressive food quality.

2.6 Critical Issues

Fressen Catering is still in the speculative stage as a caterer. The critical issues will be handled
by:

• Taking a modest fiscal approach; expand at a reasonable rate, not for the sake of
expansion, but because it is fiscally wise to.
• Continue to build brand awareness which will drive customers to increase their usage of
Fressen as well as be vocal to their friends about the positive experience they had.

3.0 Marketing Strategy

Fressen's marketing strategy will be based on developing visibility among Philadelphia's kosher
community. This will be accomplished through two ways. The first method is a targeted
advertising campaign. Advertisements will be placed in various Jewish newsletters. There are a
couple of Philadelphia-wide newsletters. Additionally, Fressen will advertise in a few Synagogue's
specific newsletters. These advertisements should yield a decent amount of service inquiries since
they are fairly targeted toward the target population that utilizes kosher catering.

The other marketing strategy which is less formal is a networking campaign among the
Philadelphia Jewish population. Susan has been an active member of the Philadelphia Jewish
community for five years. While the Jewish population is of decent size, numbering around
350,000, it is a close-knit community where people tend to know each other. Susan will leverage
her contacts within the Jewish community to raise awareness for her catering activities. While the
networking might not cast as large of a net as advertisements will, it costs far less and the
relationships that it builds will be far stronger because of the trust relationship that has already
been established.

3.1 Mission

Fressen Catering's mission is to provide the customer with the finest kosher catering. We exist to
attract and maintain customers. When we adhere to this maxim, everything else will fall into
place. Our services will exceed the expectations of our customers.

Page 7
 Fressen Catering

3.2 Marketing Objectives

1. Maintain positive, steady growth each month.

2. Experience an increase in new customers who are turned into long-term customers.
3. Decrease the market expenses as a percentage of sales.

3.3 Financial Objectives

1. A double digit growth rate for each future year.

2. Reduce the variable operating costs.
3. Increase the profit margin per event.

3.4 Target Marketing

The target market segment strategy will not be significantly different to address the two groups.
Both groups, regardless of income, typically belong to the same group of religious congregations.
Therefore, to reach the different groups does not require a distinctly different strategy. What
differentiation it will require is different menu offerings are needed to satisfy the different groups.
The upper end menu items are simply cost prohibitive for the middle class target segment.

Fressen Catering has two distinct target populations:

1. Middle-class kosher clients: This group of people does not have huge amounts of
disposable income, recognizes that it is costly to sponsor a kosher dinner party, and is
willing to incur the expenses, but will try to minimize them.

2. Upper-class kosher clients: This group has intertwined kosher values throughout their
lives and is willing to spend whatever it takes to throw a high-end kosher dinner function.
Typically, this group is characterized by a wealthy one income family where the male
works and the female does not. The female of the household typically enjoys the planning
of these events.

3.5 Positioning

Fressen will position itself as an innovative, high-quality kosher caterer. Philadelphia Jews who
keep kosher will recognize the unique, high-quality service offerings of Fressen.

Fressen's will leverage their competitive edge:

• Fressen Catering's competitive edge is based in their customer attention and inventive
approach to kosher cuisine.

• Fressen's customer attention differentiates them in the world of kosher catering which is
dominated by several companies that have plenty of demand. The consequence of having
a lot of demand is a decreased pressure to accommodate customers. When you have a lot
of customers, you have to modify your business plans less to deal with them.

• Fressen is approaching the market as if there was significant competition between the
different service providers. By making customer satisfaction a priority, over time, local
customers will come to appreciate the attention that their needs are given and form a
long-lasting relationship with Fressen Catering.

Page 8
 Fressen Catering

• Fressen's other competitive edge is their nouveau cuisine approach to kosher food.
Traditionally, kosher food has remained stable and unimaginative for a long time. Most
people believe that there are large compromises that must be made when serving kosher.
These compromises need not be made however, and Fressen is changing these
misperceptions. Just because there are strict rules regarding the types of foods that may
be used and the way it must be prepared does not eliminate creativity. Fressen is taking
their knowledge of nouveau cuisine and creating inventive, colorful, and delicious kosher
alternatives.

3.6 Strategy Pyramids

The single objective is to position Fressen as the premier kosher caterer in the Philadelphia area,
commanding a majority of the market share in five years. The marketing strategy will seek to
first create customer awareness regarding their service offerings, develop a customer base, and
work toward building customer loyalty and referrals.

The message that Fressen will seek to communicate is that Fressen offers the highest quality,
most innovative catering offerings for people who observe kosher. This message will be
communicated through two methods. The first method is by way of advertisements placed in
various Jewish newsletters. Additionally, Fressen will advertise in several synagogue specific
newsletters. The second method is by developing a networking campaign among the Philadelphia
Jewish community. The networking activities will leverage Susan's five years of active
participation in the community.

3.7 Marketing Mix

Fressen's marketing mix is comprised of the following approaches to pricing, distribution,

advertising and promotion, and customer service.

• Pricing: Fressen's pricing scheme is based on a per plate, or per person charge.
• Distribution: Fressen serves the greater Philadelphia area in any type of facility.
• Advertising and Promotion: This will be done through ads in various newsletters as
well as a networking campaign.
• Customer Service: Obsessive customer service is the mantra. Fressen's philosophy is
whatever needs to be done to make the customer happy must occur, even at the expense
of short-term profits. In the long term, this investment will pay off with a fiercly loyal
customer base who is extremely vocal to their friends with referrals.

3.8 Marketing Research

During the initial phase of the marketing plan development, several focus groups were held to
gain insight into a variety of people that observe kosher. These focus groups provided helpful
insight into the decision making processes of potential customers.

An additional source of dynamic market research is a feedback mechanism based on a suggestion

card system. The suggestion card has several statements that customers are asked to rate in
terms of a given scale. There are also several open ended questions that allow the customer to
freely offer constructive criticism or praise. Fressen will work hard to implement reasonable
suggestions in order to improve their service offerings as well as show their commitment to the
customer that their suggestions are valued.

Page 9
 Fressen Catering

4.0 Financials, Budgets, and Forecasts

This section will offer a financial overview of Fressen as it relates to the marketing activities.
Fressen will address break-even analysis, sales forecasts, expenses forecasts, and how those link
to the marketing strategy.

4.1 Break-even Analysis

The Break-even Analysis indicates $23,566 will be need in monthly revenue to reach the break-
even point.

Target Markets

Middle class kosher customers

Upper class kosher customers

4.2 Sales Forecast

The first month will be used to set up the kitchen and office. There will be no sales activity during
the first month. The second month will see a few catering jobs, but still will not be a significant
source of income. Months three and four will see a steady increase in sales. Word will have
gotten out from the advertising as well as networking that Fressen is the new kosher caterer in
town and offers a high-quality service.

Throughout the year it is forecasted that sales will incrementally grow in size until profitability is
reached toward the end of year one.

Page 10
 Fressen Catering

Target Markets

Middle class kosher customers

Upper class kosher customers

4.3 Expense Forecast

Marketing expenses are to be budgeted so they peak several months before a busy period,
providing visibility at a time that people are scheduling future parties.

Monthly IMC Budget

$1,400

$1,200

$1,000

$800
Advertising
$600 Networking

$400

$200

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

Page 11
 Fressen Catering

Table 4.3: Budget

Budget 2001 2002 2003

Advertising $9,600 $14,000 $18,000
Networking $1,200 $1,500 $2,000
------------ ------------ ------------
Total Budget $10,800 $15,500 $20,000

5.0 Controls

The purpose of Fressen's marketing plan is to serve as a guide for the organization.

The following areas will be monitored to gauge performance:

• Revenue: monthly and annual.

• Expenses: monthly and annual.
• Repeat business.
• Customer satisfaction.

5.1 Implementation Milestones

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

Evaluation Programs

Marketing plan completion

Jewish newsletter ad capaign

Synagogue newsletter ad campaign

Networking activities

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

Page 12
 Fressen Catering

Table 5.1: Evaluation Programs

Evaluation Programs Plan

Start Date End Date Budget Manager Department
Marketing plan completion 1/1/01 3/1/01 Susan Marketing
Jewish newsletter ad capaign 1/1/01 12/31/01 $6,930 Susan Marketing
Synagogue newsletter ad campaign 1/1/01 12/31/01 $6,930 Susan Marketing
Networking activities 1/1/01 12/31/01 $2,900 Susan Marketing
Totals $16,760

5.2 Marketing Organization

Susan Chefly is responsible for the marketing activities. This is in addition to her other
responsibilities. Susan will rely on outside help for graphic design and general creativity.

5.3 Contingency Planning

Difficulties and risks:

• Problems generating visibility.

• Lower than forecasted demand.
• The entry of another already established competitor that recognizes the market potential.

Worst case risks may include:

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

• Having to liquidate equipment to cover liabilities.

Page 13
 Appendix: Fressen Catering
Table 4.3 Budget

Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Advertising $400 $1,200 $800 $400 $400 $1,200 $1,200 $800 $800 $800 $800 $800
Networking $50 $150 $100 $50 $50 $150 $150 $100 $100 $100 $100 $100
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Budget $450 $1,350 $900 $450 $450 $1,350 $1,350 $900 $900 $900 $900 $900

Page 1