Adventure Vacations Travel Agency Marketing Plan

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Table Of Contents
1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

2.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . .3
2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . .3
2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . .4
2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . .5
2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . .6
2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2.4 Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
2.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
2.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
2.7 Macroenvironment . . . . . . . . . . . . . . . . . . . . . . . . . . .9
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
3.8 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.0 Financials, Budgets, and Forecasts . . . . . . . . . . . . . . . . . . . . . . 13

4.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4.2.1 Sales by Manager . . . . . . . . . . . . . . . . . . . . . . 16
4.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
4.3.1 Expenses by Manager . . . . . . . . . . . . . . . . . . . . 18
4.4 Linking Sales and Expenses to Strategy . . . . . . . . . . . . . . . . . 19
4.5 Contribution Margin . . . . . . . . . . . . . . . . . . . . . . . . . . 20
5.0 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
5.1 Implementation Milestones . . . . . . . . . . . . . . . . . . . . . . . 21
5.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . 22
5.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 22
Adventure Travel International (ATI)
1.0 Executive Summary
Adventure Travel International (ATI) will begin operations in September, 1999 and provide
adventure, sport/travel packages to people in the Pacific Northwest, specifically the greater
Woodville area. The founders and employees of ATI are experienced travel-industry professionals
and passionate about the activities ATI will promote and offer.
An opportunity for ATI's success exists because the national tourism and travel industry is growing
4% and adventure travel 10% annually. Further, the Woodville adventure travel market is growing
at least 12% annually and has no providers who specialize solely in adventure travel. ATI is poised
to take advantage of this growth and lack of competition with an experienced staff, excellent
location, and effective management and marketing. The Woodville area, like much of the Pacific
Northwest, has a large concentration of outdoor recreation enthusiasts. These health-conscious
individuals, couples, and groups interested in popular adventure sports, such as skiing, kayaking,
trekking, etc., are ATI's primary customers. ATI's target market is an exploitable niche and ATI will
provide a specialized and thus differentiated service. Prices will be competitive with the remainder
of the market. The company's estimated sales for the first year of operations is $534,607,
increasing 10% annually for the next two years.
2.0 Situation Analysis
According to the Department of Commerce, the U.S. travel and tourism industry is the nation's
third largest retail industry and will be number one by the year 2000. Revenues from travel have
increased approximately 100% in the last decade with U.S. travel agencies producing over $100
billion in revenues each year. Adventure travel, a segment of the travel and tourism industry, is
growing at least 10% per year. More than 50% of the U.S. adult traveling population, or 147
million people, have taken an adventure trip in their lifetime, 98 million in the past five years.
Thirty-one million adults have engaged in hard adventure activities like whitewater rafting, scuba
diving, and mountain biking. An additional 25 million engaged in both a hard- and soft-adventure
activity. Activities most commonly participated in during adventure vacations: camping (85%),
hiking (74%), skiing (51%), snorkeling or scuba diving (30%), sailing (26%), kayaking or
whitewater rafting (24%), and biking trips (24%).
Customers tend to be young and affluent, ages 18-34, and one fourth are from households with
annual incomes of $75,000 or more. In addition, statistics show that 8,000 U.S. companies offered
adventure packages that generated $7 billion in 1997. There was a 66% increase in executive
participation in adventure travel between 1992 and 1996. California holds the largest population of
adventure travelers, who tend to live in urban areas. ATI will be located in an urban area within
the state of California. In addition, it will be the only adventure travel agency in an area with
300,000 people and a large concentration of outdoor recreation enthusiasts and customers who
match ATI's target profile.
Planning an adventure trip requires knowledge of the travel industry and popular adventure sport
destinations, as well as adventure travel activities. Adventure travel customers are a specialty
group. These are primarily young professionals who often lack the time and experience necessary
to effectively plan an adventure trip on their own. ATI will communicate its ability to meet the
demands of this market and fill this need.
This sample plan produced in Marketing Plan Pro™ software. www.paloalto.com 1-800-229-7526 Page 1
2.1 Market Summary
The travel and tourism market is separated into two main categories, business and leisure travel.
Each contribute about 45% to total revenues. The remainder of revenues are generated from
combined business/leisure trips. The market is further separated into domestic and international
travel. Domestic travel accounts for approximately 70% of industry revenues. Business travel can
be divided into two categories, the medium to large corporate account, and the small independent
businessman. Leisure travelers are classified according to the types of trips they take, income, or
age. The four primary leisure travel groups are:
1. Adventure, Special-Interest, R&R, Honeymoons & Sightseeing Trips.

2. High-Income Travelers.
3. Budget-Conscious Travelers.
4. Families, Students & Seniors.
Adventure travel generates approximately $15 billion of the approximately $100 billion-dollar
annual industry revenues. Approximately $2-4 billion of these revenues come from California
adventure travelers. Based on these and other figures, ATI estimates the Woodville adventure
travel market to be approximately $6 million annually. ATI estimates that it will capture about 8%
of this market.
Target Markets
National Adventure Travelers

Woodville Adventure Travelers
Internet
Table 2.1: Target Market Forecast
Target Market Forecast

Potential Customers Growth 1999 2000 2001 2002 2003 CAGR
National Adventure 10% 9,000,000 9,900,000 10,890,000 11,979,000 13,176,900 10.00%
Travelers
Woodville Adventure 15% 100,000 115,000 132,250 152,088 174,901 15.00%
Travelers
Internet 20% 3,000,000 3,600,000 4,320,000 5,184,000 6,220,800 20.00%
Total 12.78% 12,100,000 13,615,000 15,342,250 17,315,088 19,572,601 12.78%
2.1.1 Market Demographics
Adventure travel falls primarily under the leisure travel category. Revenues from leisure travel
earned by U.S. travel agencies exceed $50 billion annually. Adventure travel is a sub-category of
leisure travel and can be further broken down into hard and soft adventure travel. Both hard and
soft adventures involve physical, athletic activities. Hard adventure activities, as the name
suggests, generally involve risk and require substantial athletic competence. Soft adventure
activities are less physically demanding and more passive than their hard adventure counterparts.
Adventure travelers are slightly more likely to be men age 18-34. However an increasing number
of adventure travelers are women (some statistics suggest that women comprise 49% of the
adventure market). Men on average spend more than women on their adventure travels. ATI's
primary customers are married couples, ages 25-35, with children and household incomes over
$50,000. ATI will be located in the heart of the Pacific Northwest. The natural beauty and
abundance of outdoor activities attract many fitness oriented individuals. Per capita, the area has
more people than any other in the nation who actively participate in mountain and water sports,
such as skiing, climbing, kayaking, whitewater rafting, mountain biking, etc. These are the people
in ATI's target market. ATI will focus on the sale and promotion of adventure travel primarily to
individuals, but also to corporate clients in the Woodville area.
2.1.2 Market Needs
Adventure travel activities are a specialized product, and first-hand knowledge of these activities is
necessary in order to effectively promote and sell them. Many potential customers are unsure of
the location they wish to reach. Part of the value associated with travel agencies is the knowledge
they possess about destinations. Customers look to the agency to provide them with sound advice
for a competitive price. ATI is confident in its ability to do so. ATI can save the customer time and
money, and help to ensure that they are satisfied with their vacation.
2.1.3 Market Trends
One notable trend in the travel industry is increased deregulation. Deregulation has increased
competition and the need for differentiation. In many cases, the prices of airfare and other travel-
related services has dropped. Additional trends include caps on agency commissions by many of
the larger airlines, increases in adventure travel, and reduction of profit margins. More than 50%
of the U.S. adult traveling population, or 147 million people, have taken an adventure trip in their
lifetime, 98 million in the past five years. Approximately 31 million adults have engaged in hard
adventure activities like whitewater rafting, scuba diving and mountain biking. An additional 25
million engaged in both a hard and soft adventure activity. The growth trend in adventure travel is
predicted to continue.
Market Forecast
20,000,000
15,000,000
National Adventure Travelers

10,000,000
Woodville Adventure Travelers
Internet
5,000,000
0
1999 2000 2001 2002 2003
2.1.4 Market Growth
The travel industry is growing. Reasons for this growth include a healthy domestic economy and
devaluation of currency in other regions which has made travel less expensive for U.S. residents.
Leisure travel increased by 3.2% in 1997 and 2.0% in 1998. The healthy economy has increased
business which in turn boosted domestic business travel 4.8% in 1997 and 3.6% in 1998.
Adventure travel, growing 10% annually, is one of the fastest growing segments of the travel
industry. Statistics show that 8,000 U.S. companies offered adventure packages that generated $7
billion in 1997. There also has been a 66% increase in executive participation in adventure travel
between 1992 and 1996.
Target Market Growth
20.00%
15.00%
10.00%
5.00%
0.00%
2.2 SWOT Analysis
In the following four sections are the most relevant issues to ATI's successful operation. ATI's
strengths include its management, experienced staff, marketing savvy, and targeted focus. ATI will
capitalize on these, and other strengths, to take advantage of opportunities and manage threats.
Firm weaknesses are primarily those inherent in a start-up venture and are discussed in one of the
following sections.
2.2.1 Strengths
• MANAGEMENT: ATI's manager has a successful record in this industry. His experience and
the network of valuable connections he has developed will contribute greatly to ATI's
success.
• LOCATION: ATI will be ideally located. The Pacific Northwest is a mecca for people who
meet ATI's target audience profile. In addition, Woodville is located 45 miles from the coast
and less than two hours from the mountains. Five rivers are within a two-hour drive. These
geographic features will continue to attract potential customers.
• EXPERIENCED STAFF: The ATI team is experienced in the travel business and in adventure
sports. All members have over five years experience. Moreover, they are willing to sacrifice
extra time and effort to build a successful business. Along with the intangible benefits
derived from succeeding in an independent endeavor, ATI will offer profit sharing and
potential partnership opportunities to its ground-floor members.
• POPULARITY OF ADVENTURE TRAVEL: Adventure activities are very popular, and ATI is
betting that the popularity will continue to grow. Many of the adventure sports, such as
kayaking, mountainbiking, alpine and rock climbing, have had a kind of cult following for
many years. However, in the last five years, these sports have started to go mainstream.
2.2.2 Weaknesses
• START-UP STATUS: ATI is a start-up and the odds are stacked against small start-up
companies.
• LIMITED PERSONNEL: Though ATI's staff is exceptional, they will be faced with long hours
for little pay during the first two years of operation.
• FINANCING: Preliminary estimates of sales and expenditures suggest that ATI will remain
financially stable. However, unforeseen expenditures or poor sales will threaten ATI's cash
position, which will be particularly vulnerable in year one.
2.2.3 Opportunities
• GROWTH MARKET: The national adventure travel market is growing 10% annually, and
preliminary estimates suggest that the Woodville market exceeds that growth rate.
• POTENTIAL TO ACHIEVE SALES FROM THE NATIONAL MARKET: As ATI establishes itself
and gains financial stability, it can begin to market its services nationally. ATI plans to
begin this effort via a World Wide Web campaign in the first year of operation and diversify
its communications efforts in years two and three.
• POTENTIAL TO BECOME A PREMIER PROVIDER: ATI has the management and staff to
produce a top-quality service.
• VERTICAL INTEGRATION: The potential to integrate services and add branches exists.
2.2.4 Threats
• INTERNET AND PRICE COMPETITION: When the airlines were deregulated, price
competition increased. Further, the Internet has provided a sales medium for consolidators
who compete on price and has also given consumers the ability to plan and arrange trips
for themselves. Thus, the traditional agency faces greater competition.
• LOCAL COMPETITION (EXISTING AND POTENTIAL): There are no agencies in the Woodville
area that specialize solely in adventure travel. However, any one of the approximately 30
can book an adventure trip. Moreover, additional adventure travel specialists may follow
ATI's lead.
• ECONOMIC DOWNTURN: The strong domestic economy has been good for the travel and
tourism industry. Continued growth is anticipated. However, unforeseen or unanticipated
economic recession would reduce disposable income and threaten ATI's sales.
2.3 Competition
In the travel industry, as in other industries, there are large national chains, small home-based
businesses, consolidators on the Internet, etc. Membership numbers of travel-related associations
give some indication of the number of participants in this market. The American Society of Travel
Agents (ASTA) reports 25,000 members in 135 countries, most of whom are small businesses. The
Association of Retail Travel Agencies (ARTA) has another 3,000 members. In addition, there are
many agencies not affiliated with these associations but with one or more of the approximately 35
travel-industry organizations in the country. ATI has approximately 30 immediate competitors in
the greater Woodville area, including two agencies that are branches of national travel agency
chains. Direct national competitors include:
1. Rollins & Hayes: Based on the east coast, Rollins & Hayes is the most well known and
respected adventure travel agency in the world. They have provided adventure travel
packages for over 20 years and have successfully integrated travel agency services and
adventure travel activities. This offers them complete control over the entire vacation. They
have the advantage of an established reputation, high-quality trips, economies of scale,
and strategic alliances. However, their packages are expensive and appeal primarily to a
high-income clientele.
2. Sundance Travel: Based in Colorado, Sundance is a traditional agency and has been in
business for 10 years. They have gradually made the move towards becoming adventure
travel specialists and are now recognized as such. Their strengths are experience,
reputation, and financial solvency. Weaknesses may include high personnel and
management turnover and the lack of a clear plan for future growth.
3. Global Adventure Travel: Global was established in 1995 and has successfully established
themselves as adventure travel specialists. They are based in the Los Angeles area. Global
has done a good job positioning itself through successful marketing communications and
management. The Los Angeles area contains a large adventure travel market. It is,
however, a very competitive area.
Competitor by Growth and Share
Rollins & Hayes

Sundance
Global
Travel Northwest
Woodville Travel
Other
Table 2.3: Growth and Share Analysis
Growth and Share

Competitor Price Growth Rate Market Share
Rollins & Hayes $1,100 3% 23%
Sundance $975 5% 8%
Global $950 10% 7%
Travel Northwest $1,000 4% 1%
Woodville Travel $965 0% 1%
Other $0 0% 0%
Average $831.67 3.67% 6.63%

Total $4,990.00 22.00% 39.80%
2.4 Services
ATI is a full service agency and sells standard travel agency goods and services, including airfare
and travel packages. Additional services include assistance with passports, providing access to top-
of-the-line equipment and supplies, and a superior offering that includes access to better than
average terrain and activities, accommodations, and entertainment. The value added of ATI's
offering is its knowledge and expertise, competitive rates, and specialty focus on adventure travel,
which translate into increased satisfaction for the customer.
2.5 Keys to Success
• Effectively segment the travel market and target adventure travelers.
• Successfully position ourselves as adventure travel specialists.
• Communicate the differentiation and quality of our offering through personal interaction
and media.
• Develop a repeat-business base of loyal customers.
2.6 Critical Issues
• Market growth projections for the travel industry and for adventure travel are accurate.
• National economic conditions, which are favorable to the travel industry, will not experience
significant decline in the next five years.
• International conditions will remain favorable for service providers.
• Capability to produce effective, targeted communications that promote the benefits of

adventure travel and ATI's specialty focus and services.
2.7 Macroenvironment
• Disposable income is high but leisure time is limited and contested by other responsibilities
and recreation options.
• Due to a good economy, travel and tourism is growing.
• Population segments have different needs and wants. This requires effective target
marketing.
• Internet sales threaten the traditional firm, and technological advances require greater
knowledge and sophistication in most industries.
• International conditions, which are favorable, greatly effect the industry. Political unrest,
military action, and other issues determine availability to many foreign destinations.
3.0 Marketing Strategy
ATI believes that the goal of business is to create and keep customers. Its marketing strategy will
reflect this goal as it builds its reputation in the Woodville area. Though ATI operates in the travel
industry, it provides much more than travel. ATI provides adventure and freedom. Many of ATI's
customers spend 50 weeks of the year in an office. ATI offers people the ability to get away and
remember how much they love the challenge and excitement of an athletic endeavor. ATI will
promote the benefits of adventure travel. These benefits include better health, excitement,
personal growth, ear-to-ear grins, and a whole lot of fun. ATI will also promote the benefits of its
services. These benefits include saving time and money, and confidence in the vacation's success.
3.1 Mission
Adventure Travel International (ATI) is a travel agency that specializes in adventure travel. We
provide consulting and custom travel arrangements and packages. ATI's mission is to become the
foremost provider of adventure travel to the people of the Pacific Northwest. ATI's employees and
owner are outdoor adventure and travel enthusiasts, as well as seasoned travel-industry
professionals. ATI seeks to connect adventure travel newcomers and veterans with service
providers, adventure activities, and accommodations that fit the client's desires, budget, and skill
level.
3.2 Marketing Objectives
• Achieve an annual growth rate of at least 10%.
• Promote adventure activities through strategic alliances with health clubs, local athletic
organizations, and retailers.
• By the end of year three, achieve 15% of sales through the Internet.
• Become the market leader of adventure travel in the Woodville area.
3.3 Financial Objectives
• Generate sales of approximately $550,000 in year one and increase sales 10% annually.
• Capture and maintain a gross margin of 18-20%.
• Achieve positive net worth by year two.
3.4 Target Marketing
ATI will target the following groups:
• Couples and individual adventure travelers: This is the customer group that meets the
demographic profile for adventure travelers -- ages 25-35, married, with household income
greater than $50,000.
• Group adventure travelers: These are groups that belong to local athletic organizations,
such as cycling or kayaking clubs.
• Corporate adventure travelers: ATI will target local businesses in an attempt to secure
corporate accounts.
ATI plans to focus its initial efforts on the adventure travel market in the greater Woodville area.
As ATI grows, marketing efforts will expand. The major purchasers that fit ATI's target market are
located in urban areas within these states:
1. California
2. Florida
3. New York
4. Texas
5. Illinois
6. Nevada
7. Hawaii
8. New Jersey
9. Pennsylvania
10. Georgia
3.5 Positioning
For individual and corporate clients who wish to participate in adventure travel, ATI is the premier
adventure travel agency in the Woodville area. ATI's experience with and enthusiasm for
adventure travel is displayed in the exceptional service, value, and advice it provides for the
customer.
3.6 Strategy Pyramids
STRATEGY 1: Develop brand recognition through the use of effective advertising, marketing
communications and promotion.
Tactic: Develop a marketing mix designed to target the Woodville market.
• Program: Print and electronic advertising campaign, using specialty publications and local
radio as primary media.
• Program: Use strategic alliances to conduct promotions and giveaways.
Tactic: Expand brand recognition to the national market through increased industry participation
and WWW presence.
• Program: Utilize the networking benefits of industry associations, trade shows, and
publications.
• Program: Develop and promote ATI's website. The availability of information and the ability
to schedule and purchase online will be beneficial to the customer and ATI.
STRATEGY 2: Increase revenues and reduce costs by establishing repeat and corporate customers.
Tactic: Customer satisfaction program.
• Program: Focus ATI's efforts on customization of adventure travel and utilization of its core
competencies. ATI would rather recommend that a potential customer purchase elsewhere
than provide a trip outside of its expertise.
• Program: Post purchase and post trip follow-up. Research indicates that the communication
between the firm and the customer after the sale positively influences repeat purchase.
Tactic: Corporate account acquisition.
• Program: The corporate sales program will depend upon specialized literature and personal
promotion. Corporate accounts generate recurring revenue and will help diversify ATI's
sources of income.
• Program: Corporate giveaway promotion. Trips will be awarded as prizes and will be
promoted via local radio.
3.7 Marketing Mix
ATI will employ a wide range of advertising communications and promotion to achieve its
marketing goals. Research on the demographics of ATI's target market suggest that the most
effective communications will come through advertising in several specialty publications and via
local radio. In addition, direct interaction or promotion at health clubs, shopping malls, sporting
events, etc. will be part of ATI's marketing mix.
3.7.1 Services and Service Marketing
ATI will sell standard travel agency goods and services including airfare and travel packages.
Additional services will include assistance with passports, providing access to top-of-the-line
equipment and supplies, and a superior offering that includes access to better than average terrain
and activities, accommodations, and entertainment. The value added of ATI's offering is its
knowledge and expertise, competitive rates, and specialty focus on adventure travel, which will
translate into increased assurance and satisfaction for the customer. ATI's decision to focus on
adventure travel was made because economic indicators suggest that an increased demand for
adventure travel services exists, the Woodville area does not have a true adventure travel
specialist, and members of the ATI team are experienced and enthusiastic about adventure travel
activities. It is hoped that this enthusiasm will be communicated to the customer, and ATI's
experience will translate into satisfaction and repeat business.
3.7.2 Pricing
Much of ATI's pricing is determined by market standards. ATI will attempt to maintain margins of
10% on all airline travel. Margins on all other products and services vary depending upon the
provider but are expected to average 20%. ATI will make every effort to maintain a competitive
pricing policy. However, as ATI builds its reputation as the premier provider of adventure travel, it
expects to earn the ability to charge a premium for its services.
3.7.3 Promotion
During ATI's first year of operation, it will hold a grand opening and will organize and sponsor
several athletic events. Events will include, among others, an off-road triathlon, 10k race and 5k
fun run, and a mountain-bike race. ATI will provide various travel packages and other items as
prizes. All ATI employees belong to local athletic clubs and will, through interaction with other
members, promote ATI's services. During the grand opening and other events, ATI will provide
literature with information about trips and activities. Negotiations with area health clubs have
begun and additional promotion will likely occur through these strategic alliances. Specialty rather
than large national publications will serve as media vehicles for ATI advertising. Local radio
stations will also be used. Personal selling will also occur, though phone solicitation will be limited.
ATI plans to occasionally station sales personnel in locations around Woodville, such as shopping
malls. ATI's goal is to develop personal familiarity between its employees and the community.
3.8 Marketing Research
Ongoing industry analysis is conducted by several organizations, including the U.S. Department of
Commerce, and is available for sale. Research on the travel and tourism industry will be purchased
as necessary. Demographics and spending patterns of adventure travelers have been secured and
used to formulate communications strategy. ATI will conduct customer surveys when a specific
research problem is identified. ATI subscribes to several industry publications and will attend trade
shows to stay abreast of relevant issues.
4.0 Financials, Budgets, and Forecasts
ATI's marketing budget for year one of operations is taken from the start-up investment and is
equivalent to approximately 6% of anticipated first-year revenues. The marketing budget will be
evaluated quarterly, and at the end of year one, adjustments will be made to advertising
schedules, media vehicles, effective frequency, etc. as necessary.
The following issues are relevant to ATI's marketing efforts:
• As a start-up, ATI has no baseline by which it can determine the effects of its marketing
efforts on sales. Year two marketing activities will benefit from the financial results of year
one operations.
• The marketing budget has been established based on anticipated revenues. ATI plans to
employ the use of more sophisticated budgeting methods as a baseline is established.
• Much of ATI's marketing efforts will involve personal interaction with customers in the
Woodville area. ATI must attempt to conserve resources when possible, especially in the
early stages of operation. Sweat equity in marketing and other activities will be critical to
ATI's success.
4.1 Break-even Analysis
ATI's break-even analysis, including monthly sales break-even points, are located in the following
table. Break-even calculations assume a 20% gross margin. ATI plans to improve its margin by
year three or four. The improved margin will come as the result of economies of scale, strategic
alliances, and ATI's position as a premier service provider. ATI will be able to raise prices without
affecting demand. Fixed costs may increase slightly over the next two years.
Break-even Analysis
$2,500
$2,000
$1,500
$1,000
$500
$0
($500)
($1,000)
($1,500)
$0 $1,900 $3,800 $5,700 $7,600 $9,500
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 5
Monthly Sales Break-even $4,286
Assumptions:
Average Per-Unit Revenue $950.00
Average Per-Unit Variable Cost $617.50
Estimated Monthly Fixed Cost $1,500
4.2 Sales Forecast
Detailed projections are located in the sales forecast table. ATI expects sales to be slow in the first,
and possibly second quarter of operation. Sales growth is estimated at 10% annually through year
three.
Monthly Sales Forecast
$80,000
$70,000
$60,000
$50,000 Woodville Market (Individual)

$40,000 National Market
Internet
$30,000
Corporate Market
$20,000
$10,000
$0
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Table 4.2: Sales Forecast
Sales Forecast
Sales FY2000 FY2001 FY2002 FY2003 FY2004
Woodville Market (Individual) $427,685 $382,245 $258,751 $284,626 $313,089
National Market $42,768 $70,568 $97,032 $106,735 $117,409
Internet $10,693 $47,046 $97,032 $106,735 $117,409
Corporate Market $53,461 $88,210 $194,063 $213,469 $234,816
Total Sales $534,607 $588,069 $646,878 $711,566 $782,722
Direct Cost of Sales FY2000 FY2001 FY2002 FY2003 FY2004

Woodville Market (Individual) $342,148 $301,974 $199,238 $219,162 $241,078
National Market $34,214 $55,749 $74,715 $82,186 $90,405
Internet $8,554 $37,166 $74,715 $82,186 $90,405
Corporate Market $42,769 $69,686 $149,429 $164,371 $180,808
Subtotal Cost of Sales $427,686 $464,575 $498,096 $547,906 $602,696
4.2.1 Sales by Manager
ATI anticipates that the majority of revenues, 75-80% will come from individual customers in the
Woodville area. This is especially true in the first two years of operation. The remainder of
revenues will come from corporate clients and national customers who purchase via the Internet.
By year three, ATI hopes to capture more sales from corporate and national customers, thus
reducing its reliance on the Woodville area. Preliminary goals for year three are:
• Woodville customers: 40%.

• Corporate customers: 30%.
• National Customers: 15%.
• Internet: 15%.
Sales by Manager Monthly
$80,000
$70,000
$60,000
$50,000
Jordan Barnes
$40,000
Shea Delaney
$30,000 Other
$20,000
$10,000
$0
Table 4.2.1: Sales by Manager
Sales by: Manager

Sales FY2000 FY2001 FY2002 FY2003 FY2004
Jordan Barnes $320,763 $352,841 $388,127 $426,940 $469,633
Shea Delaney $160,383 $176,421 $194,063 $213,470 $234,817
Other $53,461 $58,807 $64,688 $71,156 $78,272
Total $534,607 $588,069 $646,878 $711,566 $782,722
Average $178,202 $196,023 $215,626 $237,189 $260,907
4.3 Expense Forecast
The marketing budget is between 5% to 6% of revenues. ATI's marketing director will assume
responsibility for everything except the website development budget. All ATI staff are salaried, so
labor hours, other than those included in the directors salary, are not included in the budget. They
will, however, play a key role in many of the planned promotional activities. All members are
expected to take part in the promotion of ATI. There are no 9-5 positions.
Monthly Expense Budget
$2,500
$2,000
$1,500
Print and Radio Advertising
Personal Selling and Promotion
$1,000
Website Development
$500
$0
Table 4.3: Marketing Expense Budget
Marketing Expense Budget FY2000 FY2001 FY2002 FY2003 FY2004

Print and Radio Advertising $15,000 $18,750 $20,625 $22,688 $27,225
Personal Selling and Promotion $8,500 $10,625 $11,688 $12,856 $15,428
Website Development $5,000 $2,500 $3,000 $3,000 $3,000
------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $28,500 $31,875 $35,313 $38,544 $45,653
Percent of Sales 5.33% 5.42% 5.46% 5.42% 5.83%
Contribution Margin $78,421 $91,619 $113,469 $125,116 $134,374
Contribution Margin / Sales 14.67% 15.58% 17.54% 17.58% 17.17%
4.3.1 Expenses by Manager
The following chart details ATI's primary marketing. Jordan Barnes is responsible for the success of
the programs and the proper management of the budget. Year two expenditures could easily
double if ATI generates sufficient revenues. As efforts to communicate with the national and global
markets increase, ATI expects to use several national publications for advertising. Doing so will be
costly.
Expenses by Manager Monthly
$2,500
$2,000
$1,500
J. Barnes
S. Delaney
$1,000
Other
$500
$0
Table 4.3.1: Expenses by Manager
Expenses by Manager
Expenses FY2000 FY2001 FY2002 FY2003 FY2004
J. Barnes Marketing $23,496 $25,846 $28,430 $31,273 $34,400
S. Delaney General $5,004 $2,500 $2,500 $2,500 $2,500
Other $0 $3,529 $4,382 $4,771 $8,752
Total $28,500 $31,875 $35,313 $38,544 $45,653
Average $9,500 $10,625 $11,771 $12,848 $15,218
4.4 Linking Sales and Expenses to Strategy
ATI's marketing efforts have been designed to improve sales. ATI's director of marketing will be
responsible for tracking the various programs. If measurable results are not realized, changes will
be made to the marketing mix. Other factors, such as economic recession, sales below estimates,
high costs associated with the use of certain media, and others may influence ATI's marketing
budget and mix.
Sales vs. Expenses Monthly
$80,000
$70,000
$60,000
$50,000
$40,000 Sales
Expenses
$30,000
$20,000
$10,000
$0
4.5 Contribution Margin
ATI anticipates that contribution margin will improve beginning in year three. By then, ATI will
have developed a better mixture of revenue sources, strategic alliances, and brand equity.
Corporate accounts will bring higher contribution margins, as will other group trips. Suppliers tend
to give price breaks if the agency can book larger groups. In addition, ATI plans to charge as much
as 5% over the industry standard by the end of year three, as it will be recognized as an industry
leader.
Contribution Margin Monthly
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
$0
Table 4.5: Contribution Margin
Contribution Margin
FY2000 FY2001 FY2002 FY2003 FY2004
Sales $534,607 $588,069 $646,878 $711,566 $782,722
Direct Cost of Sales $427,686 $464,575 $498,096 $547,906 $602,696
Other Variable Costs of Sales $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------
Total Cost of Sales $427,686 $464,575 $498,096 $547,906 $602,696
Gross Margin $106,921 $123,494 $148,782 $163,660 $180,026
Gross Margin % 20.00% 21.00% 23.00% 23.00% 23.00%
Marketing Expense Budget FY2000 FY2001 FY2002 FY2003 FY2004

Print and Radio Advertising $15,000 $18,750 $20,625 $22,688 $27,225
Personal Selling and Promotion $8,500 $10,625 $11,688 $12,856 $15,428
Website Development $5,000 $2,500 $3,000 $3,000 $3,000
------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $28,500 $31,875 $35,313 $38,544 $45,653
Percent of Sales 5.33% 5.42% 5.46% 5.42% 5.83%
Contribution Margin $78,421 $91,619 $113,469 $125,116 $134,374
Contribution Margin / Sales 14.67% 15.58% 17.54% 17.58% 17.17%
5.0 Controls
ATI's marketing efforts will be reviewed quarterly. Variance between sales goals for the first year
of operations and revenues will be ATI's only real source of comparison. ATI will seek customer
feedback on marketing efforts and may conduct surveys or focus groups to test ad effectiveness.
5.1 Implementation Milestones
• ATI's grand opening event will take place in the first quarter. This will be a combined effort
with a local rock gym, one of ATI's strategic alliances. The event will be hosted by a local
radio station and will include a prize giveaway of an adventure travel package.
• ATI will begin its corporate account marketing in the first quarter and hopes to secure at
least one corporate account during that time.
• ATI's website should be operational by the middle of the second quarter of operation. The
website will be capable of online transactions with secure site protections. ATI banners will
be placed at several World Wide Web locations.
• Tracking of ad exposure will begin in the first month of operation. ATI has a designated 800
number that is only used in advertising.
Milestones
Media Campaign
Strategic Alliance Development
Grand Opening Promotion
First Trade Show
Web Site Completion
Corporate Account Program
Customer Satisfaction Program
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Table 5.1: Milestones
Milestones Plan
Milestone Start Date End Date Budget Manager Department
Media Campaign 9/1/99 1/1/00 $15,000 J. Barnes Marketing
Strategic Alliance Development 9/1/99 3/1/00 $2,000 S. Delaney Marketing
Grand Opening Promotion 10/1/99 4/1/00 $800 Staff Marketing
First Trade Show 4/12/00 4/15/00 $1,000 S. Delaney & S. Marketing
Taylor
Web Site Completion 9/1/99 12/1/99 $5,000 S. Delaney Management
Corporate Account Program 9/1/99 7/1/00 $1,000 P. Mclellan Accounting
Customer Satisfaction Program 9/1/99 1/1/00 $1,000 S. Taylor Customer
Service
Totals $25,800
5.2 Marketing Organization
Marketing Director Jordan Barnes will be responsible for the planning and implementation of ATI's
Advertising, Communications, and Promotion activities. Mr. Barnes will work under the supervision
of Shea Delaney and will instruct all ATI members in their roles in the marketing activities. ATI
may use marketing consultants from a local firm to help with strategy.
5.3 Contingency Planning
These are the issues that will most likely call for changes in ATI's operations. The threats and the
manner with which they will be dealt are discussed:
INTERNET AND PRICE COMPETITION: When the airlines were deregulated, price competition
increased. Further, the Internet has provided a sales medium for consolidators who compete on
price, and has also given consumers the ability to plan and arrange trips for themselves. Thus the
traditional agency faces greater competition. ATI plans to compete with other firms on the Internet
by having its own website on which to conduct communications and sales. Price competition is a
problem in any industry. ATI will not compete on price, mainly because it cannot win doing so. ATI
will continue to communicate the benefits of its offering. It will attempt to remain competitively
priced but will not defend its price structure.
LOCAL COMPETITION (EXISTING AND POTENTIAL): There are no agencies in the Woodville area
that specialize solely in adventure travel. However, any one of the approximately 30 agencies can
book an adventure trip. Moreover, additional adventure travel specialists may follow ATI's lead.
Competition is already present. It is likely that additional agencies may begin to present
themselves as adventure travel specialists. It is also possible that new agencies will enter the
Woodville market with a similar offering. ATI will attempt to establish itself as a market leader and
maintain that position if new competitors emerge. Additional safeguards include ongoing analysis
of additional segments of the travel market in which ATI might successfully participate. In addition,
opportunities for vertical and horizontal integration will be examined.
ECONOMIC DOWNTURN: The strong domestic economy has been good for the travel and tourism
industry. Continued growth is anticipated. However, unforeseen or unanticipated economic
recession would reduce disposable income and threaten ATI's sales. In the event of an economic
downturn, ATI will continue to promote and likely expand its offering. ATI already operates on a
skeleton staff, and aside from small budget cuts, there is little that can be done financially.
Appendix: Adventure Travel International (ATI)
Table 4.2 Sales Forecast
Sales Forecast Plan

Sales Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Woodville Market (Individual) $20,000 $22,000 $24,200 $26,620 $29,282 $32,210 $35,431 $38,974 $42,872 $47,159 $51,875 $57,062
National Market $2,000 $2,200 $2,420 $2,662 $2,928 $3,221 $3,543 $3,897 $4,287 $4,716 $5,188 $5,706
Internet $500 $550 $605 $666 $732 $805 $886 $974 $1,072 $1,179 $1,297 $1,427
Corporate Market $2,500 $2,750 $3,025 $3,328 $3,660 $4,026 $4,429 $4,872 $5,359 $5,895 $6,484 $7,133
Total Sales $25,000 $27,500 $30,250 $33,276 $36,602 $40,262 $44,289 $48,717 $53,590 $58,949 $64,844 $71,328
Direct Cost of Sales Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Woodville Market (Individual) $16,000 $17,600 $19,360 $21,296 $23,426 $25,768 $28,345 $31,179 $34,298 $37,727 $41,500 $45,650
National Market $1,600 $1,760 $1,936 $2,130 $2,342 $2,577 $2,834 $3,118 $3,430 $3,773 $4,150 $4,565
Internet $400 $440 $484 $533 $586 $644 $709 $779 $858 $943 $1,038 $1,142
Corporate Market $2,000 $2,200 $2,420 $2,662 $2,928 $3,221 $3,543 $3,898 $4,287 $4,716 $5,187 $5,706
Subtotal Cost of Sales $20,000 $22,000 $24,200 $26,621 $29,282 $32,210 $35,431 $38,974 $42,872 $47,159 $51,875 $57,062
Table 4.2.1 Sales by Manager
Sales by:
Sales Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Jordan Barnes $15,000 $16,500 $18,150 $19,966 $21,961 $24,157 $26,573 $29,230 $32,154 $35,369 $38,906 $42,797
Shea Delaney $7,500 $8,250 $9,075 $9,983 $10,981 $12,079 $13,287 $14,615 $16,077 $17,685 $19,453 $21,398
Other $2,500 $2,750 $3,025 $3,327 $3,660 $4,026 $4,429 $4,872 $5,359 $5,895 $6,485 $7,133
Total $25,000 $27,500 $30,250 $33,276 $36,602 $40,262 $44,289 $48,717 $53,590 $58,949 $64,844 $71,328
Average $8,333 $9,167 $10,083 $11,092 $12,201 $13,421 $14,763 $16,239 $17,863 $19,650 $21,615 $23,776
Table 4.3 Marketing Expense Budget
Marketing Expense Budget Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Print and Radio Advertising $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250
Personal Selling and Promotion $708 $708 $708 $708 $708 $708 $708 $708 $708 $708 $708 $708
Website Development $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375
Percent of Sales 9.50% 8.64% 7.85% 7.14% 6.49% 5.90% 5.36% 4.88% 4.43% 4.03% 3.66% 3.33%
Contribution Margin $2,625 $3,125 $3,675 $4,280 $4,945 $5,677 $6,483 $7,368 $8,343 $9,415 $10,594 $11,891
Contribution Margin / Sales 10.50% 11.36% 12.15% 12.86% 13.51% 14.10% 14.64% 15.12% 15.57% 15.97% 16.34% 16.67%
Table 4.3.1 Expenses by Manager
Expenses by
Expenses Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
J. Barnes $1,958 $1,958 $1,958 $1,958 $1,958 $1,958 $1,958 $1,958 $1,958 $1,958 $1,958 $1,958
S. Delaney $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375
Average $792 $792 $792 $792 $792 $792 $792 $792 $792 $792 $792 $792
Table 4.5 Contribution Margin
Contribution Margin
Sales $25,000 $27,500 $30,250 $33,276 $36,602 $40,262 $44,289 $48,717 $53,590 $58,949 $64,844 $71,328
Direct Cost of Sales $20,000 $22,000 $24,200 $26,621 $29,282 $32,210 $35,431 $38,974 $42,872 $47,159 $51,875 $57,062
Other Variable Costs of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Cost of Sales $20,000 $22,000 $24,200 $26,621 $29,282 $32,210 $35,431 $38,974 $42,872 $47,159 $51,875 $57,062
Gross Margin $5,000 $5,500 $6,050 $6,655 $7,320 $8,052 $8,858 $9,743 $10,718 $11,790 $12,969 $14,266
Gross Margin % 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00%
Marketing Expense Budget Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Print and Radio Advertising $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250
Personal Selling and Promotion $708 $708 $708 $708 $708 $708 $708 $708 $708 $708 $708 $708
Website Development $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375 $2,375
Percent of Sales 9.50% 8.64% 7.85% 7.14% 6.49% 5.90% 5.36% 4.88% 4.43% 4.03% 3.66% 3.33%
Contribution Margin $2,625 $3,125 $3,675 $4,280 $4,945 $5,677 $6,483 $7,368 $8,343 $9,415 $10,594 $11,891
Contribution Margin / Sales 10.50% 11.36% 12.15% 12.86% 13.51% 14.10% 14.64% 15.12% 15.57% 15.97% 16.34% 16.67%

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Adventure Vacations Travel Agency Marketing Plan

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Advent

The undersigned reader acknowledges that the information

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

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

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

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

4.0 Financials, Budgets, and Forecasts . . . . . . . . . . . . . . . . . . . . . . 13

1.0 Executive Summary

2.0 Situation Analysis

2.1 Market Summary

1. Adventure, Special-Interest, R&R, Honeymoons & Sightseeing Trips.

National Adventure Travelers

Table 2.1: Target Market Forecast

Target Market Forecast

2.1.1 Market Demographics

2.1.2 Market Needs

2.1.3 Market Trends

National Adventure Travelers

2.1.4 Market Growth

Target Market Growth

2.2 SWOT Analysis

Competitor by Growth and Share

Rollins & Hayes

Table 2.3: Growth and Share Analysis

Growth and Share

Average $831.67 3.67% 6.63%

2.5 Keys to Success

• Effectively segment the travel market and target adventure travelers.

• Successfully position ourselves as adventure travel specialists.

• Develop a repeat-business base of loyal customers.

2.6 Critical Issues

• International conditions will remain favorable for service providers.

• Capability to produce effective, targeted communications that promote the benefits of

• Due to a good economy, travel and tourism is growing.

3.0 Marketing Strategy

3.2 Marketing Objectives

• Achieve an annual growth rate of at least 10%.

• Become the market leader of adventure travel in the Woodville area.

3.3 Financial Objectives

• Capture and maintain a gross margin of 18-20%.

• Achieve positive net worth by year two.

3.4 Target Marketing

ATI will target the following groups:

3.6 Strategy Pyramids

Tactic: Develop a marketing mix designed to target the Woodville market.

Tactic: Customer satisfaction program.

Tactic: Corporate account acquisition.

3.7 Marketing Mix

3.7.1 Services and Service Marketing

3.8 Marketing Research

4.0 Financials, Budgets, and Forecasts

The following issues are relevant to ATI's marketing efforts:

4.1 Break-even Analysis

Monthly break-even point

Break-even point = where line intersects with 0

Table 4.1: Break-even Analysis

4.2 Sales Forecast

Monthly Sales Forecast

$50,000 Woodville Market (Individual)

Table 4.2: Sales Forecast

Direct Cost of Sales FY2000 FY2001 FY2002 FY2003 FY2004

4.2.1 Sales by Manager

• Woodville customers: 40%.