The Enchanted Vineyard Bed & Breakfast will be using advertising and membership in associations to drive in prospective customers. They will also use their website as a complete source of information about the B&B. Missy will then turn these leads into customers through unsurpassed attentiveness in one-on-one phone inquiries/conversations.
The Enchanted Vineyard Bed & Breakfast's two competitive advantages are:
The Enchanted Vineyard Bed & Breakfast's sales strategy will be two pronged:
The first three months will be used for the renovation of the home to fully accommodate guests. Once complete the house will have five different rooms. There will be no sales activity during this time. By month four, the B&B will be ready to go. Missy will have already been advertising, become a B&B association member, as well as have formed a strategic relationship with the University so business will ramp up fairly quickly. From month five on, business will steadily grow. Beginning with month five, Missy will hire one full-time employee. This employee will perform housecleaning as well as outdoor maintenance. This will free up Missy's time so she can spend it with the clients.
| Sales Forecast | |||
| Year 1 | Year 2 | Year 3 | |
| Sales | |||
| Weekend-Getaway Customers | £11,396 | £42,000 | £54,000 |
| Travelers | £13,089 | £60,000 | £62,000 |
| University of Oregon Travelers | £11,265 | £46,000 | £49,000 |
| Total Sales | £35,750 | £148,000 | £165,000 |
| Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
| Weekend-Getaway Customers | £6,117 | £22,260 | £28,620 |
| Travelers | £7,031 | £31,800 | £32,860 |
| University of Oregon Travelers | £6,044 | £24,380 | £25,970 |
| Subtotal Direct Cost of Sales | £19,193 | £78,440 | £87,450 |
The Enchanted Vineyard Bed & Breakfast will have several milestones early on:
| Milestones | |||||
| Milestone | Start Date | End Date | Budget | Manager | Department |
| Business Plan Completion | 1/1/2001 | 1/1/2001 | £0 | ABC | Department |
| Join Different Associations | 2/1/2001 | 2/1/2001 | £600 | ABC | Department |
| Completion of Facility Renovations | 1/1/2001 | 4/1/2001 | £200,000 | ABC | Department |
| 100th Client | 7/1/2001 | 7/1/2001 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Totals | £200,600 | ||||
| Sales Forecast | |||
| Year 1 | Year 2 | Year 3 | |
| Sales | |||
| Weekend-Getaway Customers | £11,396 | £42,000 | £54,000 |
| Travelers | £13,089 | £60,000 | £62,000 |
| University of Oregon Travelers | £11,265 | £46,000 | £49,000 |
| Total Sales | £35,750 | £148,000 | £165,000 |
| Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
| Weekend-Getaway Customers | £6,117 | £22,260 | £28,620 |
| Travelers | £7,031 | £31,800 | £32,860 |
| University of Oregon Travelers | £6,044 | £24,380 | £25,970 |
| Subtotal Direct Cost of Sales | £19,193 | £78,440 | £87,450 |
| Milestones | |||||
| Milestone | Start Date | End Date | Budget | Manager | Department |
| Business Plan Completion | 1/1/2001 | 1/1/2001 | £0 | ABC | Department |
| Join Different Associations | 2/1/2001 | 2/1/2001 | £600 | ABC | Department |
| Completion of Facility Renovations | 1/1/2001 | 4/1/2001 | £200,000 | ABC | Department |
| 100th Client | 7/1/2001 | 7/1/2001 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Name me | 1/1/2003 | 1/15/2003 | £0 | ABC | Department |
| Totals | £200,600 | ||||