Table of Contents Pages 1. Executive Summary DUE WEEK 7……………………………………………….…… 2. Company Description Due WEEK 1…………………………………………….…….. 3. Strategic Focus and Plan DUE WEEK 1 a. Mission/Vision Statements………………………………………………………….. b. Goals………………………………………………………………………………….. c. Core Competency and Sustainable Competitive Advantage………………….… 4. Situation Analysis DUE WEEK 4 a. SWOT analysis Internal Strengths and Weaknesses…………………………………………... External Opportunities and Threats……………………………………………. b. Industry Analysis……………………………………………………………………… c. Competitor Analysis………………………………………………………………….. d. Company Analysis……………………………………………………………………. e. Customer Analysis……………………………………………………………………. 5. Market-Product Focus DUE WEEK 4 a. Marketing and Product Objectives………………………………………………….. b. Target Markets………………………………………………………………………... c. Points of Difference…………………………………………………………………… d. Positioning……………………………………………………………………………... 6. Marketing Program DUE WEEK 5 a. Product Strategy………………………………………………………………………. b. Price Strategy………………………………………………………………………….. c. Promotion Strategy……………………………………………………………………. d. Place (Distribution) Strategy………………………………………………….………. 7. Financial Data and Projections DUE WEEK 5 a. Past Sales Revenues…………………………………………………………….…… b. Five-Year Projections…………………………………………………………….…… 8. Organizational Structure DUE WEEK 7…………………………………………………. 9. Implementation DUE WEEK 7……………………………………………………………. 10. Evaluation and Control DUE WEEK 7…………………………………………………… 11. Bibliography DUE WEEKS 1, 4, 5 & 7........................................................................ 48 MP-1: Marketing Plan Outline CASE STUDY 1 converting data into business value at volvo “We’re now capturing massive amounts of data from our vehicles,” says Volvo Car Corporation’s Rich Strader.“And there is a compelling opportunity to turn that resource into something that not only helps us build better cars, but also helps the customer have a better experience.” Strader, who has just completed a 12-month stint in the CIO’s chair at Volvo, is convinced that, in a world where many consumers now value smart tech as much as automotive engineering, manufacturers need to create vehicles that are, in effect, highly connected, data-rich IT environments. With hundreds of sensors and CPUs embedded throughout the car — from the brakes to the central locking system — data is now being captured for use within the vehicle itself, and also, increasingly, for transmission via the cloud back to the manufacturer. At Volvo, those huge volumes are streamed into a centralized analysis hub, the Volvo Data Warehouse, alongside data from customer relationship systems, dealership systems, and product development and design systems. And Volvo’s ability to draw insight from this multi-terabyte resource is creating clear business advantage, says Strader, who has now ...

1. Table of Contents
Pages
1. Executive Summary DUE WEEK
7……………………………………………….……
2. Company Description Due WEEK
1…………………………………………….……..
3. Strategic Focus and Plan DUE WEEK 1
a. Mission/Vision
Statements…………………………………………………………..
b.
Goals……………………………………………………………
……………………..
c. Core Competency and Sustainable Competitive
Advantage………………….…
4. Situation Analysis DUE WEEK 4
a. SWOT analysis
Internal Strengths and
Weaknesses…………………………………………...
External Opportunities and
Threats…………………………………………….
b. Industry
Analysis………………………………………………………………
………
c. Competitor
Analysis………………………………………………………………
…..
d. Company
Analysis………………………………………………………………
…….
e. Customer

2. Analysis………………………………………………………………
…….
5. Market-Product Focus DUE WEEK 4
a. Marketing and Product
Objectives…………………………………………………..
b. Target
Markets………………………………………………………………
………...
c. Points of
Difference……………………………………………………………
………
d.
Positioning……………………………………………………
………………………...
6. Marketing Program DUE WEEK 5
a. Product
Strategy………………………………………………………………
……….
b. Price
Strategy………………………………………………………………
…………..
c. Promotion
Strategy………………………………………………………………
…….
d. Place (Distribution)
Strategy………………………………………………….……….
7. Financial Data and Projections DUE WEEK 5
a. Past Sales
Revenues…………………………………………………………….
……
b. Five-Year
Projections…………………………………………………………….
……
8. Organizational Structure DUE WEEK
7………………………………………………….
9. Implementation DUE WEEK

3. 7…………………………………………………………….
10. Evaluation and Control DUE WEEK
7……………………………………………………
11. Bibliography DUE WEEKS 1, 4, 5 &
7........................................................................
48
MP-1: Marketing Plan Outline
CASE STUDY 1 converting data into business value at volvo
“We’re now capturing massive amounts of data from our
vehicles,” says Volvo Car Corporation’s Rich Strader.“And
there is a compelling opportunity to turn that resource into
something that not only helps us build better cars, but also helps
the customer have a better experience.”
Strader, who has just completed a 12-month stint in the CIO’s
chair at Volvo, is convinced that, in a world where many
consumers now value smart tech as much as automotive
engineering, manufacturers need to create vehicles that are, in
effect, highly connected, data-rich IT environments. With
hundreds of sensors and CPUs embedded throughout the car —
from the brakes to the central locking system — data is now
being captured for use within the vehicle itself, and also,
increasingly, for transmission via the cloud back to the
manufacturer.
At Volvo, those huge volumes are streamed into a centralized
analysis hub, the Volvo Data Warehouse, alongside data from
customer relationship systems, dealership systems, and product
development and design systems. And Volvo’s ability to draw
insight from this multi-terabyte resource is creating clear
business advantage, says Strader, who has now returned to a
senior IT post at Ford, where he was formerly manager of in-
vehicle systems*. Above all, it is being used to optimize
manufacturing processes, enhance customer interaction and
boost safety.“By splicing that data together, we are pre-warned

4. about potential issues such as mechanical problems that might
have shown up later in the field,” he says. So, very early in a
car’s lifecycle, Volvo can spot patterns that may indicate a
potential flaw in a particular part — frequently before a
customer is exposed to the issue. By applying a set ofwell-
honed lean processes, Volvo is immediately able to resolve the
problem by adjusting its manufacturing processor going back to
its suppliers to request improvements.
“Before it gets out into, perhaps, 500,000 units, we can stop an
issue when spotted in the first 1,000 units. And that’s a much
less expensive thing to do. Plus, few — if any — customers are
impacted and their positive experience of the brand remains
intact,” says Strader. Another area where large-scale data
capture and analysis is driving improvements is in safety. At its
state-of-the-art Safety Center, the Swedish company performs
detailed, forensic examinations of Volvos that have been
involved in different kinds of accident. “We’re now able to
extract huge amounts of digital information from a vehicle and
see how well it responded,” says Strader. This enables Volvo to
further enhance its market-leading safety record. “We can ask,
for example, ‘Are our airbags timed to deploy at exactly the
right moment for a particular set of circumstances?’ And we can
tune that in the field: the next time a customer is in for a
service, they can get a software upgrade that ensures the car is
going to perform even better in an accident.”
Strader believes the sheer volume of data being amassed can be
the basis for improvements right across the value chain, as long
as the resources are applied to turn it into valuable knowledge.
“The information that is now at our disposal is just waiting for
the analytical work to be done on it,” he says. “The real
challenge for most companies is to find a way to fund that work,
because that’s where you’ll get the true breakthrough ideas.” l*
Ford was the Volvo Car Corporation’s parent company until
August 2010, when the Swedish manufacturer was sold
toChina’s Geely. Strader was on temporary assignment at Volvo
as CIO to oversee the de-merger of the two companies’ IT and

5. related processes.
Case Study 1:
The Big Data Challenges Due Week 3 and worth 100 points Big
Data is a term used to describe the voluminous amount of
structured and semi-structured data generated by companies.
The term is used when referring to petabytes (PB), exabytes
(EB), and zettabytes (ZB) of data. Companies face challenges
when it comes to capturing, storing, searching, and analyzing
Big Data. The Volvo Car Corporation faced this problem
because of the massive amount of data it was streaming from its
vehicles. Study the Volvo Car Corporation case study titled,
“Converting data into business value at Volvo”, located here.
Write a two to four (2-4) page paper in which you:
1.Judge how Volvo Car Corporation integrated the cloud
infrastructure into its networks.
2.Explain how Volvo Car Corporation transforms data into
knowledge.
3.Identify the real-time information systems implemented and
evaluate the impact of these implementations.
4.Argue how the Big Data strategy gives Volvo Car Corporation
a competitive advantage.
5.Use at least three (3) quality resources in this assignment.
Note: Wikipedia and similar Websites do not qualify as quality
resources.
Your assignment must follow these formatting requirements:
•Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on all sides; citations and references
must follow APA or school-specific format. Check with your
professor for any additional instructions.
•Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required assignment page length.
The specific course learning outcomes associated with this

6. assignment are:
•Explain how the components of an information technology
system interrelate in an organizational context.
•Compare and contrast the strategic and operational use of data
management systems.
•Use technology and information resources to research issues in
information systems and technology.
•Write clearly and concisely about topics related to information
systems for decision making using proper writing mechanics
and technical style conventions.
Grading for this assignment will be based on answer quality,
logic / organization of the paper, and language and writing
skills. Click here to view the grading rubric for this case study.
Table of Contents
Executive Summary 2
Objectives 2
Keys to Success 2
Company Profile 3
Mission Statement 3
Industry Analysis 5
Marketing Strategy 8
Financial Analysis 10

7. Executive Summary
La Tryst is a full service company that provides complete
consulting services for all romantic planning occasions. Our
consultants are experienced and dedicated professionals with
many years of event planning experience. La Tryst is unique in
that we give our clients our undivided attention. We listen to
their needs and work with them to create the romantic event of
their dreams. Our clients' wishes become our commands.
Company Description
Whether this is our client's first date, honeymoon or their
anniversary, we want every detail of their event to be both a
pleasurable and a memorable experience. Therefore we offer a
host of packages and services specifically tailored to the needs
of each couple. We are confident that this business venture will
be a success and we estimate that our net income will
increase modestly by the second year.Keys to Success
The keys to our success are as follows:
· Service our clients' needs promptly and efficiently.
· Maintain an excellent working relationship with vendors such
as florists, restaurants, limo companies and many more essential
services.
· Maintain a professional image at all times.Mission Statement
To provide all couples with a memorable and entertaining event
that is perfectly planned.
La Tryst is a unique company with a unique selling proposition.
La Tryst is looking to revolutionize the romantic event planning
industry for all couples through strong product differentiation
and a wide variety of product offerings. La Tryst looks to focus
on all kinds of romantic event planning from date nights to
weekend getaways and honeymoons. La Tryst aims to be a full-
service one stop shop for all couples romantic planning needs.
La Tryst aims to help all couples every step of the way through

8. their romance. La Tryst in currently located in Atlanta, Georgia,
United States but our planners are willing and able to help plan
romantic events throughout the country, we are willing to travel
to make your romantic dreams come true. La Tryst is held as a
sole proprietorship and was founded by Jaymie Tiarra.
La Tryst’s services will cater to all couples including
LGBT, we look to provide great experiences and remove the
hassle of planning for all couples in any stage of the
relationship. Atlanta has a noticeable gay community that is
growing; La Tryst wants to capitalize on this market as well as
the heterosexual market. The services we offer are as follows:
· Just Because
· Engagements
· Honeymoons
· Anniversary Planning
· Concierge Services
· Wedding Planning
· Weekend Getaways
La Tryst’s wide ranges of services allow it to access a large
target market to generate continuous revenues. Many of our
services can be purchased multiple times to help with anyone’s
relationship. La Tryst will utilize consistent CRM (customer
relationship management) tools to help keep our customers
coming back. Our wide variety of services allows us to cater to
any relationship at any stage, we are able to start out with
planning romantic dates with flowers and limos and as time
passes the same customers may need wedding planning or
honeymoon services. We have created an ecosystem that will
keep customers in the loop and continuously generate revenue
for us.
The main focus at La Tryst is to make sure that our customers
will be worry free with any package they choose. We are able to
help with all the small details such as booking the reservation
or arranging a bouquet of flowers. Our firm’s packages and the
experiences we create for customers are luxurious. We want to
provide our customers with the best services while ensuring

9. they enjoy their night whether it be at a trendy club, high end
restaurant or exotic resort.
Jaymie Tiarra is the founder of La Tryst. Jaymie served in the
Navy as a chef, she has over 15 years of personal and
professional event planning. Jaymie is considered by many to be
a certified agent of love. She is able to create memorable
experiences that last a life time for all her clients. Jaymie has
been praised for her romantic event planning skills by several
professional and personal clients; she is now looking to share
her skills with the world through La Tryst.
SWOT ANALYSIS
It is extremely important for a company to have a clear
picture of its main strengths and weaknesses so that it is able to
take advantage of the available opportunities. The company will
also be able to take actions so that threats around it do not
become weaknesses as well. This paper will conduct an in-depth
analysis of strengths and weaknesses in La Tryst's internal
environment as well the opportunities and threats around it.
Strengths
The business' main strength lies in the quality of its
consultants and employees. This means they are able to deal
with clients quite professionally and almost always deliver more
than what clients expected of them. This has led to the increase
in the number of clients, most who are willing to hire La Tryst
for their next events. Referrals are a major source of revenue
and as such, clients that are impressed with La Tryst's services
tend to refer their friends and colleagues to seek help from the
company. The company has been able to focus on a niche
market that is best suited to serve. The company lays focus on
romantic couples and this has paid off because customers can
easily realize it and make recommendations to other people. It
is also important to note that the company has really managed to
put in place attractive pricing packages. The formation of

10. bundle packages offers customers value for their money besides
making it more affordable for customers.
Weaknesses
The company has really narrowed down on the customer
segment it intends to serve and this may lock out other types of
consumers. Although it reduces competition by focusing on a
niche market, there is also a feeling that it may also reduce total
revenue per annum. In addition, the company is yet to open
offices in many cities despite the attractive packages it is
offering. This means that people may be able to see the
packages on the business's website but still not enjoy the
services due geographical barriers. The company also does not
have a clear way of recruiting new staff and ensuring there are
no management gaps when senior officials at the company make
an exit.
Opportunities
The company's main marketing channel has been through
referrals and its online presence, which so far has worked well.
However, as the company becomes more financially stable, it
might consider mainstream media as a marketing channel
because it will grow sales at a faster rate than online presence.
In addition, the company may consider opening up offices in
more locations to connect better with their audience. Although
the operational costs may increase quite significantly, the sales
revenue will also increase and so will the brand equity of the
business. If the company also commits enough money towards
more standardized training for lower level of employees, it will
attain an enviable level of consistency in quality of service and
the business can be rated together with other industry
heavyweights.
Threats
The biggest threat to the company's profitability lies in the fact
that other businesses will try to appeal to the same market
segment of business as La Tryst. As such, La Tryst has to find
ways to differentiate its products so that competitors do not take

11. away its market share. This calls for constant contact with
customers to keep up with changes in their tastes and
preferences. Another threat lies in the volatility of rental prices
which could affect the operating costs for the business. La Tryst
may have to find ways of stabilizing its expenses by entering
long-term fixed contracts with property owners. Industry
Analysis
Operators in the Wedding Planners industry organize and design
marriage ceremonies and receptions. Over the five years to
2013, industry revenue has been volatile as consumers
experienced financial instability during the economic downturn.
Because of the Wedding Planners industry is heavily reliant on
consumers, the industry ebbs and flows with fluctuations in per
capita disposable income and unemployment. As per capita
disposable income fell and unemployment shot up, couples
either delayed marriage or provided industry services them,
resulting in less demand for wedding planner.
The Wedding Planners industry is largely reliant on labor rather
than capital investments. As such, the industry has a low level
of capital intensity. IBIS World estimates that for every dollar
spent on labor costs, the typical wedding planner dedicates
$0.03 to capital equipment. Employees use a limited amount of
capital in their day-to-day operations.
The wedding industry as a whole features many aspects and a
wide variety of companies all offering services to make the
special day memorable. The following are facts about weddings
and honeymoons in the United States:
· Approximately 5 million brides and grooms get married every
year in the U.S.
· A General Order of Magnitude for an Average Traditional
Wedding in the U.S. is $20,000 - $25.000
· The Wedding Industry is a 50 billion dollar a year industry
· Average age for first-time brides is 25 years. For grooms, it's
27.
· 180 guests are invited to an average wedding

12. · June is the most popular month for weddings, followed by
August, September, October and May
· One third of engaged couples retain a Wedding Consultant
· The average household income of a newly married couple is
$60,000/year
· 99% of couples who get married go on a Honeymoon
· Couples spend an average of $5,000 on their honeymoon.
· The Honeymoon Industry is a 12 billion dollar a year industry
· An average honeymoon vacation is one week.
· 45 percent of honeymoon trips are to domestic locations; 55
percent are InternationalIndustry Analysis
Operators in the Wedding Planners industry organize and design
marriage ceremonies and receptions. Over the five years to
2013, industry revenue has been volatile as consumers
experienced financial instability during the economic downturn.
Because the Wedding Planners industry is heavily reliant on
consumers, the industry ebbs and flows with fluctuations in per
capita disposable income and unemployment. As per capita
disposable income fell and unemployment shot up, couples
either delayed marriage or provided industry services
themselves, resulting in less demand for wedding planner.
The Wedding Planners industry is largely reliant on labor rather
than capital investments. As such, the industry has a low level
of capital intensity. IBIS World estimates that for every dollar
spent on labor costs, the typical wedding planner dedicates
$0.03 to capital equipment. Employees use a limited amount of
capital in their day-to-day operations.
The wedding industry as a whole features many aspects and a
wide variety of companies all offering services to make the
special day memorable. The following are facts about weddings
and honeymoons in the United States:
· Approximately 5 million brides and grooms get married every
year in the U.S.
· A General Order of Magnitude for an Average Traditional

13. Wedding in the U.S. is $20,000 - $25.000
· The Wedding Industry is a 50 billion dollar a year industry
· Average age for first-time brides is 25 years. For grooms, it's
27.
· 180 guests are invited to an average wedding
· June is the most popular month for weddings, followed by
August, September, October and May
· One third of engaged couples retain a Wedding Consultant
· The average household income of a newly married couple is
$60,000/year
· 99% of couples who get married go on a Honeymoon
· Couples spend an average of $5,000 on their honeymoon.
· The Honeymoon Industry is a 12 billion dollar a year industry
· An average honeymoon vacation is one week.
· 45 percent of honeymoon trips are to domestic locations; 55
percent are International
Top Wedding destinations are:
Las Vegas (100,000 weddings/year)
Hawaii (25,000 wedding/year)
Bahamas (5,000 weddings/year)
Jamaica (5,000 weddings/year)
U.S. Virgin Islands (4,000 weddings/year
Most popular Honeymoon activities that Honeymooners enjoy
are:
Visiting a new place for sightseeing, restaurants, entertainment
and nightlife- 75%
beaches and lakes - 45%
Casinos - 20%
Cruises - 15%
Golf/sports vacations - 10%
Skiing trips - 5%

14. Competitor analysis
There are many companies that offer packages similar to
what La Tryst is doing but they are yet to zone in on the
particular segment that La Tryst is targeting. However, these
competitors are stronger in terms of financial power and can
easily adapt to any shocks in the industry. However, La Tryst
can be said to have coped well with competition thus far.
Company analysis
The company enjoys a major strength by having shrewd
managers who made the bold move to focus on packages for
romantic couples. The good management enables the company
to respond effectively to changes in market dynamics and the
company is able to stay afloat. In the few months of existence,
the company has enjoyed a steady growth in customer numbers
and this is set to continue of the company can take advantage of
opportunities in the market, especially when it comes to
marketing channels.
Customer Analysis
The behavior of customers is absolutely important in
determining the success that a service business offers. Luckily,
consumers are quite loyal in this business and are more than
likely to return if the quality of service impresses them. As
highlighted, referrals are quite popular in this industry and will
work perfectly if and when the company is able to relate well to
its customers. The business may consider appointing brand
ambassadors for its products going into the future. Marketing
Strategy
La Tryst presents a unique opportunity for investors and
consumers. La Tryst plans to utilize a variety of comprehensive
marketing strategies to ensure that the right people are informed
about the company from the beginning. La Tryst executives are

15. well connected to a large network of people involved
in the romantic planning industry where they are able to both
invest and market the product universally.
La Tryst plans to utilize direct marketing and word of mouth
strategies to market and promote the product in the beginning.
Several of La Tryst executives are founders and will be
reaching out to their expansive personal networks to promote
the company directly. La Tryst executives will present unique
opportunities to the first clients and investors. La Tryst is all
about creating a complete ecosystem that benefits everyone
involved. The direct marketing approach initially will help to
promote the company with confidence and pride while selling
its romantic planning skills. Word of mouth will then spread La
Tryst’s brand throughout the associated networks of the early
adopters. In the beginning word of mouth and direct selling will
be some of the most powerful tools La Tryst has at its disposal
to differentiate itself from other production experiencing growth
due to the boom in the romantic planning industry.
La Tryst also plans to utilize traditional marketing techniques
that work best with its company model. Utilization of online
marketing and advertising will be key because it is one of the
most powerful tools available today. Online marketing generally
provides a cost effective, easy to use way to reach an audience
on a massive scale. La Tryst will utilize online marketing
campaigns on sites that relate to the core industries that La
Tryst is involved in. Banner style ads will be utilized on
websites relating to event planning, parties and fundraising.
These ads will help to reach a core audience who will be
familiar with the industry that La Tryst is in. These consumers
will be already informed and receptive to the services La Tryst
is offering. The banner advertisements will create an easy 1-
click gateway to redirect correctly prospected customers
towards La Tryst’s website where they will be informed and
directed to contact someone at the company to further discuss
their situation. La Tryst also plans to use web video as one of
its main vehicles for promotion and advertising. Being a

16. romantic event planning company La Tryst can use video ads or
video’s placed on its site in conjunction with YouTube to
showcase its services. These videos will be short in length and
quickly describe the services La Tryst offers through narration
and demonstration. These will embody traditional commercials
but will be posted online as web videos. Banners placed on
websites can also feature short ten second looping videos
relating to La Tryst’s business. The videos will auto-play within
the banners and will redirect to either a full video or La Tryst’s
website.
Social media is a key tool that will also be used by La Tryst. La
Tryst will be utilizing social media to simply help spread
information about the company and its services. Social media is
essentially a free tool that will allow us to reach an extremely
broad audience with minimal spending and effort. The use of
key networks such as Facebook and Twitter will create
awareness about the product and its uses. Social media groups
where users can interact and discuss La Tryst services and post
reviews relating to the work they had completed. Social media
will allow La Tryst’s brand awareness to grow exponentially
through its easy to use interface and word of mouth online.
Target Markets
La Tryst has developed its reputation by providing a place for
romantic dates. The internal design and ambience are
specifically meant to suit the needs of these customers.
However, within this category, the company can further classify
couples in terms of age-groups and meal preferences. There are
those couples that are experimental in terms of meals and drinks
they take while others are fixed on one product for quite a
while. La Tryst can satisfy these diverse needs by hiring chefs
that boast experience and knowledge of delicacies from
different parts of the world. If such employees are able to
explain to clients what they are serving, this will be a form of
value addition.

17. Points of Difference
For La Tryst to succeed in its quest to get a loyal clientele, the
company has to show the uniqueness of its services compared to
those of direct competitors. The first point of difference should
be visible in the design of its premised, which should reflect a
perfect place for romantic dates. The company should select a
theme that will be present in all its branches. The nature of staff
should be another point of difference whereby La Tryst will
strive to employ staff that are have received proper training and
have worked in high-end hotels before. Finally, the company
will strive to have giveaways to clients for publicity and loyalty
purposes.
Positioning
La Tryst intends to take a unique position as a first-choice
romantic date hotel. However, the company would also want to
have its brand seen as unique but affordable at the same time.
As such, the company will advertise itself via mainstream
channels to reach many clients at the same time. Further, the
company will offer favorable payment packages, whereby
clients can book tables moths or weeks in advance and pay
installments the total amount they wish to spend on
anniversaries or other special occasions. This effort particularly
should make the company a favorable place for couples that are
not rich but would wish to enjoy premium services (Park et al.,
2006).
Product Strategy
The product in service industry is a product of what the
company offers and how well it is presented. The company will
offer quality meals and refreshments sampled from various parts
of the world. The services will be offered by highly trained staff
to make the clients experience worthwhile. As time goes by, the
company will try adding value to their services by having
performances by music artistes or poets that the customers can
relate (Park et al., 2006). Perhaps the performances can become
a weekly or monthly thing, and this would serve to encourage

18. customers to make a return to La Tryst.
Price Strategy
As much as the company wants to avail services to many
customers, its primary duty remains to make profit and this is
mostly achievable by using a cost-plus-margin pricing method.
However, La Tryst will arrange for a flexible payment schedule
for its clients, whereby they can pay small amounts prior to the
date. This method is quite unique because it is flexible for
customers and does not leave them in a debt position after the
debt (Park et al., 2006). The company, La Tryst, does also not
stand to incur bad debts when customers have paid in advance.
La Tryst however will not attempt to compete using prices
against other players in the market.
Promotion Strategy
There is need for customers to understand the unique value
proposition of the company and as such the best promotion
method is that which allows for detail. The company will
advertise itself through the television media because customers
will see how the interior of the hotel looks like. However, the
company will avail brochures at its premises for customers to
read more about the services offered at La Tryst. Other places
to post information would be on the company's website (Keller,
2013).
Place
Finally, there is need for La Tryst to ensure that its premises are
located in favorable places where customers can easily access.
Further, the area chosen should also reflect a certain status
because the customers' expectations of the services offered in a
particular area affects their purchasing decisions. La Tryst will
strive to reach customers through other avenues such as setting
up a place to interact with customers during high profile events
and festivals. The company will also roll out services whereby
it will set up a romantic date site at a physical location of a

19. clients' choice (Keller, 2013). This will prove an additional
revenue stream for the company.
Financial Analysis
Pro Forma Cash Flow
Year 1
Year 2
Year 3
Cash Received
Cash from Operations
Cash Sales
$38,120
$45,744
$50,318
Cash from Receivables
$45,494
$66,279
$74,075
Subtotal Cash from Operations
$83,614
$112,023
$124,394
Additional Cash Received
Sales Tax, VAT, HST/GST Received
$0

20. $0
$0
New Current Borrowing
$0
$0
$0
New Other Liabilities (interest-free)
$0
$0
$0
New Long-term Liabilities
$0
$0
$0
Sales of Other Current Assets
$0
$0
$0
Sales of Long-term Assets
$0
$0
$0
New Investment Received
$0
$0
$0
Subtotal Cash Received
$83,614
$112,023
$124,394
Expenditures
Year 1

21. Year 2
Year 3
Expenditures from Operations
Cash Spending
$53,100
$76,200
$85,800
Bill Payments
$12,748
$10,689
$11,545
Subtotal Spent on Operations
$65,848
$86,889
$97,345
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out
$0
$0
$0
Principal Repayment of Current Borrowing
$0
$0
$0
Other Liabilities Principal Repayment
$0
$0
$0
Long-term Liabilities Principal Repayment
$0

22. $0
$0
Purchase Other Current Assets
$0
$0
$0
Purchase Long-term Assets
$0
$0
$0
Dividends
$0
$0
$0
Subtotal Cash Spent
$65,848
$86,889
$97,345
Net Cash Flow
$17,766
$25,134
$27,049
Cash Balance
$22,766
$47,900
$74,949
References

23. Keller, K. L. (2013). Conceptualizing, measuring, and managing
customer-based brand equity. The Journal of Marketing, 1-22.
Park, C. W., Jaworski, B. J., & Maclnnis, D. J. (2006). Strategic
brand concept-image management. The Journal of Marketing,
135-145.
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