Sales Plan for Launching Non-Alcoholic Beverage Product in UK

This sales plan outlines the strategy for launching a non-alcoholic beverage product named Powerage in local shops and shopping malls in the UK. It includes identification of market opportunity, sales objectives, sales environment, target segments, decision-making process, geographical concentration, sales visit per customer, sales representatives needed, additional training, recruitment procedure, and cost of sales representatives.

Running head: SALES PLAN
Sales Plan
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................3
Identification of the Market opportunity:....................................................................................3
Sales Objectives for 12 months...................................................................................................4
Sales Environment.......................................................................................................................4
Target segments and Prioritisation..............................................................................................5
Target customers in each segment:..............................................................................................6
Decision making process of target customer:..............................................................................6
DMU for each targeted customer................................................................................................7
Geographical concentration.........................................................................................................8
Number of sale cycles with justification.....................................................................................9
Sales visit per customer per company.......................................................................................10
Time interval between each visit with justification...................................................................10
Sale Call Objectives...................................................................................................................10
Sales Representatives needed to cover geography/visits/timescale...........................................11
Additional training for the representatives along with justification..........................................12
Recruitment procedure of the representatives and justification of the process.........................12
Cost of sales representatives......................................................................................................12

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Local communication & Local Promotion................................................................................13
Promotional tools to support sale calls......................................................................................13
Approximate Budget required to fund each channel of communication & promotion.............14
Selling Price and anticipated profit margin...............................................................................14
Conclusion.....................................................................................................................................15
References......................................................................................................................................16
Appendices....................................................................................................................................18

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Introduction
The sales plan deals with the strategy that sets a target for the business and the various
steps to meet the same. It activates and motivates the various procedures to reach the sale goal. A
sale planning is an essential element of sales success (McKenzie 2017). It refers to the process
that sets a plan of action and cautiously identifies the steps to maximize the sales and profit. A
sale plan is prepared before each financial period and is it made sure that actions are according to
the plan. In general, terms, Planning is a forecast of future environment and sensible decision
making to implement the strategies into operational activities (Finch 2016). The sales plan
initially starts from setting out the future strategies then indentifying the market and customers
along with the implementation of the strategies. In the following discussion, a Sales Plan is being
structured of a launch of a non-alcoholic beverage product named “Powerage”, in the local shops
and shopping malls in United Kingdom.
Discussion
Identification of the Market opportunity:
The primary stage of the planning process is the identification of the product and market
environment. This step includes assessment of the consumer demand and availability of the
product in the market (Brinckmann and Kim 2015). Analysis is to be made whether the product
will be accepted by the market or not. The new product to be launched is a energy drink named
“Powerage” and the market identified is he various local malls, shops and office canteens. The
demand for the non-alcoholic beverages is growing day by day especially within the young
generations who frequently visit the malls. The key market players are Coca Cola, Fizz, minute –

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maid an red bull providing a similar product in the Kingston region (Watson, McGowan and
Cunningham 2018).
Sales Objectives for 12 months
Goal Type Objectives Time scale
Target Revenue The target revenue is £1M. The target is to be achieved by
the end of December 2018.
Sales Volume The target sale volume is
approximately 1000000
bottles.
The goal to be accomplished
by the end of the year as well.
Market Share (%) In terms of market share for
energy drink in the KT
postcode, the Powerage aims
in achieving 20% market share
in the soft drink market. This
will be calculated by primary
data collected market
researches (Singhai 2016).
The target is to be achieved by
the end of December 2018
Sales Environment
The business-to-business sales environment refers to the exchange of products between
two markets that is there is no final consumer. It refers to the interaction between a manufacturer
and a retailer. Powerage will deal with the independent retailers, shopping malls, restaurants,
house associations and move halls in the KT Post Code Area (Marwah 2017). The area that

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would be covered will be small and medium sized trade shops. Decision-making will be held
within the area. The target organisations in the Kingston area of the product to be distributed are
given in the following tables:
The list of the primarily retail stores, shopping malls, restaurants in the Kingston area (KT1 to
KT25) to maximise the sales:
KT2 KT9 KT10 KT15 KT16 KT20 KT4 KT21 KT19
Kingston
upon
Thames
Chessingt
on
Esher Addleston Chertsey Tadworth Eden walk
shopping
centre
The heart
shopping
centre
The
empire
cinem
as
Target segments and Prioritisation
Target segment Organisation Buying Target Need
Retail stores The retail stores generally buy in bulks, as they
need availability.
The consumer demand-soft drink
for refreshment
Shopping malls The showrooms and shopping malls buy in
medium to high quantity. The period of buying is
longer.
Local customers who visits the
showrooms for shopping.
Movie halls The supply is to be made according to the
demand. Excess may not be needed.
The target customers are the
people who visit the movie theatre
and consume soft drinks for
refreshment.

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Target customers in each segment:
Retail Stores Post
Code
Shopping Malls Post
code
Movie Halls and
Restaurants
Kingston upon
Thames
KT 2 Eden walk shopping
centre.
KT 4 The empire cinemas KT 19
Chessington KT 9 The Heart shopping
centre
KT21
Esher KT 10
Addleston KT 15
Chertsey KT 16
Tadworth KT 20
Decision making process of target customer:
The decision making process of the target customers depends upon the potential buyers
and the location where the product is going to be sold (Ferrell and Fraedrich 2015). The
decision-making is a very vital process as the profitability of the product relies on it. In this
stage, the problems, specification, quality and various other decisions are taken. Here, a
relationship is build between the business and the target customers.
The decision making process is shown in the following table:
Identification of the consumer
demand
The need and purpose of the product is recognised in this stage.
A market survey in the KT area retailers and consumers would

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help in gathering data.
Collection of information The sales representatives of the firm would collect information
about the consumer demand and also gather feedback of the
sample peerage drinks, to find out whether it is up to the mark
or not.
Identification of alternatives There should an identification of the alternative buyers other
than the retail stress, malls and movie halls as well so that the
sale is maximised.
Weigh in evidence After gathering the information and analysing the same. The
decision is to be taken from the conclusion of the analysis so
that it can be implemented properly.
Implementation of the action The process follows with negotiations and closing of deals with
the targeted retailers and the proposal or the supply of the
product is sent (Goodwin and Wright 2014). If the proposal is
accepted and the deal is agreed upon, the buyer may purchase
the product in bulk and close the deal.
Evaluation and review Based on the feedbacks and reviews, evaluation is made on the
performance and consumer satisfaction. If positive feedback is
received, the decision of increasing the stock and supply is
taken.
DMU for each targeted customer
The Decision making unit consist of the individuals who take part in the decision making
process. The DMU officers are a buyer, influencer and the decider of the product. They are the

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users of the product who hold the power of taking derisions of the product (Shapiro and
Stefkovich 2016). The decision-making unit of Powerage in the KT area is shown in the
following table:
Company Name Role DMU
Golden joy centre N/A Director Buyer, Decider,
Influencer.
Kings men retail store Tara Simich Director/Shareholder Buyer, Decider,
Influencer
YPFR Pvt. Ltd. Joey Buffay Director/secretary Buyer,
Influencer
Nuffield health care N/A Director/ shareholder Buyer, Decider,
Influencer
Cold rush drinks Spenser Pickering Shareholder , Influencer
The sportsman store Marks Lukersbeg Director Buyer, ,
Influencer
Childhood joy ltd. N/A Director Buyer, Decider,
Geographical concentration
The Geographical spread of the sale of Powerage product consist of the independent
retail stores, restaurants, shopping malls and movie halls of the KT post area are chosen as the
spread. The approximate area covered is 177 square miles (Frank, Mashevskaya and Ermolina,
2016). Two clusters from KT1 to KT2 and KT6 to KT8. According to the positioning of the

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retail stores, and restaurants the geographical concentration is determined. The products must be
delivered in such a way that the time spent in unnecessary travelling minimized. Each of the
postcodes the product must be available.
Number of sale cycles with justification
The selling cycle denotes the stages ad processes of making the sale from initial point of
contact with the customers, placing the order, until the proceeding of the sales. In rte case of
Powerage energy drink, there would be two main sale cycles that is summer and winter. Summer
is when there would be more demand for cold drinks and energy providing beverages and the
winter cycle is when the rate of sales would be low, as one prefers hot drinks during that period
(Albert 2017).
The main cycles included will be generated by:
1. Prospecting & qualifying
2. Plan to initiate sales
3. Approaching the prospect
4. Sales presentation and demonstration
5. Negotiating resistance and any objections (resolving them)
6. Confirming closing the sale
7. Following up (contacting by email or phone)

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Sales visit per customer per company
The number of visits per customer per company depends upon specific needs of the
consumers and the DMPs. It requires much planning in the first three months. As Powerage is a
new product, the frequency of the sales visit should be more. The sales visit provides with
various information of the sales of the products in the market along with the feedback. For this
product, the sales visit would be once every three months to the retail stores, movie halls and
shopping malls. The sales visit help in building a strong relationship with the buyer.
Time interval between each visit with justification
In order to get complete and accurate knowledge about the sale of the product the time
interval set is three months. The time interval will help in ensuring in generating profit and cost
effective processes. The individual customers can give the best information after consuming the
product.
Sale Call Objectives
Retail Shop, Movie
Halls, Shopping malls
Sales objectives Visit Objectives
Kingston upon Thames Sales maximisation Gain interest and
convert to can action
Chessington Generate customer
loyalty
Remove complexity
Esher Improve team selling Consumer satisfaction
Addleston Profit maximization Demand and supply
analysis
Tadworth Increase penetration Gain interest and

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into accounts convert to can action
Eden walk shopping
centre
Generate customer
loyalty
Demand and supply
analysis
The heart shopping
centre
Generate customer
loyalty
Remove complexity.
Sales Representatives needed to cover geography/visits/timescale
The sales representative identifies the buyers and takes a survey in the market to
understand better about the sales of the product. The following table shows the number visits to
be covered in the KT areas buyers along with the Timescale.
Retailers Shopping malls Movie Halls
Visits Timescale Visits Timescale Visits Timescale
1 20.9.2017 1 20.9.2017 1 20.9.2017
2 18.12.2017 2 18.12.2017 2 18.12.2017
3 2.2.2018 3 2.2.2018 3 2.2.2018
4 11.3.2018 4 11.3.2018
5 3.4.2018

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Additional training for the representatives along with justification
The sales representatives need additional training that makes them more efficient, so that
they can effectively obtain more information of the product and enhance the profit (Coibion,
Gorodnichenko and Hong 2015). They must be fully educated regarding the promotion process
and communicate effectively with the buyers. Hence, additional training is mandatory for them.
Recruitment procedure of the representatives and justification of the process
In case of the recruitment and selection process, the knowledge about the job vacancy is
to be conveyed through internet, newspaper or any other sources (Board 2017). The job
description and the specialization of the job are informed through this process only. The
interested candidates who are seeking for the job, connects with the company and after interview
and the selection procedures, they are recruited.
Cost of sales representatives
The various costs, which are attached with the sales representative, are:
Sales support justification cost
Salary For engaging in the promotion
process
£50,000 monthly to each sales
representative.
Car For moving from place to place,
a car is required including petrol
and various other costs. The car
would allow reaching the
Cost of petrol, maintenance, tax
and parking

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destination easily.
Company phone Phone is a very important
resource, it helps in
communicating with the
individual customers for their
complaints ang grievances and
with the company in case of any
confusion
Recharge and maintenance of the
phone.
Local communication & Local Promotion
Powerage uses various tools for its promotion. The tools include local TV
advertisements, pamphlets, newspapers, hoardings and many more. The promotion through word
of mouth is also an important technique.
Promotional tools to support sale calls
The promotional tools, which would help the sales representatives when they are
conducting a face-to-face sales call, consist of laptops, leaflets and brochures (Mendez et al.
2015). The laptop allows to visually representing the features of the product, the leaflet would
presents handy copy of the product information and the brochures includes pages in A5 format
regarding the features of the drink.
Approximate Budget required to fund each channel of communication & promotion
Promotional tool Cost
laptop £50,0

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leaflet £250
brochures £940
prints £360(local printer)
Selling Price and anticipated profit margin
The bottles are sold to the buyers in boxes. There are variety of boxes consisting of 100,
150, 200 bottles each. The boxes are to be sent to the various stores, malls ad movie halls
according to the requirement. Different boxes have different flavors. The following table
represents the sale plan for the following 12 months:
Boxes Manufacturing
selling price
Retail price Gross margin in(£) Gross margin (%)
Box of 100 £110
(per shipment)
£200
(Sold at £2)
£90
(per shipment)
45%
Box of 150 £165
(per shipment)
£300
(Sold at £2)
£135
(per shipment)
45%
Box of 250 £275
(per shipment)
£500
(Sold at £2)
£225
(per shipment)
45%
Conclusion
The sales plan stated above aims to capitalize the market opportunity with the Kingston
upon Thames area. The increase in the need of energy drink especially among the young

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generation had led to plan of the discussed product efficiently (Bilginer and Erhun 2015). The
sales plan set is for 12 months and whether the same plan will continue for the next financial
year has not been decided yet. The various target customers, area of sales, sales representative
and the sale budget is clearly provided in the above report. The company expects that launch of
Powerage shall be accepted successfully by the market and can earn effective profit.

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References
Albert, R., 2017. 7 Sales talk and sales training. Handbook of Business Communication:
Linguistic Approaches, 13, p.131.
Bilginer, Ö. and Erhun, F., 2015. Production and sales planning in capacitated new product
introductions. Production and Operations Management, 24(1), pp.42-53.
Board, G., 2017. Recruitment & Selection.
Brinckmann, J. and Kim, S.M., 2015. Why we plan: the impact of nascent entrepreneurs'
cognitive characteristics and human capital on business planning. Strategic entrepreneurship
journal, 9(2), pp.153-166.
Coibion, O., Gorodnichenko, Y. and Hong, G.H., 2015. The cyclicality of sales, regular and
effective prices: Business cycle and policy implications. American Economic Review, 105(3),
pp.993-1029.
Ferrell, O.C. and Fraedrich, J., 2015. Business ethics: Ethical decision making & cases. Nelson
Education.
Finch, B., 2016. How to write a business plan. Kogan Page Publishers.
Frank, E.V., Mashevskaya, O.V. and Ermolina, L.V., 2016. Innovational Mechanism of
Implementation of Cluster Initiatives in Business. European Research Studies, 19(1), p.179.
Goodwin, P. and Wright, G., 2014. Decision Analysis for Management Judgment 5th ed. John
Wiley and sons.

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Marwah, R., 2017. Unit-3 Consumer Enviornment.
McKenzie, D., 2017. Identifying and spurring high-growth entrepreneurship: experimental
evidence from a business plan competition. American Economic Review, 107(8), pp.2278-2307.
Mendez, M., Bendixen, M., Abratt, R., Yurova, Y. and O’Leary, B., 2015. Sales promotion and
brand loyalty: Some new insights. International Journal of Education and Social Science, 2(1),
pp.103-117.
Shapiro, J.P. and Stefkovich, J.A., 2016. Ethical leadership and decision making in education:
Applying theoretical perspectives to complex dilemmas. Routledge.
Singhai, A., 2016. Market potential, market share and farmers perception on insecticides in
dhamtari district of chhattisgarh with reference to syngenta india limited (Doctoral dissertation,
JNKVV).
Watson, K., McGowan, P. and Cunningham, J.A., 2018. An exploration of the Business Plan
Competition as a methodology for effective nascent entrepreneurial learning. International
Journal of Entrepreneurial Behavior & Research, 24(1), pp.121-146.

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Appendices
Setting of Objectives (according to SMART approach):
Specific: Specific goals refer to the specific actionable targets. It includes the dates, recourses
and individuals involved in the goal implementation. The questions of what, who, where and
why should be answered in this approach. The beverage product to be launched should identify
the product raw materials, individuals involved and the market in this step. The idea of the
company is to bring a combination of energy and soft drink along with a nutritional value.
Measurable: The measurable goal deals with the requirements and procedures, which can be
measured in terms of quantity. In this stage the capital structure, the quantity of raw materials the
measured the assets are valued. It helps to determine the progress and measure position of the
product in the market. The objectives of the company are:
 To maximize profit and increase interest of shareholders
 To achieve a low staff turnover.
 To achieve a breakeven point and at least £20000 profit.
 To provide a strong competition to its competitors.
Achievable: The goals set, should be achievable and practical. It should be defined well so that
in can be achievable. It refers to the knowledge, skills and abilities to achieve the targets set. The
goals should be such that would motivate the manufacturers. It deals with the guidelines and
processes. The achievable mission of the company is to incorporate hard work and integrity to
become the leading manufacturer of energetic soft drink.

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Realistic: The realistic objectives consist of the actual objectives of the organisation. In the
present situation of the new soft-drink launch, the main objective is profit maximisation and
ultimate consumer satisfaction.
Time Related: this refers to the related time, the period taken to accomplish the goals. An
important factor can be for 3 months, 6 months or a complete financial year. The target should be
reached within the time and the profit margin should be set according to it. In the present
situation, the company structuring a sales plan for one financial year that is 12 months with 20 %
market share. The target revenue is £1M in the first year. The organization will reach the
operational “break even” within 6 months as the both decision-making unit and decision-making
process would take too long for large retailers.

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