Module 01 General Psychology Credit by AssessmentInstructions.docx

Module 01 General Psychology Credit by Assessment
Instructions
Psychology is a contemporary science. Listed below are several
recent papers. For the first part of this assignment, choose two
papers to briefly summarize in a paragraph each, focusing on
the contribution each makes to psychological knowledge in
general.
The second part of the paper should be a discussion of the
contributions and limitations of the field of psychology in our
general knowledge. In addition, please discuss the follow;
· What can we expect to learn in the future?
· What are the possible problems we may face with psychology
in the future?
This paper should be 2-3 pages in length and use APA
formatting (cover page, paper body formatting, citations, and
references: see Rasmussen's APA guide in the Resources tab, or
by clicking here. Prior to submitting your paper, be sure you
proofread your work to check your spelling and grammar. If you
use any outside sources, please site those sources in APA
citation format.
Ponder, J. D., & Haridakis, P. (2015). Selectively social
politics: The differing roles of media use on political
discussion. Mass Communication & Society, 18(3), 281-302.
doi:10.1080/15205436.2014.940977
Edlund, J. E. (2016). Invited editorial: Let's do it again: A call
for replications in Psi Chi Journal of Psychological
Research. Psi Chi Journal Of Psychological Research, 21(1), 59-
61.
Edlund, J. E. (2016). Invited editorial: Let's do it again: A call
for replications in Psi Chi Journal of Psychological
Research. Psi Chi Journal Of Psychological Research, 21(1), 59-
61.
Wolters, C. A., & Hussain, M. (2015). Investigating grit and its

relations with college students’ self-regulated learning and
academic achievement. Metacognition And Learning, 10(3),
293-311. doi:10.1007/s11409-014-9128-9.
Paper discusses psychological issues from both papers
intelligently and methodically
Marketing Plan Outline
I. EXECUTIVE SUMMARY
II. INTERNAL ANALYSIS
1) Current Situation
2) Organizational Overview
a) Values, Vision, Mission
b) History (overview)
c) Organizational goals
d) Organizational objectives
e) Other
3) Products and Services
a) Overview of Products/Services
b) Differentiating Features
4) Financial/Other Resources
5) Sales and Profit History
6) Organizational Culture
7) Internal Strengths and Weaknesses Summary
III. EXTERNAL ANALYSIS
1) Nature of Demand
2) Current/Potential Markets (by segment)
3) Collaborative Relationships
4) Industry Analysis and Trends
a) Industry Structure and Description
b) Growth Rates
c) Cyclicity/Seasonality
d) Forecasts
e) Comparable Products/Services

f) Lifecycle Stage
5) Nature of Competition
a) Competitor Analysis (by competitor)
b) Substitutes
6) Environmental Climate (Macroenvironment)
a. Technological
b. Legal/Regulatory
c. Political
d. Ecological (natural environment)
e. Economic
f. Social/Cultural/Demographic
7) External Opportunities and Threats Summary
IV. PROPOSED MARKETING PROGRAM
1) Marketing plan goals
2) Marketing plan objectives (SMART format objectives)
3) Strategies
4) Tactics/Marketing Mix (4 Ps)
V. IMPLEMENTATION
1) Detailed Action Plan/Timeline
2) Evaluation Process for Implementation
3) Contingency Plans
VI. CONCLUSION
VII. APPENDIX (as needed)
Sections IV and V should be extensive and include fine detail.
The organization for which the plan is written should be able to
use the content of these two sections as a clear outline for
action. Further, these sections should demonstrate significant
creativity, describing innovative strategies and tactics that will
yield improved ROI, competitive advantage, and/or achievement
of other business goals.

RATING SCALE:
1 – excellent; exceptional; demonstrates mastery
2 – good; acceptable; satisfactory; average
3 – unacceptable; weak; poor
Executive Summary 5%
Value:
Comments:
1
2
3
Internal Analysis 20%
Value:
Comments:
1
2
3
Current Situation Explanation
Organizational Overview

Values, Vision, Mission
History (overview)
Organizational Goals
Organizational Objectives
Products and Services
Differentiating Features
Financial/Other Resources
Sales and Profit History

Organizational Culture
Internal Strengths and Weaknesses Summary
External Analysis 20%
Value:
Comments:
1
2
3
Nature of Demand
Current/Potential Markets (by segment)
Collaborative Relationships

Industry Analysis and Trends
Structure
Growth Rates
Cyclicity/Seasonality
Forecasts
Comparable Products/Services
Nature of Competition

Competitor Analysis (by competitor)
Substitutes
Technological
Legal/Regulatory
Political
Ecological (natural environment)
Economic

Social/Cultural/Demographic
Opportunities and Threats Summary
Proposed Marketing Program 25%
Value:
Comments:
1
2
3
Marketing Plan Goals
Marketing Plan Objectives
Strategies
Proposed Tactics/Marketing Mix

Creativity of Recommended Strategies and Tactics
Comprehensiveness and Detail of Recommended Strategies and
Tactics
Implementation 15%
Value:
Comments:
1
2
3
Detailed Action Plan/Timeline
Evaluation Process for Implementation
Contingency Plans

Other 15%
Value:
Comments:
1
2
3
Professional Written Communication / Proofread
Organization of Marketing Plan
Use of Tables, Charts, Diagrams, & Images
1

Bangor International Airport Marketing Plan
Husson University
TABLE OF CONTENTS
I. EXECUTIVE SUMMARY 4
II. INTERNAL ANALYSIS 5
Current Situation 5
Organizational Overview 5
Values, Vision, Mission 5
History 5
Goals 6
Objectives 6
Products and Services 7
Overview of Products and Services 7
General Aviation Services 7
Cargo Services 8
Commercial Passenger Services 8
Online Presence 11
Differentiating Features 11
Financial/Other Resources 13
Sales and Profit History 13
Organizational Culture 14
Internal Strengths and Weaknesses Summary 15
III. EXTERNAL ANALYSIS 15
Nature of Demand 15
Current/Potential Markets (by segment) 16
Collaborative Relationships 16
Industry Analysis and Trends 17
Industry Structure and Description 17
Growth Rates 17
Cyclicity/Seasonality 18
Forecasts 18
Comparable Products/Services 19
Lifecycle Stage 19
Nature of Competition 19

Competitor Analysis (by competitor) 19
Substitutes 20
6. Environmental Climate (Macroenvironment) 20
Technological 20
Legal/Regulatory 21
Political 21
Ecological (natural environment) 22
Economic 22
Social/Cultural/Demographic 23
External Opportunities and Threats Summary 23
IV. PROPOSED MARKETING PROGRAM 23
Goals 23
Objectives 24
Objective 1 24
Objective 2 24
Objective 3 24
Strategies 25
Objective 1 25
Objective 2 25
Objective 3 26
Tactics 26
Objective 1 26
Objective 2 28
Objective 3 29
Website 31
V. IMPLEMENTATION 32
Action Plan/Timeline 32
Evaluation 33
Contingency Plans 34
VI. CONCLUSION 34
VII. APPENDIX 35
References 44

Running Head: BANGOR INTERNATIONAL AIRPORT
MARKETING PLAN
BANGOR INTERNATIONAL AIRPORT MARKETING PLAN
46I. EXECUTIVE SUMMARY
Bangor International Airport plays an important role in the
success of northern, central, and eastern Maine. The Bangor
region is home to world-class tourism destinations and the
airport connects these locations and Maine residents to domestic
markets such as New York, Washington, Philadelphia, and
Orlando. The airport has seen significant growth in recent years
and is well positioned to continue that trend by taking a smart
approach to their marketing efforts.
The airport’s marketing plan should emphasize both the region’s
attractions to consumers and position itself as the best option to
connect consumers to these attractions, drawing customers away
from nearby competitors. The primary goals identified are to
increase travel between the central, northern, and eastern parts
of Maine and the rest of the country and to establish Bangor
International Airport as the best method of transportation to and
from the region. This will be carried out by accomplishing
three central objectives:
· Objective 1: Increase inbound travel to BGR by 15% over the
next two years.
· Objective 2: Increase the outbound amount of local and
regional passengers who use BGR to reach their vacation or
business destinations by 15% over the next two years.
· Objective 3: Expand targeted domestic markets with two to
three new routes within the next five years.

II. INTERNAL ANALYSIS1. Current Situation
Bangor International Airport (BGR) is one of Maine’s three
international airports. Owned and operated by the city of
Bangor, the airport offers services for domestic and
international commercial passengers, cargo, and general
aviation, as well as hosting military operations for the Maine
Air National Guard. With a two-mile-long runway, BGR can
accommodate aircraft of any size, and was even designated by
NASA an emergency landing location for its space shuttles. The
airport is a common stop for transatlantic flights between
Europe and the United States, but also offers domestic service
to destinations in the eastern United States. After several years
of little to no growth, the airport has seen significant growth in
2017 and 2018, and in 2018 was ranked by the Bureau of
Transportation Statistics as the 159th largest airport in the U.S.
(by enplaned passengers). BGR aims to develop marketing
strategies to grow its domestic service, focusing particularly on
its website and digital marketing.2. Organizational Overview
A. Values, Vision, Mission
Bangor International Airport has not publicly identified a
mission statement. However, its website (n.d.) identifies the
airport as “Maine’s friendly, convenient airport, and the best
choice for getting to and from the Bangor region.”
B. History
In 1927, attorney Edward Rawson Godfrey established Godfrey
Field to begin regular air passenger service from Bangor to
Portland and Boston. Its routes were operated by Boston-Maine
Airways (which was eventually acquired by Delta Airlines),
which contracted with Pan American to include Bangor as a stop
on intercontinental routes to Europe. Many of the earliest
Boston-Maine Airways flights were piloted by Amelia Earhart.
Shortly before World War II, Godfrey Field was taken over
by the U.S. Army Air Corps and was eventually renamed Dow
Air Force Base. The Air Force used the base for aircraft flying

the Great Circle Route to Europe. In 1958, Dow Air Force Base
became the home of the longest runway east of the Mississippi
in order to accommodate B-52 bombers. The 101st Fighter Wing
still uses space at the airport today to operate its KC-135
Stratotanker refueling aircraft, serving as a source of revenue
for the airport.
In 1968, Dow Air Force Base was purchased by the city of
Bangor and became Bangor International Airport. Attracting up
to 5,000 flights per year, the airport has historically been
mostly used as a point of entry for flights between Europe and
the U.S. West Coast or the Caribbean. The airport has also been
used to bring members of the military home from overseas since
the Gulf Wars.
Because Bangor International Airport is the most
northeasterly major airport in the U.S., it has often been used
for diverted west-bound transatlantic flights when fuel loads
prove insufficient. Because of its long runway and uncongested
airspace, it has also received many flights diverted due to
weather, mechanical issues, medical reasons, and security
concerns. Diverted flights are a source of revenue for the airport
from fuel and handling fees.
C. Goals
Bangor International Airport wants to increase its domestic
service. The airport currently offers service to several
destinations in the eastern United States and aims to attract
more commercial domestic passengers. As part of this
promotion, the airport intends to revise its website and explore
promotion through other digital marketing channels.
D. Objectives
The airport’s objective is to provide convenient and low-cost
passenger service to and from the Bangor region.3. Products and
Services
A. Overview of Products and Services

Although currently focused on its domestic commercial service,
BGR is used for a variety of operations. Figure A displays the
airports operations, using most recently available data through
2016 (Airport Information, n.d.). The data show that
commercial passenger operations only account for 16% of the
airport’s operations, with most operations being either general
aviation or military. The airport has not publicly disclosed
revenues by type of operation.
Figure A
I. General Aviation Services
Nearly half of the airport’s operations are general aviation.
The airport offers several services to attract GA pilots,
including a pilot’s lounge with cable TV, a weather and flight
briefing room, airside catering, and competitive prices for
parking and fuel with 24/7 availability. Maine Aero services
once offered flight training at BGR, but the service has since
been discontinued.II. Cargo Services
With a variety of loading and unloading equipment, federal
inspection services, plentiful ramp space, and heated cargo
space, BGR also offers cargo services. Bangor is the home of
several trucking firms, and the airport is located directly
adjacent to Interstate 95 to provide easy ground transportation
to Portland, Boston, the Canadian border, and a nearby deep-
water port in Searsport.III. Commercial Passenger Services
BGR is a full-service domestic and international airport.
With an international terminal and a six-gate domestic terminal,
the airport offers refueling, aircraft servicing and handling, and
maintenance services. Often used as a technical stop or an
emergency landing location for transatlantic flights, the airport
also offers domestic service through four carriers. The
destinations for each air carrier are listed in Table 1 and
displayed in Figure B.
Table 1
Figure B

Figure C shows market share by airline, based on most
recent available data (Airport Information, n.d.). The data show
that American Airlines provides nearly half of BGR’s domestic
service, with Delta Airlines and Allegient air providing
approximately one quarter each.
Figure C
Figure D shows the load factor for each airline in 2016. For
reference, the Bureau of Transportation Statistics reported that
the national average domestic load factor in 2016 was 84.7%.
Figure D
The data reflect that while American Airlines is BGR’s largest
domestic carrier, its load factor was the least efficient and well
below the national average. Allegient Air (which offers service
only to locations in Florida) was the most efficient, exceeding
the national average.
Bangor International Airport offers several amenities to
travelers. The Grasshopper Shop offers clothing, accessories,
jewelry, gifts, and toys. Bangor News & Gifts has reading
material and Maine apparel and gifts for sale. Dining options
include the Refueler Pub & Grill – a New England style lounge
and pub fare (lobster included) – and Highlands Café, a quick
casual eatery offering coffee, specialty drinks, blueberry
muffins, lobster rolls, and clam chowder. Other amenities
include free Wi-Fi, Lost & Found, an ATM, and disability
services. BGR’s ‘Thanks Again’ loyalty program offers
passengers and employees the opportunity to earn airline miles,
points, cash back, or prepaid cards for purchases made with
registered credit and debit cards.IV. Online Presence
As noted above, BGR is interested in redesigning its
website. While not overly difficult to navigate, the website
certainly has potential to be more user-friendly, intuitive,
functional, and visually appealing. The mobile website is
difficult but not impossible to use. Most of its informational
and promotional materials are linked PDF documents rather than

graphics or individual webpages. Because much of BGR’s
operations are general aviation, the website is designed to
receive both GA and commercial passenger traffic.
BGR has a Facebook page, which has 6,404 likes (as of
4/5/19). For reference, the Facebook page for Portland
International Jetport has 11,664 likes, and Logan’s page has
142,349 likes. In the past six months, BGR has posted on its
Facebook page one to four times each month. BGR is on Twitter
(@Fleeger) with 9,581 followers; however, its most recent tweet
was in October 2018. It does have more followers than the
Portland Jetport (3,962), but fewer than Logan (48,400). BGR’s
Instagram page has 257 followers; it has only posted five
photos, the most recent in 2014.
B. Differentiating Features
Originally built for B-52 bombers during the Cold War,
BGR’s runway was once the longest runway east of the
Mississippi. At eleven thousand, four hundred forty feet, the
runway is large enough to accommodate any aircraft currently
in service; in 2015, BGR hosted the heaviest aircraft ever built
– the Antonov AN-225 Mriya. The size of the runway provides
BGR flexibility to expand operations without being limited by
the types of aircraft it can accommodate.
A second differentiating feature is BGR’s location and
surrounding geography. Directly adjacent to Interstate 95, the
airport is easily accessible in a low-congestion area. Located in
the heart of the state, BGR is the closest major airport for
approximately one-third of Maine’s population. Its closest
competitors, all to the southwest, are Portland International
Jetport (133 miles away), Manchester-Boston Regional Airport
(226 miles away), and Logan International Airport (234 miles
away). Rather than driving for hours to southern Maine or
beyond, BGR serves as a close and convenient connection to the
rest of the country for the residents of central, northern, and
eastern Maine.
Bangor International Airport’s location also makes it the

ideal gateway to experience rural Maine. While Portland is
Maine’s growing urban attraction, its wilderness attractions are
mostly located in the central, northern, and eastern parts of the
state. Table 2 compares the driving distance in miles and time
(according to Google Maps) to several rural Maine attractions
from Bangor, Portland, and Boston.
Table 2
With pleasant summer weather for hiking and fishing, beautiful
fall foliage, winter sports, and maple syrup in the spring, rural
Maine offers attractions in every season. While these
destinations are a half-day’s drive or more from Boston or
Portland, they are all easily accessible through Bangor
International Airport. For out-of-state travelers looking to
experience all Maine has to offer, a flight to BGR reduces travel
time and costs.
While it does offer some distinct advantages, BGR’s location is
also a significant drawback; the airport simply does not serve a
large urban population. With a population of about 32,000,
Bangor is Maine’s third largest city and is less than half the size
of Portland. According to DATA USA, the population of the
Bangor metro area is 152,978. For reference, the population of
the Portland-South Portland metro area is 529,657, and the
population of the Boston metro area is 4.8 million. While BGR
is the closest airport to central, northern, and eastern Maine,
these are predominantly rural areas – which tend to house
lower-income populations with less disposable income and
demand for air travel.4. Financial/Other Resources
Bangor International Airport is operated as an enterprise
fund by the city of Bangor. While specific financial information
for the airport is not publicly available, limited information can
be found through the city of Bangor’s Comprehensive Annual
Financial Report (City of Bangor, n.d.). Table 3 displays the
airport’s total assets, operating revenue, operating expenses,
and operating income (loss) for the past five years.
Table 3

As reflected, the airport has operated at a loss for each of the
past five years. However, the trend is in a positive direction;
while operating revenue has grown by 39.7% from 2014 to
2018, operating expenses have grown by only 4.6%, reducing
the operating loss from $8.3M to $4.4M in 2018.5. Sales and
Profit History
Publicly available sales information is limited to enplaned and
deplaned passengers and has been obtained from a variety of
sources. BGR’s website offers detailed passenger information
through 2016. These data reflect sporadic growth: 6.0% in 2013,
0.5% in 2014, -2.6% in 2015, and 3.2% in 2016. Figure E
displays passengers by month for the years 2014-2016.
Figure E
Passenger traffic peaks during the summer months of July and
August, and is lowest during the winter months of December,
January, and February. Based on publicly available information,
it is unclear how much additional capacity the airport has
available to accommodate more summer travelers; however,
winter travel clearly has room to grow, and can be an area of
opportunity for the airport. Alex Acquisto of Bangor Daily
News (2018) reported that the airport served more than 546,000
travelers in 2017 – an increase of 10.9% over 2016. The
positive trend has continued; according to the Bureau of
Transportation Statistics (which reports enplaned passengers
rather than total passengers), BGR saw more than 304,000
passengers enplaned in 2018 – a 12.7% increase over 2017.6.
Organizational Culture
Very limited information is available about BGR’s
organizational culture. The airport’s website indicates that it
engages in two community outreach programs: an airport youth
program to educate children about math, science, geography,
and travel; and an arts and aviation program, which sponsors an
annual aviation art contest.7. Internal Strengths and Weaknesses
Summary

BGR’s most significant differentiating feature is its
location in central Maine, which is both a strength and a
weakness. Beyond the airport’s control is the low population of
the Bangor metro area, resulting in limited business travel and
otherwise low local demand. However, BGR is the closest major
airport for a significant portion of Maine’s population, and
serves as the gateway for out-of-state tourists to visit Maine’s
rural attractions and coastal destinations such as Acadia
National Park. Historically, low demand for these routes has
resulted in high fares to travel through BGR. However, the gap
has narrowed substantially in recent years; a 2017 study showed
that average ticket prices for BGR were only $12 higher than
Portland (Acquisto, 2018).III. EXTERNAL ANALYSIS1.
Nature of Demand
Demand for domestic air travel in the United States has
increased over the past decade. From 2008 to 2018, the annual
number of domestic air passengers increased 19%, from
651,710,182 to 777,919,130. Over that same time frame,
revenue passenger miles, which is calculated by multiplying the
number of paying passengers by the distance traveled, also
increased 26% (Bureau of Transportation Statistics., n.d.). Air
travel continues to be an attractive mode of transportation for
leisure and business travel within the United States.
From a tourism perspective, records from the Maine Office
of Tourism show that “36.7 million tourists visited Maine in
2017, a 2.5 percent increase over 2016 and about 8.8 million
more visitors than in 2012.” Although the number of visitors is
higher, tourist “spending increased only 0.4 percent to about $6
billion, virtually flat from the year before” (as cited in
McGuire, 2018). The Bangor region is well positioned to attract
tourists who want to visit hotspots like Acadia National Park,
Baxter State Park, and other areas of natural beauty.
The demand of business travelers depends heavily on how
much business there is in a region. Peter DelGreco, President &
CEO of Maine & Company, said in an interview for the Greater
Bangor Chamber of Commerce that:

Companies like Wayfair, GE, Bangor Savings Bank, Cianbro,
Cross Insurance, Hollywood Casino, and others have all made
significant investment in the region over the years. Public
private investments at places like the Cross Insurance Center,
Bangor International Airport, Waterfront Concerts, and the
University of Maine have helped stimulate growth and overall
economic activity.2. Current/Potential Markets (by segment)
Bangor International Airport is currently served by four
carriers: Allegiant, American, Delta and United. The destination
cities with the five highest passenger counts for the last year,
according to data in the marketing plan competition document,
are Philadelphia, New York, Washington D.C., Orlando, and
Detroit. The current markets the airport is looking to grow are
domestic travelers such as tourists and business commuters. The
first segment, tourists, consists of people from other states who
are flying into Bangor to vacation in the state of Maine. We
believe there is an opportunity to further promote the “Maine
experiences” that are a short distance from the airport. The
Bangor region offers many tourism opportunities and is a low-
cost, safe, and family friendly place to visit. On the business
travel side, this segment is limited by the number of companies
and business opportunities in the region. The proximity of the
airport to downtown Bangor as well as the largest university in
the state make for good opportunities to grow the business
travel segment. 3. Collaborative Relationships
The airport has two important collaborative relationships:
The relationship with the airlines that use the airport and the
City of Bangor, which owns the airport. First, the airport
maintains mutually beneficial relationships with the four current
carriers (Allegiant, American, Delta and United). The airlines
rely on the airport for to provide passengers and infrastructure,
and the airport in turn needs the airlines for passengers and
destinations. Tony Caruso, the Director of Bangor
International, notes that “it can be a long process to lure
carriers, like the three years between the first pitch to low-cost
airline Allegiant in early 2004 and its arrival in 2007” (Cordes,

2018). Another collaborative relationship exists between the
airport and the City of Bangor, and by extension the potential
passengers in the region. Furthermore, the Maine Air National
Guard has a lease agreement with the city to utilize the airport
for their operations. 4. Industry Analysis and TrendsA. Industry
Structure and Description
The domestic air travel industry in the United States is a
competitive market. As of 2017, “there are four major domestic
airlines – American Airlines, Inc., Delta Air Lines, Inc.,
Southwest and United Airlines, subsidiary of United Continental
Holdings, Inc. - which fly about 80% of all domestic
passengers.” (Segal, 2018). These major carriers and smaller
ones serve the thousands of airports in the United States.
Market research by consulting firm WNS (n.d.) notes positive
trends such as rising passenger demand and cargo volume,
higher capacities and improved operational metrics. Challenges
include fuel costs, labor costs, and intensifying competition. B.
Growth Rates
According to research published by IBISWorld (2018), the
revenues of domestic airlines in the US “have grown by 2.5% to
reach revenue of $142bn in 2018.” And according to Holmes
(2018), From 2000 to 2017, airport revenues rose 87 percent,
double the pace of U.S. inflation. Increased growth came thanks
to several resources, from taxes and fees to the Passenger
Facility Charge (PFC) and Airport & Airway Trust Fund
(AATF).
Figure F - Holmes (2018)
C. Cyclicity/Seasonality
Domestic air travel does have a seasonality to its demand.
While there are high passenger volumes on days near major
holidays, Maynard (2015) writes that July is the busiest travel
month of the year. She explains that in July “you have vacation
travelers, who are trying to pack in family and personal trips in
the month when there's generally no school. Business travelers
are also on the road, attempting to get things done before
offices empty out in August.” Statistically, she writes that “in

2014, 71.8 million people flew during July, according to the
Bureau of Travel Statistics. That was 37 percent more
passengers than got on a plane in February 2014, the year's
slowest month.” In terms of passenger demand for visiting the
Bangor region, it follows the general trend of summer being the
peak of Maine’s tourism season. D. Forecasts
According to Fitch Ratings (as cited in Holmes, 2018), “strong
overall performance for U.S. airports should continue
undeterred for the foreseeable future.” Over 90 percent of the
airports Fitch currently rates have a “Stable Rating Outlook,”
signifying continued stability deep into 2019. And overall, it is
predicted that “the domestic airlines industry is projected to
continue growing over the next five years” (IBISWorld, 2018).
E. Comparable Products/Services
In the realm of transportation within the United States, the
domestic airline industry competes with other mass transit
options such as buses and trains and travel by passenger
automobile. The airline industry has the obvious advantage of
speed and ability to travel the longest distances in the shortest
amount of time. However, shorter distances may not be as
feasible via airplane based on time and cost. F. Lifecycle Stage
Domestic airline travel is in the mature lifecycle stage,
marked by high demand and strong competition. Peter &
Donnelly (2013, pg. 98) explain that at this stage companies
must compete by luring customers from competitors, pricing is
lower, and promotional messages are focused on differentiating
from competitors. This is especially evident at larger airports
with many carriers and many potential customers. 5. Nature of
CompetitionA. Competitor Analysis (by competitor)
The competition for Bangor International Airport comes
from other airports in the region. The primary competitor in
Maine is the Portland International Jetport. According to the
Federal Aviation Administration (2015), Portland’s airport
Serves an area of strong economic growth, with recent rates of
population increase that are several times as high as the state as
a whole. Recent improvements in highway access have

improved its appeal to passengers within its catchment area.
Portland plays an important role in providing access to tourists
visiting the state.
In 2017 the Portland Jetport served 1,862,213 million
passengers, up 4.2% from 2016” (Cordes 2018). Portland should
be considered the primary competition for domestic air travel
for Bangor based on proximity. The major regional airport for
New England is Boston’s Logan Airport, with offers the best
connectivity to domestic destinations for the region but is close
to four hours away by car or bus. Other regional airports of note
include Manchester-Boston Regional Airport in New Hampshire
and T.F. Green Airport in Rhode Island, however. their
distances from Bangor reduce direct competition. There are
minor airports that are closer, but their limited flight options
limit their competitiveness. For example, Hancock County–Bar
Harbor Airport is about an hour away from the Bangor airport
and offers very close proximity to Acadia National Park.
However, most of its traffic is general aviation, and it only
served about 16,000 passengers in 2017 (Federal Aviation
Administration). B. Substitutes
The primary substitutes for Bangor International Airport
include cars and intercity buses. The Bangor region is
connected to the interstate highway network, allowing for
relatively easy travel by private car or bus. Although Bangor is
a long drive from other parts of the country, there may be some
examples where the cost of driving is not significantly more
than flying. To compete with these other modes of
transportation, Bangor International Airport needs to promote
air travel as quick, affordable and convenient. 6.
Environmental Climate (Macroenvironment)
A. Technological
The airline industry and impacted by changes in
technology. As Zhang (2018) writes, “technology has already
helped revolutionize everything from in-flight entertainment to
freeing flights crews from their cumbersome flight manuals.”

However, it is also noted that reliance on technology makes the
industry vulnerable when technical issues arise. For instance,
“insufficient investment in technology infrastructure over the
past decade has resulted in a spate of computer outages that can
cripple an airline's operations for days on end. With the
growing threat of cybercrime, the airline industry will have to
work much harder to stay ahead of the curve.” From a
passenger perspective, consumers increasingly embrace the use
of technology when traveling by air. For example, checking
into your flight electronically is now a standard offering which
benefits both passengers and airlines. A report by Airport-
technology.com (2018) says that surveys show passengers want
to be informed throughout their journey on their personal
device: “Nearly 82% of respondents said that they would like to
receive information on flight status, 49% on baggage, while
46% would like to receive waiting time information at security
and immigration.” Airports will need to continue adapting to
new technologies to meet the needs of passengers and airlines.
B. Legal/Regulatory
The aviation industry in the United States is heavily
regulated. The Federal Aviation Administration oversees safety,
airport development, air traffic control, and flight crew
certifications within the United States. Additionally, airports
are subject to the legal and regulatory requirements of the cities
in which they operate. Heffernan (2018) writes that prior to the
Airline Deregulation Act of 1978,
The Civil Aeronautics Board, the federal agency with economic
regulatory authority over airlines, decided how many (and
which) airlines were licensed to fly any given route (e.g., New
York to Dallas) and how much those airlines could charge
passengers on that route.
The industry has not had this type of regulation now for more
than 40 years, but it is still subject to many federal and state
regulations.

C. Political
The political environment can greatly impact the airline
industry. For instance, the deregulation of the industry in the
1970’s had a major impact on growing the industry and
increasing competition (Peter & Donnelly, 2013). Federal and
local governments can enact new laws, taxes or regulatory
requirements on the industry that may increase or decrease
costs. Bangor International Airport is operated by the City of
Bangor and therefore needs to have a positive political
relationship with the leaders of the city.
D. Ecological (natural environment)
More than ever, consumers are thoughtful about the
environmental impact of flying. Air travel is a contributor to
carbon emissions and global warming around the world.
Airports take up a large amount of real estate that can disrupt
natural habitats as well. Demand for more sustainable practices
will likely continue to grow. Maine’s natural beauty is a selling
point for tourists, so the airport should be thoughtful of making
steps to be more sustainable.
E. Economic
Trends in the airline industry line up with trends of the
broader economy. The following graph from investment website
Seeking Alpha (2012) shows a correlation between the US
Gross Domestic Product and annual percent change in
passengers from 1971-2011.
Figure G - Seeking Alpha (2012)
The health of the overall economy certainly impacts the
earnings of many people, which therefore ends up impacting the
amount of leisure travel that is done. Rates of tourism and
business travel will likely be higher from geographic areas that
are most prosperous.
Another way the airline industry is impacted by tends in
the economy relates to fuel prices. Fuel is a variable cost that

accounts for a lot of expense for each flight. When fuel prices
go up and down more than predicted it can adversely impact an
airline’s income statement. The cost of fuel is not controlled by
airports and airlines, but it’s something the industry needs to
factor in to their planning.
F. Social/Cultural/Demographic
Travelling by air Is very common in the United States and
for many people is part of the cultural experience of domestic
tourism and business travel. Air travel has never been more
affordable and more accessible for more people, making it an
option for most people around the country. 6. External
Opportunities and Threats Summary
Bangor International Airport has opportunities to grow its
passenger counts at present time based on a strong economy,
competition between domestic airlines, and its location. Primary
external threats include competition for passengers from
Portland International Jetport and Boston’s Logan Airport.
Other external threats include limited passenger supply in the
Bangor region, economic downturns and potentially rising fuel
costs. IV. PROPOSED MARKETING PROGRAM1. Goals
Bangor International Airport is focused on increasing its
domestic passenger service. Given the airport’s location as its
most significant differentiating feature, marketing goals,
objectives, and strategies should aim to emphasize this
differentiation and the advantages it provides. The opportunities
available to BGR are Maine’s tourist attractions, which bring
tourists from out of state, and its southern destinations, which
attract Maine residents in the winter and spring. More
specifically, the two opportunities are to influence consumers to
travel who would not otherwise travel, and to influence
consumers who do travel using BGR’s competitors to utilize
BGR’s service instead. Consequently, BGR’s marketing plan
should both emphasize these attractions to consumers and
position itself as the best option to connect consumers to these
attractions, drawing customers away from nearby competitors.

We have identified the two-part goal at hand to be:
1. Increase air travel between the central, northern, and eastern
parts of Maine and the rest of the country.
2. Establish Bangor International Airport as the best value and
means of transportation for this travel through its comparable
fares and proximity to desired locations.2. Objectives
A. Objective 1
The first objective is to grow inbound passengers by 15% over
the next two years. This objective will target consumers in
cities which are currently serviced, such as New York,
Washington, D.C., and Philadelphia. As this objective relates to
the first part of BGR’s goal, the airport should promote Maine
attractions such as Acadia National Park and Baxter State Park
among these out-of-state consumers. To accomplish the second
part of its goal, BGR should distinguish itself against nearby
competitors as the best value for consumers to reach these
destinations.
B. Objective 2
Similar to Objective 1, Objective 2 is to grow outbound
passengers by 15% over the next two years. This objective
targets Maine residents in the central, eastern, and northern
parts of the state. With regards to Part 1 of the marketing goal,
BGR should promote southern destinations such as Charlotte,
Orlando, and Tampa. To accomplish Part 2 of the goal, BGR
should emphasize to consumers the advantage of traveling
through Bangor instead of Portland, Boston, or Manchester.
C. Objective 3
The third objective is to expand targeted domestic markets with
two new routes over the next five years. With the increasing
popularity of destinations in central, eastern, and northern
Maine, opportunity exists for the airport to grow by offering the
benefits of traveling through BGR to new markets. BGR should
capitalize upon this opportunity by first identifying the most

profitable new routes, then incentivizing carriers to provide
service along these routes.3. Strategies
A. Objective 1
The strategy proposed to grow inbound passengers by 15% over
the next two years is based around market development. The
Bangor Region offers a lot of attractions for people who are
looking to experience all that Maine has to offer. Starting in
cities that currently offer direct flights to Bangor, the airport
can use traditional advertisements and social media to reach
people who love the great outdoors and are looking for new
adventures that are only one flight away. Part of this strategy
also calls for informing potential passengers that Bangor is the
best place to start your adventure, as opposed to other options
such as Portland and Boston, which are further away from the
experience that people come to Maine to experience. A key
piece of this promotional strategy is a campaign built around
the headline of “#Fly Bangor.” This hashtag will be used in
social media efforts, of course, but also in traditional
advertisements to tie the efforts together and create a short and
memorable phrase that people will remember. It is simple and
easy to understand even for potential customers who are not
technologically-savvy.
B. Objective 2
Growing outbound passengers by 15% over the next two
years requires a strategy focused on market development and
differentiation. We recommend the airport focus on setting
itself apart from its primary competitor, the Portland
International Jetport, while marketing its many direct flights to
destinations that appeal to Bangor-region residents. This effort
will also be promoted through the “#Fly Bangor” hashtag, but
instead of being aimed towards visitors to the region it will be
shared with locals. This effort involves promoting destinations
that Bangor offers direct service to as well as speaking to the
benefits of flying out of Bangor instead of other regional

airports.
C. Objective 3
The passenger growth that Bangor International Airport has
experienced in the last three years indicates that the region is
becoming a more popular destination. This increasing popularity
may provide opportunities for carriers to profit by providing
service between Bangor and other areas in the country. These
may be areas that are already served by BGR’s competitors, or
areas which currently have no air service to Maine. The strategy
for this Objective 3 is market development; BGR should market
its existing products to new markets - cities in the eastern
United States which do not currently have air service to Bangor.
BGR should engage in market research to determine potential
new markets over the next one to two years. The purpose of the
research is to determine if there is enough demand for carriers
to operate new routes between Bangor and other locations in the
eastern United States, and the extent to which this demand can
be influenced through promotion. The findings of this research
can then be combined with other tactics, such as financial
incentives, to induce carriers to operate new routes or even
potentially attract new carriers. After completing market
research within one to two years, the airport should use the
findings and other incentives to develop new markets with new
or existing carriers over the following three to four years.4.
Tactics
A. Objective 1
The Bangor region exemplifies the true “Maine experience.”
From tranquil natural beauty to bustling towns, or from the top
of Mount Katahdin to the shores of Acadia National Park, you
can easily experience it all by starting your adventure in
Bangor. By promoting the region to travelers from key domestic
markets we can increase interest and awareness of the region,
leading to more visitors. Part of this objective includes
promoting more direct routes to Bangor on airlines that

currently provide service to the airport. The #Fly Bangor
campaign can take several different forms and serve to blend
the web/social media promotion with the more traditional
promotional efforts.
In destinations that already serve BGR, the airport should look
for opportunities to place advertisements in front of potential
passengers. These advertisements would promote the state of
Maine and the fact that Bangor is the best way to get there.
These traditional advertainments may take forms such as
posters/billboards in or near the airport, television ads, and
magazine ads. The content of the advertisements would focus on
the natural beauty of Maine and include landmarks such as
nearby Acadia National Park. The ads would be marked towards
people who want to a real “Maine experience” that’s only one
flight away. Research will need to be done to determine the
target markets and the costs of this effort. Success of this tactic
will be measured by the number of people the ads reach. See
Exhibit 2 for examples of what these advertisements may look
like.
Social media represents a low-cost way for the airport to
opportunity to build awareness of Bangor as a desirable location
for people in locations that offer direct flights to BGR. We
recommend the following components:
· Use of most popular social media platforms such as Facebook,
Instagram and Twitter. The airport’s presence on each site
should follow the lead of other airports with notable social
media accounts such as Chicago O’Hare (@flyohare) and Dublin
Airport (@dublinairport). See Exhibit 1 for examples. These
airports make regular posts promoting their city or region, the
airport itself, and the destinations served.
· Promote the #FlyBangor hashtag as a way for visitors to share
their photos and stories of their vacation with their networks.
This can be promoted using contests providing a gift card to the
user whose photo gains the most “likes” over a period of time.
This sort of user generated content is a way to engage existing
passengers and new potential passengers.

It appears that opportunities exist to collaborate with local and
regional organizations to help promote the airport to new
visitors. Potential partners include the Greater Bangor
Convention and Visitors Bureau and nearby schools. The
airport should maintain a strong relationship with the Visitors
Bureau, which is already working to promote tourism and
business travel to the region. This would be a mutually
beneficial relationship since the airport and the bureau share the
same goals of increasing visitors to the region. The bureau’s
marketing materials should prominently note the ease and
affordably of flying direct to Bangor to experience the region.
In return, the bureau benefits from the airport’s passengers from
several key domestic destinations. The airport can also partner
with the nearby University of Maine and Husson University.
This University of Maine is the largest university in the state
and has over 11,000 students. Opportunities exist to promote
Bangor as a convenient way for students and families to get to
campus from out of state. The convenience of the airport can be
promoted on the University of Maine website in the section
about where the campus is located. Similar opportunities exist
for Husson University, which is also in Bangor.
B. Objective 2
The Bangor International Airport plays an important role in
providing residents of the Bangor Region with convenient,
affordable and safe travel options to other parts of the country.
We aim to increase the amount local and regional passengers
who use BGR to reach their vacation or business destinations.
Part of this objective is also to divert passengers from flying
out of other airports, such as Portland or Boston.
Traditional advertising on local television and in magazines in
the Bangor region can focus on the convenience of flying out of
BGR compared to traveling south to Portland or Boston. The
ads should focus on the time saved by flying out of Bangor, the
comparable fares, the amenities, such as ample parking, and the
direct flight options. While the airport advertises the Bangor

region in out of state locations, other airports can advertise
their unique attractions to the Bangor market as well.
Social media again offers tools to help promote BGR as the best
place to start your journey. The #Fly Bangor hashtag can also
be promoted as a hashtag to use when sharing posts or photos
about other destinations. For instance, the #FlyBangor hashtag
could be applied to a photo taken in Walt Disney World in the
winter, a time when many people in the Bangor region are
looking for warm weather destinations to visit.
Another way to boost engagement from the local market is to
better promote the existing airport loyalty program through the
Thanks Again network. According to their website, the Thanks
Again program is used at over 100 airports, has no upfront
costs, and it provides the airport insight into spending habits of
passengers while at the airport. For the consumer, the program
offers a certain amount of points based on how much money is
spent at participating airports, which can then be redeemed for
rewards at those airports. The program is barely mentioned on
the current BGR website, and the information is only contained
within a PDF document linked in the passenger information
section of the site. This could be better promoted within the
airport and on the website to potentially gain more users which
may help drive sales within the airport.
C. Objective 3
Objective 3 serves BGR’s growth goal by expanding into new
routes through market development. BGR must begin with
market research; the first area to evaluate through market
research is the potential to lure existing business away from
competitors. BGR’s closest main competitor is Portland
International Jetport. According to Portland’s website, Delta
operates service from Portland to Atlanta and Detroit (both of
which are hub cities for Delta). Additionally, both Frontier and
United operate seasonal service between Portland and Denver
(which is a hub city for United). BGR can engage in research
with consumers along these routes to determine if shifting some

of the existing service from Portland to Bangor would be more
profitable for the carriers.
This research can be carried out through internet surveys of
passengers flying between these routes (this is contingent upon
BGR being able to obtain the necessary information from
carriers to contact these passengers). These surveys should ask
the passengers’ final destination (with regions categorized as
options), purpose of travel, and frequency of travel. If a
significant portion of travelers to Portland continue to the
Bangor region or other destinations in eastern, central, or
northern Maine, a route directly to Bangor may be profitable
and meet a market need, warranting further investigation by one
or more carriers.
The second area to evaluate is potential markets in the eastern
United States where there is not currently service to Maine,
focusing first on major airports used by existing carriers. For
example, Miami is a major airport for American Airlines, but
there is currently no direct service between Miami and Maine.
Other major cities in the eastern U.S. which do not have service
to Maine include Cincinnati, Cleveland, Indianapolis,
Jacksonville, Nashville, and Pittsburgh. One method of
executing this research is to review the originating airport of
current passengers traveling to Portland or Bangor who connect
through other airports; if a substantial number of passengers
originate from a certain area, further study should be conducted
to evaluate a potential new route. Further research should also
be done in these areas to evaluate the potential for new
consumers to travel when provided a direct route to Bangor.
BGR should conclude this research within one to two years,
identifying the top two to three potential new markets.
Once the top potential markets have been identified, the next
step is to entice carriers to provide service along these routes.
For routes with promising potential, BGR can use financial
incentives to woo carriers. Using a combination of cash and
waived landing fees, Port Columbus, OH has been recognized as
an airport which has effectively used incentives to accelerate

the growth of air traffic (Kinney, 2017). Pittsburgh
International Airport is another such example (Clift, 2017). The
specific financial incentives which BGR can offer should be
determined by a thorough financial review but should apply best
practices from airports such as Port Columbus and Pittsburgh
International Airport which have successfully leveraged
incentives to grow business. Port Columbus International
Airport’s Airline Incentive Program is included in the appendix
(Exhibit 4). Expansion into new markets should be
accomplished over the next three to four years, coinciding with
the objective to provide service in new markets within five
years of implementing this marketing plan.
D. Website
To support all three objectives, BGR’s website should be
redesigned to be more user-friendly, intuitive, visually
appealing, functional, and mobile-friendly. The new website
should apply best practices from other airports’ websites.
Because much of BGR’s operations are general aviation, the site
cannot be dedicated entirely to commercial passengers. The
initial main website should be a very simple presentation of two
main options: ‘Passenger Information’ on the left, and ‘General
Aviation’ on the right. Links to less frequent selections (such as
cargo or military operations) can be discreetly presented in the
lower right corner.
After clicking ‘Passenger Information’, the website visitor
should be brought to the main page for BGR’s commercial
passenger operations, which should be designed similarly to the
websites of major commercial airports. With rotating photos of
Bangor and Maine’s tourist attractions as the background, the
visitor should be presented with visually appealing links to
useful information for a potential passenger: the flight tracker
(to check flight status), parking information and rates, airport
map, rental car information, airport amenities, accessibility
services, and nearby attractions. Less frequently accessed
information can be available in a side menu: airlines,

destinations, and more detailed information about the airport.
The upper right corner of the website should present the current
weather, local time, and links to connect with the airport on
social media platforms.
In addition to being more visually appealing, the website
should introduce new functionalities to provide additional
utility to users. This would include a graphic that displays the
current wait time for the security line, an option to reserve and
pay for parking, and a destination tracker which shows the
current weather and driving time for nearby attractions such as
Mt. Katahdin and Bar Harbor.
The website design should be contracted to a carefully selected
third party to ensure its visual appeal and user interface provide
a memorably positive experience for the website visitor.
Screenshots of modern, well-designed websites for LaGuardia
Airport and Lynden Pindling International Airport are included
in the appendix (Exhibit 3).V. IMPLEMENTATION1. Action
Plan/Timeline
The detailed tactics for each objective have been outlined
in the previous section. Objectives 1 and 2 should be executed
by a single marketing team under the purview of Bangor’s
marketing & business development manager. The
implementation of both objectives by a single marketing team
will ensure consistency and efficiency of execution. The team
should include one member who oversees the social media
campaigns, another who oversees strategic partnerships, and a
third who oversees all other promotional tactics. Coordination
among team members will be necessary to ensure that all
promotional channels send a consistent message.
Objective 1 focuses on inbound travel to Bangor; as Maine’s
attractions see the most visitors in the summer and fall, the
implementation of Objective 1 should begin in the spring when
passengers are planning their summer trips. The promotional
campaigns should continue through the summer and end in the
fall. Promotion tactics coinciding with strategic partnerships
(such as the University of Maine and the Maine Visitors

Bureau) should align with the timelines set by these
organizations. Conversely, Objective 2 focuses on outbound
travel to southern destinations; this campaign should begin in
the fall, continue through the winter, and end in the spring.
These campaigns should be repeated a second year, and
potentially a third or more if evaluation shows that they are
effective. The complementing seasonality of the implementation
of these two objectives will allow for execution by a single
team.
Implementation of Objective 3 should begin immediately.
Market research should be conducted by a market research
director under the purview of the marketing & business
development manager. Partnership with third parties or purchase
of secondary data may be necessary to obtain all information
required for the evaluation. Data for each potential airport
should be captured over the course of one year to distinguish
seasonal trends. If all potential airports cannot be evaluated in
one year, BGR should research a select few larger airports
during the first year, and the remaining smaller airports in the
subsequent year. Once the highest-potential two to three target
markets have been identified, the next step is to identify the
carriers best poised to provide service along these routes and
incentivize them into doing so. BGR’s manager of marketing &
business development should partner with the finance manager
and manager of operations to design an incentive plan which is
appealing to these carriers and attainable given the airport’s
resources.
Implementation of the website design should begin
immediately; this process should also be under the purview of
the marketing & business development manager. The process
should begin with selection of a third party to design the
website.2. Evaluation
Overall success of Objectives 1 and 2 can be easily evaluated by
observing monthly enplaned and deplaned passengers; the
enplaned and deplaned passengers for each month over the next
two years should be compared to the month of the year the

marketing plan is implemented to determine if growth meets,
exceeds, or falls short of the 15% goal. The marketing and
business development team can also observe the impact of the
specific promotional campaigns. The social media campaigns
can be most easily evaluated by observing the uses of the #Fly
Bangor hashtag (as well as the number of shares, reposts, or
likes) before, during, and after each campaign. Evaluation of
other promotional tactics will be more difficult but could be
completed by surveying passengers to determine how they found
out about BGR and what influenced them to fly to or from
Bangor.
Objective 3 can first be evaluated by the results of the research
– if the research either clearly shows new possible markets or
shows that there are no new markets reasonably available.
Overall, the success of the objective can be measured by the
number of new routes implemented within five years, comparing
it to the objective of two to three new routes.3. Contingency
Plans
The proposed objectives and strategies are not exclusive, in that
they do not prevent the airport from undertaking other
marketing actions. If evaluation of Objectives 1 and 2 show that
the tactics are not as impactful as intended, promotions can be
scaled back to reduce costs (as the social media campaign is
likely to be the least costly undertaking, it should not be scaled
back unless evaluation shows it is completely ineffective). If
evaluation shows that particular promotional channels are more
effective than others (for example, if many passengers report
that they were influenced by an advertisement in the Bangor
Daily News), these channels can be expanded and other, less
effective channels can be scaled back.VI. CONCLUSION
Bangor International Airport has experienced recent growth, and
there is potential for further growth given the popularity of the
surrounding region to out-of-state tourists, the lack of any
major competitors in eastern, central, and northern Maine, and
the comparability of its fares to Portland International Jetport.
This marketing plan will capitalize upon the popularity of the

Bangor region and the destinations the airport serves, and
position BGR as the best value to transport consumers in both
existing and new markets.
VII. APPENDIX
Exhibit 1: Social Media
Exhibit 2: Promotional Material for Bangor International
Airport
Airport (cont.)
Airport (cont.)
Exhibit 3: Websites of other major airports
Exhibit 3: Websites of other major airports (cont.)
Exhibit 4: Airline Incentive Program - Port Columbus
International Airport

International Airport (cont.)
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International Landings3%Domestic Landings13%General
Aviation48%Military Operations33%Cargo Landings3%BGR
Operations -2016
Location
Acadia National Park461h 5m1732h 52m2744h 31m
Mt. Katahdin972h 4m2263h 54m3275h 31m
Baxter State Park901h 42m2203h 32m3205h 8m

Moosehead Lake701h 38m1552h 46m2564h 22m
Sugarloaf Mountain1132h 11m1182h 30m2174h 8m
Allagash Wilderness1624h 32m2926h 21m3937h 57m
Distance from BangorDistance From PortlandDistance From
Boston
WRITTEN MARKETING PLAN
Students will work alone or in teams of two to develop a
professional marketing plan for an actual business. You may
choose the organization for which you create a marketing plan,
but first email the instructor for approval of you choice before
beginning work. This is to assure that you make a choice that
allows you to succeed in this assignment,
Your marketing plans must conform to the outline found under
the Files tab or by clicking on Marketing Plan Outline.docx. A
sample marketing plan is also available under the Files tab and
at Sample Student Marketing Plan.docx, but please note that the
sample is NOT perfect. Your responsibility is to abide by the
outline provided. Finally, Marketing Plan Rubric.docx will help
you understand the relative value of each section.
If you'd like to work with a teammate, now is the time to reach
out to classmates. Even though you may not know each other
offline, you can review discussion posts to help choose someone
who might be a compatible work partner. Send an email. Don't
be shy!
Criteria for grading
· Follows the marketing plan outline provided.
· All team members have contributed equally to assignment.
· Written work conforms to APA format and style and includes
citations/references as appropriate (see APA resources in
syllabus).
· Integrates course concepts and terminology thoroughly.
· Submitted work meets assignment requirements precisely.
· Plan is submitted no later than the posted due date.

Module 01 General Psychology Credit by AssessmentInstructions.docx

Module 01 General Psychology Credit by AssessmentInstructions.docx

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Module 01 General Psychology Credit by AssessmentInstructions.docx