A real company in a fictitious situations with no online media. Relying on traditional only advertising, they must move into digital and mobile media to stay current with their customers. Vision: To duplicate our business model through communications and commitment to quality in a global market and become convenient, remain trusted and engage shoppers.

2. A BUSINESS BUILT ON INTEGRITY
Unwavering dedication
We are on a mission to deliver the
best in convenience, value and quality
for our customers.
3,000 stores and counting
We employ 205,000 team members
who serve over 29 million customers
across our brands every week.
Home-grown and proud
We are a trusted business partner to
thousands of local farmers and
manufacturers.(About Us, 2017)
Mission: Our goal is to build by
expanding our presence with digital
and traditional marketing in order to
create a new target audience by finding
customers in new ways
Vision: Is to duplicate our business
model through communications and
commitment to quality in a global
market and become the convenient,
remain trusted and engage shoppers
The Woolworths Fresh Food Future
Program is an ongoing investment to
fund and promote new projects that
improve the sustainability of the food
supply chain

3. Analysis
•Gather Data
•Sort
•Identify Customer
•Target
•Select Media
Identity
•Unique
•Positioning
•Offer Value
•Brand
•Logo
•Slogan
Goals
•Specific
•Measureable
•Timing
•Awareness
•Listen
•Communicate
•Sell
Budget
•Amount
•Advertisement
•Promotion
•Media Division
•Unexpected
Measurement
•KPI
•Sales Revenue
•Customer Value
•New Contact Rate
•Conversion
•ROI
•Cost Per Lead
•Inbound
•% of Conversion
•Sales Increase

4. Strategic
Plan
Mission
Statement
Current
Status
SWOT
Destination
Organizational
Strategies
Mission Statement:
We are on a mission to deliver the
best in convenience, value and quality
for our customers.
Current Market Position:
Analyze data to determine current
target customer using digital media.
Maintain relationship with traditional
media shoppers
SWOT:
Strength, Weaknesses, Opportunities, Threats
Destination:
Become the newest shopping
experience both online and instore by
meeting the communications needs of
a wide variety of consumers
Organizational Strategies:
Create calendar that reflects daily, weekly and
monthly tasks required to implement
Strategic Plan. Assigned personnel to
complete tasks to implement Strategic Plan.

5. Weakness
•Inexperience with
digital media
•Technical expertise
Threats
•Competitors with
loyal online
community
Opportunities
•Digital Marketing
•Data driven
targeting
Strength
•Proven business
plan
•American Nostalgia
With an established formula
we will be implementing
operational and strategic
plans based on proven
success and combined with
the data from US market
research based on our new
web presence

6. Analysis
•Gather Data
•Sort
•Identify Customer
•Target
•Select Media
New Data Gathering: Landing
page visits, social media
followers, email response, on line
ordersNew Data: email address,
engagement, online feedback
Target Audience: Loyal customers
who are increasingly using digital
media for information and shopping
Residents within 25 miles of new
locations
Secondary Audiences: Those who
appreciate our current offerings
(Traditional Media) and are
interested in more engagement
where they are looking (Digital
Media)
Media: Landing Page, social media,
mobile web site, email, outdoor,
newspaper

7. Identity
•Unique
•Positioning
•Offer Value
•Brand
•Logo
•Slogan
Unique: Standing out among competitors by
offering a trusted name but in a new, high tech
environment that still relies on quality fresh
offerings
Positioning: Delight the customer, meet their
needs, find their desires; be visible be
memorable
Offer Value: Tell the brand story that has
improved lives with transparent, eco-friendly
business practices
Branding: Simple, recognizable, with quality,
fresh and fun
Identity: By using insight from gathered data to
communicate and renew this brand we can
create value for the customer.

8. Goals
•Specific
•Measureable
•Timing
•Awareness
•Listen
•Communicate
•Sell

9. Budget
•Amount
•Advertisement
•Promotion
•Media Division
•Unexpected Analysis: Overall budget demands and
limits will determined where each dollar is
spent. Ongoing analysis will provide
insight to Return on Investment through
Key Performance Indicators. Being
prepared to move dollars from one media
to another keeps the message directly in
front of the target audience
Like traditional marketing the spending cap will remain the same and the channels
will change as KPI provide insight of the value of our investment.
Unlike traditional channels, digital channels are trackable and interactive. The
ability to communicate with the consumers at many levels helps maintain focus on
the target audience.
Amount: The budget will have a cap of total
spending and flexibility to meet changing
needs as analysis of each media outlet
determines the value of that outlet.
Data
Information
Knowledge
Wisdom

10. Measurement
•KPI
•Sales Revenue
•Customer Value
•New Contact Rate
•Conversion
•ROI
•Cost Per Lead
•Inbound Marketing
•% of Conversion
•Sales Increase
3.8
2.5
3
4.5
4
4.4
1.8
2.8
2 2
2.6
5
0
1
2
3
4
5
6
Landing Page Email Twitter Facebook
Engagement Clickthrough Replys
ROI: By analyzing the cost per
lead, the conversion rate and
the increase revenue, we can
understand the value of our
investment and the revenue
each marketing dollar returned
in sales.
KPI: New customers,
conversion rates, sales revenue
will all show the media outlet
that is most effective for each
traditional and digital ad
placement Initial numbers are showing a high engagement level on both the
Landing Page and Facebook. The click through to the Landing page
from email has a higher rate than all other social media pages.

11. Woolworths, Fresh to Success
I can’t believe its Woolworths
Did somebody say Woolworths?
#Woolworths #Fresh

12. “On February 1, 1960, four students from North Carolina Agricultural andTechnical State University sat down at some
stools reserved for whites only at the GreensboroWoolworth's lunch counter.They were refused service, so they refused
to leave. More people joined them every day, and eventually the owner closed the store for a few weeks because of a
bomb threat…That very lunch counter desegregated a few months later on July 26, 1960. A section of the lunch counter,
which closed when the store closed in 1993, now resides at the Smithsonian Museum of American History.
In 1979, The Guinness Book of World Records declared that
Woolworths was the largest department store chain the world.
Although the Woolworth stores have closed, the Woolworth Company remains "“
it's just called something different now. You're probably familiar with it "“ it's Foot
Locker, Inc. In the "˜70s and "˜80s, the company bought or created a bunch of specialty
stores to boost sales and expand the business, from Champs Sports to Northern
Reflections to a timepiece store called Best of Times. This included Foot Locker. When
it became clear in 2001 that Foot Locker was its best-selling brand, Woolworth changed
their name from Venator (which it had adopted upon closing all of its five-and-dime
stores) to Foot Locker, Inc.
The now-iconic Woolworth
Building in New York City was
finished in 1913 and at 792 feet,
it was the tallest building in the
world (until 1930)
Brits might be familiar with a
Woolworths that is still in operation
today; that company used to be
owned by the same company as
the U.S. Woolworths
http://mentalfloss.com/article/22258/quick-10-woolworths-five-and-dime
http://www.woolworthsgroup.com.au/page/about-us/our-brands/supermarkets/Woolworths/
http://americanhistory.si.edu/brown/history/6-legacy/freedom-struggle-2.html
The first Woolworths’ opened in Utica, New York, in 1878

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