3. 3
Executive Summary
Legacy of the Land, LLC is a group of committed farmers interested in improving the health of
residents and ensuring the success of local food systems. The group is committed toward
expanding its operations while continuing to gain new vendors and customers. The group has
the ability to strengthen its visibility within central Illinois. Through its expansion, LOTL must
strengthen its communication procedures and practices to maintain its role as a sustainable
option in the community.
The following plan provides a framework of operation to help LOTL for the calendar year.
The plan will be analyzed to understand current systems and values within the organization.
Opportunities for growth in the organization along with obstacles to overcome will be discussed
accordingly. Four specific objectives were developed with accompanying strategies, tactics,
budget, and timeline to meet the needs of the organization. The objectives are:
● Increasing the number of farmers actively working with Legacy of the Land by adding
one new farmer per year.
● Creating an organizational communication plan between farmers and officers of LOTL to
be implemented within the year.
● To increase the awareness of LOTL for health conscience citizens who are unaware of
CSAs by 50% at the end of 2017.
● To obtain new CSA members through recruitment implementation by the end of the
year.
This plan will serve as a framework to achieve success for the calendar year through these
specific objectives. All members of Legacy of the Land should become aware of the plan so
they can contribute to LOTL’s overall effectiveness. The plan will need to be updated in future
years as the organization shifts and expands. This plan will serve as guide toward improved
organizational structure after approval with specific steps below.
4. 4
1.0 Organization Background
This section provides an understanding of what LOTL is as an organization and how the plan
will benefit those interested in community-supported agriculture (CSA) in the central Illinois
region. Providing background information in this section is essential for the situation analysis
and plan.
1.1 Business Definition
Legacy of the Land, LLC (LOTL) is a small network of family farmers spreading across central
Illinois with an emphasis in sustainable agriculture. Small farms and farmers do not always have
the accessibility that their larger counterparts do, which is why LOTL works as a supportive
network between all farmers. LOTL is a growing sustainable-farming network that provides
chemical-free produce to several vendors. LOTL is focused on growing and sharing resources
among networked farmers so their businesses can be strengthened in any economic climate.
1.2 Vision
Legacy of the Land, LLC wants to become recognizable in central Illinois for locally sourced
produce.
1.3 Mission
The group cooperates by organizing seed orders, applying chemical-free farming techniques,
transporting produce, and organizing order lists to various vendors.
1.4 Value Proposition
The value proposition demonstrates why LOTL is a beneficial and unique enterprise in the
central Illinois region. Parts included in the value proposition involve a (1) thesis statement
about what make LOTL unique, and (2) proof points that directly support the thesis.
Thesis: We work together and look out for the needs of networked farmers, while providing
healthy food to various customers from farm to table.
Proof points:
● The group contains people that have diverse backgrounds, both traditional farmers and
not.
● Farmers can share agricultural techniques and strategies.
● People who buy from LOTL have the flexibility of receiving a wide variety of produce.
● LOTL strives to grow produce using sustainable, non pesticide techniques.
5. 5
● Becoming a member of the group is mutually beneficial for farmers because they sell
produce and share benefits of the group.
● The structure of LOTL allows for organizational sustainability.
1.5 Organization Structure
Legacy of the Land, LLC is a limited liability company (LLC), which means the business
structure gives members personal liability for business debts and claims. The organizational
structure consists of a president, vice president, secretary, and treasurer. All positions run for
two years, and vice president moves into the president position after the term is completed.
Twelve farms in total are part of Legacy of the Land. All positions are elected by the group. The
specific position descriptions are described below.
1.5.1. President (Dylan Cook)
The president has the mandatory duties of presiding over the chapter meetings, performing
duties to ensure that the organization meets all legal requirements, supervisor of activities
performed by the officers, and to execute contracts of business that are authorized by the
members.
1.5.2. Vice President (Chuck Carroll)
The primary function of the vice president is to assist with the president’s duties, including
running meetings and executing contracts of business that are authorized by members. The
vice president’s duties also include taking over presidential duties in the event of his or her
absence.The vice president will move into the position of president at the end of the current
president's term.
1.5.3. Secretary (Brenene Brady)
The secretary's duties include recording the meetings content and guarding the records at the
organization's headquarters.
6. 6
1.5.4. Treasurer (Amy Randazzo)
The treasurer is responsible for keeping and maintaining funds for the organization. Additionally,
receiving money and disbursements, keeping an accurate record of business transactions,
preparing financial statements and account reports, and obtaining and filing tax documents with
local, state, and federal governments.
1.5.5. Farmers (12 total)
The group shall not exceed 25 members, and a $100 membership fee is required for producers
wanting to join the group. Any person under the age of 18 will be allowed to join the LLC without
membership fee. Active members uphold the responsibilities of attending meetings, participating
in sales, and various educational opportunities. Members are encouraged to grow chemical free
and non-GMO produce. Growing Guidelines include:
● Using chemical free methods.
● Not using the word organic in any content unless certified by an agent.
● Not buying products sold by non-members and reselling them under the member’s
names.
Upon membership, members agree to help anyone interested in their farming practices by being
mentors, offering assistance with their education about the growing methods of the LLC, and
any other way they can possibly help their mentees. Members are also obliged to help each
other by having mini workshops, sharing materials with other farmers, and having continual
brainstorming sessions and work meetings.
1.6 History & Culture
The group started in 2012 with eight farmers and spans 80 miles north and south, and
30 miles east and west from Bloomington, Ill.. Farmers in the group are primarily located in
McLean, Woodford, Livingston and DeWitt counties. LOTL contains 12 farmers hoping to reach
a maximum number of 25. The organization set the membership at this level to ensure that
meetings would not become too large and maintain a family-like environment.
The group sells its produce wholesale to vendors such as the Hendrick House in
Champaign, BroMenn Hosptial, HyVee grocery store chain, and The Garlic Press Market Cafe.
The group also shares resources, purchases group seed orders, and helps other farmers make
up for failed crops. Additionally, the group coordinates transportation and deliveries between
Bloomington-Normal, Fairbury, East Peoria, and Champaign-Urbana.
The group’s culture is built on having a diversity of farmers as members, from hobby
gardeners to commercial growers that were raised in the trade. The group was founded on a
belief that farmers stick together and help each other, sometimes even getting help from those
outside of LOTL. LOTL prides itself on being a sustainable, reliable food source. LOTL strives to
grow produce using sustainable, non-pesticide techniques to ensure healthy living and prevent
future medical costs. The group’s members are agents of change that are trying to reestablish
how our food system is today. LOTL strives to be highly visible to their local community and
show that no matter its number of members, it can make a difference in the lives of their
consumers.
7. 7
2.0. Situation Analysis
As an organization with a high potential to produce more products, growing LOTL as an
organization is a possibility. An examination of the LOTL’s business model is needed to
understand the scope of how they can proceed. This section highlights and details LOTL’s
situation by defining the scope of the situation; acknowledging stakeholders affected; identifying
and explaining the competition; performing a situational analysis for LOTL’s strengths,
weaknesses, opportunities, threats for remaining a successful operation in central Illinois, and
defining LOTL’s market position.
2.1 Definition & Scope of Situation
Legacy of the Land LLC has the potential to expand its operations significantly. After a
successful past year, it was able to sell at a variety of places including Bloomington grocery
store chain HyVee, hospitals, Gifts in the Moment, various restaurants, and caterers. LOTL
currently has 12 farms represented but desperately needs to add more. The group has the
capacity to produce and sell twice as much as it does now with the resources it has. A
communication system to make activities more efficient for farmers is needed in order to
progress with its operations.
Additionally, few efforts have been made to recruit more farmers or gain other vendors to
sell to. Adding other farmers to the group has solely been done by word of mouth and other
connections (See Appendix D). The group is not using the full range of resources in its area to
connect with any small farmers who will benefit from the group. If the group doesn’t create an
active plan to reach out to their farmers, the business will not be sustainable.
Finally, awareness of the group appears to be a problem. There is currently no
designated person in charge of marketing or PR efforts for the group. Illinois Wesleyan students
established a survey in the summer of 2015 about the potential for workplace CSAs at IWU and
BroMenn hospital. Research from the survey showed that 66 percent of staff knew little to
nothing about CSAs and had very little knowledge about what could be grown locally.
LOTL is not actively reaching out to their target audiences beyond a weak social media
presence and a few CSA fairs. Education efforts could be used in a different way to make these
audiences aware of their group and what they do specifically. If education efforts are successful,
the group may be able to tap into these publics and gain new customers.
2.2 Stakeholders Affected
Legacy of the Land, LLC (LOTL) has stakeholders that can be affected by the success or the
failure of their organization. The officers of LOTL and farmers are all at risk to be affected by
the relations of the organization. If sales declined, the farmers would be at risk losing inventory
grown, or being unable to use their land to its’ fullest potential causing a loss to their potential
income. This would affect the organization’s officers by possible removal from not performing
their duties to the best of their abilities. LOTL is dependent on its consumers to continue
demanding its chemical-free produce and purchasing it regularly. The consumers would be
8. 8
affected by the failure of the organization, by not being able to buy from LOTL, causing them to
find other sources for chemical-free produce. If the farmers, who are the primary source of
chemical-free produce, are improperly trained in the growing techniques or lack the skill to
properly grow for LOTL, then the consumers will be less likely to continue giving them its
business.
2.3 Competition
Currently Legacy of the Land LLC is in competition with 13 CSAs within the central Illinois area.
Out of these 13 CSAs five of them are located within 30 miles of McLean County. These
organizations share the same mission of providing chemical free produce and other products.
Until Legacy of the Land LLC achieves recognizable status its local competitors have the upper
hand. These organizations are:
● PrairiErth Farm CSA (strong competitor) -- Three hundred acre farm with unique “Market
Bucks” program where a customer can choose a certain amount of money to invest and
spend. Their CSA is already well established and they have a strong following in
Bloomington-Normal. Many customers in LOTL’s target market may already have a CSA
share with PrairiErth. They have over 3,000 Facebook likes.
● Triple M Farm: Mariah’s Mums & More, LLC (medium competitor) -- carries a variety of
seven to ten different produce items. Over 3,000 Facebook likes.
● Henry's Farm (medium competitor) -- CSA has five pick-up locations in central Illinois
and also sells in Chicago area.
● Dearing Country Farm (weak competitor) -- Sells eggs and produce to five different
health markets and specializes in organic produce.
Although these farms may serve a loyal customer base in McLean County, LOTL introduces a
unique perspective in the current market. Composed of 12 different farms, LOTL is able to
collaborate together and share its markets and resources. The group is working to establish a
CSA in May of 2016 when anyone can purchase a share in the organization and receive
produce for $450 over a 22-week period. The group is hoping to reach new consumers through
this new endeavor. By identifying as group with a wealth of knowledge and resources compared
to other groups, they can set themselves apart and become a trusted network of sustainable
farmers.
2.4 SWOT Analysis
This analysis of Legacy of the Land LLC’s strengths, weaknesses, opportunities, and threats
(SWOT) reveals how the group has advantages, disadvantages, growth, and limitations for the
operation. Each item is identified in terms of what it means for the organization, and the possible
actions the group can take based on the analysis.
9. 9
Aspects Implications Possible Actions
Strengths Wide diversity of farmers.
Group consists of hobby
gardeners to commercial
growers.
A variety of gardeners
gives Legacy of the
Land, LLC gives them a
wide range of contacts
to sell produce to.
Could give Legacy of
the Land, LLC the
ability to expand further
through these contacts.
The group has an
operating area of 220
square miles with
Bloomington-Normal at
the center.
The group is able to
operate in this area
logistically because of
the transportation
system they have in
place.
There is a possibility to
add more farmers that
could restructure their
transportation network.
They have a committed
group of farmers who
strive towards the
mission of the
organization.
The group has reliable
sources for produce to
send to their vendors.
As the group grows, an
organized system to
spotlight what the
farmers grow will help
keep track of their
progress.
Weaknesses Logistical issues of
having such a large
area to supply to.
This puts a limit on the
number of customers
they have and also the
amount of produce they
can grow.
Develop a better
transportation system,
or possibly find a
distributor willing to
transport for a fee.
There is not a system
for actively seeking
farmers in their area of
operation.
This limits the amount of
produce they can grow
and can even influence
the logistics of the
business.
Establish a system to
contact farmers that
grow chemical-free
produce in an attempt
to get them to join.
There is not an
established line of
communication
between officers and
farmers.
There is no way to be in
constant contact with
groups to be able to
adjust or determine
sales aspects.
Create a system
beyond email or
telephone so that there
can be instantaneous
communication
between all of these
individuals.
10. 10
Opportunities The commercial
growers are able to
grow more product.
Creates an opportunity
for customers to have
specific orders done for
them.
Improve efficiency by
having more vendors
and possibly an online
ordering system for
customers.
Taking advantage of
promotional
opportunities to gain
new customers.
Enables the group to
keep up with demand
while positioning
themselves in the
community.
Taking advantage of
events in the area and
building relationships
with the target
demographic..
Demand is high in the
area is high for
chemical-free produce.
Creates a wide market
for Legacy of the Land,
LLC to sell to.
Establishing a method
to actively seek
customers in their area
of operation.
Threats Competition from other
Community Supported
Agriculture groups.
Other Community
Supported Agriculture
groups gives consumers
more options to buy
from.
Increase the consumer
awareness of Legacy of
the Land, LLC to stand
out from other groups.
Little to no
communication about
the group and what
they accomplish.
Messages are not being
heard to the publics that
may be interested in
what they promote and
sell.
Creating promotional
information to ensure
the participation of the
public.
2.5 Market Position
Positioning of LOTL as an organization and brand in the local market is highly important
because a firm market position means success in standing out from others. LOTL is a
multifaceted organization, allowing it to proceed in the market as unique and valid company for
the future. Presented in order of importance ways below are ways in which LOTL can position
itself against competitors (see Section 2.3).
Niche occupier: LOTL is a specialty option that targets a narrow band or particular interest in
the market of specialty agricultural organizations. LOTL’s brand has a unique stance in the
current market because of its dedication to all members supporting each other and providing
chemical-free produce to the public. The group’s passion for revolutionizing the local foods
market is reinforced by the values of member farmers and the quality of their product. Beginning
in May 2016, the group will begin a Harvest CSA share. Those that participate pay $450 for 22
11. 11
weeks of fresh produce from LOTL’s farmers. Pricing to $20 a week, this CSA program is ideal
for families and people aged 30 to 60 years old in the Bloomington-Normal area.
Although LOTL is competing with other CSAs in the Bloomington-Normal region, there is
still a lack of education from the population about CSAs and sustainable agriculture in general.
Making efforts to educate those who are looking to adopt a healthier lifestyle will be needed for
LOTL to maintain their presence in the local foods market. Their message is clear through the
way they interact and farm as a group. Highlighting LOTL’s sustainable approach as a close-knit
group is appropriate for any future success.
LOTL is different from other CSAs because the group has 12 total farms, compared to
just one. They provide an assortment of produce from each unique farm that offers more variety.
Starting up a CSA between all of the farmers in May gives the opportunity for customers to
sample produce from each farm while having more flexibility. Positioning LOTL as a powerful
organization that gives consumers these options sets the group apart.
Finally, as the CSA, LOTL plans to establish in May 2016 becomes highly developed in
the marketplace, the organization could move towards becoming a repositioner category in the
market, which would mean LOTL could assert a change in the market that it commands and,
thereby, reposition its competitors. When the implementation of the CSA occurs, LOTL’s image
will be redefined in a new way; as a reliable option for consumers to purchase chemical-free
produce. A “conscious consumer” is one who makes ethical decisions based on their purchases
(McEachern, Warnaby, Carrigan, & Szmigin, 2012). If LOTL positioned itself by not only having
chemical-free produce, but also as an ethical organization, potential customers will be more
likely to be interested in LOTL. This new position in the marketplace should allow LOTL to
compete even better with other farms that already have established CSAs.
3.0 Plan
To better understand Legacy of the Land, LLC as an organization that can raise awareness and
grow in the future, using the strengths of the organization will be implemented in order to
improve the weaknesses that currently exist. Below are specific objectives that LOTL will need
to focus on immediately, with strategies and tactics to achieve these objectives. Additionally,
there are key performance indicators (KPIs), the timeline of the business plan, and the
expenses allocated for the plan.
3.1 Objectives, Strategies, and Tactics
The table below lists the objectives, strategies, and tactics that are the heart of this strategic
plan.
● Objectives: the main results that develop from the vision of the organization. Four parts
make up an effective objective including: a desired effect, measurable goal, a target
audience, and a deadline.
● Strategies: categories of actions that relate to the fulfilled objectives.
● Tactics: specific actions LOTL will take to fulfill both strategies and objectives.
12. 12
Objectives Strategies Tactics
1. To increase the number of
farmers actively working with LOTL
by adding one farmer per year.
(Benchmark: The current
membership for LOTL is 12 farmers
and has increased by 4 farmers
since 2012)
Rationale: They have grown one
member a year since starting in
2012 and have the capacity to have
25 farmers in the group. Ensuring a
slow but steady integration of
farmers means that as the
organization obtains more vendors
they will keep with demand.
● Provide salient
information
about LOTL.
● Media relations
● Create formal
recruitment booklet
and program to appeal
to farmers.
● Utilizing pre-existing
connections in the
area such as the ISU
Horticulture Club and
the Agriculture Alumni
board
● Give media pitches to
The Pantagraph,
WGLT, WJBC and
Great Plains Media
2. Create an organizational
communication plan between the
farmers and the officers of LOTL and
implement within the year.
(Benchmark: LOTL currently does
not have a communication plan.)
Rationale: With the implementation
of an organizational communication
plan between the farmers and
officers of LOTL, it helps ensure the
successful transition to a CSA. As
the organization grows and gains
more vendors, building a
communication framework for
everyone in the organization will be
vital.
● Organizational
resource
improvement.
● Create an effective
plan with a detailed
budget.
● Develop a
MailChimp e-mail
account for LOTL
farmers and
executives.
● Create
documentation and
logs for produce
grown and sold each
season between
farmers.
13. 13
3. To increase the awareness of
LOTL for health conscientious
citizens who are unaware of CSAs
by 50% at the end of 2017.
Benchmark: 66% of the target
community knows nothing to very
little about CSAs.
Rationale: The survey “How much
do you know about Community-
Supported Agriculture (CSAs)”
shows the 66 percent of people with
little to no knowledge about CSAs
leaving significant room for
improvement.
● Audience
involvement.
● Partner with Uptown
Normal and
Downtown
Bloomington to
attend upcoming
festivals and fairs.
● Strengthen social
media accounts with
creative content
(add Instagram to
the mix).
● Redesign
educational
brochures about
CSAs.
● Increase traffic to
social media
accounts.
● Hold a farmer and
customer “potluck”
dinner at a different
farm each month
using seasonal
produce.
4. Obtain new CSA members
through recruitment implementation
by the end of the year.
Benchmark: This is a new endeavor
for LOTL meaning they do not have
an original benchmark. Previously,
they successfully sold produce to
Gifts in the Moment, a non-profit
dedicated to providing produce for
underprivileged families.
Rationale: Legacy of the Land is
establishing measures and
● Two-way
communication
● Hold at least 5 “Meet
Your Farmer”
sessions at various
small businesses
● Hold a “free share”
contest on social
media channels
● Establish regular
contact with local
media networks
● Distribute
advertisements to
local businesses
regularly.
14. 14
3.2 Critical Success Factors
The following table describes four categories of factors that could affect Legacy of the Land,
LLC both positively and negatively while trying to fulfill the proposed objectives in section 3.1.
• Opportunities: Instances where LOTL can instill advantages in the situation to both
expand and build its reputation.
• Barriers: Potential opposition to the organization that can be situational, attitudinal and
environmental.
• Environment: Internal and external factors that influence LOTL as an organization.
• Resources: Included are the employees and materials used in the operation of LOTL.
Objectives Opportunities Barriers Environment Resources
1. To increase the
number of farmers
actively working
with LOTL
Enables the
group to
expand its
operations and
share more
resources.
Finding farmers
that match the
sustainable
farming principles
that LOTL
promotes
Secures and
strengthens
group’s
operations
Increase time
devoted to
searching for
farmers
Allows the
group to reach
a wider range
of the public
Consumers may
already have a
CSA share or buy
chemical free
produce
elsewhere
Familiarizes
farmers with
target publics
Utilize
connections
within the
agricultural
community.
resources in order for this to be
successful. The group needs more
promotion materials in order to have
a sustainable and successful CSA
program in the future.
● Provide visual
representations of
what would be
featured in CSA box
15. 15
2.Create an
organizational
communication plan
between the farmers
and the officers of
LOTL.
Allows for
group cohesion
and a clear
communication
between all
members
For some farmers
it may take a
longer amount of
time to adjust to
new system
Builds stronger
relationships
between
members of the
group
Implement
marketing intern
to ensure the
integration of the
plan is successful
3. To increase the
awareness of LOTL
for health
conscientious
citizens who are
unaware of CSA’s.
.These newly
enlightened
citizens will
gives LOTL an
opportunity to
be their choice
as a CSA
Consumers are
unaware of the
health benefits
and contribution
towards the local
economy they
could have from
eating chemical
free produce.
Educates
unaware public
and builds
relationships
Utilize the
marketing intern
to promote LOTL
as the choice
CSA in the area
for all of the newly
enlightened
citizens
4. Increase CSA
members through
recruitment
implementation.
Gives
customers a
unique option
for purchasing
chemical-free
produce from
many local
farms.
The cost of joining
a CSA is high for
most consumers.
Having to pay
$450 on just the
vegetables they
consume for 22
weeks seems
expensive.
Another obstacle
faced is that they
have a limited
choice of
vegetables based
on which ones are
in season.
Builds
relationships and
reputation with
the target public
Increase time
dedicated to
promotion of CSA
16. 16
3.3 Key Performance Indicators (KPIs)
KPIs are specific measurements that track LOTL’s intermittent progress towards achieving its
objectives. For each objective, overseers of LOTL will need to periodically monitor the progress
of the organization, and compare it to the original benchmark.
Objective 1 -- Increase the number of farmers actively working with LOTL by adding one farmer
per year.
● Benchmark -- Ensure that LOTL is adding new members at a sustainable rate, by adding
one new member a year. The organization currently does not have a system or is using
resources to add these new members, and has rather added more as they come to
know about LOTL.
● KPI -- Seek out and make contact with potential new members during inactive periods
(October-April) through recruitment campaign and monitor progress each month.
● Recruitment should be established through media channels, social media, and in person
meetings.
Objective 2 -- Create an organizational communication plan between the farmers and the
officers of LOTL and implement within the year.
● Benchmark -- The organization currently operates by an unorganized e-mail system and
lack of communication by phone. There is no systematic way to reach LOTL members.
● KPI -- Implement a formal communication outreach system at the beginning of the year,
to be used by all members of LOTL.
● Analyze usage and ask for feedback from members monthly.
Objective 3 -- To increase the awareness of LOTL for health conscientious citizens who are
unaware of CSA’s by 50% at the start of 2017.
● Benchmark -- There is currently little to no promotion for LOTL as their marketing
manager position is not being utilized. They have done a few CSA fairs and limited
social media outreach.
● KPI – Advertise marketing manager internship position to Illinois State and Illinois
Wesleyan students during slow season (October) and implement the position by
January. (See Appendix C.)
● Have marketing manager position monitor and analyze outreach efforts periodically.
Objective 4 -- Increase CSA membership of Bloomington-Normal residents through customer
recruitment implementation by the end of the year.
● Benchmark -- LOTL has never done a member CSA to the general public before, and
has relied on orders to separate vendors. This is a brand new endeavor for the group.
● KPI -- Establish a set schedule for outreach events once a month for the year.
17. 17
● Establish stronger presence on social media channels like Facebook and Instagram,
monitored by the marketing manager.
3.4 Budget & Resource Allocations
Legacy of the Land, has allotted a $1,500 to the strategic plan as a part of their
advertising budget for the year. In their bylaws this is the amount set aside every year to use.
This $1,500 budget is broken down to offer LOTL an itemized list of expenses for specific
tactics (see Appendix A). Some of these tactics may be used annually and will incur costs from
this allotted budget every year. In future planning there will need to be adjustment for inflation
for expenses.
This budget offers opportunities for LOTL like they have never had before. The budget
allows them to reach new audiences, attract new consumers, and add farmers to their business.
A simple tactic to be used is advertising in The Pantagraph. This newspaper appeals to
audiences in the area of operation for Legacy of the Land, The Pantagraph claims that
advertisements from their paper reach 87 percent of individuals in the Bloomington-Normal area
within seven days. For Legacy of the Land, this tactic alone is a huge opportunity to reach
individuals in the area that may have otherwise never heard of them before. The cost included
for this tactic is based on advertising for February through May, a four-month period of
advertising before the growing season starts.
LOTL cannot be reliant on just one form of advertising though, and that is why Cloud
Consultants have chosen to advertise on radio stations WGLT, WJBC, and Great Plains
Media to reach local residents. The cost to advertising with these three media outlets would cost
approximately $800 a month. The implementation of this tactic is meant to be done during the
same time period as advertising in The Pantagraph, during the months leading up to the
growing season and after it starts. This is to be done at the digression of LOTL as they see fit. It
costs $200 per month to run an advertisement in The Pantagraph.
There is $200 allotted to print the formal recruitment booklet prepared by Cloud
Consultants, programs that will be created by the intern and flyers that will be distributed
through Uptown Normal. The printer of choice for Cloud Consultants is Office Max, which
charges $0.59 to print per page. This gives 338 copies combined of flyers, programs, and formal
recruitment booklets to be printed in whatever quantities LOTL is in demand of.
There are some minor expenses in the budget as well, like the allotment of $20 to be
spent during the meeting with the ISU Horticulture Club to buy pizza. In order to increase traffic
toward the social media pages of LOTL, there is $100 allowed to boost posts and increase
traffic to LOTL pages. The idea to hold an event for farmers and customers to have a “potluck”
dinner at a different farm each month, using seasonal produce is rationed $100. Another idea in
the budget is to hold five “Meet Your Farmer” sessions at various small businesses. This idea is
allocated $50 for potential costs that may occur with event set up or costs to be at a particular
business.
This budget prepared by Cloud Consultants is considering the implementation of all of
these tactics at least once, and comes to a total of $1,120. This leaves LOTL $407.72 left in the
budget to implement tactics that they see fit more than once. The use of these tactics should
allow LOTL the ability to reach almost all individuals in the Bloomington-Normal area. This will
allow LOTL to reach their full potential by having orders to fill and utilizing all available
resources, compared to not utilizing all of their farming resources like they do now.
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3.5 Timeline (beginning with the proposal’s acceptance/approval)
To ensure the progress of the plan for LOTL, a guideline to implement specific tactics
was created. The plan illustrates when each tactic should start and be completed to visualize
the entire spectrum of the plan. The first objective will occur at the beginning of the year before
the rush of planting and harvest from January from the beginning of April. During this time, the
goal is to increase the number of farmers for LOTL in time for planting season and harvest.
The second objective overlaps with first because it takes place from January to July. The
majority of this work will take place during the off-season to help develop the communication
plan within the organization. During the months of May to July, the major job will be creating a
more cohesive internal communication structure.
The third objective will take the majority of the year because it is important for LOTL as
an organization to be constantly be trying to raise their awareness for health conscientious
citizens of Bloomington-Normal. From the end of August to the beginning of November the
GANTT timeline purposefully scarce because of that will be the busiest time for LOTL farmers
during harvest. In the months of November through December the concentration for LOTL will
be to focus on the fourth and final objective to recruit new members and customers to become
involved with LOTL.
3.6 Evaluation Method & Anticipated Results
To determine if this plan was successful, LOTL will have to evaluate the efforts of this plan.
Below lists directions for evaluations and alternatives if implemented objectives, strategies, and
tactics are unsuccessful.
Objective 1 -- Increase the number of farmers actively working with LOTL by adding one farmer
per year.
● If one new farmer is added the plan was successful.
● Evaluate response to recruitment materials distributed, and determine adjustments to
recruitment process. (see Appendix D).
Objective 2 -- Create an organizational communication plan between the farmers and the
officers of LOTL and implement within the year.
● Implementation of MailChimp and guidelines for farmers should be recorded.
● Ask feedback from farmers about effectiveness of MailChimp account.
Objective 3 -- To increase the awareness of LOTL for health conscientious citizens who are
unaware of CSA’s by 50% at the start of 2017.
● Evaluate efforts of marketing manager through outreach efforts. (see Appendix C).
● Record attendance of potential customers to events and determine effectiveness.
● Plan for adjustments and customer preferences for different events.
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Objective 4 -- Increase CSA membership of Bloomington-Normal residents through customer
recruitment implementation by the end of the year.
● Evaluation for this requires looking at 2016 season and seeing areas of adjustment for
recruitment of members.
● If it was not a successful season, identity weaknesses in communication efforts.
Appendices
A. Budget (See first attached page.)
B. Timeline (See second attached page.)
C. Internship Application.
Description of Marketing Manager Internship
Legacy of the Land, LLC is a small network of family farmers spreading across central
Illinois with an emphasis in sustainable agriculture. Small farms and farmers do not always have
the accessibility that their larger counterparts do. Legacy of the Land, LLC is a growing
sustainable farming network that provides various restaurants, BroMenn hospital, farmer’s
markets, non-profit Gifts in the Moment, with chemical-free produce. LOTL is focused on
growing and sharing resources among networked farmers so their businesses can be
strengthened in any economic climate.
We are currently searching for one or two highly positive and motivated students who
are looking to pursue a career in Public Relations, Mass Media, Agricultural Communication or a
related field. Applicants must have a working knowledge of Photoshop or InDesign, experience
in web design, and exceptional written and verbal communication skills. Those who wish to
apply to become the marketing manager can receive course credit and free produce as
compensation.
General intern duties will include the following:
● Managing social media accounts (Facebook and Instagram)
● Implementing and monitoring MailChimp account
● Attending monthly Legacy of the Land meetings
● Planning and organizing “Meet Your Farmer” and outreach events
● Media relations outreach
● Writing pitches for events and opportunities
Those applying to the internship can use the official School of Communication for course credit
linked here:
22. 22
References
Bridging the gap between local farmers and consumers: Establishing a workplace CSA through
legacy of the land cooperative in Bloomington, IL. (n.d.). In N/A. (Reprinted from N/A,
2015)
Contact us. (n.d.). Retrieved March 21, 2016, from The Pantagraph website:
http://www.pantagraph.com/contactus/
CSAs near Normal, IL. (n.d.). Retrieved March 21, 2016, from LocalHarvest website:
http://www.localharvest.org/csa/
McEachern, M. G., Warnaby, G., Carrigan, M., & Szimigin, I. (2012). Thinking locally, acting
locally? Conscious consumers and farmers' markets. Journal of Marketing Management,
26(5-6), 395-412.
Smudde, P. (2015). Managing public relations methods and tools for solid results. New York,
NY: Oxford University Press.
