The document provides guidance on how to write an effective marketing plan in 3 steps:
1. Start with an executive summary and define measurable marketing objectives based on understanding strengths, weaknesses, and business environment.
2. Conduct a thorough internal and external situation analysis using a SWOT framework to identify target markets and guide strategy.
3. Develop strategies and an implementation plan to achieve objectives, then establish tracking and evaluation metrics to ensure success.
An understanding of start-ups, the entrepreneurial buzzword. The strategy for branding cost stripped start-ups effectively with a glimpse of cost effective Social Media strategy.
Some interesting start-up stories to understand the concept by example.
An understanding of start-ups, the entrepreneurial buzzword. The strategy for branding cost stripped start-ups effectively with a glimpse of cost effective Social Media strategy.
Some interesting start-up stories to understand the concept by example.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Integrated marketing commuinication plan an IMC plan Ahmed Hazzaa
An IMC plan presentation for an Egyptian company called Kaha faced a development crisis during the 90's in this presentation providing a new design for the packaging and new target segment among the youth in the Egyptian society and new form of distribution
The internet has changed how students and families search for and choose a school. Now more than ever, a strong online brand is crucial to your private school marketing plan – and that includes your web site, social media, advertising and tracking. A savvy online presence not only increases your school's exposure, it gives you more return on investment. This presentation will tell you where to start, what to include, and how to make your online marketing campaign successful. [The Association of Boarding Schools TABS Conference, December 2013, Presented by Agnes Stawicki, Our Kids Media]
The Ultimate Guide To Creating A Brand Marketing PlanMash Bonigala
Watch the video version of this presentation at https://www.youtube.com/watch?v=giwggfKZnDs
Now more than ever, brands need a robust and complete marketing plan – even before they have named their company. I am not kidding. Your marketing plan – which includes crucial sections such as brand strategy, positioning, brand naming, brand identity development, product development and pricing, outlining your distribution, sales, and retention plans, marketing channels, and campaigns etc should be the first thing to start working on when you have decided to launch a new brand.
Read the full article at https://www.spellbrand.com/the-ultimate-guide-to-creating-a-brand-marketing-plan
These slides are from our brand management training program. With our Brand Plan training, we will show you how to come up with the vision, purpose, goals, analysis, key issues, strategies, execution plans and measurements.
At Beloved Brands, we help brands find growth and we make brand leaders smarter.
We were to create an IMC plan in order to execute our strategies for H&M. We created a new campaign with a "home sweet home" theme in order to expand their H&M Home line in other major cities. We also made recommendations for H&M in terms of PR, media, advertising, and etc. This is a PDF version of our IMC plan that also includes designs of our H&M Home Loyalty program cards, advertisement, and screenshot examples of social media. Template/designs by Savannah Kuang and loyalty program design by Mekynzi Sotello.
Creating a Strategic Marketing Communications Plan explores the role of marketing communications in your organization, describes research tools, reviews the elements of a marketing communications plan and shows you how to create a strategic marketing communications plan.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Integrated marketing commuinication plan an IMC plan Ahmed Hazzaa
An IMC plan presentation for an Egyptian company called Kaha faced a development crisis during the 90's in this presentation providing a new design for the packaging and new target segment among the youth in the Egyptian society and new form of distribution
The internet has changed how students and families search for and choose a school. Now more than ever, a strong online brand is crucial to your private school marketing plan – and that includes your web site, social media, advertising and tracking. A savvy online presence not only increases your school's exposure, it gives you more return on investment. This presentation will tell you where to start, what to include, and how to make your online marketing campaign successful. [The Association of Boarding Schools TABS Conference, December 2013, Presented by Agnes Stawicki, Our Kids Media]
The Ultimate Guide To Creating A Brand Marketing PlanMash Bonigala
Watch the video version of this presentation at https://www.youtube.com/watch?v=giwggfKZnDs
Now more than ever, brands need a robust and complete marketing plan – even before they have named their company. I am not kidding. Your marketing plan – which includes crucial sections such as brand strategy, positioning, brand naming, brand identity development, product development and pricing, outlining your distribution, sales, and retention plans, marketing channels, and campaigns etc should be the first thing to start working on when you have decided to launch a new brand.
Read the full article at https://www.spellbrand.com/the-ultimate-guide-to-creating-a-brand-marketing-plan
These slides are from our brand management training program. With our Brand Plan training, we will show you how to come up with the vision, purpose, goals, analysis, key issues, strategies, execution plans and measurements.
At Beloved Brands, we help brands find growth and we make brand leaders smarter.
We were to create an IMC plan in order to execute our strategies for H&M. We created a new campaign with a "home sweet home" theme in order to expand their H&M Home line in other major cities. We also made recommendations for H&M in terms of PR, media, advertising, and etc. This is a PDF version of our IMC plan that also includes designs of our H&M Home Loyalty program cards, advertisement, and screenshot examples of social media. Template/designs by Savannah Kuang and loyalty program design by Mekynzi Sotello.
Creating a Strategic Marketing Communications Plan explores the role of marketing communications in your organization, describes research tools, reviews the elements of a marketing communications plan and shows you how to create a strategic marketing communications plan.
Twenty one years on, with more than 60,000 New Zealand businesses having been given a helping hand, it seems inconceivable that the uniquely Kiwi success story that is Business Mentors (BMNZ), hung by a fragile thread in its early years.
Through the work of over 1,800 independent volunteer business mentors BMNZ enables people with recognised skills and success to put something back into their own communities. It provides a mentoring service to any businesses that are trading with evidence of accounts facilitating access to a wide variety of volunteer mentors (who give their experience, skill and knowledge free of charge, apart from a one off $150 registration fee).
IMPROVING YOUR COMPETITIVE EDGE
A Marketing Plan is a written strategy for selling the products/services of a new business. It is a reflection of how serious a company is in meeting the competition head on, with strategies and plans to increase market share and attract customers. An effective Marketing Plan is backed by carefully collected market, consumer and competitor information, sometimes citing professional advice.
How to Create an Effective Sales Funnel for Your Business: A Step-by-Step GuideSOFTTECHHUB
This guide provides a comprehensive, step-by-step approach to creating an effective sales funnel for your business. It starts by emphasizing the importance of deeply understanding your target audience through detailed market research and buyer persona development. The guide then covers key strategies for creating brand awareness, engaging leads, and converting them into loyal customers. It delves into tactics for aligning your solutions with customer needs, optimizing each stage of the sales funnel, and continuously gathering and acting on customer feedback. By following the principles outlined in this book, business owners can build a sales funnel that effectively attracts, nurtures, and converts their ideal customers, driving sustainable growth for their company.
A marketing plan is a document that contains information with the direct impact on the firm's marketing strategy that facilitates the alignment of decision makers.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
1. HOW TO WRITE A MARKETING PLAN
How to Write a Marketing Plan
What is a Marketing Plan
A marketing plan provides direction for your marketing activities. Marketing plans need not be long or cost a lot to put together.
Think of it as a road map, with detailed directions on how to get to your destination. Sure there may be a few bumps in the road,
perhaps a diversion or two, but if the marketing plan is carefully researched, thoughtfully considered and evaluated, it will help the
organization achieve its goals. The marketing plan details what you want to accomplish with your marketing strategy and helps you
meet your objectives.
The marketing plan:
• Allows the organization to look internally in order to fully understand the impact and results of past marketing decisions.
• Allows the organization to look externally in order to fully understand the market in which it chooses to compete.
• Sets future goals and provides direction for future marketing efforts that everyone in the organization should
understand and support.
• Is a key component in obtaining funding to pursue new initiatives.
A marketing plan includes these elements:
• Summary and Introduction
• Marketing Objectives
• Situation Analysis
• Target Markets
• Strategies
• Tracking and Evaluation
1
2. How do I begin? Where do I start?
Summary and Introduction
Your marketing plan should start with an executive summary. The summary gives a quick overview of the main points of the plan. It
should be a synopsis of what you have done, what you plan to do, and how you are going to get there.
Although the executive summary appears at the beginning of the plan, you should write it last. Writing the summary is a good
opportunity to check that your plan makes sense and that you haven’t missed any important points.
Marketing Objectives
Your marketing objectives should be based on understanding your strengths and weaknesses, and the business environment in
which you operate in. They should also be linked to your overall business strategy.
For example, suppose your business objectives include increasing visitation by 10 percent over the next year. Your marketing
objectives might include targeting a promising or emerging new market segment to help achieve this growth.
As with any strategic initiative a marketing plan should start with objectives. Your marketing objectives will guide your entire
marketing initiative and be used for evaluation. Without objectives you may get off-track and will not know when you have reached
your ultimate goal.
Your objectives often focus on your specific target market(s). Objectives must:
• Be measurable in quantitative terms, such as number of visitors, sales volume, and so forth. By having quantitative
objectives, you will have a clear target to strive toward and will know when the objective has been achieved.
• Be framed within a specific time period.
• Be outcome based. In other words, what is the end result you are looking for?
Example:
The overall goal of Bisbee’s tourism marketing program is to create enhanced public awareness through a comprehensive marketing
campaign that will result in increased overnight visitation. Bisbee has 290 rooms in various hotels, motels and bed & breakfast
establishments; they would like to see a 10 percent increase in occupancy. The city also has approximately five dozen retail and
service merchants, as well as more than 30 lodging and bar and restaurant establishments; they anticipate an increased economic
impact measured through tax revenues, or an additional $500,000. Bisbee’s marketing program has the following objectives:
• Increase overnight visitation from leisure travelers thus positively impacting tax revenues on an annual basis; increase
visitation by 10 percent.
• Increase the length of time visitors stay in Bisbee and convert day trip visitors to overnight visitors thus positively
impacting bed tax revenues; increase length of stay from ½ day to one overnight.
• Promote the community as a viable and worthy destination of choice in the off-season (May through December), especially
capitalizing on summer traffic.
• Maximize limited marketing dollars to enhance Bisbee’s desirability as an overnight destination to targeted audiences during
the high-season (January through April). Leverage marketing dollars through the TEAM program and identify one new
funding source.
Situation Analysis
A situation analysis details the context for your marketing efforts. In this section you will take a close look at the internal and
external factors that will influence your marketing strategy, this is called a SWOT analysis. A SWOT analysis combines the external
and internal analysis to summarize your Strengths, Weaknesses, Opportunities and Threats.
2
3. A strength is an asset or a resource that can be used to improve a community’s competitive position, such as a natural attraction,
historic buildings, or a strong retail base. A weakness is just the opposite, a resource or capability that may cause your community
to have a less competitive position, which can adversely affect tourism. For instance, empty commercial space or unattractive
vacant buildings are categorized as weaknesses. Opportunities are developed from a tourist destination’s strengths, or set of positive
circumstances, and can include tourist overflow from a nearby metropolitan city or the opportunity for special events within your
community. Threats are viewed as problems that focus on your weaknesses and which can create a potentially negative situation.
Depressed commercial activity or a competing tourist destination’s growing summer music festival are examples of threats.
You need to look for opportunities that play to your strengths. You also need to decide what to do about threats to your business and
how you can overcome important weaknesses.
INTERNAL EXTERNAL
+ Strengths Opportunities
- Weaknesses Threats
Example:
• Strength: A destination with amazing natural assets;
• Weakness: Hiking paths are in disrepair; creek is dry during summer months;
• Opportunities: Initiate a volunteer tourism program where visitors can help build and maintain trails.
• Threats: Target market also views another town with more dollars to have similar assets.
Your SWOT analysis might help you identify the most promising customers to target. You might decide to look at ways of integrating
adventure tourism or volunteer tourism into your marketing programs and use pod casts on the Internet to reach customers. And you
might start to investigate ways of raising additional investment to overcome your financial weakness.
This section also considers:
• The rationale for your marketing efforts.
• The resources available within your organization and how these might facilitate or inhibit your marketing strategies
• A review of your past marketing efforts; what was successful and what was not successful. This will help you make
decisions regarding your current efforts..
• Trends and recent changes, nationally and regionally, that might influence your marketing strategy. This includes
demographic, social, and economic trends.
• Competition analysis. Who are your primary competitors, who are their target markets, what are they offering their visitors?
Most importantly, how are you different? Differentiation can be based on numerous factors: price, product, service quality,
location, and many others. In this section also consider who are your partners and allies and how can you work with them
to achieve your marketing objectives.
3
4. Additional Information on Trends
Some of the following trends should be considered as you develop targeted promotions and programs.
• Shorter Trips, Closer to Home: Even more than six years after the events of 9/11, people are still taking shorter trips closer
to home, a trend also related to the rising gasoline prices.
• Gen X and Extreme Gen X Markets: Target audiences in these markets are typically coming from short haul destinations or
Arizona’s neighboring states. While these travelers do not spend as much money and travel as far as our established affluent
Baby Boomer market, they have the potential to do so as they grow into their careers and family lives. By establishing
Arizona as a premier travel destination with them now, they will continue to look at vacations in Arizona as they grow older
and move into a higher income bracket.
• Empty Nesters and Affluent Boomers: As the Baby Boomer population begins to turn 60, the leisure time they have available
for travel increases. This group is the wealthiest, most educated and most well-traveled generation in U.S. history.
• Wellness Travel: In response to this growing domestic trend, AOT has made Arizona’s wellness product offerings more
visible to consumers, including advertising featuring spas and outdoor recreation.
• Increased International Travel: Research and visitation numbers show that France, Belgium and the Netherlands
present an emerging opportunity for Arizona. In addition to these new markets, China continues to grow in
importance as the tourism market of the future. While it is not a primary international market for FY08,
it is on the radar screen for future international marketing development.
• Culinary Tourism: Culinary travelers, defined as those who travel for unique and memorable eating or drinking experiences,
make up roughly one-fifth of the U.S. leisure traveling population. Compared to the average leisure traveler, wine and
culinary travelers are more affluent, better educated, and take part in more activities while traveling, making this a large,
active, and lucrative market for destinations and other travel marketers.
• Web-Based Travel Research and Planning: More and more travelers turn to the Internet for information on travel destinations,
room rates and availability, booking and other travel options.
Target Markets
The concept of target markets is one of the most basic, yet most important aspects of marketing. There is no such thing as the
“general public.” It is unrealistic to think that you can attract everyone. Defining your target market helps you decide where to commit
resources and what kinds of promotional methods and messages to use. Define your target market(s) specifically in terms of:
• demographics: age, income, marital status, employment status.
• psychographics: reads magazines, attends sporting or cultural events, dines out once a month, member of a frequent
flyer club.
• residence: where does your market live?
• social group: affluent couples without children, affluent families with one or more kids, young families with one or
more children, singles.
• activities: what do they want to do, includes vacation versus business travelers, visiting friends and family versus strictly
vacation travel, as well as specific activities such as visiting cultural sites, resort visits, and golf
• motives or benefits: what are people trying to get out of their trip, what are they looking for?
• past experience: have the people in your market visited your area before (i.e., repeat visitors) or are they first time visitors?
• planning frame: how far in advance do people in your market plan their trips; one week, one month, or
are they spontaneous?
Target Market: Empty Nesters, Affluent Boomer Families, 45 to 64, $125,000 annual income In relationships, Travel 4 to 6 times a year for leisure, Live in suburban areas around cities, One or more kids
4
5. Example:
The following are examples of selection of target markets based on demographics, residence (geographic location), and activities.
With limited resources Bisbee plans to target in-state metropolitan markets with an emphasis on Tucson and Phoenix. Tucson is
only 90 minutes from Bisbee and Phoenix is three hours. Bisbee plans to target the lucrative niche markets of the historic heritage
and cultural arts traveler. According to a study conducted by Northern Arizona University, 70 percent of the visitors have an annual
household income above $50,000 and an average age of 52 years, and 36 percent are from Arizona.
Kingman focuses primarily on the domestic market. Their out-of-state markets tend to be within the Western region, mostly the
neighboring states of Nevada, California, Utah and New Mexico – visitors mainly travel by automobile. They specifically target
residents and visitors in the Colorado River region of Arizona and Nevada with a winter campaign. They also incorporate a few
advertising projects that reach a national audience with an emphasis on reaching culture and heritage travelers and automobile
enthusiasts. In addition, they also target the in-state drive markets with an emphasis on Route 66 oriented travel.
Prescott targets cultural heritage tourists, outdoor enthusiasts, and climate-conscious travelers who match their demographic profile.
Prescott area lodging organizations estimate that more than 75 percent of their visitors come from the Phoenix metro area. The area is
also accessible for those traveling by automobile from the contiguous states of California, New Mexico, Nevada, Colorado and Texas.
They target mature travelers with time and discretionary income.
Strategies
Strategies are simply action plans that detail how the marketing variables of product, price, place and promotion (commonly referred
to as the four Ps of marketing) are used to attain the marketing plan’s annual objectives and overall strategies.
Your marketing plan is how you put your marketing strategy into practice. It’s worth highlighting the main points of your strategy
in your marketing plan.
To understand the market well, you will need to break it down into different segments – groups of similar customers or travelers. For
example, you can break the business market down into businesses of the same size and in the same sector.
For each segment, you need to look at what customers want, what you can offer and what the competition is like. You want to
identify segments where you have a competitive advantage. At the same time, you should assess whether you can expect high
enough sales to make the segment worthwhile.
Often the most promising segments are those where you have existing customers. If you are targeting new customers, you need to
be sure that you will be able to reach them.
Once you have decided what your target market is, you also need to decide how you will position yourself in it. For example, you
might offer a high quality product at a premium price or a flexible local service. Some businesses try to build a strong brand and image
to help them stand out. Whatever your strategy, you want to differentiate yourself from the competition.
Plan your marketing tactics
Once you have decided what your marketing objectives are, and your strategy for meeting them, you need to plan how you will make
the strategy a reality.
This section should incorporate your target markets, especially those that are primary. Consider the four Ps:
• Product: specifically define what you are offering your visitors, and how it is different from what is offered by others.
• Price: the price for your product and a justification of your pricing decision.
• Place (distribution): the way in which you will get your product to your market(s); directly offered to visitors or via travel
agents and/or tour operators. If you choose to focus on more than one market, prioritize your markets to help you decide
where resources should be committed.
5
6. • Promotion: the way you plan to promote your product. This section includes your advertising, publicity, sales promotion
and public relations strategies. Your media schedule should be included in this part of the marketing plan.
If you sell a service, you can extend this to 7 Ps:
• People: for example, you need to ensure that your employees have the right training.
• Process: the right process will ensure that you offer a consistent service that suits your customers.
• Physical evidence: the appearance of your employees and premises can affect how customers see your service. Even the
quality of basic items such as menus, can make a difference.
Your marketing plan must do more than just say what you want to happen. co n
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It must include how you will make sure that it happens.
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The plan should include a schedule of key tasks. This sets out what will
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be done, and by when. Without a schedule, it’s all too easy to get bogged Product Price
down dealing with day-to-day tasks and lose sight of what you are trying
to achieve.
It should also assess what resources you need. For example, you might
need to think about what brochures you need, and whether they need
to be available for electronic distribution (by e-mail or downloaded from
your Web site). You might also need to look at how much time it takes to
sell to customers and whether you have enough staff.
Place Promotion
The cost of everything in the plan needs to be included in a budget. If
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your finances are limited, your plan will need to take that into account.
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You may also want to link your marketing budget to your sales forecast. st in
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Example:
The Prescott Area Coalition for Tourism (PACT) a regional destination marketing organization, has developed itineraries to effectively
market the Prescott area’s natural beauty, outdoor recreation options, historical attractions, and the extensive offerings of special
events and festivals.
Based on the Prescott area’s assets, PACT has successfully identified and implemented a creative marketing theme entitled “History
Lives On!” Their marketing message is selected to appeal to the array of key target markets. The message resonates with consumers
who have a fascination with the excitement, romance and mystique of the Old West that extends beyond the bounds of the U.S. to
a worldwide audience. The Prescott area recognizes the need to capitalize on the western heritage, and broaden the appeal to include
more regional product. Their ads and collateral materials feature images of contemporary cowboys and incorporate copy points on
special events and itineraries throughout the region such as golf, hiking, shopping and back-road adventures where history is literally
living on.
Each Prescott area advertisement features copy, the motto “History Lives On!” and representative images associated with the
traditional west or a featured itinerary. Based on reader response cards, the Prescott message gets the readers attention. More
than 16,000 requests for Prescott information were received in FY2004. Nearly 43,000 leads were received through reader response
mechanisms in FY2005. The first seven months of FY2006 generated 12,000 leads.
Their marketing activities include:
• Magazine advertising;
• Newspaper advertising;
• Web-based promotional programs;
• Itinerary/events collateral pieces;
• Extensive public relations to obtain positive media coverage.
6
7. Tracking
This section of your plan should include plans and procedures for tracking each type of marketing activity you are using. Tracking
helps monitor the effectiveness of each marketing activity and is especially helpful with your overall program evaluation.
Here are some types of media along with ideas for tracking their effectiveness. The techniques will vary depending on your product
type and market.
• Display advertising - With traditional consumer publications, tracking can be done through the use of different phone
numbers, special offers (specific to that advertisement or publication), or reference to a specific department to call for
information. When those calls come in, your call-center staff must be prepared to record the information so the results can
be tallied for that publication.
Many publications also include Reader Service Listings or business reply cards that allow the reader to circle a number that
corresponds to your ad on a mail-in postcard in order to get more information about your product or service. While you may
get a lot of junk requests (competitors, shoppers, or literature collectors), you also can get some good leads. Keep a record of
these leads and follow-up on the final result.
• Direct marketing - With postal mailings, tracking is relatively simple. Include on the mailing label a code (called a key code or
a source code) that corresponds with the mailing list so you know which list is producing, and instruct your call-center staff
to record the information by asking the customer for the code. You can also include customer numbers here and record
repeat orders without the problem of re-entering their information into your customer database.
For telemarketing campaigns, tracking is also relatively simple since a live person is communicating with the customer
throughout the entire process, in most cases.
• TV or radio ads - These require similar tracking methods as consumer publications. They can be tracked through the use
of unique phone numbers, special offers (specific to that advertisement) or reference to a specific department to call for
information. Again, when those calls come in, your call-center staff must be prepared to record the information so the results
can be tallied for that particular spot. Another less exact method, if you’re marketing on a very large scale, is to track
immediate sales along with the timing of the advertisement.
• Internet marketing - Usually, this is easily tracked because it is based on click-throughs or page impressions. Your Web
administrator should be able to provide reports that indicate the number of click-throughs that actually led to the purchase
of your product. Also unique URLs that direct to your Web site to track users response to a specific promotion or campaign.
You may also experience call-in sales as a result of your Web site activity. Make sure your call center is aware and records
the information accurately.
• Promotions - Most closed promotions are basically “self-tracking” because they require the customer to do something, such
as fill out an entry form (trackable), turn in a coupon, return a rebate slip (trackable), or log-on to a Web site to claim a prize
(also trackable). Open promotions, such as sales, require a little more work to track, although they can be tracked in a general
way by noting increased sales for that time period, store, region, or whatever the parameters of the sale.
• Events - An event is also tricky to track. You know how many people attended, but do you know how many sales occurred
as a result? You can issue coupons at the event that can be tracked, offer other special deals, or even allow attendees to join
a special club. You have to be creative in order to track the true sales results of a big event.
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8. • Trade Shows - A trade show’s effectiveness can be tracked by collecting the right information at the show and following
up on it. These results must also be tallied and recorded. The success of trade show attendance can be measured by the
number of consumers who requested information from your booth, or the number of tour operators or travel agents who
requested specific information on your destination or business.
• Database - Before your marketing plan is kicked off, make sure you have the database structure in place to record this
information. Use codes for every level of information so that you can sort by various specifications. This takes a lot of
planning, as well as training for your staff. Setting up the records with drop-down boxes for selecting preset information
such as product number, list codes, publication codes, or department codes, will make your records much more consistent
and usable.
• Data Analysis & Storage - The tabulated results and customer information is very valuable information. Make sure you
routinely back up the system where this data is kept and keep copies in safe places. The customer data is extremely valuable
to your future direct-marketing efforts, and must be keyed in correctly and accurately.
Example:
Bisbee will review its objectives twice a year to evaluate the achievement of their goals. In addition, Bisbee monitors the monthly
attendance figures for the Bisbee Visitor Center and the two most attended attractions: the Queen Mine Tour and the Bisbee Mining
& Historical Museum. They monitor their Web site hits and the amount of time people spend on the site. They monitor the monthly
and yearly tax revenue figures for accommodations (bed tax), food & beverage, and retail sales as well as total taxable sales. The
figures are compared on a monthly basis as well as a yearly basis. On a comparative monthly basis they look at what happened the
year before; how did they market their destination this year as opposed to last year; what special events occurred to spur an increase
(or decrease), and if the weather might have been an influence. When their numbers go up, either on a month-to-month basis or on
a yearly basis, they cautiously feel their marketing efforts have been successful. They hope to have an increase of 10 percent per year
in all tax revenues and 10 percent in attendance figures to call their efforts a profitable success.
Evaluation
The final section addresses the manner in which you will measure your success and in what ways your objectives have been met.
Although often overlooked, this section is vitally important as it helps determine the success of your marketing efforts. It also assists
in reporting Return on Investment (ROI) to members, constituents, etc. Methods for evaluation of marketing efforts are different for
each type of marketing project. Your methods of tracking will help in your evaluation. As an example, for print placement, you can
measure the number of leads generated by a magazine or newspaper ad. For a Web site, the number of page views or the number
of Web-based requests for products or services can be measured. Public relations efforts can be measured by the number of articles
written about your community or business in newspapers and magazines, and the residual media value. The success of trade show
attendance can be measured by the number of consumers who requested information from your booth, or the number of tour
operators or travel agents who requested specific information on your destination or business. Additional evaluation techniques
include attendance at an event from year-to-year, or a visitor research study to determine who is visiting and how they found out
about you.
An evaluation may include the following: Leads generated through the marketing program – direct marketing efforts, Internet
leads, number of inquiries as a result of advertising efforts, travel trade shows, Familiarization (FAM) tours, number of visitors, hotel
occupancy rates, or hotel sales tax revenues.
The most important questions should be asked
• Did we reach our goal?
• Was the marketing campaign successful?
• Were we able to determine Return on Investment? (Please note that ROI refers specifically to dollars returned for
dollars invested.)
• Did our efforts result in Conversion? In other words, were we able to convert an inquirer to a visitor?
• Can we utilize our database to survey, capture additional information or to establish a Customer Relationship
Management program?
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9. Tips for Writing a Marketing Plan
A good marketing plan:
• Sets clear, realistic and measurable targets – for example, increasing visitor attendance by 10 percent;
• Includes deadlines for meeting targets;
• Provides a budget for each marketing activity;
• Specifies who is responsible for each activity.
Poorly thought-out objectives will cause problems. For example, you might set a target for the number of new inquiries. But if none
of these inquiries turn into actual visitation, you will have increased costs without any benefits.
Make it Happen
A plan will not happen by itself. You need to make someone responsible for monitoring progress and following up on overdue
activities. Reviewing progress will also help you learn from your mistakes so that you can improve your plans for the future.
Control
As well as setting out the schedule, the plan needs to say how it will be controlled. You need an individual who takes responsibility
for pushing things along. A good schedule and budget should make it easy to monitor progress. When things fall behind schedule, or
costs overrun, you need to be ready to do something about it and to adapt your plan accordingly.
From time to time, you need to stand back and ask whether the plan is working. What can you learn from your mistakes? How can
you use what you know to make a better plan for the future?
Resources
The following is a listing of agencies and organizations that conduct or maintain tourism-related research, or are contacts for
information on specific topics.
Arizona Office of Tourism: The Research & Strategic Planning Division has a variety of statistics that can help with a marketing plan,
strategic plan, general information, and much more.
Web site: www.azot.gov
Arizona Bureau of Land Management: Provides information on lands managed by the Bureau of Land Management in Arizona.
Web Site: www.blm.gov/az/st/en.html
Arizona Department of Commerce: The Office of Economic Information and Research serves as the state’s clearinghouse for economic
information and manages strategic research related to Arizona’s economy. The Office also provides information and analyses of
trends, opportunities, best practices, market issues and department/program impacts.
Web Site: www.azcommerce.com
Arizona Department of Economic Security: Provides population statistics and labor market information, which includes Census 2000
data, employment and wage estimates by occupation for the state, metropolitan areas and counties.
Web Site: www.de.state.az.us
Arizona Department of Revenue: Provides tax revenue for tourism-related sectors.
Web Site: www.revenue.state.az.us
Arizona Department of Transportation: The Transportation Planning Division provides traffic count estimates for Arizona’s roads
and highways.
Web Site: www.dot.state.az.us or for specific traffic counts www.tpd.az.gov
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10. Arizona Hospitality Research and Resource Center at Northern Arizona University: Provides information and service to the research
needs of hospitality and tourism industries in Arizona and throughout the southwestern United States, provide specific areas of
research and study, including economic impact of tourism, visitor demographics and profiles, customer satisfaction, marketing,
resident attitude surveys, workforce issues, and ecotourism and sustainability issues.
Web Site: www.nau.home.nau.edu/ahrrc
Arizona State Parks: Provides economic impact of Arizona State Parks and visitation estimates.
Web Site: www.pr.state.az.us
Arizona State University Center for Competitiveness and Prosperity Research: A public service research unit of the W. P. Carey School
of Business at Arizona State University, the Center for Competitiveness and Prosperity Research specializes in applied research
relating to the economics and demographics of Arizona and the metropolitan Phoenix area.
Web Site: http://wpcarey.asu.edu/seid/ccpr/index.cfm
Eller College of Management at University of Arizona: The Economic and Business Research Program provides information on the
economic impact of Mexican visitors to Arizona and publishes the monthly newsletter Arizona’s Economy.
Web Site: www.eller.arizona.edu/explore/
Greater Phoenix Economic Council: Provides statistical information on the Greater Phoenix area and the 14 communities that surround
the area. The Information Center includes information on demographics and the labor force, as well as quality of life studies.
Web Site: www.gpec.org or for the Information Center www.gpec.org/InfoCenter
International Air Transport Association: Provides information on aviation areas including traffic and financial statistics, economic
analysis and market research.
Web Site: www.iata.org/
National Bureau of Economic Research: A private, non-profit, non-partisan research organization dedicated to promoting a greater
understanding of how the economy works, includes data on expenditures, fluctuations and growth.
Web Site: www.nber.org
National Park Service: Public Use Statistics Office provides park visitation for areas administered by the National Park Service.
Web Site: www.nps.gov, for specific visitation statistics http://www2.nature.nps.gov/stats/
Phoenix Sky Harbor Airport: Provides current and historical data on airport operations, including passenger traffic and economic
impact information.
Web Site: http://phoenix.gov/AVIATION
Population Reference Bureau: Provides information on U.S. and international population trends and their implications, searchable
database contains data on 95 demographic variables for more than 220 countries, 28 world regions and sub-regions, the world as a
whole, and the United States.
Web Site: www.prb.org
Statistics Canada: A source for Canadian social and economic statistics and products, including community profiles.
Web Site: www.statcan.ca
Travel Industry Association of America (TIA): A leader in domestic and international travel economic and marketing research,
providing statistical information to the industry, seeks to meet the needs of TIA members and the travel industry in general by
gathering, conducting, analyzing, publishing and disseminating economic, marketing and international research that articulates the
economic significance of the travel and tourism industry at national, state and local levels.
Web Site: www.tia.org
Travel and Tourism Research Association: Association for travel and tourism research professionals, including state tourism office
researchers and academic professionals.
Web Site: www.ttra.com
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11. U.S. Bureau of Economic Analysis: A division of the U.S. Department of Commerce, provides economic information specifically about
the gross domestic product.
Web Site: www.bea.gov
U.S. Bureau of Labor Statistics: Provides information on labor economics and statistics.
Web Site: www.stats.bls.gov
U.S. Bureau of Transportation Statistics: A division of the U.S. Department of Transportation that provides transportation statistics.
Web Site: www.bts.gov
U.S. Census Bureau: Agency responsible for Census data from 2002.
Web Site: www.census.gov
U.S. Department of Commerce Office of Travel and Tourism Industries: Collects, analyzes and disseminates international travel and
tourism statistics for the United States, including inbound and outbound travel to the United States and abroad.
Web Site: www.tinet.ita.doc.gov
World Tourism Organization: Serves as a global forum for tourism policy issues and a practical source of tourism know-how and
statistics; includes information on Yearbook of Tourism Statistics, compendium of tourism statistics.
Web Site: www.world-tourism.org
References
Ali, Moi. 2001. Marketing Effectively. New York. Dorling Kindersley.
Andereck, Ph.D., Kathleen. 2005. Marketing Plan Outline provided to AOT. Unpublished.
Businesslink.gov.uk. 2007. Write a Marketing Plan. United Kingdom Small Business Service.
Luther, William. 2001. The Marketing Plan: How to Prepare and Implement It. New York. American Management Association.
Nykiel, Ph.D., Ronald., Jascolt, MHM, Elizabeth. 1998. Marketing Your City, U.S.A: A Guide to Developing a Strategic Tourism
Marketing Plan. New York. The Haworth Hospitality Press.
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