Our plan for reaching people and turning them into customers of our services…

Strategic Marketing Planning for KT

1. Rresearch and Analysis

2. Creative Infusion
3. Strategic positioning
4. Marketing plan Development and Training
5. Implementation
6. Evaluation and Adjustment.

This article presents a new approach to strategic marketing planning for the tourism industry. It
emphasizes quality, efficiency, and effectiveness in the marketing process. The framework presented
shows tourism marketers how to analyze their marketplace and to develop a strategic marketing plan to
increase sales in their target customer segments. The authors recommend a six-step approach to
strategic marketing planning for the tourism industry. These steps include needs analysis, research and
analysis, creative infusion, strategic positioning, marketing plan development and training,
implementation, evaluation, and adjustment. The framework is designed to provide a road map for
almost any tourism organization or destination and to help enhance and improve their marketing
efforts. It is a strategic marketing system that aims to stretch marketing dollars through planning,
monitoring, and evaluation, but it is also action-oriented to benchmark and counter competitors'
strategies with built-in performance measures and evaluations.

INFORMATION TECHNOLOGY APPLICATIONS IN HOSPITALITY AND TOURISM

The tourism and hospitality industries have widely adopted information technology (IT) to reduce costs,
enhance operational efficiency, and most importantly to improve service quality and customer
experience.

Social media as a destination marketing tool

Social media are gaining prominence as an element of destination marketing organisation (DMO)
marketing strategy at a time when public sector cuts in their funding are requiring them to seek greater
value in the way marketing budgets are spent. Social media offers DMOs with a tool to reach a global
audience with limited resources. The aim of this study is to explore the usage of social media among the
DMOs of the top 10 most visited countries by international tourists. The study uses content analysis and
semi-structured interviews to examine the usage and impact of social media marketing strategies and
identifies a framework of best practice for other national tourism organizations (NTOs) to learn from.
The study argues that social media usage among top DMOs is still largely experimental and that
strategies vary significantly.

Consumer behaviour in tourism: Concepts, influences and opportunities

Although consumer behaviour (CB) is one of the most researched areas in the field of tourism, few
extensive reviews of the body of knowledge in this area exist. This review article examines what we
argue are the key concepts, external influences and opportune research contexts in contemporary
tourism CB research. Using a narrative review, we examine the CB literature published in three major
tourism journals from 2000 to 2012. Of 519 articles identified and reviewed, 191 are included in this
article. We examine the development of and scope for future research on nine key concepts, including
decision-making, values, motivations, self-concept and personality, expectations, attitudes, perceptions,
satisfaction, trust and loyalty. We then examine three important external influences on tourism
behaviour, technology, Generation Y and the rise in concern over ethical consumption. Finally, we
identify and discuss five research contexts that represent major areas for future scholarship: group and
joint decision-making, under-researched segments, cross-cultural issues in emerging markets, emotions
and consumer misbehaviour. Our examination of key research gaps is concluded by arguing that the
hedonic and affective aspects of CB research in tourism must be brought to bear on the wider CB and
marketing literature.

Strategic planning for local tourism destinations

This paper reports on a study of the planning practices of local tourism destinations. The tourism plans
of 30 local tourism destinations in Queensland, Australia were analysed to determine the extent to
which sustainability principles, namely strategic planning and stakeholder participation, were integrated
into the planning process. Utilizing a tourism planning process evaluation instrument developed by
Simpson (2001), it was found that local tourism destinations are not integrating sustainability principles
in their planning processes.

Travel Agency Threats and Opportunities: The Perspective of Successful Owners

In-depth interviews with 19 owners of exceptionally successful US-based conventional travel agencies
revealed negative public perceptions of travel agencies to be the main external threat facing the sector.
Misplaced faith in Internet-based cybermediaries, unqualified travel agents, negative mass media
coverage and failure to attract young entrants were constituent sub-themes. Public outreach was
identified as the main opportunity to counter these perceptions, with inherent interest in travel and the
need for geographical awareness revealed as sub-themes. Other threats were unfavorable relations with
some vendors, and geopolitical and economic uncertainty. Other opportunities were niche products and
markets, Internet technologies, and consolidation and reduced competition.

TOURISM AND HOTEL COMPETITIVENESS RESEARCH

Competitiveness has been a subject of study in the manufacturing and related sectors since the early
1990s. However, only recently have some researchers started to examine the tourism and hospitality
competitiveness, both conceptually and empirically, with a particular focus on tourism destinations and
the hotel industry. The goal of this article is to review the published studies on destination and hotel
competitiveness, provide critiques, and point out future directions in tourism and hotel competitiveness
research. Such a review shall provide researchers with a good understanding of the current status of
competitiveness research and with a vision for advancing the existing knowledge of destination and
hotel competitiveness.

………..

Provide unparalleled service to the tourists, local and international, of Botswana in order to gain repeat
business and build trust. This will include providing superior service in all phases of the transaction,
including timely follow-through.

Our strategy is to grow the business by nurturing clients, differentiating the service from our
competitors, particularly through service and staff behavior. All criteria from customer
satisfaction, service provision, price competitiveness to staff attitudes are to be looked at
thoroughly in the initial stages as areas for improvement. Alliances and collaboration with hotels,
lodges and travel agencies are to be adopted as strategies for market penetration. Training will be
conducted on a regular basis to ensure that our staff is fully meeting customer expectations.

Through the implementation of a fair, effective and competitive remuneration policy we intend
to optimize our human resource output and advancement. We need the right people in the right
place at the right time if we are to ensure optimum growth. We intend to develop our team so
that our people can grow as the company grows - a mutually beneficial relationship. We are
currently vigorously searching and recruiting the right people for our organization.

SWOT Analysis

We intend to enter a highly lucrative market in a rapidly growing economy. We foresee our
strengths as the ability to respond timeously to the market dictates and to provide custom
designed travel excursions to travelers. Our key personnel will have a wide and thorough
knowledge of the areas we intend to take travelers, which will go a long way towards penetrating
the market. Below are the summarized strengths, weaknesses, opportunities and threats.

Strengths

 Diversified client base: This will reduce our dependency on one particular market.
 Combination of skills in employees: The directors intend to engage well-qualified and
experienced employees to jointly develop business strategy and long-term plans, so as to attain
company objectives.
 Extensive advertising and marketing: The company will undertake extensive advertising and
marketing, promoting both its name as well as service/product awareness. Hence an aggressive
and focused marketing campaign with clear goals and strategies shall be one of our mainstays.

Weaknesses

 Lack of a reputation in comparison to our competitors. This is due to the fact that we are still
new on the market. However this shall be addressed as shown in the marketing section of this
plan.
  The introduction of new organizational practices and personnel who have not
previously worked together presents a challenge to the organization.
  A limited financial base compared to the major players in the industry.
  Lack of clear strategic allies.
5.1.3 Opportunities

 Current drive by government towards encouraging the participation of indigenous

entrepreneurs in tourism presents an opportunity which we may fully utilize.
 Current growth rate of tourism presents an opportunity for ourselves which we may take
advantage of. This is further supported by the current marketing campaigns by both the
government and regional tourism body, the Regional Tourism Organization of Southern Africa -
RETOSA, aimed at promoting tourism into the region.
 Presently there is no reliable public transportation company to take tourists to areas of interest.
 International tourism trends indicate that today's traveler wants a more enriching experience
than that provided by conventional 'sun and sea' vacations.

5.1.4 Threats

The present growth in the tourism sector may result in an increasing number of firms entering the
market. This may led to increased competition emerging from a variety of given sources
including:

 Established travel agencies, hotels and lodges may look at the development of new lines and
vertically integrate transportation so as to provide additional services to clients.
 New marketing strategies and tactics by established companies aimed at providing excursions of
our intended nature.
 Existing competition.
 Other start-up travel companies generated by healthy nationwide economic and tourism
growth.

5.2 Marketing Strategy

One core element of our strategy will be that of differentiation from our competitors. In terms of
marketing we intend to ensure that our name and services are marketed on an extensive basis so
that customers are aware of our existence. In price, we intend to offer reasonable and competitive
prices in comparison to competition and we need to be able to sustain that. Our service
marketing will strive to ensure that we establish long relationships with clients.

Marketing Expenses

Initial marketing and training expenses will be relatively high as we seek to become known on
the market and staff get trained in the professional provision of our services. This will be brought
about by the development of sales literature and advertising expenses. As our market share
increases and capital is generated, further marketing programmes and the expansion of those in
existence at the time will be undertaken, to ensure market development. However with time these
programmes will start generating revenue for the business, which we shall in turn reinvest.

5.2.1 Pricing Strategy

Sephats Tours will be competitively priced in relation to the dictates of the market. Due to the
introductory nature of our services we intend to implement a penetration pricing strategy which
will ensure that potential customers are not frightened away by our prices, up until our services
are appreciated and fully operational. However this will dictate that our costs are prudently kept
so as to ensure our financial goals come to fruition. This is reflected in our prices as stated in the
services description of this plan charging close to PX per kilometre per person. Each trip will
include an average of eight to ten persons.
We intend our income structure to match our cost structure, so as to ensure that the salaries we
pay to our employees to assure good service are balanced by the cost we charge to the customer.

5.2.2 Promotion Strategy

This strategy will be based primarily on informing potential customers of the existence of our
services and making the right information available to our target customer. The intention will be
to highlight the benefit of utilizing our service(s), which will include:

 Access to exclusive travel destinations

 Service to fully appreciate destinations through information packages, and not just sight-seeing
 Access to special interest travel according to the groups preferences

In such a market we cannot afford to appear in or produce second-rate material with poor labels
that make our services look less than they are. Hence we intend to leverage our presence using
quality brochures and other sales literature, including promotional material such as pens,
complimentary slips and pads. We intend to spread the word about our business through the
following:

1. Advertising: This shall be undertaken through trade and industry publications, which are read by
tourists, as well as the local newspapers. A constant look out will be made of any special
editions in the local newspapers, which may provide an opportunity for us to advertise our
services and business name.

Sephats Tours will also be advertised through professionally done brochures, and other
such sales literature, which allow enough detail to be communicated about the services
offered by the company. This literature will be mainly targeted at potential clients and
placed or made available at strategic points, such as travel agencies. With time we also
intend to utilize billboards to advertise ourselves, likewise located at strategic points.
Hence we intend to design and put up posters communicating the services we provide
located around hotels, lodges, airports and other such areas where tourists typically pass
by. However in doing so we always intend to obtain the consent of the respective
authority.

2. Personal Selling: Undoubtedly customer solicitation face-to-face will be a powerful form of

promotion mainly due to the fact that its flexibility will enable us to match the customer's needs
to specific attributes of our services as well as giving concise details of what we have to offer.
Another important determinant in utilizing personal selling is the fact that we are relatively new
on the market. As such, potential customers/clients will, to a certain degree, be skeptical
towards the intended service(s) and how they are able to benefit from them.

In cases where the opportunity of obtaining a large order exists it may be necessary for
the top management to go out personally, especially considering the fact that we are still
a relatively new firm on the market. However this shall be the situation in the majority of
cases due to our relative infancy.

3. Direct Marketing: This will be used but only to a limited extent in the form of telemarketing and
informing potential customers and obtaining referrals where possible. In the case of
telemarketing it will involve our targeting potential customers of our services and informing
them of our existence and destinations. We may then arrange for an appointment with the
respective decision-maker, with the intention being to lure them into utilizing of our services.
 4. Events: These are increasingly becoming important as more firms establish in the country and
hence the need to be known. The organization aims to promote itself through attending trade
shows and expositions. Not only will these increase awareness of our services and business
name, but also enable us to interact with potential clients who may decide to utilize our service.
Trade shows that come to mind include Botswana International Trade Fair (BITF) and BITEC.

5. Internet Marketing: The increasing growth of the Internet as an information source provides an
opportunity for ourselves that we may exploit. This is particularly so in view of the increasing
dissemination of information over the World Wide Web, as individuals and groups look at
obtaining the best deal possible. More often than not these individuals and groups seek out
information over the Internet due to its relatively low cost and ease of use helping to minimize
time wasting. However this will require adequate planning so as to ensure that all information
on the website is accurate and up-to-date, ensuring we market a professional image. This will
mainly serve foreign tourists and other interested stakeholders.

In all the above we intend to communicate our ability to deliver a good service that will satisfy
the customers needs. Hence our messages will influence the engagement decision of prospective
customers by emphasizing our customer focus and, persuade prospective clients that we are
different from our competitors. All the above promotional tools shall be well integrated and
utilized in tandem so as to maximize their effect.

5.2.3 Positioning Statement

Sephats intends to offer a unique service to all of its customers, primarily travelers, so as to
position itself as the premier travel provider in Botswana. This shall be undertaken through
provision of affordable, comfortable and luxurious transport as well as informative insights about
the various sights and areas. These excursions will be tailored to the individuals'/groups' interests
and thus providing enjoyment and satisfaction. Our competitive advantage shall be our customer
orientation and friendly staff who shall go at lengths to ensure the customer is served and fully
satisfied.

Through our reasonable charges and satisfying excursions we intend to attract a large portion of
the market, both directly and indirectly. Hence all promotional material and campaigns shall be
directed to fulfilling our intended positioning on the market.

5.3 Sales Strategy

For the short term at least, the selling process will depend on personal selling/networking and
advertising to lure and inform potential customers about the services we offer and the benefits of
utilizing our services. Our marketing does not intend to affect the perception of need as much as
knowledge and awareness of the service category.

5.4 Strategic Alliances

In today's competitive environment it is becoming increasingly essential for organizations to

concentrate on their core activities so as to gain and maintain a competitive advantage. This
brings out the advantage of undertaking strategic alliances with organizations that the firm may
benefit from and visa versa. Sephats Tours intends to establish strong partnerships with several
hotels, lodges and travel agencies so as to be able to deliver customer wants. These alliances will
assist in ensuring that we obtain a regular stream of customers from various establishments.
At this writing, strategic alliances with several companies are possibilities, given the content of
existing interest and discussions. However ultimately it is the quality of our service(s) and the
skill and experience of the staff that will attract customers. During the start-up phase word-of-
mouth from satisfied customers will play a large part in increasing awareness and gaining
exposure for our services.

5.5 Corporate Social Responsibility

Sephats Tours recognizes the fact that as it is involved in the tourism sector of the overall
economy there is need to be involved in a wide range of social responsibility engagement
programmes so as to invest back into the community in which we operate. We believe that
through our social responsibility programme we can indeed assist in improving peoples lives. We
believe that if we are to contribute to development in a sustainable way, we need to support
numerous projects.

However, before we commit ourselves to projects we intend to ensure that they will be beneficial
to the community, particularly in the long term. We know that we cannot address all the
development needs of our society. Where we can, we assist and sometimes may form
partnerships so as to increase capacity.

One of the ways the company intends to be involved in corporate social responsibility is through
organizing cleaning campaigns with various communities. Basically this will involve briefing the
community on the advantages of having a clean environment, now and in future. In order to
entice the community to get involved in these campaigns, as well as to increase awareness about
our business and services we intend to give out T-shirts and caps with our company name. These
campaigns will also assist in us being perceived and appreciated as a good corporate citizen.

How to write a successful tourism marketing plan in 10 steps

A successful marketing plan is an essential and powerful business tool.

Not only does it focus on the why, how, when, where, who and what of your marketing, but also
outlines the specific, measurable steps you need to take to achieve your goals.
AND, it will give your tourism business the power to:

 Plan for business growth

 Meet and exceed industry benchmarks
 Uncover gaps, opportunities and trends
 Keep your mission at the core of all activities
 Focus your resources and inspire your staff
 Create content and track, test, and tweak the ROI (return on investment)
 Measure the effectiveness of each marketing campaign
 Reach more of your target audience
 Boost your customer base
 And ultimately, increase sales

Marketing and specifically, having a PLAN for your marketing is crucial to the success of your
tourism business. Think of it as your roadmap to success. Click To Tweet

Sadly, many small tourism businesses settle for the less than inspiring goal – “sell more this year
than last year so we don’t go broke”.

The reasoning behind this attitude is most likely because they don’t know where to start with a
marketing plan or know how powerful a business tool it really is.

To help your business succeed, we suggest working your way through these ten simple, yet
highly effective steps below.

Within a short-time you will have created your 2019 Tourism Marketing Plan.

Step 1 – Reflect on the Previous Year

According to Harvard Business School, reflecting on what we’ve done teaches us to do it more
effectively the next time around.

Conduct a marketing review of what worked, what did not, what could be improved and what
scope you have for new initiatives. You’ll most likely be amazed at how much you did
accomplish in 2018!

Also, use your history to work out your numbers – month on month income, room occupancy,
new vs returning – whatever figures are important to your unique tourism business. These figures
will become a driving factor in what defines the success of your marketing in 2019.

TIP:
Use this review to create in-house benchmark figures for crucial elements such as customer
attraction, satisfaction and loyalty, what results you’d like to exceed.

Step 2 – Research Your Industry

Researching the current market trends and actual figures in tourism helps gauge the climate in
which you are doing business.
By reviewing your industry trends, competitor successes and failures you can avoid repeating
any mistakes made and capitalise on any successful initiatives.

You can also benchmark your unique tourism offering against industry standards to provide
another measurement for success.

TIP:
To gain this type of information you may need to undertake the research yourself. However, first
stop is your regional Visitor Information Centre, as well as local and state Tourism Industry
Associations.

Information supplied by South Australian Regional Tourism Profiles

Step 3 – Analyse Your Competitors

With the advent of technology and the online world, small tourism operators can know more
about their competition than ever before.

A competitive analysis covers the strengths and weaknesses of your competition.

By performing a thorough competitor analysis, you will be able to:

 Identify gaps in the market

 Develop new products and services
 Uncover further market trends
 Market and sell more effectively

Keep in mind, there are two types of competitors you may be facing.

1. Direct competitors are businesses that offer a product or service that could pass as a similar
substitute for yours, and that operate in close proximity.

2. Indirect competitors provide products that are not the same as yours, but could satisfy the
same customer need or solve the same problem.

TIP:
These are some common questions to ask yourself when undertaking a marketing competitor
analysis:

 Who are your competitors – direct and indirect?

 What is their product or service offering?
 How much market share do they have?
  What were their past marketing strategies?
 Are they using the same strategies now?
 How aggressive are they on the advertising front?
 How competitive are they?
 Are their strengths and weaknesses the same as yours?
 How big of a threat are they to you?
 How do their strategies affect your business?

Step 4 – Write Your Mission Statement

While so often overlooked, your mission statement is cruical as it shapes the culture of your
individual business.

It is what you do/the core of the business and from it comes the goals and finally, what it takes to
reach those goals.

It drives the business by conveying your reason for being to your staff, stakeholders and guests.

Every piece of content you create should be rooted in your mission statement, from the tone of
voice to the call-to-action.

Mission statement questions look like:

 What do we do?
 Whom do we serve?
 How do we serve them?

Examples from the tourism industry

TripAdvisor
“To help people around the world plan and have the perfect trip.”

Virgin Atlantic Airways

“To embrace the human spirit and let it fly.”

Tourism Australia
“To make Australia the most desirable destination on earth.”

TIP:
Your marketing and content strategy should support your business mission statement — think of
it as the HOW of what you do.

This helps you stay on track, true to your brand and true to your goals.

Step 5 – Undertake a SWOT Analysis

A SWOT analysis refers to strengths, weaknesses, opportunities and threats and is a simple
yet powerful planning tool.
It is one of the easiest ways to learn more about your business and where it sits in the external
and internal environment.

SWOT divides an overall environmental analysis into two components: internal issues (strengths
and weaknesses) and external issues (opportunities and threats).

TIP:
This level of analysis enables a tourism business to determine whether there are factors present
that will aid in the achievement of specific marketing objective (due to an existing strength or
opportunity) or if there are obstacles that must be overcome before the desired outcome can be
realised (due to weaknesses or threats).

Step 6 – Determine Your Ideal Target Audience

An essential element in your marketing plan is knowing who you want your marketing
campaigns to connect with.

You don’t just want anyone and everyone – you want to create a very clear picture of who your
ideal customers are.

They’re the ones your marketing messages will hit home with, who love and appreciate what you
offer and will happily pay the price you charge.

You may have several audiences, but the clearer you become, the easier it is to:

 Understand their why for choosing your tourism business

 Shape your product and service offering
 Set your price points
  Align the efforts of your management, marketing, sales and customer service teams
 Know what types of marketing campaigns will be most attractive
 Understand and easily hone in on particular benefits and features in your marketing
 Create key messages and content that truly resonates and connects with your ideal audience

TIP:
Start by creating an ideal customer avatar for your tourism business offerings. This will enable
you to relate on a personal level to your target audience and will set the tone, content and
marketing strategies. A great place to start is by using The HubSpot Ideal Customer Avatar (Free
Tool).

Step 7 – Define Your 4Ps

Your marketing mix is the combination of factors your small tourism business can control to
promote your brand, attract and influence customers to purchase your product.

The 4Ps are a central part of your marketing plan and are made up of:

 product
 price
 place
 promotion

The easiest way to define your 4P’s is to ask yourself a series of questions relating to each
element.

Product

 What does your customer want from your product or service? Does it satisfy a specific need?
 How and where will your customer use your product?
 What features and benefits does your product have?
 How is your product different from the offerings of your competitors?
 What does your product look like in terms of colour, shape and size?
 What is the name of your product?
 How will you brand your product?

Price

 What is the customer’s perceived value of your product?

 Are there established price points for the product or service you offer?
 How will a small increase or decrease in price affect bookings and sales?
 Are your customers price sensitive?
 Can you undercut your competition without hurting your bottom line?
 What discounts can you offer?
 Can you offer extra value that will allow you to charge more for the product?

Place

 Where do people look for products such as yours?

 Who offers products similar to yours?
  What distribution channels do you need and how can you access them?
 Do you need a sales force or intermediaries to help you sell?
 Where are your competitors selling their products?

Promotion

 Can you reach your customers through traditional advertising channels such as TV, radio, press
or outdoor advertising?
 How can you promote your business to consumers online & using social media?
 Are there certain times of the year when your customers are more likely to buy?
 How do your competitors promote their products?
 What ideas of your competitors can you use?
 How can you promote your products differently than your competitors?

TIP:
You can use the above questions to help you define your 4 P’s. Your answers in turn will help
you determine which direction to take in terms of marketing strategy and tactics.

Step 8 – Set your SMART Goals

Your marketing goals need to be tied in to your overall business goals.

Examples might include:

 Increase brand advocacy and awareness – growing the number of people that know about your
tourism business.
 Enhance market penetration – selling more to existing customers.
 Increase lead acquisition – capturing details so you can remarket.
 Market development – selling to new target markets.

However, you need to then go one step further and turn them into tourism SMART goals.

These are:

 Specific
 Measurable
 Achievable
 Relevant
 Time-bound

“If it can’t be measured it can’t be managed” – Peter Ducker

By having clear and manageable goals, you can more effectively direct your resources and most
importantly, you can measure the success of your marketing strategy.

TIP:
What is so wonderful about the digital age is that your online marketing efforts can now be
measured so it is easy to create SMART goals. Examples include – Increase website traffic by
30% by the end of 30 June 2019. Increase email subscribers each month by 100.
Step 9 – Outline Your Strategies & Tactics

Now that your SMART goals for your tourism business are set, you can then create the strategies
and tactics you will use to reach these goals.

Put simply, the strategy is HOW you will achieve your goal and the tactic is the WHAT.

This forms the actionable steps of your marketing plan and the timing to put them into place.

Your strategies could be achieved by using any or all of the following:

 Printed marketing collateral

 Signage
 Online & digital marketing
 Social media
 Websites
 PPC advertising
 Traditional media (press, radio, TV, outdoor)
 Trade shows and events
 Public relations
 Email marketing
 Referral campaigns & word of mouth
 Lead generation

You may find it easiest to list your tourism SMART goals and then make bullet points of what
strategies can support each goal, as well as what target audience you’ll reach.

From this, you can then expand into each tactic and explain the actions needed – for example this
could include your social media calendar or your content marketing plan.

Let’s take the first SMART goal in Step 8 – to achieve this you may need to create regular
content and post on social media. You may also wish to create a PPC campaign.

TIP:
When creating your action plan for executing your strategies and tactics, make sure you include
what metrics you will use to measure your success! If you don’t analyse your campaigns, you’re
wasting your precious dollars.

Step 10 – Set Your Budget

In your business plan, you detailed the entire financial side of your business.

But in your marketing plan, stay focused strictly on marketing related activities.

How much do you plan to spend on marketing and promotion throughout the next year, and how
much will the action items you listed above cost you?

And where will this money come from?

TIP:
Make sure that you are realistic about what tactics you can employ in the coming year – keeping
in mind what internal and external resources you have available.

It is one thing to clearly identify your target market, objectives, strategies and action plan – but
you need to ensure you can pay for the resources to get it done!

Step 11 – Get to It!

Once you’ve worked your way through these steps, your successful tourism marketing plan will
include the following elements:

 Executive Summary (write this last)

 Mission Statement
 Industry & Competitor Review
 SWOT Analysis
 Target Audience
 Marketing Mix
 Objectives & SMART goals
 Strategies & Action Plan
 Budget
 Evaluation & measurement

Of course, now you have a marketing plan, don’t let it sit in a draw and gather dust. Put it into
action and review it monthly and quarterly.

If a strategy is not working, review and refine it.

And remember, if you don’t have a plan – all roads lead there!