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Lesson 4 Resources
Marketing Plan Framework
This Assessment Tool contains real world examples, guiding principles, practical worksheets, and information that can help you complete a 4E-based marketing plan for your business.
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Strategy Implementation and Evaluation
Marketing Objectives and Strategies
Once the previous steps are completed, the operator sets marketing objectives. In general, marketing objectives must be:
- Achievable and realistic
- Expressed in clear numeric terms such as dollars ($), percent (%), number, or other quantitative measures (for example, “Increase the occupancy rate by 5 percent in the next year” or “Increase the average seat turnover from 1.8 to 2.5 for dinner in the next year”)
- Time-specific--containing a specific business deadline for achieving the goals; (for example, six months, next year, next two years, etc.)
- Partially achieved by adding 4E strategies.
4E Offering Strategies
To accomplish the marketing goals, the business operator needs to seek proper 4E offering strategies. 4E offerings are broadly defined to include not just tangible goods and instrumental services but also the 4Ps (Property, Product Presentation, Promotional Application, and People) that also contribute to the experiential offering.
Developing 4E offering strategy requires (re)designing or selecting goods, services, and experiences to better meet the needs and preferences of the selected target market segments as well as addressing the SWOT for your organization. While considering all the analysis results and marketing objectives presented before, think about how you can specifically enhance value for the customer through 4E aspects of your total offerings.
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These materials were developed as part of the Southern Rural Development Center’s National e-Commerce Extension Initiative. They are based upon work supported by the Cooperative State Research, Education, and Extension Service, U.S. Department of Agriculture, under Award No. 2005-45064-03212
Any opinions, findings, conclusions, or recommendations expressed in this publication are those of the author(s) and do not necessarily reflect the view of the U.S. Department of Agriculture or the Southern Rural Development Center. |
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