Q1. Section 4: The StrategyPDF course book pages 477 – 478
- The strategy: Why did you choose the strategy you did? Consider including a brief discussion of alternatives that were considered and discarded
- The offering: Provide details on the features and benefits of the offering, as well as price options.
- The communication plan: How will the offering be launched? What will the ongoing communication strategies be? This section is likely to be fairly broad and will require collaboration with communication partners such as your firm’s advertising agency.
- Distribution: How will the offering be sold? Who will sell it? Who will ship it? Who will service it?
Note: This is a major section of the marketing plan and will require significant depth. You are essentially providing all of the marketing details for your new company for the next year.
AI usage is prohibited.
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Remember, the focus of your marketing plan should center on a unique company and product or service. Essentially, you are an entrepreneur marketing your startup company’s unique product or service.
Keep in mind that some of the marketing plan guidelines in the PDF course book refer to existing businesses and product or services. Your focus should be a startup entrepreneurship; therefore, overlook requirements for an existing business.
Q2. Section 5: The BudgetPDF course book pages 479 – 480
- Investment: Provide details about the budget needed to launch and maintain the offering.
- Return: List both short-term and long-term financial goals of the offering, including its projected sales, costs, and net income. This is best shown in a table format.
AI usage is prohibited.
————————————-
Remember, the focus of your marketing plan should center on a unique company and product or service. Essentially, you are an entrepreneur marketing your startup company’s unique product or service.
Keep in mind that some of the marketing plan guidelines in the PDF course book refer to existing businesses and product or services. Your focus should be a startup entrepreneurship; therefore, overlook requirements for an existing business.
