AGA Public Relations

To:

Dorothy Bushnell

From: AGA Public Relations

Date: 10/21/2015
Re:
The Garlic Press Request for Proposal
_____________________________________

AGA Public Relations is pleased to present this proposal to The Garlic Press (TGP). At AGA
Public Relations, we specialize in consumer engagement by creating solutions for organizations.
We understand the new age of communication of what works and what does not. TGP has noticed
a decrease of new customers as well as a lack of relationships between the Illinois State
University (ISU) community and TGP. At AGA Public Relations, we are confident that this
strategic plan will help TGP achieve its goal of increasing a new customer-base. After all, TGP
offers a unique business where passion and people meet.

The strategic plans main point is to increase consumer engagement and loyalty to TGP. AGA
Public Relations will plan beginning May 2016 and ending in May 2017. AGA Public Relations is
focused on increasing TGPs social media engagement through the implementation of an
Instagram account, advertising merchandise and/or food discounts in preview bags at Preview
Week, distributing flyers during Move-in week, as well as obtaining a space in ISUs weekly
newspaper, the Vidette. The plan also proposes the creation of an internship for ISU students,
which will significantly lower the cost of social media efforts.

Thank you for your time and the opportunity to share with you our proposal. We enjoyed working
to create new, innovative ideas. AGA Public Relations sees that this strategic plan will provide
TGP an opportunity to grow and learn more about its organizational environment. We look
forward to hearing from you soon.

Sincerely,

Ali Geary

Gabby Avil

Strategic Plan Project 2015

108 North Street

Normal, IL 61761
(309) 452-8841

Prepared by:
Ali Geary
Gabriela Avila
AGA Public Relations
October 21, 2015

Page 2

Table of Contents

Page
Executive Summary..........................................................................................................................3
1.0 Organization Background .......................................................................................................3-4
1.1 Business definition .........................................................................................................3
1.2 Vision..............................................................................................................................3
1.3 Mission............................................................................................................................3
1.4 Value Proposition............................................................................................................3
1.5 Organization Structure ................................................................................................3-4
1.6 History & Culture ...........................................................................................................5
2.0 Situation Analysis ...................................................................................................................5-8
2.1 Definition & Scope of Situation .....................................................................................5
2.2 Stakeholders Affected ....................................................................................................6
2.3 Competition ....................................................................................................................6
2.4 SWOT Analysis...........................................................................................................6-8
2.5 Market Position.............................................................................................................10
3.0 Plan .....................................................................................................................................10-12
3.1 Objectives, Strategies, & Tactics.................................................................10-12
3.2 Critical Success Factors ..........................................................................................13-14
3.3 Key Performance Indicators ....................................................................................15-16
3.4 Budget & Resource Allocations....................................................................................16
3.5 Timeline.........................................................................................................................16
3.6 Evaluation Method & Anticipated Results....................................................................16
Appendices.................................................................................................................................17-18
A. Budget.............................................................................................................................17
B. Timeline..........................................................................................................................18
References.......................................................................................................................................19

Executive Summary

Page 3

Need to make intro

The Garlic Press (TGP) is a unique business with rich history in the Bloomington-Normal
community. Located in Uptown Normal, TGP has the opportunity to engage with a variety of
consumers ranging from Illinois State University (ISU) students and families, residents of
Bloomington-Normal, and nearby communities. The business has remained successful for almost
40 years due to its unique approach of bringing together food, retail, and people. TGP offers
group cooking classes, a retail store filled with unique products for the home, and a cafe.
TGP feels a disconnect between its store and maintaining customer loyalty. TGP has noticed that
social media has taken precedence for communication between organization and consumer, and
currently struggles to create engagement between itself and its target audience. In addition, TGP
does not have strong relations with ISU students and their families.
The following is a strategic plan to help TGP build customer loyalty and gain prospective
consumers. TGP will first be analyzed, then its existing customer engagement efforts will be
discussed. Finally, the opportunities for growth and issues preventing growth will be evaluated
and assigned strategies. A few objectives for the business, as well as their budgetary requirements,
will be suggested. These include:
Increase relations with incoming ISU freshman and their parents by 30 percent by the end of
move-in week 2017.
Engage with ISU students by participating in more ISU events during the 2016 - 2017 school
year.
Increase appeal among mothers of children aged 0-13 years old by August 2016.
All employees of TGP should be aware of and have read the plan in order to best serve the needs
of the plan and, therefore, the business. Followed closely, this strategic plan will guide TGP to the
success it seeks to achieve.

1.0 Organizational Background

Page 4

1.1 Business Definition

TGP opened in 1974 for business and has evolved through the years into a specialty kitchen,
home business with an attached caf to bring variety to its customers. TGP offers great,
consistent customer satisfaction with group cooking classes, events, unique products, and food
from most seasonal and local ingredients.
1.2 Vision
TGP would like to strengthen its relationship with the Bloomington-Normal community and
be seen as a unique organization that provides specially designed food, products, and social
events for families and friends in the Bloomington-Normal area.
1.3 Mission
TGP will achieve this vision through Facebook and Twitter engagement, and create an
Instagram account, to show images and videos of their products and cooking classes. In
addition, TGP will participate in ISU and Bloomington-Normal events.
1.4 Value Proposition
The Value Proposition covers what makes TGP unique from its competitors. The thesis
describes the unique value of TGP. The proof points provide support for the thesis by
describing the advantages, benefits and strengths of TGP.
Thesis: The Garlic Press is a store that provides its customers with gourmet foods in the
cafe and household products of the highest quality.
Proof Points:

TGP is split into two operations: The Garlic Press Store and
The Market Caf. The store offers customers a wide variety of specialty
cookware and kitchen decor from both designer brands and local crafters.

The cafe serves sandwiches, soups, salads, and cheese plates

-- all of which were prepared in-house or locally.
TGP will celebrate 40-year anniversary
Offers cooking classes to the public: $40 for a three-hour class, $30 for a
90-minute class.
TGP sells a large variety of unique items, has a loyal and returning
customer base, is driven to improve, and hands out a seasonal newsletter to the
community.

1.5 Organization Structure

TGP is open all year Monday through Friday 10 a.m. to 7 p.m., Saturdays 9:30 a.m. to 7 p.m.,
and Sundays 11 a.m. to 4 p.m. There are 35 people on staff at TGP, eight of which are
management/full-time employees. Ten part-time associates work at the store side of TGP, and
16 part-time servers/cashiers work that The Market Caf side. Some of the cafe part-time
employees are ISU students. Ages of all employees range from 18 to 65 years old. The
following chart shows how the TGP business is run by presenting the job titles and its
hierarchal structure.

Page 5

1.5.1 Owners: Dorothy Bushnell & Pam Locsin

Bushnell and Locsin work primarily on the retail end of the store doing daily tasks that help the
business thrive.
1.5.2 Caf Owner: Sarah McManus
Sarah McManus is in charge of hiring and training new and existing employees of the cafe side of
TGP. She oversees four full-time employees: kitchen manager, caf manager, and two bakers.
1.5.3 Caf Manager: Jane Mahlick-Wilson
Hires part-time caf staff and trains new employees.
1.5.4 Retail Receiver: James McManus
Receives delivery items from vendors and keeps track of them on the retail side.
1.5.5 Bookkeeper: Jim Keist
Keeps track of all expenses, delivery, and shipments.
1.5.6 Kitchen Orders: Kate
Orders ingredients for caf.
1.5.7 Baker: Chad Sanders
Bakes fresh bread every morning and prepares ingredients for entire day.
1.5.8 Full-time/Part-time Retail Employees
There are two additional full-time employees, one is the receiver of products and the other is the
organizations bookkeeper. There are 10 part-time employees that work only on the storefront and
provide customer service, cleaning, and point-of-sale operations.

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1.5. Part-time Caf Employees

There are 16 part-time employees that are responsible for taking orders, cleaning, and preparing
dishes.
1.6 History and Culture
In 1974, TGP opened for business and has transformed itself into a local, family-owned business
that sold only cookware specialty into a place where people go to share their passion of food with
family and friends. In 1976, Dorothy Bushnell became the store owner full-time and transformed
TGP from a cookware specialty store into an environment for people to share their passion of
food with family and friends by offering cooking classes.
The culture of TGP relies on its rich history. TGP has a cafe for people to indulge on unique
dishes, and a shop filled with an array of specialty kitchen gadgets and homemade treasures. The
retail side of TGP is cozy and very nicely kept, while the cafe side is a great place to sit and chat
while eating a delicious meal or sweet treat. This organization continues to sell a majority of
hand-crafted foods and cookware, and in addition distributes its newsletters on yellow stock paper
that was popular in the 1970s. Due to great success, TGP has changed locations and expanded its
store to hold more cooking classes and the Market Caf. The Market Caf serves hand-crafted
baked goods, coffees, teas, and cheese from seasonal and local ingredients.

Page 7

2.0 Situation Analysis

TGP has increasing potential to expand its business appeal within the Bloomington-Normal area.
In order for TGP to continue improving, a proper analysis of its current business environment is
necessary. This section details and analyzes TGPs current situation by defining the scope,
stakeholders, competition, and TGPs strengths, weaknesses, opportunities, and threats for
remaining a successful business in Normal. This section concludes with a statement about the
market position that TGP occupies and should maintain.
2.1 Definition and Scope of Situation
Since TGP opened for business in 1974, it has maintained steady sales and loyal BloomingtonNormal customers. TGP is a local, family-owned business that has transformed itself from a
cookware specialty store into a place where people go to share their passion for food with family
and friends. TGP offers a variety of cooking classes, which are opened to the public, from 90minute to three hour sessions. TGP has a caf for its guests to indulge on unique dishes and a shop
filled with an array of specialty kitchen gadgets and homemade treasures. The retail side of TGP
is cozy and very nicely kept, while the caf side is a great place to sit and chat while eating a
delicious lunch or dinner. TGP has exceptional experience with community involvement. It has
contributed to a number of community events including pie contests, selling art and theatre
tickets, aiding in philanthropies of other local businesses, silent auctions, etc.
There is potential to increase that involvement next year with ISU or to have those
businesses return the favor by helping TGP celebrate its 40-year anniversary with some big
celebration/promotion. Rising competition has concerned TGP for its future, especially because of
competitors that are more-savvy users of social media and better with community outreach. TGP
would like to maintain its brand reputation in the Bloomington-Normal community, the
surrounding towns, and with ISU students and their families. TGP has two social media accounts
but does not see much client-organization interaction within the platforms.
TGP faces similar problems because, although it has social media accounts, it does not
benefit much from them because there is no strategic plan. TGP does, however, create a seasonal
newsletter edited by the owners printed on the same vintage yellow paper stock it has used since
the 1970s. TGP could benefit from utilizing a newer strategy of showcasing its products to the
public.
TGP has been paying for a third party professional to update its Facebook and Twitter accounts
for a few years. However, TGP is not utilizing any other social media platforms. One of the more
common mistakes that small businesses make is investing large amounts of money into social
media marketing but not using these platforms in a way that produces profitable results (Freeman,
2015).
Given that TGP has a home-like atmosphere and a wide variety of colorful products, it
would be beneficial to consider operating on Instagram and Facebook rather than Facebook and
Twitter. According to a 2014 study on the top 50 brands and their social media web track results,
more users interacted with content posted to the brands Instagram accounts than with content
posted on other social networking platforms. (Tracy, 2014). Given Instagrams proven success
rate for client participation, TGP would benefit from taking advantage of this interaction with its
clients by posting pictures and/or videos of their featured products or foods on Instagram. This

Page 8

also helps clients visually learn about the original products and will make them want to at least
come into the store to browse around, and hopefully buy something.
While TGP has maintained relations with its older female clients for 40 years, this plan
intends to address TGPs lack of awareness among potential clients--specifically, ISU students
and their families. We plan to increase TGPs social media efforts and involvement within the
Bloomington-Normal community by making its authentic image appeal to younger generations
and emphasize its 40-year anniversary of providing quality products and services in Uptown
Normal.
2.2 Stakeholders Affected
TGPs success or failure depends entirely on its stakeholders. Customers are going to be the
biggest stakeholders for TGP because they are paying for its services and products. If the
customers are not happy, they stop coming to the store or caf, or if it stops getting new customers
in general, then TGP will suffer due to a decrease in sales. A decrease in sales means that there
will have to be cuts in the budget, which also means that TGPs top vendors, like SwissDiamond,
Le Cruset, Harold Imports, and Soft Towels, will suffer from a decrease in business with TGP.
Those budget cuts could also result in downsizing its employees so that TGP can afford to pay
everyone minimum wage. Other small businesses or community organizations in Normal will also
be affected by TGPs success because TGP often helps advertise these local businesses by
handing out flyers, selling tickets to events, helping them raise money, all of which occurs instore.
2.3 Competition
The biggest competitors of TGP are not local, small businesses but, instead, are larger
corporations, like Amazon, Bed Bath & Beyond, and Etsy. These three companies provide
shoppers with an unlimited variety of unique goods similar to products sold at TGP, competitive
prices, and convenience. Amazon is TGPs biggest competitor because it makes shopping easier,
especially for those specific, hard-to-find items that are sent straight to customers doorsteps. Bed
Bath and Beyond is one of TGPs biggest competitors as well because it is much larger than TGP
and can give customers more options at lower prices in local stores and its website. Etsy, while
not a direct threat to TGP, is an online platform where crafty Americans sell homemade products
through their own online store (similar, EBay with more crafts) and are usually low-cost. Items
sold on Etsy are remarkably similar to items found in TGPs retail store. However, these
companies do not offer the unique experience the TGP provides for its guests with each in-store
visit

Page 9

2.4 SWOT Analysis

The analysis of TGPs strengths, weaknesses, opportunities, and threats (SWOT) describes areas
of advantage, disadvantage, growth, and risks to its continued success. Each SWOT item is stated
(aspects) and defined based on what it could/does mean to the company (implications), and then a
correction is offered according to what may work in TGPs favor (possible actions).

Strengths

Weaknesses

Aspects

Implications

Possible Actions

Wide variety of unique

home and kitchen
products.

Creates a fun, right-athome atmosphere.

Always by from the best

high-quality brands.

Loyal customer base.

Positive experiences bring

people back into the store

Thank returning
customers with a quarterly
coupon, gift or special
offer.

Exceptional
Community
Involvement

Shows others that TGP

cares about the
community

Invite community in-store

with special events.

Little to no interaction
with ISU students and
their families

Parents often visit their

child(ren) at ISU and
most dont know that TGP
is an option for food.

Get involved with

Preview and Welcome
Week.

Only utilizes two social

media platforms.

Facebook and Twitter

customer-brand
interactions have
decreased dramatically in
the past year.

Learn how to effectively

use Instagram.

Lack of media coverage.

Little to no content,
articles, stories, or news
that features TGP after
conducting a Google
search.

Invite local news

stations or ISU news
reporters to special events
hosted by TGP.
Give reporters VIP
treatment during special
announcements and/or
event.
Introduce a collection of
news-worthy items.

Page 10

Opportunities

Pay less or nothing at all

for social media strategies
while also establishing
relationships with ISU
students.

Appeal to families

Threats

Engage student
involvement with
organizational
improvement, and
continuously be one step
ahead of the competition.

Offering special familysized cooking classes or

celebrating family time
with home-cooked meals
will appeal more to
families rather than
individuals.
Offering special familysized cooking classes or
celebrating family time
with home-cooked meals
will appeal more to
families rather than
individuals.

Hire PR interns from ISU

each semester in order to
gain unique, fresh
perspectives from
each individual.

Nostalgia is one of the

greatest motivators and
can be used here to target
women.

Online stores
(Amazon/Etsy)

Online stores
(Amazon/Etsy)

Create an online store on

EBay or Etsy. Feature
local, homemade products
on specialty store.

Bed Bath & Beyond

Has a larger floor plan

with many different
varieties of a single
product/gadget.

Emphasize intimate
shopping experience.

Page 11

Surrounding businesses in
Uptown Normal

Similarly unique stores

that offer one-of-a-kind
experiences to customers
in Uptown Normal.

Emphasize 40 years of
successful business in
Uptown Normal/being a
part of the communitys
history.

2.5 Market Positioning

TGP has truly become a one-of-a-kind store. The unique business it brings has assisted the TGP to
be a market leader in Uptown Normal since 1974, with an expanding array of unique, high-quality
products. Throughout the years, this organization has doubled in size and offers a variety of food
and retail services for its customers. No other business in Uptown Normal, Bloomington, and
surrounding areas have both a cafe and retail store all in one, and that truly makes TGP an
innovative business. TGP can position itself as one of Uptown Normals more stable businesses
that is focused on maintaining its credible reputation in the Bloomington- Normal area for many
years to come.

Page 12

3.0 Plan
In order to increase brand awareness and maintain relations with loyal customers, it is important
to utilize TGPs strengths when combatting its weaknesses. Below is an outline of the specific
objectives, strategies, and tactics TGP needs to focus on within the next year along with the tactics
that will allow it to effectively accomplish the objectives. In addition, listed below are the Key
Performance Indicators (KPI) for TGPs success, the timeline for the business plan, and the
allotted budget available for the plan.
3.1 Objectives, Strategies, Tactics
The table below outlines the objectives, strategies, and tactics, which are the most important parts
of this strategic business plan. TGPs owner has allotted a budget of $3,500 for the strategic plan.
Objectives: the main results that TGP must achieve in order to strengthen its business and move
closer to realizing its vision. The four parts of each objective include the desired effect, a
measurable goal for that effect, a target audience, and an established deadline.
Strategies: the category of actions in which TGP must employ to fulfill the objectives.
Tactics: the specific actions TGP must take in order to accomplish each strategy, which will
complete each objective.
Objectives
1.
Increase
output with incoming ISU
freshman and their
parents by the end of
move-in week 2017.

Strategies
Provide opportunities for
audience participation.

Benchmark: Establish 30
percent increase of ISU
freshman and their parents.
(Rationale: TGP is missing
out on the opportunity to
engage with a large public of
ISU freshman and their
families.)

Page 13

Tactics

Analyze
relations between ISU
freshman and their parents
with the Garlic Press by
August 31, 2016.

Collaborate
with ISU Office of
Admissions to get the
mailing addresses of current
students and send out
postcards that pitch TGP.

Advertise TGP
with flyers

Send press
release to University
Program Board about
distributing (# of) coupons to
The Garlic Press in preview
bags by May 23, 2017.

Send press
release to University
Program Board about
distributing (# of) coupons to
The Garlic Press in freshman
dorm mailboxes by August
1, 2017.

Determine how

many coupons are needed to

print.

Determine what
kind of discounts/special
offers will be available to
preview and move-in week
participants.

Design two
coupons: one for preview
week, and one for move-in
week.

Print and
distribute coupons during
preview and move-in week,
2017.

Record how
many coupons were used
after preview and move-in
week.

2. Participate in 2 events
during the 2016 - 2017
school year (August 22, 2016
- May 12, 2017).

Audience participation

(Benchmark: TGP has not

been involved in campus
events. The only interaction
TGP has with ISU students is
when they come into the
store. The result of this plan
will establish the benchmark
to be used in the future in
regards to community events.

(Rationale: There are so many

opportunities to engage with
more ISU students that TGP
has not yet taken advantage
of. According to its website,
there are currently 20,615
students enrolled for the 2015
- 2016 academic school year
at ISU, with even more
expected for next year.)

Page 14

Set up a booth
at Festival ISU August 25,
2016 and include hand-outs,
food samples, coupons,
giveaways, etc. to attract
students.

Offer student
discount during preceding
week of Festival ISU with
Redbird ID.

Have a table at
ISUs internship fair for
students to apply for Social
Media intern.

3.
Gain appeal
among mothers of
children aged 0-13 years
old by August 2016.

Invite mothers to cooking

classes via Facebook and
Instagram to increase online
engagement between mothers
and TGP.

(Benchmark: TGP normally

uses Facebook and Twitter to
engage with its publics,
however, given that the store
is very visually appealing, it
should consider using
Instagram instead of Twitter
as one of their main social
media platforms.)
(Rationale: Instagram is a
social media platform where
users post pictures or 30second videos mainly about
food. The colorful filters
would provide an appealing
visual of TGPs already
unique products.)

Page 15

Offer classes on
cooking for families,
healthier kid-friendly
recipes, fast food made at
home, etc.

Use the hashtag

#TGPMommyandMe for
Instagram posts about
mother-child cooking
classes.

Introduce the
hashtag #TGPMoms for
Instagram/Facebook posts
about mothers who use
TGPs merchandise or have
taken parent cooking classes.

Ask moms on
Facebook to share their go-to
recipes for family dinner
nights. Use hashtag
#TGPFamilyRecipies

Share posts that

use hashtags to boost
visibility.

Feature posts
with hashtags on Facebook
to increase clientorganization participation

Advertise
hashtags throughout TGP
store.

3.2 Critical Success Factors

The following table describes things or events that could either help or hinder the success of
TGP when fulfilling its objectives. They are divided into the following categories.
Opportunities: TGP can enhance its social media accounts and increase audience participation on
these platforms. Also TGP can boost its image to families of ISU freshmen and new students.
Barriers: Lack of audience engagement
Internal or external environment affecting TGP: out-of-date social media accounts and lack of
new consumers.
Resources: The staff, material, facilities, ect., required to fulfill objectives.

Objectives
1.
In
crease
relations with
incoming ISU
freshman and
their parents
by 30 percent
by the end of
move-in week
August 2016.

2. Engage with
ISU students by
participating in
three events
during the 2016 2017 school year.

Opportunities

Barriers

Environment

Resources

Create
new customers and
relationships.

Store
brand will spread
amongst ISU
families about The
Garlic Press.

TGP
can become
involved with
Welcome Week and
Freshman/Transfer
day events.

Majority
of target
customers
are out of
town.

The
Garlic Press
will need to
increase
advertising
costs to
appeal to
ISU student
families and
new
customers.

B
uild a
relationship
between The
Garlic Press
and ISU

B
egin
relationships
with new
families of
students at
ISU.

In
crease TGPs
social media
platform for
consumers that
are not from the
BloomingtonNormal area
but will visit a
throughout the
year.

Offer
communication/publ
ic relations
internships on
campus with a focus
on social media.

There
are lots of events on
campus that
businesses can take
part in.

TGP
does not
have much
contact with
ISU students
outside of
the
store/cafe.

GP is near
ISUs
Campus.

T
GP can
participate in
ISU events to
attract students.

T
GP can
distribute
coupons or
food samples at
events.

Page 16

3. Gain appeal
among mothers of
children aged 0-13
years old by
August 2016.

TGP
offers cooking
classes that can
interest busy
mothers.

TGP is
a local store that has
products that appeal
to mothers.

TGP can
have high
prices due to
the shipping
of retail
items and
local
ingredients
used in food.

Mothers
may find
cheaper
places to go
for their
needs.

Page 17

T
GP is in a
metropolitan
area in
BloomingtonNormal

T
GP can use
social media
and print and
efforts to
advertise
Mommy and
Me or parent
cooking events.

3.3 Key Performance Indicators

KPIs help to keep track of the specific milestones along the way by measuring the plans success.
They should be compared to the benchmark and the level prior to progress. KPIs for each
objective are outlined below:
Objective 1 Increase relations with incoming ISU freshman and their parents by the end of
move-in week 2016.
Benchmark: TGP is on ISUs Campus and has had some interaction with ISU families. TGP has
seen a pattern of these families wishing that they knew about TGP sooner, before their childs
graduation.
KPI: TGP would like to have a consistent, stronger relationship with families of ISU Freshman
students.
Objective 2 Engage in more events on ISUs campus during the 2016 - 2017 school year.
Benchmark: TGP is has not been involved in many campus events and only interacts with ISU
students when they come into the store.
KPI: TGP should participate in Festival ISU, which takes place in the beginning of the school
year and has a higher traffic of students than any other on-campus event. This is the most
interaction between students and businesses all year. TGP will have to focus on participating in
other events at ISU with high student participation.
Objective 3 Gain appeal among mothers of children aged 0 to 13 years old by August 2016.
Benchmark: TGP normally uses Facebook and Twitter to engage with their publics, however,
given that the store is very visually appealing, it should consider using Instagram instead of
Twitter as one of their main social media platforms.
KPI: Plan events for these mothers and their children and encourage them to show their
appreciation for TGP via various hashtags on Facebook and Instagram.
3.4 Budget & Resource Allocations
To continue improving its business, TGP has allotted a $3,500 budget to implement this strategic
plan, and to reach the objectives that are outlined in section 3.1. The budget outlines only the
necessary expenses to fulfill the objectives by May 2017. It does not, however, take into account
the amount of money needed to annually continue to grow the relationships between TGP and its
untapped markets. This budget is not linked to TGPs overall budget; it is solely laid out to be
used for the purpose of this strategic plan.
This budget, shown in Appendix A, offers a list of itemized expenses to carry out the
tactics outlined in section 3.1, however, it does not take into account the expenses associated with
interacting with Illinois State University. What this budget does offer is an idea of the costs
associated with Preview and Welcome weeks, and also Festival ISU.
It is necessary to note that keeping these programs running every year would be recurring
costs and should be adjusted for inflation rates before planning. Constant outreach will bring more
customers to the store and will build strong relationships with members of the Normal
community. Social media interns will not only increase TGPs engagement with ISU students, but
they will also greatly reduce the cost of social media engagement, and new students means a fresh
take on social media each semester.
3.5 Timeline (We anticipate to have our timeline approved by Nov. 4, 2015.)

Page 18

In order to have success with this plan, it is important that the strategies and tactics be retrieved at
the correct time. To accomplish this, we have included a timeline for TGP to follow within this
plan. The items in this timeline are dependent on one another, so it is important that the order is
followed. The timeline can be viewed in Appendix B.
Please take note that in regards to our third tactic it is up to TGP staff whether to implement these
social media tactics before an intern is hired. TGP can begin this tactic on the official start date of
May 1, 2016 or Oct. 3 when an intern is hired.
3.6 Evaluation Method & Anticipated Results
The evaluation of the plans overall success may be continuously tracked by using the KPIs and
benchmarks outlined in section 3.3. Evaluation methods for each objective are outlined below.
Objective 1Increase relations with incoming ISU freshman and their parents by 30 percent by
the end of Move-in Week 2016.
Count how many coupons were used from Preview days and Move-in Week by the end of August
2016 and divide that by total number of coupons distributed to figure out percentage of coupons
used. 30 percent is a successful measurement.
Objective 2 Engage in more ISU activities during the 2016-2017 school year.
Record number of students who used a student discount during week preceding Festival ISU. This
number can be used to compare effectiveness of other student promotions throughout the year.
Determine success of intern after their internship ends with a formal evaluation. Record social
media engagement using Facebook Analytics.
Objective 3 Gain appeal among mothers of children ages 0 to 13 years old by August 2016.
Compare number of posts for the #TGPMommyandMe and the #TGPMoms hashtags to the
number of moms who sign up for cooking classes (percentage).
Following the plan outlined above should result in increased success for TGP. Each element
should be easy to implement by the current owners, especially with the addition of help from an
intern. If KPIs are not being met, the plan may be adjusted as needed before its end date.

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Appendix A - TGPs Strategic Plan Budget 2016-2017

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Appendix B

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References
Author date) Best Places to Live in Bloomington-Normal Metro Area, Illinois. (2015). Retrieved
October 12, 2015, from http://www.bestplaces.net/metro/illinois/bloomington-normal

Freeman, B. (2015, February 16). How social media can make your small business go
gangbusters. Retrieved October 3, 2015, from http://theweek.com/articles/536005/howsocial-media-make-small-business-gangbusters

Quick Facts. Retrieved October 18, 2015 from

http://admissions.illinoisstate.edu/freshman/about/facts.php

Tracy, A. (2014, April 30). For Your Next Social Media Campaign, Look to Instagram. Retrieved
October 2, 2015.

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