The marketing plan is one of the most important and vital documents which determines the main

strategic directions and goals of the project. As the basic vehicle for matching solutions with means,
or management resources with market opportunity, management planning becomes the mechanism
through which a company is brought into line with the external environment. The company, Laksoy,
develops a unique plan aimed to support local underdeveloped societies and introduce renewable
energy solutions in these regions.

Wine making go back a long way in countries like Egypt, Greece, France, Australia and the US. In the
Philippines, local wine and spirits drinking are rich in culture and tradition, and certainly worth
preserving. Lambanog or coco vodka is the most popular alcoholic drink in the Southern Tagalog
provinces of Laguna, Batangas and Quezon.

The inventory of other local wines and spirits is even richer in variety and flavors. Aside from
lambanog or tuba from coconut sap, it includes basi from sugarcane, tapuy from rice, laksoy from
nipa palm, and wines from various tropical fruits such as bignay (Philippine wild berry), lipote, duhat
(Philippine plum), passion fruit, banana, dalandan, guyabano (soursop), mango, tamarind, marang,
and calumpit. Local wine makers further remain enthusiastic.

The plan’s marketing strategy and its operating strategy

The proposed marketing strategy is based on the unique needs and demands of the target
community. The marketing plan allows me to say that the emergence of a marketing elite largely
concerned with planning rather than marketing techniques or the implementation of marketing
activity has been predicted. A new and influential executive known as a corporate planner has, in
fact, evolved. Marketing planning requires sales projections for such periods as one, three, five, and
ten years ahead.

These projections predict customer and competitor reactions; attempt to gauge acceptance for new
products; and highlight economic, social, demographic, technological, psychological, and political
changes, all of which are difficult tasks to perform -nor can they be performed with the degree of
precision available in other more concrete situations. Yet, information that provides a perspective
for future operations is invaluable for corporate decision-making (Drejer, 2002).

The company, Laksoy, develops a successful approach to emerging technology implementations

proposing opportunities and benefits for the target audience. By providing the means for
anticipating the firm’s future requirements along with an orderly, continuous, systematic, and
sequential basis, marketing planning avoids crisis decisions and concentrates on integrated programs
of action. Marketing planning, therefore, is a rational way of translating experience, research
information, and thought into marketing action. It is a pragmatic, organized procedure for analyzing
situations and meeting the future (Dobson and Starkey 2004).
Research and Development

 Development of production technologies through the conduct of agricultural researches on

Crop Improvement, Crop Production, Crop Protection and on Agricultural Engineering (soil,
water and postharvest)
 Development/adoption of technologies on the utilization of plant fibers; and
 Development/improvement of postharvest technologies on fiber extraction.

Extension Support, Education and Training

 Conduct of Farmers' Training

 Farmers Field School (FFS);
 Technical Training;
 Fiber-based Livelihood Training;
 Package of Technology Training (POT);
 LGU-led Training on Basic Handloom Weaving.
 Technical Assistance on Opening of New Fibercrop Areas;
 Technical Assistance on Rehabilitation of Old and Unproductive Fibercrop Areas;
 Production and Distribution of Information, Education and Communication (IEC) Materials;
 Support to Cocoon Production;
 Project Collaboration with LGU/Private Sector;
 Coordination/Cooperation with DA AMAS for the Market Assistance and Trade Promotion
Services to Fiber Producers.

Plans and Policies Developed and Monitored

 Formulation of plans, programs, coordination, monitoring and evaluation;

 Conduct of consultations and meetings with the industry sector;
 Implementation of Data Monitoring System of the Fiber Industry; and
 Attendance to foreign meetings, conferences and representation in foreign such as the
FAO/UNCTAD working group on hard fibers.

Business Plan’s Financial Strategy

The management approach stresses that companies should plan financial resources carefully and try
to predict possible changes in budgets. It underscores the fact that plans are not merely the results
of objectives, but that plans affect objectives. The goals and objectives can be changed, as can the
plans. Changes in market opportunities, for example, result in changes in company objectives and
hence changes in marketing planning.

In addition, a company might purposely set out to change its marketing plans in the sense of
improving them, as with the development of new products. Planning in this sense deals with flows,
processes, rhythms, and adaptive systems. It is this concept of marketing planning that ties in with
the modern perspective of marketing (Dobson and Starkey 2004). Basically, the financial budget
arranges the elements of the marketing mix in such a way that the firm’s position over time will be
maximized.
The arrangement matches alternative means and ends. Planners design the pattern of activity
intended to achieve various goals and direct the commitment and utilization of marketing resources
through time. Marketing planning, therefore, is rooted in the past, has a perspective of the future,
and provides the basic directional guidance for marketing activities. It refers to the planning of
human action that molds events strategies that are reached as a result of marketing planning.
Corporate destinies are not merely natural events; they can be the result of planned Laksoy
marketing activity (Drejer, 2002).

Mission

We are committed to creating a fantastic variety of exceptional plants and giving our customers the
best support we can. Make a stimulating, secure, demanding, and gratifying work environment for
our employees.

Vission

Aspire to business greatness through creating enduring connections with our clients. Create a work
climate where the organization may profit fairly through innovation, efficiency, and dedication.

Goals

 As well as other activities suitable for the garden and forest, offer learning opportunities in
horticulture's art and science.
 Perform horticultural and associated field research in the garden and forest.
 To advance and inspire public understanding, learning, and volunteering
 to promote collaboration between organizations, teams, and individuals
 to provide guidance on urban forestry difficulties and worries to the populace
 Encourage and support the planting, upkeep, and management of trees in local governments
and villages in accordance with best practices
 Promote association programs and activities and raise money for them.
 present a top-notch exhibition of rare and distinctive plants.
 Show leadership in the management of natural resources.
 Join the greater horticulture community and give back to it.

SMART GOALS

BE SPECIFIC AND BEGIN SMALL

For the majority of Americans, gardening is their favorite pastime activity and interest. There are
many different types of gardening, including flower, vegetable, herb, and even edible landscaping.
Therefore, when defining goals, be more precise as opposed to vague. Make goals that are more
specific than "I want to plant a garden this year" instead of general ones like "I want to install two, 4'
x 8' raised bed gardens in the back yard to cultivate a pizza garden this year." Start small is the
second S-component. It appears that gardeners set a number of resolutions at the start of the year
but are unable to fulfill them all at once.
MEASURABLE

Second, make your goals measurable by setting up checkpoints for yourself to reach on a daily,
weekly, and monthly basis. Give yourself a mid-year and a final-quarter step to take it a step farther.
If further stages are required, feel free to add them in between. Goals become far more "do-able"
when checkpoints are placed along the path. Additionally, it is simpler to concentrate on the
checkpoints than the main objective.

ACHIEVABLE

Check the aims' viability by evaluating them. Pose the following queries to yourself: Are you capable
of achieving the objective? Do you possess the abilities or resources required to accomplish that
particular objective? Is the objective doable for you? Don't feel terrible if you replied "no" to those
questions. Simply modify the objectives to make them simpler to achieve. Don't make oneself
vulnerable to failure. In the coming year, you want to advance rather than regress.

RELEVANT

Make sure the objective is pertinent to YOU! What garden objective would make YOU the happiest
and mean the most to YOU? There is a stronger motivation to stick with the objective of making
changes for the gardening season if the garden goal matches both categories. Ask yourself the "why"
question in the garden objective if you have numerous goals. For example, the reason that “I want to
install one 4’ x 8’ raised bed garden in the back yard to grow a pizza garden this year” is to serve as a
form of exercise and reap the benefits of the harvest by using the fresh ingredients to make fresh
homemade pizzas at home to feed my family.

TIME-SENSITIVE

Lastly, have a deadline in mind of when you want to cross the finish line for the goal. With
gardening, it is best to first organize thoughts, make a plan on paper, and then attack the plan as far
as crossing those daily, weekly, and monthly checkpoints.

Competitive Strategies

Although it has long been recognized that competition for resources is a major factor in organizing
plant communities and driving natural selection, our knowledge of the mechanisms underlying
resource competition is still in its infancy. In addition to the variation in resource depletion across
region, time, and species, the complexity of the resources themselves also contributes to the
complexity of resource competition. Because the qualities of nutrients, water, and light vary, plants
fight for these resources in various ways.

Here, we go through how supply pre-emption and availability reduction affect the three resources'
competitiveness when they are distributed equally over space and time. By preventing nutrient
supplies from coming into contact with neighbors, plants compete for resources, which calls for
optimizing root length. Although water is a resource in the soil as well, it is commonly believed that
competition for water results in availability reduction, favoring plants with the lowest water
potential. Plants that position their leaves above those of neighbors benefit directly from improved
photosynthetic rates and indirectly from reduced growth of those neighbors due to shade because
light is given from above plants. The features of the most competitive species are skewed toward
those that give greater survivability and growth at the juvenile stage, even if those traits come at the
sacrifice of adult performance, in societies where juveniles recruit in the shade of adults.

Knowing the mechanics of competition also helps us to understand how it has impacted the
development of plant species. Examples include the selection of plants with longer roots due to
nutrient competition and the selection of plants with taller, deeper, flatter canopies due to light
competition than would be ideal in the absence of competition. Overall, while more research is
required on competition for water as well as other heterogeneous resource supplies,
comprehension of the mechanics of competition improves the predictability of interspecific
interactions and sheds light on how competition has impacted plant evolution.