Strategic Plan 2015

Prepared by:

Sophie Morrall, Bianca Lawson & Erica Wincheski

October 29, 2014

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October 29, 2014

Mrs. Natalie Wetzel OwnerThe Pod104 E. Beaufort St.Normal, IL. 61761

Thank you for your consideration of EBS Public Relations. We look forward to speaking with you about the exciting future we see for The Pod. Enclosed, please find our strategic public relations plan that will guide your company to success.

We created a strategic plan that will serve as a twelve-month guide for the 2015 calendar year. Our strategic plan focuses on four main objectives; (1) to develop awareness in the Bloomington-Normal community, (2) to increase engagement with Illinois State University students, (3) to increase sales, and (4) to create an online presence. We have created a variety of tactics to make these objectives a reality that will be implemented throughout the 2015 calendar year.

It would be beneficial to have all owners, employees and interns learn the plan to reach and exceed these goals. This plan will serve as a guide to help develop new plans in the future.

Thank you again for time and consideration. We look forward to speaking with you about how we can place The Pod as the leading fine art and gift establishment in the Bloomington-Normal area. We will contact you in a few days to set up a formal meeting. Feel free to contact us with any comments, questions, or concerns. We can be reached at 309.475.8897 and at ebssupport@ebspr.com

Sincerely,

EBS Public Relations

EBS Public Relations

EBSPUBLIC RELATIONS 800 W. Hovey

Normal, IL 61761Tel: 309.475.8897www.ebspr.com

Sophie MorrallPublic Relations Coordinator

Bianca LawsonPublic Relations Coordinator

Erica WincheskiPublic Relations Coordinator

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EBS Public Relations is a public relations firm located in Normal, Ill. EBS PR opened

its doors in October 2014 and has since been dedicated to strengthening client image and

building solid relationships between clients and their publics.

EBS Public Relations’ first client, The Pod, allowed the team to develop a strategic

public relations plan to enhance the client’s image, increase foot traffic, and gain

awareness from the target audience through a variety of communication strategies.

EBS Public Relations consists of three devoted future public relations professionals. The

team is qualified in writing, social media, research methods, and message design to

ensure your company receives the best strategic public relations plan. At EBS Public

Relations we are dedicated to you!

Table of Contents

EBSPUBLIC RELATIONS

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Section Page

Executive Summary ..............................................................................................51.0 Organization Background ...............................................................................6

1.1 Business definition ..............................................................................61.2 Vision...................................................................................................61.3 Mission.................................................................................................61.4 Value Proposition.................................................................................61.5 Organization Structure.........................................................................71.6 History & Culture ................................................................................7

2.0 Situation Analysis............................................................................................72.1 Definition & Scope of Situation........................................................7-82.2 Stakeholders Effected ..........................................................................82.3 Competition ......................................................................................8-92.4 SWOT Analysis..............................................................................9-11

3.0 Plan ...............................................................................................................113.1 Objectives, Strategies & Tactics...................................................11-143.2 Critical Success Factors ...............................................................14-153.3 Key Performance Indicators ..............................................................163.4 Budget & Resource Allocations....................................................16-173.5 Timeline..............................................................................................173.6 Evaluation Method & Anticipated Results...................................17-18

Appendices ..........................................................................................................19A. Farmers Market Craft Vendor Application Form ........................19-20B. V.I.P. (Very Important Pea) Loyalty Card.........................................21C. Promotional Pieces.............................................................................22D. Internship Application Form.........................................................23-24E. Creating a Website Instructions ...................................................25-29F. Budget and Resource Allocations......................................................30G. Timeline (beginning with the proposal’s acceptance/approval).........31

References............................................................................................................32

Executive Summary

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The Pod is a specialty art and gift boutique located in Normal, Illinois. The mission of The Pod is to embrace creativity and the artistic talents within the community, and to provide customers with quality, unique merchandise in a fun and visually appealing environment.

The following strategic plan for The Pod provides the company with a clear plan to implement throughout the 2015 calendar year. The plan includes clear objectives, strategies, and tactics to ensure The Pod is able to achieve and measure its performance. The plan focuses on four objectives to aid in the success of the organization, which can be implemented for less than $700. The objectives are as follows:

Develop awareness of The Pod within the Bloomington-Normal Community by December 31, 2015.

Increase engagement with all Illinois State University students by 10% by December 31, 2015.

Increase The Pod’s sales by $2,000 by December 31, 2015. Create an online presence for The Pod by December 31, 2015.

The previously stated objectives are intended to make The Pod a leader in the Bloomington-Normal community. To ensure the success of the plan, all owners should make themselves familiar with the plan. Any future employees or interns should also be trained according to the plan.

1.0 Organization Background

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This section covers vital information about The Pod, why it exists, how long it has been in operation, where it operates, and its organizational structure. In section 2.0, a situation analysis is presented, along with a corresponding plan that can be viewed in section 3.0.

1.1 Business Definition

The Pod is a specialty art and gift boutique. Our boutique provides customers with a variety of unique fine art including 2-D, 3-D and wearable art, jewelry, small gifts, and clothing.

1.2 Vision

Our vision is to place The Pod as the leading fine art and gift establishment in the Bloomington-Normal community.

1.3 Mission

The mission of The Pod is to embrace creativity and the artistic talents within the community and provide customers with quality, unique merchandise in a fun and visually appealing environment.

1.4 Value Proposition

The value proposition is vital to identifying the factors that make The Pod unique to its competition. The value proposition is comprised of two parts: (1) a thesis statement that defines what makes The Pod unique and valuable to the target audience and (2) proof points, which serve as evidence to the thesis by providing the advantages that The Pod withholds. The value proposition is stated below:

Thesis: The Pod offers a variety of unique fine art, gifts, clothing, and crafts made by local artists in the Bloomington-Normal area.Proof Points:

The Pod boutique has a creative atmosphere that is both inviting and unique. The Pod offers art designed by local artists, including work created by the

owners. The Pod has a clothing selection unlike any other in the Bloomington-Normal

area filled with bold expressions and bright colors. The Pod participates in local charities along with donating artwork to the

community. The Pod is the only art gallery in Normal that also sells clothing, accessories,

and gifts.

1.5 Organization Structure

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The Pod’s organizational structure consists of four members, or owners. Owner, Natalie Wetzel, is currently the only staff member at The Pod. 1.6 History & Culture

Owners, Natalie Wetzel and Bekah Berry have always had a passion for fine art. They secretly had dreams of opening a boutique to showcase their work. In July of 2011 their dreams became reality when they opened The Pod in Uptown Normal. Wetzel and Berry knew their storefront could not survive solely on the sales of their art, so they decided to combine fine art with unique wearable art, jewelry, small gifts, and clothing. The Pod collaborated with local artists to adorn their storefront with unique specialty art and gifts. Aside from the unique elements inside the store, the building’s exterior showcases a mural that brings color and excitement to uptown Normal. In July 2011 the owners, along with community members, worked together to create the mural. The mural represents the community and shows how people of all ages can come together through art. The Pod believes in providing a friendly and visually appealing environment for customers so they can have a fun and unique shopping experience. They believe in building lasting relationships with their community. The Pod supports local artists as well as a variety of local charity organizations if efforts to strengthen the community and impact the lives of their neighbors.

2.0 Situation Analysis

This section covers the current state of The Pod. The situation analysis provided in this section begins by identifying the definition and scope of The Pod’s current situation. The section then addresses the stakeholders effected, analyzes the competition, and presents a SWOT analysis that reflects the current organizational performance of The Pod.

2.1 Definition & Scope of Situation

The Pod focuses on fine art, jewelry and clothing. The boutique offers unique items and beautiful art created by local artists. It is a creative and colorful atmosphere offering original items that cannot be found in other shops. We want to establish The Pod as a unique fine art gallery that offers gorgeous pieces of clothing and jewelry unlike anything else. We want to position this boutique as the one place to shop for fine art in the Bloomington-Normal area. There have been several issues that have developed since the opening in 2011: Increase awareness in the Bloomington-Normal area by increasing community

involvement. Increase visibility by replacing the sign up front. Alleviate some of the responsibilities from Natalie by assigning roles for the

other three owners and/or interns.

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Create an online presence through social media, a website, a blog, while also encouraging customers to upload yelp reviews for some sort of incentive.

2.2 Stakeholders Effected

The Pod has many stakeholders involved in the success of the organization. The most important would be the four owners that financially support the organization. Of those four owners, Natalie is the person that the survival of the business runs on since she is the only employee. She is also one of the artists represented in the shop. Other local artists are stakeholders because without them there would be no artwork.

Other stakeholders would be customers that create the income for the boutique. The surrounding Normal businesses in competition with The Pod also effect the survival of this business. Uptown Normal is a stakeholder because the safe atmosphere, trendy shops and location are what attract The Pod’s customers.

2.3 Competition

Currently, there are a few small businesses located in the Bloomington-Normal community with which The Pod competes. These competitors challenge The Pod on three levels: “very strong,” “strong,” and “weak.” Very strong competitors pose a serious threat to The Pod because those companies are offering similar products and services in a close proximity. Strong competitors are not as much of a threat as “very strong” competitors are; however, they provide consumers with similar products and services, which still pose possible threat to The Pod. Weak competitors pose little to no threat to The Pod because their products and services are not as valuable to consumers and do not present a unique and exciting feel as The Pod’s products and services do. The following list addresses the three levels of competition:

Uptown Gifts & Accessories is a mid-range gift shop that offers a wide variety of special gifts and accessories for any occasion. Uptown Gifts & Accessories is a very strong competitor because it offers many similar types of products as The Pod and has great potential to draw customers away from our business. Currently, is has half as many Facebook ‘likes’ as The Pod; however, it does have a greater online presence, which features the option to shop online.

Strong competitors include Apricot Lane and Fabulous Affairs. Apricot Lane is a clothing and accessory boutique located in uptown Normal. Apricot Lane is a strong threat to the Pod because it provides similar products at competitive prices. However, Apricot Lane serves a younger audience. Fabulous Affairs is a paper and gift boutique located in uptown Normal. Fabulous Affairs is a strong threat because it sells a variety of small gift items in a similar price range. However, it also focuses its services on printed invitations, stationary, and wedding planning.

A weak competitor is The Garlic Press. The Garlic Press is a cookware specialty store and market café located in uptown normal that offers gifts, cookware, food, and cooking classes. The Garlic Press poses a weak threat because it focuses on cookware and the café more than on gifts, which The Pod does not specialize in.

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2.4 SWOT Analysis

Below are the strengths, weaknesses, opportunities and threats analysis chart, also known as the SWOT analysis. The SWOT analysis looks into the strengths of The Pod, as well as the potential areas for improvement within the weaknesses of The Pod. The analysis reviews possible actions for The Pod to strengthen its brand and distinguish themselves in the Bloomington-Normal community. The SWOT analysis is presented below:

Aspects Implications Possible Actions

Strengths

Already have an established shop uptown.

Created a reputation

Established brand in Bloomington-Normal community

Continue to strengthen relationships with clients

Become more involved in the community

Build new relationships with clients to build a broader customer base

Offer a wide variety of unique products

Provide customers with unique products

Show companies pride in their product

Continue to provide unique products the make customers continue to come back for more

Location Convenient for customers in Normal

Utilize the great location to draw in customers

Can easily promote themselves to the Illinois State University community

Provide a fun and visually appealing atmosphere

Build relationships between The Pod and its customers

Continue to create a welcoming environment that invites customers into the store

Provides a one of a kind consulting service.

A convenient consulting service for customers and aspiring artists

Advertise their services

Host classes for aspiring artists

Weaknesses Limited parking

Due to their location in uptown Normal, there is

Make customers aware of alternative parking locations (ex: put

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limited street parking

parking suggestions on social media, in the shop, etc.)

Limited staff Having only one staff member limits business potential

Hire an intern

Poor online presence

This may hinder awareness

May cause potential customers to choose the competition due to lack of information

Create a website Create a blog Ask customers to rate

on Yelp, Trip Advisor, etc.

The location visibility

The store front sign is not visible from street view so potential customers may overlook the store

Advertise the location on an A-frame sign in front of the store

Stabilize the current sign so that it is visible at street view

Opportunities

Strengthen relationships with the Illinois State University community

Currently the store is not reaching many Illinois State University students

Work with the art department at Illinois State University

Collaborate with Illinois State University Greek life

Enhance brand recognition through the mural

The store created a beautiful mural with the community, however it is not often recognized in connection with The Pod

Utilize the mural to allow customers to make a connection between the brand and the mural

Apply the mural in brand promotion and advertising

Utilize the mural to create brand awareness

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Threats

Price Customers may seek elsewhere to find similar products at a lower price.

Offer monthly promotions

Offer a variety of affordable art

Other specialized gift and jewelry boutiques in the Bloomington-Normal community offering similar products

Customers may choose to purchase from the competition

Maintain a unique variety of products that are not offered anywhere else in the area

3.0 Plan

This section presents an in-depth plan for The Pod for the 2015 calendar year. This section ties together the two previous sections addressed. The plan serves as a guide to for The Pod to lead it to success throughout 2015. The following section includes objectives, strategies, and tactics; critical success factors; key performance measurements; the budget and resource allocation; an implantation timeline; and the evaluation method and anticipated results.

3.1 Objectives, Strategies & Tactics

The following subsection provides the objectives, strategies, and tactics for The Pod to reach within the 2015 calendar year.

Objectives are efforts implemented by an organization that are intended to accomplish a particular goal. Each objective specified must include four elements; a desired result, a numerical goal, the target audience, and a target date.

Strategies are the categories of elements The Pod should do to in order to obtain its objectives.

Tactics are specific efforts that The Pod should take in order to accomplish a specific strategy and the objective.

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Objectives Strategies Tactics

1. Develop awareness of The Pod within the Bloomington-Normal Community by December 31, 2015.

Benchmark: Currently, The Pod does not have a system of determining awareness. Therefore, a benchmark does not exist.

Marketing and promotions

Participate in Uptown Normal Farmers Market.

Create the V.I.P. (Very Important Pea) promotional loyalty card.

Create promotional pieces to disperse among local businesses including a street view A-frame sign.

Social Media Utilize Facebook, Instagram and Twitter to promote the brand.

2. Increase engagement with all Illinois State University students by 10% by December 31, 2015.

* Engagement: any action or response from a target audience resulting from proactive communications that creates a physical motivation or bond, an emotional involvement, and empowerment to engage through participation.

Benchmark: Currently, only about 5 percent of The Pods customers are from the ISU community (estimated).

University participation Participate in annual Festival ISU event to promote The Pod.

Create an internship program for Illinois State University students.

3. Increase The Pod’s total Outsourcing Create an Etsy account

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sales by $2,000 by December 31, 2015.

Benchmark: Currently, The Pod is just breaking even with its sales. By the end of December 2015, The Pod should be taking a profit.

to increase overall sales.

Create an Amazon.com account to increase overall sales.

4. Create an online presence for The Pod by December 31, 2015.

Benchmark: The Pod currently does not have a website.

Online exposure Create a website for The Pod.

Below are detailed descriptions of the objectives, strategies and tactics that will address the issues that The Pod has been facing. Each objective, strategy and tactic was specifically created to ensure growth for the company by December 31, 2015.

Objective One: Develop awareness of The Pod within the Bloomington-Normal Community by December 31, 2015.o Strategy: Marketing and Promotions

Tactic 1: Participate in Uptown Normal Farmers Market. Sign up to be a part of the uptown Normal farmers’ market. During the farmers’ market, promote The Pod and its artists work while engaging with the community. The farmers’ market takes place (Appendix A).

Tactic 2: Create the V.I.P. (Very Important Pea) promotional loyalty card. Customers can redeem a loyalty card after making a purchase at The Pod. For every $10 spent, the customer will receive a hole punch. After receiving 20 hole punches, the customer will receive 20% off their next purchase (Appendix B).

Tactic 3: Create promotional pieces to disperse among local businesses. Contact local companies to make agreements to represent The Pod in its locations. Create promotional pieces to give to local businesses to promote The Pod and draw in new customers (Appendix C).

o Strategy: Social Media Tactic 3: Utilize Facebook, Instagram and Twitter to promote the brand.

Create an Instagram and Twitter account to engage with customers. Create hash tags and invite customers to use the hash tags to share their experiences. Utilize Instagram to post photographs of new products and encourage customers to post their own photos of their purchases and tag The Pod. Host seasonal Facebook competitions to get customers involved.

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Objective Two: Increase engagement with all Illinois State University students by 10% by December 31, 2015.o Strategy: University Participation

Tactic 1: Participate in Festival ISU to promote The Pod. Participate in Illinois Sate Universities annual event, Festival ISU. During the event, The Pod will have its own booth to promote its company and engage with students. Promotional pieces should be given out during the festival and make students aware of The Pod’s “Redbird Monday” discount. Internship applications should also be presented at the booth to promote its internship program to students.

Tactic 2: Create an internship program for Illinois State University students. Hire two interns per semester to run social media, work promotional booths, manage social media contests, and make promotional pieces when needed as well as a variety of other tasks. Natalie is the only employee that currently works at The Pod; interns are necessary to increase productivity (Appendix D).

Objective Three: Increase The Pod’s sales by $2,000 by December 31, 2015.o Strategy: Outsourcing

Tactic 1: Create an Etsy account to increase overall sales. Sell products on Etsy.com to increase sales. Natalie currently is breaking even, so increasing sales via Etsy will allow for a profit to be made.

Tactic 2: Create an Amazon.com account to increase overall sales. Sell products on Amazon to increase sales. Increasing sales through Amazon will allow The Pod to earn a profit.

Objective Four: Create an online presence for The Pod by December 31, 2015.o Strategy: Online Exposure

Tactic 1: Create a website for The Pod. The Pod should launch a website to make their presence known in the Bloomington-Normal community. The website would promote new products, direct customers to the store, provide customer testimonials, and inform customers of current events and offers (See Appendix E).

3.2 Critical Success Factors

This section is used to analyze situations that are viewed as a threat or opportunity to The Pod within the fiscal year. The following table will describe four categories of factors that could potentially impact The Pod in its attempt to accomplish its set of objectives.

Opportunities include four different objectives that The Pod can take advantage of in order to increase customer sales and involvement, along with business development.

Barriers include, but are not limited to, situational, attitudinal and financial opposition to The Pod.

Environment includes both internal and external factors that influence the operations of The Pod.

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Resources include the materials and employees required to fulfill business objectives.

Objectives Opportunities Barriers Environment Resources1. Develop awareness of The Pod within the Bloomington-Normal Community by December 31, 2015

Increase opportunities for foot traffic by promotional opportunities.

Would increase responsibility on the only employee for The Pod.

Create relationships and involvement within the Bloomington/Normal community.

Increase employee productivity and time efficiency.

2. Increase engagement with all Illinois State University students by 10% by December 31, 2015

Create a presence within the college community.

Would create responsibility for another employee.

Build relationship with the ISU community.

Improve owner time management.

Relieve some of the responsibilities on the one employee/owner working at The Pod.

3. Increase The Pod’s total sales by $2,000 by December 31, 2015

Increase revenue and foot traffic so that The Pod can start seeing income rather than breaking even.

Would increase the need for another employee.

Build The Pod’s reputation as a great place to shop.

Increase productivity and increase the need for a second paid employee.Strengthen

relationships with current customers by having new stock constantly coming in.

4. Create an online presence for The Pod by December 31, 2015

Increase opportunities for awareness and sales through the website.

Increase time management on the owner/employee of the store.

Increase customer willingness to visit the store and/or purchase products online.

More employees or time will be needed for the online traffic.

3.3 Key Performance Indicators (KPIs)

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Key performance indicators, also known as KPIs, are routine measurements taken by The Pod to check progress of the plan in efforts to guide the success of the business. For each objective listed below, the owners must follow precise measurements periodically and compare the current progress to the benchmark and/or prior progress.

Objective 1: Develop awareness of The Pod within the Bloomington Normal Community by December 31, 2015.

o Benchmark: Record the number of customers interacting with the store prior to implementing the marketing and promotions plan in January 2015.

o KPI: awareness of The Pod should have an increase of 5 percent each month over the six months after the marketing and promotions plan is implemented. Evaluate the awareness each month.

Objective 2: Increase engagement with all Illinois State University students by 10% by December 31, 2015.

o Benchmark: Record the number of students purchasing from the store before implementing the university involvement plan.

o KPI: Student engagement such as foot traffic and internship applications should increase by 5 percent every month over the next calendar year after the university participation plan is implemented.

Objective 3: Increase The Pod’s sales by $2,000 by December 31, 2015.o Benchmark: This objective is set at zero because the store is currently

breaking even. Record monthly sales prior to implementing the plan. o KPI: Sales should increase by 10 percent over the next 6 months. Evaluate

sales each month. Objective 4: Create an online presence for The Pod by December 31, 2015.

o Benchmark: The Pod does not have a website; therefore, the benchmark is set at zero.

o KPI: Record the online traffic flow monthly after the launch of the website. Evaluate online traffic flow each month. Adjust the website when necessary.

3.4 Budget & Resource Allocations

The Pod reserves $3,600 per year for marketing and promotions. The following budget focuses on the funds required to implement the strategic plan. The budget chart includes all the expenses that are needed to implement the objectives, strategies, and tactics stated in section 3.1 (Appendix F).

Due to The Pod not having a large budget, the plan requires low-cost elements that will have a big impact on the success of the company. Currently, the owners are just breaking even with sales, so creating a low-cost strategic plan was supremely important.

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This budget offers opportunities that will serve The Pod’s best interests. Only a percentage of the budget is spoken for to allow room for formal advertisements if needed. Because of the use of interns and social media, it will save the business a large amount of money and time. Money will be saved on hiring for new employees and paid advertisements.

3.5 Timeline (beginning with the proposal’s acceptance/approval)

To ensure the strategic plan is implemented effectively a timeline has been set up as a guideline to successfully implement each tactic for the time allotted. The Gantt chart is a visual aid for the success of the plan (Appendix G). Because many new tactics are being implemented, they will be introduced over the span of the 2015 calendar year. The majority of the plan will be implemented by June 2015, which means that there will be room to measure successes and failures and make adjustments as needed by December 31, 2015.

3.6 Evaluation Method & Anticipated Results

To ensure the strategic plan is successful, The Pod will evaluate the efforts of this plan throughout the 2015 calendar year. See section 3.3 for Key Performance Indicators (KPIs) and benchmarks. Objective 1: Develop awareness of The Pod within the Bloomington-Normal

Community by December 31, 2015.o If there is an increase of 5 percent in engagement and traffic monthly in

the first 6 months of implementation, then the plan was successful. o If there is not an increase of 5 percent in engagement and traffic monthly,

The Pod should reevaluate how they are using its marketing and promotional tactics.

Objective 2: Increase engagement with all Illinois State University students by 10% by December 31, 2015.

o If The Pod sees an increase in internship applications and the use of Redbird Mondays, then the university involvement plan was successful.

o If The Pod does not see any increase or use of the internship opportunity, plan higher involvement within the School of Communication and School of Business.

Objective 3: Increase The Pod’s sales by $2,000 by December 31, 2015.o Through higher presence in marketing and promotions The Pod should

see a sales increase of 10 percent in the next six months, if the plan is successful.

o If it did not increase, plan to seek out more presence through other sources around the community to increase awareness.

Objective 4: Create an online presence for The Pod by December 31, 2015.o If a website can be created by December 31, 2015, then the plan was

successful.

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o If no website is created by the end of the 2015 calendar year, then The Pod should plan to implement one for the 2016 calendar year.

Appendices

A. Farmers’ Market Craft Vendor Application Form

B. V.I.P. (Very

Important Pea) Loyalty Card

Below is a visual of the “Very Important Pea” loyalty card:

Note: created at

www.vistaprint.com

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C. Promotional Pieces

Note: created at www.vistaprint.com

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D. Internship Application Form

The Pod Internship Application

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104 East Beaufort St. Normal, Illinois 61761*Applicant must have a 2.5 overall GPA or higher.

*Applicant must have completed basic major courses.

Personal Information:

Name: Date:

Address:

City: State: Zip Code:

Phone: E-mail: ilstu.edu

Date of Birth:

Education Information:

Major (circle one) Public Relations Marketing Advertising Business Other

Year in School (circle one) Sophomore Junior Senior GPA:

Internship Information:

Semester (circle one) Fall Spring Summer Year:

Number of Hours Required:

Internship Advisor:

Advisor Phone:

Please state your availability:

Monday Tuesday Wednesday Thursda

y

Friday Saturday

A.M.

P.M.

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Why would you like to intern at The Pod?

What makes you stand out among other applicants?

Employment History:

Dates of Employment

Position Address/Phone Manager/Supervisor

References:

Name Relationship Address Phone

Please submit your application in-store attached with a cover letter and resume.

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Thank you for your interest!

E. Creating a Website Instructions

1. Visit vistapring.com and select “websites” under the digital marketing tab.

2. Next, scroll down and click “Get Started” to choose a domain name.

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3. Select the website’s domain name.

4. Next, click “Get Started” to select a website package.

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5. Choose a website package

6. Next, select “Get Started” to choose a website design.

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7. Select a design.

8. Preview the design.

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9. Finally, decide on a payment plan and complete the webpage.

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F. Budget and Resource Allocations

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G. Timeline (beginning with the proposal’s acceptance/approval)

References

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Smudde, P.M. (2014). Managing public relations: Methods and tools for achieving solid

results. Manuscript submitted for publication.

Stacks, D., & Bowen, S. (2013). Dictionary of public relations measurement and

research (3rd ed., p. 10). Gainesville: Institute for Public Relations.

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