Marketing Plan

One of most important sections of your business plan is your marketing plan. This section will outline your sustainable competitive advantage to your investors. In a way assure them why you will succeed where others have failed. This section is where you include a definitive description of your customers, market size, demographics, characteristics, growth prospects, trends and sales potential per product / service category. Here is where pricing strategies are outlined and how they can directly influence growth potential of each product /service. It is also important to include future growth, market share and trend influences.

Barriers to Entry

Along with giving details of what your product / service is and who your customers are, you also have to inform your investors how you will you prevent your competitors from taking away your customers. The barriers to entry section outlines your business strategy to keep your competitors at bay and grow in market. Investors need to feel comfortable about soundness of your strategy before they invest in your venture.

Click here to contact us to learn more about writing an investor ready business plan: http://www.investorbusinessplan.com/writing-business-plan.html

For more in-depth information on Business Plans, you can visit our site at: http://www.investorbusinessplan.com

Howard Schwartz is a business plan consultant and a partner in investorbusinessplan.com. He is based in Stanford, Connecticut, and has helped many young entrepreneurs start out on their business careers by working on business plans with them.

Once you collect these data, you’re ready to establish your public relations goal. For example, torpedo those false assumptions, turn those misconceptions around, or correct that unfortunate inaccuracy.

The goal by itself is not much use without a strategy to show you how to reach it. As luck would have it, there are just three strategies available in perception and opinion game: create perception/opinion where there simply isn’t any, change existing perception, or reinforce it. Makes things simple, but be sure strategy you select is an obvious fit with your new goal.

The meat on this bone is actual message you will prepare should perceptions you discovered require some alteration. This is not a simple writing job and very best writing talent on your PR team will be required. The message must be both persuasive AND compelling. It must be very clear as to what is being corrected and why. Factual support, of course, must be above challenge if your message is to be believable as it works to alter perception in your direction.

And now to easy part of this public relations problem solving sequence – getting that message to right eyes and ears among members of your target audience. The main limiting factor will be size of your budget since there are dozens of communications tactics available to carry that message. They range from emails, speeches and private meetings to newsletters, media interviews, brochures and group briefings. Just be sure tactics you decide to go with demonstrate that they can reach same kind of folks that populate your target audience.

You’ll be best equipped to answer queries about program progress after you and your PR team again interact with those target audience members asking same questions used in initial perception monitoring session. Big difference in two sessions? This time, all hands will be alert to any signs that negative perception has actually been altered.

Want things to move faster? Add more communications tactics, increase their frequencies and take another look at your message to be certain it's really persuasive and compelling.

The good news is, when managers play PR card, they concentrate on persuading their most important external stakeholders to their way of thinking. And then moving those target audience members to take actions that lead to managers on-the-job success.

end

Bob Kelly counsels, writes and speaks to managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com