Strategic Plan 2015
Prepared by:
Anna Gilkerson & Kristen Krajewski
Sneaker Station
October 2014
Table of Contents
Page
Executive Summary ...................................................................................................................... 3
1.0 Organization Background ....................................................................................................... 4
1.1 Business definition ..................................................................................................... 4
1.2 Vision .......................................................................................................................... 4
1.3 Mission ........................................................................................................................ 4
1.4 Value Proposition ........................................................................................................ 4
1.5 Organization Structure ................................................................................................ 4
1.6 History & Culture ....................................................................................................... 5
2.0 Situation Analysis.................................................................................................................... 5
2.1 Definition & Scope of Situation .................................................................................. 5
2.2 Stakeholders Effected ................................................................................................. 6
2.3 Competition ................................................................................................................ 6
2.4 SWOT Analysis........................................................................................................... 6
3.0 Plan ......................................................................................................................................... 8
3.1 Objectives..............................................................................................................................................................8
3.2 Strategies .................................................................................................................... 9
3.3 Key Performance Indicators ...................................................................................... 10
3.4 Budget & Resource Allocations ............................................................................... 11
3.5 Timeline .................................................................................................................... 11
3.6 Evaluation Method & Anticipated Results ................................................................ 12
Appendices ......................................................................................................................................
A. Budget ....................................................................................................................... 13
B. Timeline ..................................................................................................................... 14
Page 2 of 17
Executive Summary
Sneaker Station is a new business in Normal seeking to provide brand name clothing and
shoes for a discounted price in a college friendly area. The business has great potential to
grow both financially and gain public interest within the community. Because Sneaker
Station only recently opened, there are still many advances that could be made.
The following plan is to help Sneaker Station through the period of October 31, 2014 to
November, 2015. First, the business will be examined to review its underlying values and
base operations thus far. Then, the potential for development will be discussed along
with possible problems to Sneaker Station’s success. Several objectives for the business
and their budget requirements will be suggested including:




Create awareness in the community through four philanthropic events, either by
donating products or sponsoring events in order to improve corporate social
responsibility and strengthen relationships within the community.
Generate sales among target audience by $10,000 by November 1, 2015 in order
to allow for expansion of retail and promote business recognition through
successful business tactics.
Create awareness of Illinois State University and the Bloomington-Normal
community by 60 people between November 2014 and January 2015 by building
a relationship between Sneaker Station and new customers.
Strengthen and promote business via social media platforms by attaining 700
followers through strategic and planned social media efforts.
This plan will serve as guide for the next year in order to attain these objectives. All
employees should know and utilize the plan for it to reach its full capabilities. For the
next year, this plan will serve as a basic guide to develop a new plan for the needs of that
year. Compliance with the plan outlined below after its acceptance will bring Sneaker
Station the guidance it seeks to prosper in its early stages. In addition, once this plan has
been carried out completely, there are methods of evaluation of the plan to help
determine the success and failure.
Page 3 of 17
1.0 Organization Background
This section covers necessary information about Sneaker Stations business antics. The
information provided allows for a better understanding of the situation analysis in section 2.0,
which discusses the current situation of the business, the stakeholders whom are affected and
areas for improvement and growth. While the business plan in section 3.0 provides objectives,
strategies, and tactics.
1.1 Business Definition
Sneaker Station specializes in men’s clothing and hats and Illinois State apparel, as well as a
variety of discounted causal, athletic and dress footwear. Our store offers a wide selection of
brand-name footwear and an individualized customer service experience.
1.2 Vision
To enhance and diversify the footwear and apparel selections offered to the Bloomington-Normal
area by offering the newest brand-name merchandise at a discounted price.
1.3 Mission
To offer a broader, more affordable selection of brand-name apparel and footwear while offering
personal sales expertise to every customer.
1.4 Value Proposition
The value proposition is significant to recognizing the factors that make Sneaker Station
exemplary in comparison to its competition. It includes two parts: (1) a thesis statement
describing Sneaker Station’s (selling proposition) and (2) proof points, which support the
fundamental idea of the thesis by providing the compelling viable advantages that Sneaker
Station possesses. The value proposition is presented below:
Thesis: Sneaker Station offers a wider variety of newly released, discounted brand-name apparel
and footwear while offering personal sales expertise and experience to every customer.
Proof Points
 Sneaker Station’s inventory consists of newly released shoes that could take up to three
years to reach other similar footwear stores in the Bloomington-Normal area.
 Sneaker Station offers not only footwear but also accessories, such as jewelry, tobacco
pieces, cell phones and data plans, hats, socks, and clothing to act as a one-stop shop for
its customers.
 Sneaker Station offers personal footwear expertise to its consumers.
 Sneaker Station’s shoe selection is always discounted 15 to 20 percent from their original
retail price.
1.5 Organization Structure
Sneaker Station is a limited liability company (LLC). The organizational structure consists of two
individuals, one manager and one part-time employee who reports to the owner. The manager has
full responsibility, while the part-time employee fills in when the manager cannot be there.
1.5.1 Owner/Manager (Lucky)
The owner is responsible for and makes the final decisions for all day-to-day matters, including
financial, inventory, retail, and bookkeeping matters. He also conducts all promotional efforts by
updating all social media and advertising platforms.
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1.5.2 Part-time Employee
The part-time employee is responsible for opening and closing the store according to business
hours and assisting with daily sales and inventory.
1.6 History & Culture as of August 2014
Lucky realized his interest and passion for shoes when he started collecting from a very young
age. His collection progressed into over 300 pairs of top-of-the-line, brand-name shoes. Lucky
grew up in Schaumburg, Ill., and attended Heartland Community College. After posting his shoe
collections on his social media platforms, he developed a fan base and realized the potential he
had to start his own shoe business. Shortly after he opened Sneaker Station.
Sneaker Station believes that everyone should have the chance to buy top-of-the-line shoes at a
discounted price. The store provides not only footwear but also other apparel and merchandise.
Sneaker Station encompasses a welcoming and youthful environment for its consumers. The store
and strives to provide customers, especially college students, with merchandise expertise.
2.0. Situation Analysis
Sneaker Station is in a adequate state right now considering the business has recently opened
however there is a lot of room for improvements in various aspects of the business, both
structurally and tactically. Change is currently needed within the organization structure. By
creating additional part-time sales associate positions as well as part-time manager positions, the
organization’s responsibilities can be divided, specific to each position. Dividing the work among
more employees will allow the owners to spend more time and effort partaking in administrative
tasks.
2.1 Definition & Scope of Situation
As a new business to the Bloomington-Normal area, Sneaker Station has the opportunity to
develop and create new relationships or partnerships both on and off campus. Sneaker Station
also has the opportunity to develop a relationship with the University due to its close proximity.
Some things they could implement as a new business would be to create a new website, refurbish
their current social media platforms, and reach out to the community through different
promotional deals or events.
Sneaker Station would progress by creating additional part-time employee positions, as well as
extra managerial positions. These additional positions would allow for the distribution of daily
roles and responsibilities within the business so the owner could focus on more administrative
tasks.
Another area within the organization that would improve through change is the promotion of the
organization. Currently, there are no marketing or advertising efforts being made to further the
business’s revenue. Sneaker Station needs to implement and improve its marketing and social
media tactics to reach target audiences and potential audiences. By doing so, people will be more
aware and knowledgeable about the business as a whole and what it has to offer. Because of the
lack of employees, the overwhelming amounts of responsibilities enable the owners from
properly using social media and advertising outlets. The company is currently in danger of losing
potential customers due to the lack of knowledge and awareness of the business.
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Sneaker Station has many stakeholders on whom the business’ success or failure depends.
Owners, Lucky and his wife, Gaga, are the main source of financial support for Sneaker Station.
If sales were to decrease, the business could fail because they can only contribute a specific
amount of finances to the business.
2.2 Stakeholders Effected
Sneaker Station’s owners are the sole investors in the business. As a result, Sneaker Station
depends on its customers to stay loyal to the business and continue purchasing its products and
services. The business also depends on the perception of the on-campus area as a safe, close, and
modern atmosphere. Employees serve as the face of the company to its customers. If the
employees are unprofessional, inadequately trained, or incompetent, the consumer will be
unhappy and unlikely to continue business with the company.
2.3 Competition
Currently, there are numerous organizations in the Bloomington-Normal community that Sneaker
station competes with. The competition is categorized as “very strong,” “strong,” and “weak.”
Very strong competition denotes a serious threat to Sneaker Station because those companies
offer similar products, as well as more variety in shoes to the same community. Strong
competitors also offer similar products and services but pose less of a threat than very strong
competition because Sneaker Station has superior products and a well-known reputation
compared to the opposition. Weak competitors do not pose a great threat to Sneaker Station
because the businesses are not as specific to our target clientele. The following list presents the
three levels of competition:
 Very strong competitors include Dick’s Sporting Goods and Shoe Carnival, which are
both located in Normal. Dick’s Sporting Goods offers athletic apparel and footwear and
advertises its company, as “every season starting here,” meaning it provides apparel and
equipment for all sporting needs. Shoe Carnival offers similar brand-name footwear for a
discounted price. Dick’s Sporting Goods and Shoe Carnival are very strong competitors
because they offer extended and similar retail inventory and have the potential to draw
consumers away because they are well-known companies.
 Strong competitors are department stores including Macy’s, Kohl’s, and Journey’s
located in Bloomington. They all offer the latest styles and top name brands, in addition
to serving women as well as men. In addition, department stores offer coupons with
savings that compare to the discounted shoes at Sneaker Station.
 Weak competitors are “big box” stores such as Wal-Mart, Meijer, and Target in addition
to Murray’s Shoes in Bloomington. Murray’s poses a weak threat because its target
customers do not match Sneaker Station’s. Also, none of these businesses offer the same
leading brand-name shoes that Sneaker Station provides.
2.4 SWOT Analysis
This section discusses strengths and weaknesses internal to the organization, as well as
opportunities and threats which are both external to the organization and out of their control but
can be acted on.
Aspects
Strengths
Provide discounted
footwear for
comparatively low
prices to competition
Implications
Builds the reputation as a
standout footwear store
with affordable prices
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Possible Actions
Expand footwear selection to
gain more consumers and
maintain an edge against
Provide personal
footwear expertise to
every consumer
Provides convenient
accessibility due to
location on campus
Weaknesses Lack of defined roles for
employees at varying
levels
Poor utilization of
marketing and promotion
resources
Partaking poor business
practices
Opportunities Expand the company
Expand and maintain
social media presence
Develop and strengthen
relationships with local
non-profit and community
organizations
Threats
Other discounted
footwear stores in the
Bloomington-Normal
community that offer
similar merchandise
Business organization
and structure may be
detrimental
Develops relationship
between Sneaker Station
(SS) and its consumers
Creates a relationship with
Illinois State, its students,
and surrounding
businesses
-Limits productivity and
current employees have an
overwhelming amount of
responsibilities
competitors
Maintain customer service that
encourages customers to return
and promote business
Participate in the campus wide
discount tactic (Redbird
Monday)
- Establish defined employee
positions according to hierarchy
with corresponding
responsibilities
-Potential to cause time
burden
Potential consumers may
be unaware of SS’s
merchandise and
discounted prices
Causes confusion due to
unclear communication
regarding store information
and services
Establishes another place
for consumers to continue
business and adds
recognition within the area
Create social media tactics
to keep consumers
updated and informed of
new products, sales, deals,
and savings
Establish social
responsibility within
community and promote
positive business
perception
Consumers may choose to
be patrons of the
competition
-Hold employee meetings on
monthly basis
Hire promotion company to
utilize services to help with
advancement of business and
increase revenue
Set up voicemail, add business
hours to social media sites,
create website, create direct
email for business inquiries
Open a store in Bloomington
Lack of management and
clearly defined roles may
lead to serious implications
regarding the store’s
longevity
Hire more staff members and
distinguish roles and their
significance to the business
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-Utilize Hootsuite as a strategy
to make timely and newsworthy
social media releases
-To stay organized
-Partner with universities to
support athletics and rso’s
-Donate products to target
audience events or causes
Continually promote the store’s
transparency through
approachable employees and
personalized experience
3.0 Plan
This section presents a formal and specified plan action for Sneaker Station for the beginning of
the remainder of the calendar year and the 2015 calendar year. It is related to the previous two
sections. The plan in this section provides Sneaker Station with the steps necessary to make to
significant improvements in order to best achieve its mission and reach its full potential. The
following subsections include objectives, strategies and tactics; critical success factors; key
performance measurements; implementation timeline; and the final evaluation method and
anticipated results.
3.1 Objectives, Strategies, and Tactics
The following table shows the objectives, strategies and tactics that make up the central part of
this plan as well as the subsequent subsections.
 Objectives are the main aspects the organization needs to accomplish in order to achieve
its vision. Each objective includes four parts (1) a desired effect (2) a goal, stated as a
numerical target (3) the target audience (4) an established target date or deadline. The
benchmarks for each goal are presented after each objective.
 Strategies are the categories of things Sneaker Station needs to do to fulfill the objectives.
 Tactics are the specific actions that Sneaker Station will take to accomplish each strategy,
which will subsequently fulfill the related objectives.
Objectives
1. Establish
involvement in the
community by
participating in four
philanthropic events
per year.
Strategies
Promote corporate
social responsibility
through being active in
community events and
being involved with the
publics the event draws
(Benchmark: This
objective assumes that
Sneaker Station is
currently unaware of
new opportunities for
community
involvement, so the
benchmark is zero.)
2. Generate sales
among target
customers by $10,000
by November 1, 2015.
(Benchmark: Record
all revenue monthly
and analyze the
productivity before
implementing sales
tactics)
Tactics
Donate shoes, hats, clothes
for raffle events
Participate in community
events or fairs with a booth
Sponsor an event in the
community
Target current and
potential audiences
through promotion of
sales and business
Create a customer punch
card to promote customers
loyalty to business
Offer coupons in campus
special coupon book for new
and returning Illinois State
University students at
beginning of school year
Expand retail in store to
women’s apparel and shoes
to appeal to and draw more
customers to business
Hold back to school sale,
semi-annual sale and before
finals sale to increase
Page 8 of 17
3. Create awareness of
ISU and Wesleyan
students by 60 people
between November
2014 to January 2015.
Target current and
potential audiences
through promotion of
business, sales, and
merchandise
(Benchmark: Survey
results of publics’
interest in store.
Benchmark is currently
0 with a potential of
interest)
4. Focus on
strengthening and
promoting business via
social media platforms
by attaining 700
followers.
Utilize social media
outlets to establish and
develop relationships
with audiences and in
return increase revenue
and build awareness
(Benchmark: Sneaker
Stations’ Twitter is
currently at 270
followers.)
revenue
Post new merchandise
arrivals via social media
platforms to promote retail
Create and distribute
surveys to different areas on
campus and within the
community to access current
awareness
Have ad featured in Vidette
and local newspaper to
target current and potential
audiences
Have followers retweet to
enter to win a free pair of
socks or hats the first week
of every month
Gain a following through
promotional efforts on all
social media platforms
Share social media post
from Sneaker Station to
increase chances of winning
apparel or merchandise the
third week of every month
Hold Instagram the last
week of every month of fans
wearing Sneaker Station
apparel with hashtag for a
chance to win gift card
3.2 Critical Success Factors
The following table describes four categories of factors that could affect Sneaker Station
positively and negatively when attempting to fulfill its objective along with the implications
related to each category.
 Opportunities include occasions where Sneaker Station can take advantage of the
situation to build its image and increase customer support and involvement.
 Barriers include, but are not limited, situational, attitudinal, and environmental
opposition to Sneaker Station.
 Environment includes both internal and external factors that influence Sneaker Station
operations.
 Resources include the employees and material required to fulfill business objectives.
Objectives
1. Establish
involvement in the
community by
participating in 4
philanthropic
events per year.
Opportunities
Improve Corporate
Social
responsibility
Barriers
Limits time that
owners spend at
Sneaker Station
Develop and
strengthen
relationships with
local non-profit
and community
Loss of sales due
to donation of
product
Page 9 of 17
Environment
Increase recognition
of Sneaker Station
in the BloomingtonNormal area
Provides employees
with experience
outside of the store
Resources
Provide a use for
“leftover” or extra
resources
More employees
will be needed for
the events
organizations
2. Generate sales
among target
audience by
$10,000 by
November 1,
2015.
Allow for
expansion of retail
to include
women’s
merchandise
Allow for potential
to expand to
additional
locations
3. Create
awareness of ISU
and BloomingtonNormal community
by 60 people
between
November 2014January 2015.
Expand network of
potential
customers
4. Focus on
strengthening and
promoting
business via social
media platforms
by attaining 700
likes and
followers.
Create and build a
following of fans
and consumers
Allows the store to
be more involved
in the University
and it’s community
Expand network of
potential
customers
Potential to
create a financial
burden to owner
Promote business
recognition through
successful business
tactics
Creates demand
for employees
which would
create new
responsibility for
management
Owner and
employee
couldn’t keep up
with demand of
new interest
None (How do
we delete this
box without
deleting entire
column?)
Strengthen
relationship among
employees and
boost morale
Limits time that
owners spend on
the floor at
Sneaker Station
Limited
knowledge of
how to effectively
manage social
media platforms
Increase following
and viewers of
product, store and
promotions
Develop relationship
between public and
Sneaker Station
Additional
employees to
tailor to new
fashion and sales
expertise
Increase
productivity and
efficiency
Build a relationship
between Sneaker
Station and new
customers
More employees
will be needed
due to high
demand
Increase recognition
of Sneaker Station
in BloomingtonNormal area
Promotional
strategies and
tactics to
successfully
advertise their
business
Increase
employee
productivity
Improve
employee time
management and
devote time to
strictly social
media efforts
3.3 Key Performance Indicators (KPIs)
KPIs are intermittent measurements taken by Sneaker Station to keep the plan on path to success.
For each listed objective, specific measurements will be taken by the owners or managerial staff
periodically and compared to the benchmark or level prior to progress.
 Objective 1 – Establish community involvement by participating in 4 philanthropic
events per year.
o Benchmark – This objective assumes that Sneaker Station is currently unaware of
new opportunities for community involvement, so the benchmark is zero.
o KPI -- Donate to or sponsor one local philanthropic event every four months to
reach a total of four.
 Objective 2-- Generate sales among target audience by $10,000 by November 1, 2015.
o Benchmark -- Record all revenue monthly and analyze the productivity before
implementing sales tactics.
o KPI—Production of sales should increase roughly $800 over the next year after
the sales tactics are implemented.
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

Objective 3 -- Create awareness of ISU and Bloomington-Normal community by 60
people within 3 months.
o Benchmark -- Survey results of publics’ interest in store. Benchmark is currently
0 with a potential of interest.
o KPI – Access surveys monthly to determine any increase in awareness by both
the Bloomington-Normal community and campus.
Objective 4 -- Focus on strengthening and promoting business via social media platforms
by attaining 700 followers and likes.
o Benchmark – Sneaker Stations’ social media platforms Twitter and Facebook are
currently at 270 followers and 249 likes.
o KPI – Access both platforms following implementation of social media tactics
and analyze productivity and increased engagement from consumers.
3.4 Budget & Resource Allocations
Sneaker Station is a new business and required several large investments before it first opened in
August 2013. It is especially important for the business to have an appropriate budget and
resource allocations in order to implement the plan described in the prior subsections and remain
successful. The budget (see Appendix A) lists only those expenses necessary to achieve the
objectives, strategies, and the tactics described in section 3.1 because income and sales amounts
were unavailable during the planning process for confidentiality reasons.
This budget offers opportunities with Sneaker Station’s best interest in mind. However, other
avenues may be taken to reduce costs. For example, the Vidette is the most popular newspaper
among students and should yield the most college student interest. If funds are not able to
accommodate the price of ads, other newspapers in the area offer similar opportunities. The costs
for the philanthropic events are estimated for 100 attendants at 65 percent markup. The estimate
for each event can be adjusted to fit the specifics of each event.
The costs for philanthropic events are estimated for 50 attendees. The estimate for each event can
be adjusted accordingly to each specific event. While much of this plan consists of social media
efforts through various tactics and strategies, it will not be accounted for in the budget because it
doesn’t utilize any additional resources with the exception of time.
It is crucial to point out that we are not currently budgeting for advertising, but there may be
potential to do so in the future. Currently, the resources being allocated provide Sneaker Station
to operate at full capacity. Increasing the level of customer demand and interest has the potential
to increase sales to levels above the current supply capabilities. We are instead focusing on our
current customers and opportunities before pursuing other opportunities in the future that will
increase our expenses.
3.5 Timeline (October 31, 2014 to November 1, 2015)
To guarantee the success of this plan and its implementation, the timeline in Appendix B provides
Sneaker Station with a calendar for when each of the recommended tactics should be executed.
Every component of the plan’s execution is dependent on whether other objectives and tactics
succeed. For example, the surveys should be distributed prior to the awareness tactics are
implemented to accurately reflect the success of the tactics and if it generated any increase in
awareness.
Tasks specifically related to audience awareness through social media tactics were meant to be
implemented at specific times within the month as well as within the year. For each social media
Page 11 of 17
platform, messages have been created and scheduled for the second, third, and fourth week of
every month or included throughout the entire year.
There are many tasks that occur throughout the remainder of the year and each one in addition to
when they are being implemented are highly critical to the stores improvement. This span
includes the implementation of many suggested objectives. Semi-annual periods are the most
important sections of time because they have influence over new consumers while many tactics
are executed. The plan suggests that every four months philanthropic events coincide with
awareness tactics causing distress on the two positions that fall under Sneaker Stations
organizational structure.
3.6 Evaluation Method & Anticipated Results
To determine if this plan was successful, Sneaker Station will have to evaluate the efforts of this
plan. The overall success of the plan is based on whether and how well the objectives are met by
the end of the plan year. Along the way, KPIs (see Section 3.3), which are periodic measurements
of the overall measurements given below, would have been used to gage how well the plan has
been on track. The following.is an outline of the final evaluation metrics we would use and the
expected results:
 Objective 1-- Establish community involvement by participating in 4 philanthropic events
per year.
o Evaluation for this requires finding four potential opportunities for philanthropy,
if four were found, Sneaker Station was successful.
o If four could not be carried out, adjust the plan to two larger events a year.
 Objective 2 -- Generate sales among target audience by $10,000 by November 1, 2015.
o If by the end of the year, sales were able to increase $800 each month (after the
plan begins) or totals $10,000, the plan was successful.
o If the plan was not successful, adjust operations for the next calendar year to
reach the increase.
 Objective 3 -- Create awareness of ISU and Bloomington-Normal community by 60
people within 3 months.
o If the surveys projected an increase in awareness, the plan was successful.
o If it did not increase, awareness tactics will have to be adjusted for the following
year by adding at least two more.
 Objective 4 -- Focus on strengthening and promoting business via social media platforms.
o If followers and likes reach 700 or more, than the plan was successful.
o If 700 followers and likes could not be reached, social media expertise should be
sought out.
Success is anticipated for Sneaker Station with this plan. The owners and staff due can easily
implement the objectives suggested to increase in social media and store awareness as well as
social responsibility and engagement.
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Appendices
A. BUDGET
Organizational Budget (Overall) ~ 2014
EXPENSES
ACCOUNTABILITY
1.Increase community involvement
Gaga & Lucky
Donate either shoes, hats, clothes
Lucky
Participate in community events
Gage & Lucky
Sponsor an event in community
Lucky
2.Increase sales by $10,000
Lucky
Coupon book when school starts
Gaga
Customer loyalty punch card
Gaga
Back to school, semi-annual & finals sale
Gaga
Expansion of retail to women's apparel
Gaga &Lucky
3.Increase awareness of ISU & BN
Gaga & Lucky
Post new merchandize via social media
Lucky
Create and distribute surveys to different areas Gaga
on campus and within the community to access current awareness
Ad in Vidette and local newspaper
Lucky
4. Strenghten social media platforms
Lucky
Retweet to win free apparel
Lucky
Follow/like for exclusive deals and specials
Lucky
Instagram contest for chance to win giftcard
Lucky
Share post for monthly give-away
Lucky
TOTAL
TOTAL
NOTES
$400.00
$75.00
$500.00
For each of the four philanthropic events a single item is donated worth up to $100
Have a table or booth set-up on the event grounds
Provide full fiancial costs for event
$100.00
$6.00
$3,000.00
Create one to two coupons to be featured in back to school coupon book.
FedEx Kinkos Printing ($0.06 per page) Print cards, give cards to customers.
Advertise and promote big sale events throughout the year social media
Estimation based off of current clothing options
$0.00
$12.00
FedEx Kinkos Printing ($0.12 per page) Distribute surveys and analyze
$600.00
The cost per add is $300.00 semesterly
$300.00
One shirt will be given to the winner with a value of up to $25
$240.00
$240.00
$4,693.00
One giftcard is given out per month.
Value of give-away is worth up to $20
Page 13 of 17
Page 14 of 17
12/28
12/21
12/14
12/7
11/30
11/23
11/16
11/9
11/2
10/26
10/19
10/12
10/5
9/28
9/21
9/14
9/7
8/31
8/24
8/17
8/10
8/3
7/27
7/20
7/13
7/6
6/29
6/22
6/15
6/8
6/1
5/25
5/18
5/11
5/4
4/27
4/20
4/13
4/6
3/30
3/23
3/16
3/9
3/2
2/23
2/16
2/9
2/2
1/26
1/19
1/12
1/5
12/29
12/22
12/15
12/8
Objectives & Tactics
Specific Dates
1. Increase community invovelment by participating in four
philanthropic events per year.
Donate shoes, hats, clothes for raffle events
Participate in community events/ fairs with booth
Sponsor an event in the community
2. Increase sales by $10,000 by November 1, 2015
Coupon book when school starts
Punch card
Expansion of retail to women's clothing and shoes
Back to school sale, semi-annual sale, before finals sale
3. Increase awareness of ISU and Bloomington-Normal area
by 20% within 3 months
Post new merchandise arrivals via social media
Create and distribute surveys to different areas on campus
and within the community to access current awareness
Ad in Vidette and local newspaper
4. Focus on strengthening and promoting business via social
media mediums
Retweet to enter to win free pair of socks/hats
Follow/like for exclusive deals and specials
Share post for monthly give-away
Instagram contest with hashtag of yourself wearing
apparel
for chance to win giftcard
12/1
B. TIMELINE
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References
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