Strategic Plan

Prepared by:
Emily Fisher
Fisher Public Relations

October 21, 2015

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...............................................................................4-5
1.6 History & Culture ..........................................................................................5
2.0 Situation Analysis.....................................................................................................6
2.1 Definition & Scope of Situation......................................................................6
2.2 Stakeholders Effected ..................................................................................6
2.3 Competition ...............................................................................................6-7
2.4 SWOT Analysis..........................................................................................7-8
2.5 Market Position.............................................................................................8
3.0 Plan ..................................................................................................................... 8-9
3.1 Objectives, Strategies, and Tactics...................................................................................9-10
3.2 Critical Success Factors ........................................................................10-11
3.3 Key Performance Indicators ..................................................................11-12
3.4 Budget & Resource Allocations...................................................................12
3.5 Timeline..................................................................................................12-14
3.6 Evaluation Method & Anticipated Results...............................................11-14
Appendices .................................................................................................................. 15
A. Timeline...................................................................................................15-16
B. Budget and Resource Allocation...................................................................17
C. Possible Feedback Survey for Facebook & Website.....................................18
References

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Executive Summary
Fabulous Affairs is a local business in the Normal community that has been in operation
since 2005. Recently, it relocated to Uptown Normal in an effort to expand its roots in
the Bloomington-Normal area. However, it is still not well-known and has the capability to
expand even more.
The strategic plan outlined in this document is a guide to be used in the future for help
the business grow and become more well-known. It will outline objectives for the
business, recognize its strengths, weaknesses, opportunities, and threats, and it will give
a detailed plan to achieve each objective through targeted strategies and specific tactics.
In this document, the following objectives are sought to strategically advance Fabulous
Affairs in its business success:

To increase awareness in the Bloomington-Normal community by 50% by

December 31, 2016.
To make Fabulous Affairs the top go-to boutique in the Bloomington-Normal
community by December 31, 2016.
To increase the use of social media outlets and website to customers and
potential customers by December 31, 2016.

This strategic plan serves as a guide for the business for the next year. Through these
objectives and the rest of the plan, the business can expand even more over the next 12
months. For future plans, Fabulous Affairs can use this plan as a guide to help further its
potential and make adjustments as needed.

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1.0 Organization Background

The purpose of this section is to show how Fabulous Affairs was started, its mission and
vision, and its value proposition with the internal structure of the business. The majority
of the content in this section will be useful to know when understanding sections 2.0 and
3.0.
1.1 Business Definition
Fabulous Affairs is local wedding boutique in the Bloomington-Normal community that
specializes in printed invitations, stationary, cards, gifts and wedding planning.
1.2 Vision
To become the go-to choice in the Bloomington-Normal community for party planning
and gift services and in all things, be fabulous.
1.3 Mission
We, Fabulous Affairs, do fabulously vow to make our stuff hip and fun, for as long as we
all shall live! We promise to love what we do, honor good design, and disobey rules as
we see fit! We shall remain faithful unto ourselves during start-up, through spectacular
hits and laughable flops, in busy times and slow we hereby pinky swear to cherish all
customers and loyal fans until the end of time!
1.4 Value Proposition
As a small, upcoming business in the Bloomington-Normal community, Fabulous Affairs
has competition. Fabulous Affairs value proposition separates it from its main
competitor, Simple Elegance Events & Wedding Design, also located in BloomingtonNormal. This value proposition consists of Fabulous Affairs slogan and proof points to
help against the companys competition.
Slogan: In all things, be fabulous.
Proof Points:
1. From the Save the Dates to your wedding day set up at BCC everything was
beautiful! We never had a doubt that with your help all would go smoothly and
you came through in Fabulous fashion.
2. We had the most beautiful invitations that I could have ever imagined.
3. Thanks so much for a wonderful experience with Fabulous Affairs. It couldnt
have been better.
1.5 Organization Structure
The organizational structure is meant to show the hierarchy of Fabulous Affairs. In the
sub-sections to follow (1.5.1 and 1.5.2) each role each person holds is explained in more
detail.

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1.5.1 Owner (Cally Shane)

Shane started the business in 2005. As owner, she is responsible for making sure the
designing, planning, and organization runs smoothly. She is also in charge of the event
planning and designing.
1.5.2 Part-time employees
Alongside of Shane, there are three employees. Kasha, Maddy, and Arin are the sales
associates of Fabulous Affairs. As Assistant Manager, Kasha spends the most time in
the store and has the most training and experience. However, all part-time employees
have the same duties, including handling sales, customers, event requests, and
updating social media. At a time, there is only one associate working in the store.
1.6 History & Culture
Before Fabulous Affairs started, Shane had opened a dance studio called Fabulous
Feats. After closing the dance studio, she worked at a boutique called P.J. Luxe, where
she maintained managerial duties. When the owner decided to retire in 2005, Shane
bought out the business and renamed the store Fabulous Affairs, keeping Fabulous in
the title from the dance studio, as well as its slogan, In all things, be fabulous.
Originally, the business was meant specifically for event planning and designing
invitations. In 2008, Shane expanded the business into a boutique to sell a variety of
jewelry, clothing, cardstock, stationery, and invitations, as well as wedding planning. In
2009, the boutique relocated to Uptown Normal, where it stands today.
Fabulous Affairs prides itself on the relationship it holds with each individual customer.
Customers who pick Fabulous Affairs to plan an event come back to the company if they
need another event planned, starting the build a lasting relationship. Each employee is
knowledgeable on the products and services the business offers. Inside the store is a
very casual feeling, with employees wearing either jeans or kakis. Along each wall are
different products that Cally has designed for previous customers, each unique. With
soothing coffee-house music playing in the background, customers feel welcomed when
browsing the different products and are greeted by friendly employees who show pride
working at Fabulous Affairs.
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2.0. Situation Analysis

As a small-town business in Uptown Normal, Fabulous Affairs faces many challenges.
This situation analysis section describes key problems and presents an analysis to
overcome them. It also defines each competitor in relation to Fabulous Affairs and
provides a SWOT analysis about Fabulous Affairs, explaining in detail the companys
strengths, weaknesses, opportunities, and threats. The section concludes with a brief
section explaining the marketing position Fabulous Affairs holds (and can hold) in the
Bloomington-Normal market.
2.1 Definition & Scope of Situation
Fabulous Affairs is the only boutique in Uptown Normal, giving it an advantage with
customers in the area. It has the capability of expanding and bringing in more revenue.
The main situation with Fabulous Affairs is not only getting the name out there, but also
understanding everything the business has to offer. When customers first walk into the
boutique, they immediately think it is a wedding boutique and end up leaving, causing a
loss of sale for the company. Giving customers a different perspective on the company
would benefit the company and not result in any losses.
One main factor of Fabulous Affairs is the variety and uniqueness it has to offer.
Customers can design their own invitations and stationary. With each order, Cally
focuses on making each design its own, using no previous designs. Since she is the only
designer, it limits the amount of tasks she can take on. Having another designer for the
company would be beneficial because it would provide more time for more customer
orders.
Modern technology and social media play a dominant role in todays society. Fabulous
Affairs needs to keep up with each social medium, providing customers with more
information and photos. Having all of the trending mediums would also be beneficial to
the company because it would expand its target audience.
Keeping the website up-to-date would also benefit the company because it would
provide customers the information of new products, clearance items, and upcoming
events that the company is hosting.
2.2 Stakeholders Effected
Fabulous Affairs has many stakeholders who will be affected with the organizations
success or failure. Within the business, the three part-time employees are major
stakeholders. If revenue of Fabulous Affairs were to decrease, part-time employees
would not only see a decrease in labor, but each of their working hours would decrease.
Regular customers are also stakeholders. Regular customers have maintained a
relationship with Cally and Fabulous Affairs, thus returning for each event they need held
or card they need designed. If Fabulous Affairs were to see a drop in revenue, prices
may increase or the business would be in risk of closing, making these regular
customers and clients have to find a new place with which to do business.
2.3 Competition
In the Bloomington-Normal community there are a few competitors to Fabulous Affairs.
This section outlines each competitor as very strong, strong, and weak. The very

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strong competitor shows the most potential threat to the business because the
competitor offers the same services as Fabulous Affairs. A strong competitor offers a
threat to the business-but not as much of one as the first one because even though
there are similarities between the two, there are a few differences as well. The weak
competitor is considered a competitor, but does not offer much threat due to specific
differences between that company and Fabulous Affairs.
1. Very Strong: Top Notch Event Planning
This business is considered the biggest competition to Fabulous Affairs. It offers
the majority of the same services as Fabulous Affairs, including event planning,
invitations, and stationary for the events. However, the main difference is
Fabulous Affairs focuses on uniqueness with each design that comes in.
2. Strong: Simple Elegance Events & Wedding Design
This business offers the second most competition to Fabulous Affairs. It does
offer the same services, but focuses more on weddings than other events. It also
does not include gift purchasing in the store like Fabulous Affairs does.
3. Weak: Perfect Glow Weddings & Events
This bridal boutique is a competitor through the wedding aspect of business.
Perfect Glow Weddings & Events offers wedding planning packages similar to
fabulous affairs. However, within these packages, Perfect Glow does not offer the
designing of invitations, stationary, guest book, thank you cards, etc. like
Fabulous Affairs does. Also, Fabulous Affairs offers event planning for events
besides weddings; Perfect Glow Weddings & Events does not.
2.4 SWOT Analysis
The purpose of the SWOT analysis is to analyze the strengths, weaknesses,
opportunities and, threats of Fabulous Affairs that can be identified outside and inside of
its organization. Through the table below, each strength, weakness, opportunity, and
threat will be defined as well as possible actions that will need to be taken through the
company.

Strengths

Aspects
Provide customized
invitations &
stationary if
customer is not
satisfied with the
selection provided.
Is the only boutique
in uptown Normal.

Weaknesses Not enough

employees working.
Does not utilize

Implications
Gives more
opportunities to
customers to make
sure they leave
satisfied.

Possible Actions
Make the customization
possible through the
website to generate ideas
for specific events.

Convenient location in
a business area with
no surrounding
competition.
With only one or two
employees doing the
work, finishing
projects takes longer.
Fabulous Affairs does

Continue to stand-out in
uptown Normal and make
a good first impression so
customers will revisit.
Get the word out that
volunteers are needed.

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Post updates more

social media to the

fullest ability.

have social media

outlets, but does not
utilize them by posting
updates or events.

Does not showcase

the purpose of the
store.

When customers first

walk in, they think it is
a wedding boutique,
even though it has
more to offer.

Opportunities Spread the word

about the company

to help it expand.

Threats

Top Notch Event

Planning in
Bloomington-Normal
offers very similar
service

As a small business in
Uptown, many
community members
dont know about the
business.
If customers are not
satisfied with
Fabulous Affairs, they
will choose to go to
Top Notch Event
Planning.

frequently on what is
going on with the
company. Also, consider
getting an Instagram to
use as a photo gallery.
Put non-wedding items
upfront by the door (cards,
picture frames, gifts, etc.),
making it the first thing
people see when they
walk in.
Put out fliers, utilize social
media, and create
incentives for community
members.
Establish a relationship
with the community to
earn their trust so theyll
choose Fabulous Affairs
over competing
organizations.

2.5 Market Position

Market position concerns how the companys stance in the market and, consequently,
how it is viewed within the community. Many people associate Fabulous Affairs with
wedding planning, but the business has more to offer.
1. First Mover: Fabulous Affairs is the only boutique in Uptown Normal. With the
services it provides, the uniqueness in designing it offers, and the variety of
options, the company is the only business that offers these specific services in
the Bloomington-Normal community. Even with other boutiques in BloomingtonNormal (see section 2.3), these companies do not offer the passion and
uniqueness that Fabulous Affairs offers.
2. Repositioner: Before Cally bought out the business, Fabulous Affairs was
originally P.J. Luxe (see section 1.6). Since rebranding and relocating, Fabulous
Affairs has targeted a larger audience, increasing the sales in revenue, and offers
more services and products than P.J. Luxe originally did. It has expanded to
more specifics to design, variety in stationary and invitations, and small gifts
within the store. P.J. Luxe focused mainly on event planning and even though
Fabulous Affairs still does, it offers a larger variety, attracting more customers.
3.0 Plan
This section outlines the plan for Fabulous Affairs to achieve the vision of becoming the
go-to planning boutique in the Bloomington-Normal community by the end of
December 2016. This section will outline the objectives, strategies, and tactics to fulfill
the vision. Critical success factors (CSFs) are described in this section, stating each
objectives opportunities, barriers, environment, and resources. Listed below are also

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key performance indicators (KPIs), which explain the measurements taken during the
plan. The budget needed to carry out the plan and the specific timeline are both also
listed, as well as our anticipated results.
3.1 Objectives, Strategies, and Tactics
As outlined in Section 1.0, the objectives are for a specific audience by a specific
deadline. This section gives the basis for the following sections: the strategies and
tactics to fulfill each objective. The objectives state what must be achieved in order to
fulfill the organizations vision. The strategies listed explain what category each tactic
falls into and the tactics are the actions Fabulous Affairs will initiate in order to fulfill each
objective.
Objectives
1. To increase awareness in the
Bloomington-Normal community
by 50% by December 31, 2016.

Strategies
Selective
Exposure

Tactics
Put an ad in The Pantagraph
Create fliers to post around uptown Normal
during sales/promotions.

Benchmark: Fabulous Affairs

has not advertised their store,
services, or location within the
Bloomington-Normal community.

Creating a yearly catalog for the products

and services they provide.

(Rationale: Putting an ad in the

paper, putting up fliers around
town, providing a catalog with
products, and having items by
the front door to give customers
a different idea of the store will
gain customer knowledge of
Fabulous Affairs the products it
offers.)
2. To make Fabulous Affairs the
top go-to boutique in the
Bloomington-Normal community
by December 31, 2016.

Put non-wedding items by the front door to

give customers a different perspective of
the company.

Audience
Participation

Give discounts to returning customers so

they come back.
Give coupons to first-time customers so
they have a reason to come back.

Benchmark: Fabulous Affairs

must compete with surrounding
competition.

Host a Fall Event called Fabulous Day

where items in the store are marked down.

(Rationale: By offering
incentives to new and previous
customers and hosting an event
day, sales will increase and
more customers will remember
Fabulous Affairs for future need.

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3. To increase the use of online

media by 30% to current and
potential customers by
December 31, 2016.
Benchmark: Fabulous Affairs
does not utilize social media or
its website to its fullest
capability.

Selective
Exposure through
Interactive and
noninteractive
media
Audience
Participation

(Rationale: By providing
customers with more social
media platforms, posts, and web
presence, it will increase the
awareness of the company and
revenue in the community.

Post more updates regularly on Facebook,

Twitter, and Instagram.
Create a snapchat filter for the younger
generation.
Provide followers on Facebook, Twitter,
and Instagram with a feedback section to
see how they rate the business (See
Appendix C for possible feedback
questionnaire).
Create a #stayfabulous hashtag to spread
awareness. According to wersm.com,
tweets with hashtags have 2 times more
change to generate engagement.
Create an Etsy page with inventory on it,
making it more accessible for customers to
see the uniqueness of the designs.
According to sitenalaytics.compete.com,
Etsy.com has an average of over 24 million
visitors per month.

3.2 Critical Success Factors (CSFs)

The following table shows the positive and negative possibilities for each objective. The
opportunities, barriers, environment, and resources can be negatively impacted or
positively impacted, which is listed in the table below.

Opportunities: Occasions where Fabulous Affairs can make an impact on the

community to expand and evolve.
Barriers: Obstacles that keep Fabulous Affairs from achieving those objectives
Environment (Internal & External): The relationships and impacts Fabulous
Affairs can have in the community
Resources: What and who is required to fulfill each objective

Objectives

Opportunities

1. To increase
awareness in the
Bloomington-

Provide more
information to
BloomingtonNormal community
members to make
them more aware
of the business.

Normal
community by
50% by
December 31,
2016.

Barriers
Promotional
expenses could
create a financial
burden on the
company (see
section 3.4)

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Environment
Relationships with
previous
customers and
potential
customers can be
improved.

Resources
Employees will
be needed to
get in touch with
previous
customers,
which is time
consuming
going through
records.

2. To make
Fabulous Affairs
the top go-to
boutique in the
BloomingtonNormal
community by
December 31,
2016.

Showcase the
opportunities the
company provides
that differ from its
competition.

Getting the
devoted customers
of the competition
to see how
Fabulous Affairs is
better.

Good relationships
with previous
customers can
inspire them to
continue shopping
at Fabulous Affairs
and help with
objective 1.

Find time to
contact all
previous
customers as
well as reaching
out to each
individual
person who has
liked or
followed on
social media.

3. To increase
the use of social
media outlets
and website to
current and
potential
customers by
December 31,
2016.

Use Facebook,
Twitter, Instagram,
and Etsy.com to
connect with
customers.

Not all of the older

generation uses
social media. If
previous
customers belong
in that
demographic, it will
be hard to spread
the word with them
on what is
happening.

Relationships can
be made with
female ISU
students, faculty,
and staff through
social media.

A media
position will be
needed (if
affordable) to
maintain the upkeep of all
social media
outlets.

3.3 Key Performance Indicators (KPIs)

KPIs are measurements throughout this plan to check the progress of the business
toward the objectives at specific intervals and make adjustments if necessary. As this
plan is carried out, it is important to make sure results are following what has been
outlined in the objectives and compared to the benchmarks.

Objective 1--To increase awareness in the Bloomington-Normal community by

50% by December 31, 2016.
o Benchmark Fabulous Affairs has not advertised their store, services, or
location within the Bloomington-Normal community.
o KPIAfter the ad is put into the paper, fliers are made, and a catalog is
available, calculate increase in revenue after a month. Revenue should
increase by 5% to make the goal of 50% by the end of the year.
o If revenue increases, continue to run the ad in the paper, especially for
events and sales throughout the year. Collect percentages of revenue
increase once a month.
Objective 2-- To make Fabulous Affairs the top go-to boutique in the
Bloomington-Normal community by December 31, 2016.
o Benchmark Fabulous Affairs must compete with surrounding
competition.
o KPIIf coupons work and bring customers back a second time, continue
to use as incentive. If Fabulous Day brings an increase in revenue,
make it a biyearly or annual event.
Objective 3--To increase the use of social media outlets and website to current
and potential customers by December 31, 2016.
o Benchmark Fabulous Affairs does not utilize social media or its website
to its fullest capability.

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o
o

KPIOnce created, track number of followers, retweets, favorites, and

trends.
After creating hashtags and updating the website, calculate increase of
followers and website viewers.

3.4 Budget & Resource Allocations

This section outlines the budget for this plan (see Appendix B). The source of all income
is sales revenue through client event planning. However, the owner of Fabulous Affairs
would like to keep the amount confidential. Each expense described is how much each
tactic will cost along with how many hours are needed to fulfill each objective. If the plan
is used in the future or a tactic is used more than once, the cost will be recurring.
For objective 1, putting an ad in The Pantagraph for a month will cost $35. The
hour designated is for designing the ad. If sales increase after the month, continue to run
the ad in the paper for $35 each time. To create fliers, $100 has been designated to
cover the paper and the ink. Creating a catalog has been budgeted at $300, which
includes the paper, ink, binding of the pages, and paying the employees to stay and
work on the project. If employees are already scheduled to work and work on the project
during their scheduled time, the amount will decrease since they will not be paid any
extra.
For objective 2, giving discounts to customers will account for $50 for paper and
ink needed. For the second tactic, $200 has been designated to the overall tactic.
However, $150 will be used as the amount in coupons given. The remaining $50 will be
used for the necessary printing materials. Creating a Fabulous Day will be the biggest
expense. The $300 given for the event will be for extra employee hours, fliers printed,
hot chocolate for customers, and the loss taken on marked down items.
Objective 3 focuses on social media and the website. Posting updates regularly
on social media outlets will not have an expense. One hour has been given to post
statuses, updates, and photos. For each time this is done, the one hour will be recurring.
Creating a Snapchat filter is free, but will take two hours to design the filter. Providing a
feedback section on social media and the website is also free. However, the hour is
designated to posting the survey and analyzing the results. A possible survey has been
provided (see Appendix C). If Cally decides to use a different survey, another hour may
have to be added in order to create the survey. Creating a hashtag on social media will
not add to the expenses, but will require developing a clever hashtag to use and track its
trend. The last tactic, creating an Etsy.com page, will require two hours of work needed.
These hours are designated to taking the completed catalog and putting each item on
the page, as well as creating a link on the website.
3.5 Timeline (beginning with the proposals acceptance/approval)
To help guide Fabulous Affairs in fulfilling this plan, the timeline (Appendix A) has been
created for each objective and tactic. Implementing the plan at the beginning of the
businesss fiscal year (January), the timeline shows specific dates from January 1, 2016
until December 31, 2016.
For objective 1, the ad will be designed and sent to The Pantagraph by January
22. However, the ad will be in the paper for a little over 30 days, making the objective
date end February 26. Multiple weeks have been designated to certain tasks, depending
on the amount of clients during that specific time. The designing of the ad starts on
January 8 and needs to be completed by January 15. The time between finishing the ad
and sending it is meant for revisions and proofing.
Creating fliers will start on March 5 with designing them. Fliers should be finished
by March 12, which is when they need to be printed. Between March 12 and March 19,
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time has been designated to planning where in uptown Normal to hang the fliers. Fliers
should start being put up around uptown Normal on March 19. The timeline shows fliers
being completely hung up by March 24, for the simple purpose if business is busy and
employees do not have enough time to hang them on certain days.
The creating of the catalog takes place from April 2 until May 14. The
photography of inventory starts on April 2 and needs to be finished by April 16. It is given
this many weeks for the purpose of bringing in new inventory and editing photos as
desired. On April 20, the layout of the catalog needs to be started. It has also been given
a few weeks to make necessary adjustments. The layout needs to be completed by May
7. Starting May 9, the photos previously taken need to be put into the layout with the
prices of each item listed. This has been given less than a week because each photo
should already be edited with their prices. Printing the catalog starts on May 16. Since a
large budget was created for this tactic, it is up to the owner whether to print the catalog
in the store or send it off to have it professionally printed by a local company. Printing of
the catalog should be completed by May 21. May 26 is the date designated for when the
catalog is available, both online and in stores. The time between May 21 and May 26 is
meant in case printing takes longer than allotted.
For objective 2, discounts take place starting June 11 and ending October 1. This
time frame has been designated to this project in order to give coupons out to customers
before the Fabulous Day occurs. Designing of coupons begins June 11 and June 13.
June 11 is a Saturday and since Fabulous Affairs is not open on Sundays, the designing
will finish on Monday, June 13. Printing of the coupons will take place on June 15. Once
printed, coupons must be separated into two categories: returning customers and new
customers. On June 25, coupons can start being handed out to customers. If coupons
do not run out before October 1, do not hand them out after October 1.
The Fabulous Day event will take place on October 15. Designing fliers to
promote the event will start on Saturday, September 10 and should be finished by the
end of Monday, September 12. Fliers should then be printed on September 17. The gap
between September 12 and September 17 is meant for proofing the fliers and making
any necessary and final changes. Putting the announcement on the website should
happen on August 27, before fliers are produced. On September 24, the first post on
Twitter and Facebook needs to be made. On October 1, put a second reminder on
Facebook and Twitter. On October 8, start marking down specific items designated to
the sale on event day. On October 14, post one final reminder on Facebook and Twitter.
For objective 3, an Instagram page needs to be created on February 19, which is
close to the beginning of the 2016 Fiscal Year. This gives the company enough time to
get adjusted after the holidays. On March 5, a Snapchat filter needs to be created. This
particular tactic is being used to target the younger and college female population, since
Snapchat is a current phenomenon. On March 13, create a feedback section to post on
Facebook (see Appendix C). On March 18, create a hashtag to use on Twitter. From
March 18 until April 5, receive the feedback and keep track of hashtag. On April 5, start
creating the page on Etsy.com. This tactic is given until May 21 because that is when the
catalog will be completed. During this time, upload the inventory pictures as they are put
into the catalog and create a link on the website. By the end of producing the catalog,
the Etsy page should be completed. Three times a year, the trends from the hashtag
created on Twitter and the results from the feedback section should be evaluated. These
evaluations take place on March 27, September 8, and December 29. March 27 is
designated to see how well the hashtag has done within the first ten days, as well as
how much feedback has been received. September 8 is the second evaluation day
because it is halfway through creating the hashtag and feedback and the end of the

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fiscal year. December 29 is the last evaluation period because it is the end of the fiscal
year.
The website needs to be updated from January 29 until February 4. During this
time frame, items from the holidays can be removed and Fabulous Affairs can showcase
new incoming products. The feedback section on the website (see Appendix C) needs to
be created and uploaded on February 11. This gives the majority of the fiscal year for
customers to have the opportunity to leave remarks and comments. The results from the
feedback section need to be evaluated three times a year. The first evaluation is on April
2 because it gives customers a few months after the fiscal year to take the survey. The
second is on August 13 and the third is December 29. On December 29, the results of all
the objectives should be evaluated. Even though the fiscal year of Fabulous Affairs ends
on December 31, holidays were taken into consideration.
3.6 Evaluation Method & Anticipated Results
Once plan is completed, Fabulous Affairs will have to evaluate the results to determine
the success rate of this plan. In order to do so, the key performance indicators from
section 3.3 will need to be checked continuously throughout the implementation of the
plan.
Objective 1Increase Awareness
o By tracking the increase of revenue in sales and clients, we will be able to
see how well the ad in The Pantagraph succeeded, as well as the impact
the fliers and catalog made on potential customers.
Objective 2Become Go-To Boutique
o By giving incentives to previous customers and new customers, we can
track the amount of returning customers the store has. Records are kept
on the database, making it easy to search who has shopped or been a
client more than once.
o Fabulous Affairs has hosted events in the past to draw in new customers.
Having a Fabulous Day as the Fall Event would be able to track how
much of an impact the event has, especially with there being special
sales.
Objective 3Increase Social Media & Website
o Even though Fabulous Affairs has a website and Facebook, it would be
beneficial to expand to more popular social media platforms. Updating the
website with new items and products could be beneficial to online
shoppers, especially with a link to an Etsy page. Creating an Instagram
can showcase the different unique products of the business, creating an
increase in sales. Creating a hashtag on social media can help track the
amount of valued customers of the business who are willing to use the
word-of-mouth strategy. Creating a Snapchat filter can attract the younger
female generation, especially on the surrounding college campuses.
Each objective is meant to achieve the overall goal of the plan, which is to increase
revenue of Fabulous Affairs. By acting upon each objective and tactic, Fabulous Affairs
can reach a broader audience in the community.
All employees can carry out each tactic. If a tactic or strategy is not carried out in
the time given, adjustments must be made to the timeline in order to fulfill the plan to its
fullest.

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