University Marketing Plan Report: Woodford Planting Festival 2018-2020

This report presents a marketing plan for the Woodford Planting Festival organized by Woodfordia Inc., focusing on attracting attendees from New Zealand over a three-year period (2018-2020). It begins with an abstract and introduction, followed by goal setting, including a mission statement and marketing goals. A situational review is conducted using SWOT, PEST, and competitive analysis to assess the festival's strengths, weaknesses, opportunities, and threats. The report then formulates marketing objectives, strategies, and a detailed three-year marketing plan addressing product, price, promotion, place, people, and process. Resource allocation and monitoring, including budgeting and non-financial resource implications, are also discussed. The report concludes with recommendations and references to support the marketing plan's effectiveness, aiming to increase New Zealand tourist attendance.

Running head: REPORT
Marketing Plan for Planting Festival of Woodford
Name of the Student
name of the University
Author’s Note

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Abstract
The report is based on the planting festival organized by the Woodford Inc in Queensland on
their 500-acre of land. People around the world attend the festival every year. This report is
based on the marketing plan of the event for next three years that is 2018, 2019 and 2020. It will
be to attract the attendants from New Zealand and increase the number considerably. For that, a
strategic analysis of has been presented in the report using SWOT, PEST and competitive
analysis. A market plan for 2018 has been proposed with financial and non financial budgeting.
SMART recommendation is discussed at the end of the report.

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Contents
Abstract............................................................................................................................................1
1. Introduction..................................................................................................................................4
2. Goal Setting.................................................................................................................................4
2.1 Mission Statement..................................................................................................................4
2.2 Marketing Plan Goal..............................................................................................................5
3. Situational Review.......................................................................................................................5
3.1 SWOT Analysis.....................................................................................................................5
3.2 PEST......................................................................................................................................6
3.3 Competitive Positioning.........................................................................................................7
3.4 Issues to be addressed............................................................................................................7
4. Strategy Formulation...................................................................................................................7
4.1 Marketing Objective..............................................................................................................7
4.1.1 Strategic Focus................................................................................................................7
4.1.2 Product Mix.....................................................................................................................7
4.1.3 Product Development......................................................................................................8
4.2.4 Product Deletion..............................................................................................................8
4.2.5 Market Extension............................................................................................................8
4.2.6 Target Customer Group...................................................................................................8

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4.2 Three-Year Marketing Plan – Goal and Strategies................................................................9
4.2.1 Product.............................................................................................................................9
4.2.2 Price.................................................................................................................................9
4.2.3 Promotion........................................................................................................................9
4.2.4 Place..............................................................................................................................10
4.2.5 People............................................................................................................................10
4.2.6 Process...........................................................................................................................10
5. Resource allocation and Monitoring..........................................................................................11
5.1 Budget..................................................................................................................................11
5.2 Non-Financial Resource Implication...................................................................................11
5.3 Monitoring and Reviewing..................................................................................................11
6. Conclusion.................................................................................................................................11
7. Recommendations......................................................................................................................12
Reference List................................................................................................................................13
Appendices....................................................................................................................................15

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1. Introduction
Woodfordia Inc. Formerly known as Queensland Folk Federation Inc. is a non-
governmental organization that is committed to the environmental sustainability. They organize a
plant festival every year during the time of summer. This tree festival is held on their parkland of
500 acre located in the Sunshine Coast Hinterland, in Jinibara country north to Brisbane
(woodfordfolkfestival.com, 2017). The land is formally owned by the Jinibara people under the
management of Woodfordia for conducting the Woodford Folk Festival and The Planting festival
on an annual basis. The primary sponsors of the festivals are Moreton Bay, ClarkeKann
Lawyers, Tourism and Events Queensland, Arris and Coveurban (theplantingfestival.com, 2017).
The company has invested $14 million since 1994 for developing the lad into a festival site
(theplantingfestival.com, 2017). A marketing plan for the attracting more number of the New
Zealand tourists is proposed in this report. The repost is comprised of mission statement,
marketing goal of the plan. Market analysis is conducted using different tools such as SWOT,
PESTLE and some other tools. Marketing objectives are highlighted in the phase three of the
report with three year marketing plan. Phase four of the report is dedicated for resource
allocation and monitoring the utilization of the resources. A SMART recommendation is
provided at the end of the report.
2. Goal Setting
2.1 Mission Statement
The mission o the organization is to promote environmental enhancement through
different festivals in their land. They aim to minimize the impact and maximize the possible gain

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for the environment. Educate the people through various planting festivals is the primary vision
of the company and promote the environmental branding of their activities.
2.2 Marketing Plan Goal
Goal is to increase the number of festival attendants from New Zealand by 200 in 2018
and 50 per year thereafter until 2020.
3. Situational Review
Situational review using SOWT, PESTLE and competitive positioning will give detail
information on the strength and weaknesses of the planting festival.
3.1 SWOT Analysis
SWOT is a situational analysis of strength, weaknesses, opportunities and threats of a
company (Bull et al., 2016).
Strengths Weaknesses
 They currently have 57 Amenity
Blocks, Onsite Wastewater Treatment
Plant, Water Filtration Plant, and
Amphitheatre with capacity of 25,000,
developed electrical infrastructure with
156 power poles and aerial power lines.
 Pathways and pedestrian bridges,
administration offices, workshops,
visual studio and many more.
 Reaching the site is a bit headache as it
is far away from the urban area in-
between Brisbane valley and
Queensland Hinterland mountains.
 Weak cellular network in the festival
site
 Limited number of tickets available that
is quite few at the time of the festivals.
 Limited information is available on the

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 They use festivals as tools to educate
the attendants on environmental
sustainability by many means.
internet.
Opportunities Threats
 They have plenty of space to develop
the site according to the demand of the
customers.
 Open opportunity to develop
sustainable educative program.
 Front-gate admission procedure is poor.
 Administrative services are moderate.
3.2 PEST
The company enjoys political support being a environment regenerator. However, the
taxation implemented by Australian government seems to be slowing down the process of
development of the organization.
Economic issue faced by the company is in the budgeting, as they have to maintain a
tight budget for their activities. Recent instability in the global market became a challenge for the
organization to maintain their activity smoothly.
Social factors seem to be in favor of the company due to their festive approach.
Moreover, as they invite international attendants, it is an advantage for them to spread their
environmental message around the globe.

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Technology is mineralized in their operation as they are trying to promote the
environmental up gradation by planting. However, necessary use of technology is visible in the
company (Ho, 2014).
3.3 Competitive Positioning
Woodfordia Inc is the first of its kind who obtained this festival approach in bio-quest.
Hence, the competitive threat faced by the company is next to none (Horta & Camanho, 2014).
3.4 Issues to be addressed
The limited tickets and low accommodation availability is an issue in hand for the
company. However, the idea they promotes restrict them from environmental degradation.
Hence, the company has to provide alternative accommodation to its visitors. They should start
providing portable tents and other necessary items for the attendants of the festivals.
4. Strategy Formulation
4.1 Marketing Objective
4.1.1 Strategic Focus
The company focuses on the vegetation as an integral part of the planting festival and
many other activities, which facilitates the objective. Wildlife management, land management
are other focuses to enhance the environment. Other strategic focuses are power generation,
recycling, sewerage, public transport mineralization, noise reduction, educating, and others.
4.1.2 Product Mix
The company has a wide range of programs listed in their planting festivals. They are like
planting, education on sustainable development, art and environment, workshops, concerts and

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many more. Each of the programs offered in the festival is again have a depth of variations.
Though all the programs are separated from one another, they can be linked with a single
concept that is sustainability and environmental re-gradation (Mayer, Melitz & Ottaviano, 2014).
4.1.3 Product Development
They are developing their product line adding a range of activities in their product line.
Some of new species are added in the list of plantation. Whereas, activities like, bag making with
jute is included in their workshop. On the other hand, a development in their current line of
product is also visible as they are making space for providing more accommodation to attract the
New Zealand attendants. They are opening new line of arts competition maintaining
sustainability.
4.2.4 Product Deletion
There are some products such as biking that needs to be deleted as they attract fewer
customers and they are consuming lump sum money.
4.2.5 Market Extension
They are currently seeking to extend their market in the global context. The attendants
from overseas are mainly UK and USA, but they currently want to attract the New Zealand
attendants and want at least 200 attendants in 2018 and grow it to 300 by 2020 (Bettiol et al.,
2013).
4.2.6 Target Customer Group
As a festival organizer, they target all the age group in planting festival. Most of the
attendants are in the age group of 30-39 out of which, most of them are female. They are

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targeting customers in an international market for spread their sustainability message around the
globe. Currently they are focusing on the New Zealand market.
4.2 Three-Year Marketing Plan – Goal and Strategies
4.2.1 Product
The main activity in the festival for which it is famous for is the tree plantation. They are
targeting to plant around 20000 thousand plants in 2018 that is considered to be a huge number.
They will be continuing with their current programs with some modification. Moreover, they are
adding some more sustainable activities energy generation from cow dung, fertilizer production
from green resources and many more. Different workshop of art will be included in the festival.
4.2.2 Price
They are closing their gate sale and the tickets will only be available through online. The
price of each entry pass or ticket will be $91. An additional charge of $2.5 will be charge from
the customers by the bank that is collaborated with the organization.
4.2.3 Promotion
They will be focusing on the social networking for their promotion, as it is the new trend
for reaching out to the people. As it is widely used by all the age groups in the developed
country, it can prove to be useful for their promotion. Different platforms will be used for the
promotion of their festival. Other than that, social media like television news paper will also be
included by the organization in a reduced level. Whereas, the statement of the organization that
is sustainability and revitalization of the planet will be promoted via programs in the event. It
includes the tree plantation where they will be planting more than 200 species of trees in the land

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near the campsite. Different biodegradable products will be promoted in the workshops
(Armstrong et al., 2015).
4.2.4 Place
The venue of the event will be 87 Woodrow Road, Woodford, Queensland, Australia
4514. It is a 500 –acre parkland near the Sunshine Coast Hinterland, on Jinibara. The place is
located in between Brisbane and Jinibara country and 1hour north to Brisbane.
4.2.5 People
People around the globe are welcomed in the event. The target population oif the event is
the adjutant populations of Queensland like New South Wales, Sydney, Melbourne, Brisbane,
and Adelaide that are considered as local. Countries overseas that are likely to take part in the
planting festival are UK and US. Most of the people that take part in the festivals are middle
aged and the elder generation. For the 2018 planting festival, the organization is targeting the
New Zealand population. The organization wants to increase the number of participants from
New Zealand by 200 in 2018 and increase the number by 50 every year afterwards.
4.2.6 Process
The festival will be comprised with its natural essence with some minor modification as
mention in the earlier section. The promotional activity that will be incorporated and heavily
used in this season will be the social networking sites such as facebook and instagram. ``Other
than that, the company will be investing on social media to attract more participants. The main
goal of the festival is to promote sustainability message of the organization to the people around
the globe. The traditional way of promoting the message will remain the same that is via ivents
and workshops in the festival.

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5. Resource allocation and Monitoring
5.1 Budget
Budgeting is the process of estimation for the possible expenditure and income (Rubin,
2016). Estimated income in the following three years is 106000,117000 and 112500 accordingly.
Whereas, estimated expenditure over three years is 137000, 122500, and 112000. On the other,
closing cash-position over the following three years will be -10000, 17000, and 40000, which
shows a slow incline in the profit margin of the organization.
5.2 Non-Financial Resource Implication
The organization should properly utilize their experienced staffs and facilities controlling
the planting festival and giving it direction according to the plan. The organization should intake
as many volunteer as possible for supervising the festival and keeping the campsite safe and
clean. It will ensure the activities can go smooth.
5.3 Monitoring and Reviewing
Surveillance cameras will be implemented to overview the festival that will also ensure
the security. The performances of the volunteers are the workers will be traced using this.
Moreover, reviews will be taken from the participants on time interval. The plan has to be
reviewed and updated on the second year. It should be based on the success and the suggestions
taken from the participants.
6. Conclusion
It can be concluded from the above discussion that the festival initiative taken by
Woodfordia Inc. is an effective way to communicate sustainability and revitalization of the
planet earth. The Australian government also supports the cause. However, there are different

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criticism regarding the land acquisition and the board opening they are enjoying in such a
location, but proper description is provided by the organization. SWOT and PEST analysis
shows different advantages and challenges they are facing in the current situation that can easily
be handled with proper implementation of the proposed strategic plan. The final part of the report
is comprised with a budget proposal that includes the net income and expenditure and the cash
flow of the organization over next three year.
7. Recommendations
S – Inclusion of sustainable jute bag making event in the festival.
M – Attract 200 New Zealand attendants to participate in the festival
A – Plant festival attendants from New Zealand should increase by 200 in 2018.
R – Spread the words of sustainability and promotion of planting festival via Social media for
the next festive season.
T – Modifications mentioned in the plan should complete prior to fourth of May 2018.

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Reference List
Armstrong, G., Kotler, P., Harker, M., & Brennan, R. (2015). Marketing: an introduction.
Pearson Education.
Bettiol, M., De Marchi, V., Di Maria, E., & Grandinetti, R. (2013). Determinants of market
extension in knowledge-intensive business services: evidence from a regional innovation
system. European planning studies, 21(4), 498-515.
Bull, J. W., Jobstvogt, N., Böhnke-Henrichs, A., Mascarenhas, A., Sitas, N., Baulcomb, C., ... &
Carter-Silk, E. (2016). Strengths, weaknesses, opportunities and threats: A SWOT
analysis of the ecosystem services framework. Ecosystem services, 17, 99-111.
Ho, J. K. K. (2014). Formulation of a systemic PEST analysis for strategic analysis. European
academic research, 2(5), 6478-6492.
Horta, I. M., & Camanho, A. S. (2014). Competitive positioning and performance assessment in
the construction industry. Expert Systems with Applications, 41(4), 974-983.
Mayer, T., Melitz, M. J., & Ottaviano, G. I. (2014). Market size, competition, and the product
mix of exporters. The American Economic Review, 104(2), 495-536.
Rubin, I. S. (2016). The politics of public budgeting: Getting and spending, borrowing and
balancing. CQ Press.
theplantingfestival.com. (2017). Our Land. Retrieved 6 September 2017, from
https://theplantingfestival.com/about/our-land.html

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theplantingfestival.com. (2017). Sponsors. Retrieved 6 September 2017, from
https://theplantingfestival.com/about/sponsors.html
woodfordfolkfestival.com. (2017). About. Retrieved 6 September 2017, from
https://woodfordfolkfestival.com/the-festival/our-organisation/

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Appendices
Cash flow
2018 2019 2020
Starting Cash Position
Inflow (Source of Fund) $20,000 $25,000 $30,000
Ticket sale $91,000 $97,000
$1,01,00
0
Collection from Accounts
Receivable $1,000 $2,000 $3,000
Other Cash Receipts $15,000 $15,500 $18,000
Total Cash Inflow
$1,27,00
0
$1,39,50
0
$1,52,00
0
Outflow (Use of Fund)
Fixed Cost $55,000 $55,000 $55,000
Administration $2,000 $2,500 $2,000
Marketing $10,000 $5,000 $5,000
Operations $5,000 $5,000 $5,000
Variable Cost
Administration $20,000 $20,000 $20,000
Marketing $10,000 $5,000 $5,000
Operations $35,000 $30,000 $20,000

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Total Cash Outflow 137000 122500 112000
Closing Cash Position -10000 17000 40000
Income and Expenditure
2018 2019 2020
Sales
Revenue
$1,26,00
0
$1,37,50
0
$1,49,00
0
Cost of goods sold $20,000 $20,500 $22,500
Gross profit 106000 117000 126500
Expenses
Accounting fees $1,000 $1,000 $1,000
Marketing $10,000 $5,000 $5,000
Bank charges $1,000 $1,000 $1,000
Bank interest $1,000 $1,000 $1,000
Depreciation $1,000 $1,200 $1,650
Electricity and gas $6,000 $4,200 $3,000
Equipment $15,900 $8,000 $5,000
Insurance $2,800 $2,500 $1,800
Legal fees $1,800 $1,800 $1,800
Motor vehicle expenses $5,500 $5,500 $5,500