Marketing Plan

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Part of our project aims was to develop a marketing plan for the project. The document is produced below. 


Marketing Plan for Activ8ourplace


People Leading Active Community Development means that local people are best placed to decide their own priorities. Our vision is for the South West to become an engaged community using a variety of media to help effect positive change…


The overall aim of the project is: enhance the capacity and capabilities of local people within Greenock South West through supporting a community led response to tackling the effects of multiple deprivation. A Community Action Plan will be developed by Community Activators. Potential priorities and activities include skills development to increase educational attainment, community food and health projects, expansion of community social enterprise activity and creation of Compassionate Community

Executive Summary

All organisations operate at three levels: - Strategic; Tactical and Operational. This plan is a tactical approach to marketing this project. It covers the seven P’s of Marketing and tries to address each of these items. Each P is self-explanatory and is covered below.  


As asset-based community development approach that has coproduction at its heart. Other than this very generic description it is quite hard to pin down what exactly our product is. We have the outcomes from the grant application which are: -

ESF & ACF Targets

  1. Community based or community led services supported
  2. Deprived or fragile communities supported
  3. New or improved community owned assets (capital for acquisition via other non ESF sources)

Project Outcomes

More disadvantaged people who have never previously participated in community activities and/or education to take part in community-based learning and development programmes;

Greater integration and stronger communities through people from different backgrounds and territories coming together to design, plan and deliver projects to achieve lasting benefits;

More young people taking part in community based learning and projects which divert from anti-social behaviour and cross territorial work which builds safer communities;

More people gain skills and self confidence to be ready to play a more active role in the world of work and progress to further education or training;

Communities will have greater capacity to lead change with better skilled volunteers leading grassroots action projects.

Project Outputs

2 x community connections held

1 x practitioners group established

At least 12 local volunteers being given community development training

1 x Asset mapping Exercise complete

At least 12 community development projects delivered

1 x locality plan complete

1 x volunteer community development group established.


It is important to recognize the difference between outputs, outcomes and impact.

Project results can be divided into three types: -

Outputs are those results which are achieved immediately after implementing an activity. For example, if we are organizing a workshop on human rights, participants who attended it have now got a clear understanding on human rights issues. So, this is an output the project has achieved and it is achieved right after the conclusion of the workshop.

Outcomes can be considered as mid-term results. They are not seen immediately after the end of the project activity. But after some time, when we see some change at the ground level because of the project activity, then it can be termed as an outcome. Taking the above example of a human rights workshop, if the participants have started to mobilize their community members to seek their human rights, then it is an outcome of the project.

Impact is usually a long-term result and it may not be achievable even during the life cycle of the project. For example, if the community has achieved its goal of getting their human rights recognized by the government, then it is an impact created by the project though it is usually seen after several years.





Traditionally, pricing in a marketing sense is about optimising your profits based upon selecting relevant price points for your product. This does not apply in community settings. However, our approach is not so much about pricing but time costs of the project involved. We must be aware that we have finite resources and potentially a lot of ground to cover in producing the outputs listed above. Staff and steering group members need to monitor this closely.


The project will make use of both traditional marketing methods and new(er) social media options. We will be producing leaflets and posters for dissemination within the community. Making use of existing media within Inverclyde (Greenock Telegraph and InverclydeNow) will be done but it is only part of a campaign. Word of mouth and being seen to be active is also part of our promotional approach. Setting up and running a community newspaper has a huge potential for reaching out to communities.

Social media involves websites, Twitter, Facebook, Pinterest, Mailchimp, Instagram, Skype, Snapchat, LinkedIn and Youtube. The infrastructure has been put in place for these channels. There should be a focus on cross posting and automation where possible.

Our approach should be governed by the trends in web based marketing. Traditional websites are losing their utility in reaching a younger audience but it is still important to have a website that is regularly updated with content. Our original domain name was ourplaceInverclyde. The creation of sub-domains will allow for other areas of Inverclyde to get involved at little or no cost to them. For example, we have southwestconnections.ourplaceInverclyde as our first sub domain. We have now amended this to incorporate our new domain name .

We need to get more innovative with the use of social media and should be willing to try out new things. The provision of an active double feedback loop is something to be considered, implemented and evaluated as to it’s efficiency in addressing local community concerns.

An application (App) is crucial to promoting the project, disseminating information and being a conduit for other groups to get involved with the project. Offering to push out their information can be a hook for engagement.

As well as promoting our own work, setting up social media for the projects developed and for current projects should be part of our mission. Could one of our twelve community development projects be social media based?


The project is based in the South West of Greenock covering the 8 areas of: -


We recognize the territoriality issues involved and are sensitive to the issues surrounding that. Initially we should be working in each of the areas, and when we have established ourselves with people and groups, then we can begin to develop more cross territorial work.


We should be prepared to work with groups from outside our immediate geographical area if they have some focus on Inverclyde as a whole. We are not experts in everything and our own organizational learning is dependent upon fostering these links.


Physical Evidence 

The outputs listed above will provide the necessary physical evidence of the projects impact. We will develop a method for reporting back and collecting relevant statistics in terms of the numbers of our engagements. However, we should also be willing to explore other methods of data collection such as videos, social media engagements and images.




Our processes will not be radically different form other community development techniques. However, we should stress that we are adopting an Asset Based Community Development (ABCD).

Asset-based community development, or asset-based community-driven development as it is sometimes called, is a bottom-up way of working with communities that focuses on community strengths and assets rather than on deficits and problems. Consider two communities. One was a ‘community in crisis’; the other was one with strong community relationships and bonds. Of course these two communities were the same community – it all depends on what we decide to focus on.

If we ask people to look for deficits, they will usually find them, and their view of situations will be coloured by this. If we ask people to look for successes, they will usually find them, and their view of situations will be coloured by this (Kral, 1989).

ABCD focuses on the half-full glass. The half-empty glass represents the notion that communities are deficient and have many needs. The half-full glass represents the notion that communities (and the people who live there) have many strengths, capabilities and assets. It is the half-full glass that gives us something to work with.



ABCD is built on four foundations (Kretzmann, 2010; Kretzmann & McKnight, 1993; Mathie & Cunningham, 2003):

  1. It focuses on community assets and strengths rather than problems and needs
  2. It identifies and mobilises individual and community assets, skills and passions
  3. It is community driven – ‘building communities from the inside out’ (Kretzmann & McKnight, 1993)
  4. It is relationship driven.


(Adapted from

Coproduction is the other process that is central to our operations.

Co-production essentially describes a relationship between service provider and service user that draws on the knowledge, ability and resources of both to develop solutions to issues that are claimed to be successful, sustainable and cost-effective, changing the balance of power from the professional towards the service user. The approach is used in work with both individuals and communities.

The New Economics Foundation has developed a work stream focusing on the theory and practice of co-production which provides the following useful definition:

“Co‐production means delivering public services in an equal and reciprocal relationship between professionals, people using services, their families and their neighbours. Where activities are co‐produced in this way, both services and neighbourhoods become far more effective agents of change”.

(adapted from )


People (Biographies lifted from our App)


People from the area and others with an interest in the area.

Viv Hearton

Viv has been working in Community Learning and Development for 15 years both as a volunteer and as a paid worker. Previously supporting the wonderful Comet Festival, various tenant groups and community councils as well as organising other larger events, Viv's belief system is rooted in Social Justice and people influencing change in their communities...

Lee Trotter

Lee has many years experience working with the community. Her passion for people combined with commitment makes Lee an ideal project officer. Lee's main function is to engage with community members on issues that are of concern to them. Lee lives with Bert and Stevie - one is her husband and one is her dog...Lee knows half of the town and the other half knows Lee - feel free to say hello whenever and wherever you meet...

Jim Watson

Jim has many years experience working within the Inverclyde community. He likes to look at things from a different angle and aims to use his social media experience (5 years + and counting...) for the benefit of the wider community. Jim dreams of a society where chickens can cross the road without having their motives challenged!



The above is not without budgetary considerations. The app can be developed with full functionality for £192 pa. Promoting and advertising through facebook and twitter can be a cost effective way of targeting users or promoting campaigns or raising awareness of issues.

Ads can start from as little as £3.00 to target people in the area up to whatever limits are required. Social media also gives plenty of feedback on where your spend goes.




Kral, R. (1989). Strategies that work: Techniques for solutions in the schools. Milwaukee, WI: Brieg Family Therapy Center.

Kretzmann, J. P. (2010). Asset-based strategies for building resilient communities. In J. W. Reich, A. Zautra & J. S. Hall (Eds.), Handbook of adult resilience. New York: Guilford Press.

Kretzmann, J. P., & McKnight, J. L. (1993). Building communities from the inside out: a path toward finding and mobilizing a community’s assets. Evanston, Ill.: Center for Urban Affairs and Policy Research, Northwestern University. Introduction available from

Mathie, A., & Cunningham, G. (2003). From Clients to Citizens: Asset-Based Community Development as a Strategy For Community-Driven Development. Development in Practice, 13(5), 474-486.