You will complete your one-page marketing plan and explain it in five minutes to someone who will hold you to it.
A plan you have only shown to yourself has never been tested. Every gap in it is one you already know how to explain away. The moment you walk someone else through it, the weak parts become obvious, usually within the first five minutes and usually to you before they say anything.
This project finishes your one-page marketing plan and puts it in front of one person who will hold you to it. Allow about an hour, plus the time to meet the person you present to.
The brief: complete every section of your one-page plan from lesson 7.1, check that its parts agree with each other, present it in five minutes to someone who knows your business or your work, and save a revised, dated version 1.
You need your draft plan from lesson 7.1, the thresholds from lesson 7.3, the review dates from lesson 7.2, your budget sheet and lifetime value sum from module 6, and your marketing audit from lesson 1.4.
Go through the nine sections and fill any blank you left in the draft. If a section is still hard to fill, that usually means a decision from an earlier module was skipped. Go back to that lesson and make it now rather than writing something vague.
Then lay the plan beside your marketing audit from lesson 1.4. That audit listed everything you were doing before this course, with its hours and its cost. Make a short list of what you are stopping: every activity in the audit that doesn't appear in the plan. Write it at the bottom of the page or on the back. This list is often where most of the freed time comes from, and seeing it in writing makes it real.
A plan can have every section filled and still not hold together. Check four links.
Does the goal fit the channels? If the goal needs 27 enquiries a month and your two channels have never produced more than 10 between them, either the goal is too high or you need a reason, written down, for why this quarter will be different.
Does the budget fit the goal? Divide your total monthly cost, money plus hours, by the new customers the goal promises. Compare that with the maximum acquisition cost from lesson 6.3. If it is higher, the plan loses money on every customer it wins.
Do the channels fit the customer? Both channels should be places your target customer actually is, at the stages of the journey where your map showed gaps.
Does the offer fit the value proposition? The thing you ask people to do should follow from the reason they would choose you.
If any link fails, fix it before you present.
Choose one person who will tell you the truth: a business partner, your manager, a peer from a business course, a friend who runs their own shop. Not someone who will only be encouraging.
Walk them through the page in five minutes. Who it is for, why they would pick you, which two channels and why, the goal and the budget, how you will know if it's working. Then ask one question: which part do you doubt most?
Listen to the answer without defending the plan. Write their doubt down in their words. If they doubt several things, ask which one worries them most. You want the single biggest doubt, because that is the one you can act on.
Revise the plan once in response to that doubt. Sometimes that means changing a number. Sometimes it means adding the evidence that answers the doubt. Sometimes the doubt is fair but you decide to keep the section as it is, and you note why.
Then date the page and label it version 1. Note the reviewer's main doubt at the bottom. When you hold your first monthly review, look at that doubt again and see whether the numbers proved them right.
Here is how Priya's version 1 for her tuition centre came out, with example figures throughout. One page, nine filled sections. Target customer: parents in Tampines with a child in P4 to P6 whose maths marks have started to slip. Two channels: Google Business Profile for new families, a monthly WhatsApp update for current ones. Goal: 20 new students by the start of next term, from about 27 enquiries a month. Budget about S$630 a month including her time, against a maximum acquisition cost of S$300. Review dates in her calendar, continue, change and stop thresholds for both channels. At the bottom, a stopping list from her audit: Instagram as a growth channel, flyers at the MRT, and a listing site she paid for and never checked.
She presented it to her business partner. His main doubt was whether 27 enquiries a month was realistic when last term averaged 20. She revised the goal down to 15 new students, which matches her one-in-four rate on last term's enquiries, and noted his doubt. Version 1 is dated and printed above her desk.
When you present yours, choose a time this week and send the person the page beforehand so the five minutes are spent on their doubt rather than on reading.
Complete the one-page plan, present it to one person in five minutes, and save a dated version 1 with their main doubt noted.
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