MARKETING FOR CONSERVATION SUCCESS

**AN EASY-TO-USE-WORKBOOK**

**FOR MARKETING**

**CONSERVATION SERVICES**

**PRODUCED BY**

**NATIONAL ASSOCIATION OF CONSERVATION DISTRICTS**

**IN COOPERATION WITH**

## NATIONAL ASSOCIATION OF STATE CONSERVATION AGENCIES

**USDA NATURAL RESOURCES CONSERVATION SERVICE**

**1994**

All programs and services of these groups are offered on a
non-discriminatory basis without regard to race, color, national

origin, religion, sex, age, marital status, or handicap.

# TABLE OF CONTENTS

Introduction to Marketing 2

### SEVEN PHASES OF MARKETING

Phase1--Identify Critical Issues 4

Phase 2--Develop Alliances and Determine Your Role 7

Phase 3--Define Customers 11

Phase 4--Identify Customer Needs 13

Phase 5--Set a Strategy and Action Goals 18

Phase 6--Develop and Activate the Marketing Plan 21

Phase 7--Evaluate Your Marketing Effort 23

Appendix A: Marketing Guidebooks 24

Appendix B: Blank Worksheets 25

# INTRODUCTION

**TO MARKETING**

More than ever, our communities, state leaders and national leaders look
to the partnership of conservation districts, state conservation
agencies and the Natural Resources Conservation Service for help. They
understand that our technology and conservation programs offer
practical, proven solutions for resolving environmental issues in
today\'s dynamic world.

But today\'s world of tight budgets and a wider diversity of people who
are interested in our work, requires more creativity in how we work with
people--our customers--to meet their needs.

The benefits of our technology and programs, and how they help solve
environmental issues, must be stressed in different ways with many types
of customers-agricultural, environmental, legislative, business and
others who can benefit by working with us.

This *Easy-to-Use Workbook for Marketing Conservation Services* will
help the conservation partnership meet customer needs through
\"marketing.\"

#### OBJECTIVES OF THIS WORKBOOK

The purpose of this workbook is to provide the members of the
conservation partnership at the local level with the tools needed to:

1.  Understand and use the marketing process

2.  Develop or improve marketing skills and techniques through case
    study examples

3.  Develop marketing plans for promoting our technology and
    conservation programs to help solve environmental issues

The real-life case study examples from conservation partnerships
throughout the U.S. in this workbook will help local conservation
district officials and em-

ployees, state conservation agency employees, state conservation
district association leaders and employees

from the Natural Resources Conservation Service (NRCS) at all levels.
Other partners can also benefit from this workbook.

# WHAT IS MARKETING?

Mention the work \"marketing\" and some people immediately see
smooth-talking salesmen in plaid sport coats persuading customers to buy
a used car with slick high-pressure pitches.

Many others think of marketing as a complicated and confusing mixture of
mind reading and magic wand waving to come up with an arbitrary plan of
action.

Marketing, however, has nothing to do with these old cliché images.
Marketing is NOT forcing unwanted products on wary customers. *Instead,
marketing involves asking customers what they need and providing
products or services which meet those needs.*

Marketing doesn\'t have to be a complicated procedure. *Marketing is a
straightforward step-by-step process which anyone can learn and use.*

**HOW CAN MARKETING CONSERVATION HELP THE PARTNERSHIP?**

Marketing will help us:

-   Meet customer needs

```{=html}
<!-- -->
```
-   Strengthen the capacity of the conservation district, state
    conservation agency, and NRCS partnership at the local level

```{=html}
<!-- -->
```
-   Expand our conservation partnership to be more effective by forming
    alliances with groups who share our issues

```{=html}
<!-- -->
```
-   Anticipate and address conservation issues at the local, state and
    national level

```{=html}
<!-- -->
```
-   Deliver the right service to the right customer

```{=html}
<!-- -->
```
-   Increase public support

The sample worksheets with case study examples will guide you through a
seven-phase process to develop an effective marketing plan. The blank
worksheets in

Appendix B are for you to photocopy and use as you develop your own
plan.

A thought: Marketing is a team effort. To get everyone involved,
consider having a different member of the team lead each phase.

# PHASE 1--

**IDENTIFY CRITICAL ISSUES**

Conservation programs developed in the past may not address all of the
environmental issues your partnership deals with today. Therefore,
determining your critical issues is the first step in effective
marketing.

This phase of marketing will help you identify critical issues for your
partnership and how you might respond to them.

# WHAT IS AN ISSUE?

A conservation issue is any topic related to the conservation of natural
resources that can affect land users or other customers of the
partnership. The variety of customers your partnership serves will be
specifically identified in Phase 3, so for now consider customers in a
broad sense.

The issues your office deals with may likely relate to:

-   A community issue such as how to improve water quality in a
    watershed.

-   The partnership\'s voice on national/state/county issues relating to
    natural resource

> conservation, such as addressing the issue of voluntary versus
> mandatory conservation.

-   A Food and Agricultural Council\'s goal or priority, such as
    providing convenient one-stop shopping for farmers and ranchers.

-   Pending national legislation that affects your customers, such as
    the rewrite of the Endangered Species Act.

Examples of possible responses may include:

-   Educating interest groups concerned about water quality and securing
    their commitment to support your position on the issue.

-   Bringing together agricultural, business and environmental groups to
    demonstrate the success of voluntary conservation programs.

-   Focusing public attention on developing a proactive ecosystem
    management plan that restores a critical species through managing
    natural resources rather than eliminating the use of natural
    resources.

**PRIORITIZE AND FOCUS ON ISSUES**

Time and resources may not allow you to address all the critical issues
you identify. Prioritize them. Select the most important issue first and
develop a marketing plan focused on it. Then apply this same marketing
process to your other priority issues.

**TASK**

Stop now and review the case study in Sample Worksheet 1. This case
study illustrates the steps used to create a working list of the
critical issues and possible responses to those issues. It features the
activities of the Clallam County Conservation District of Puget Sound

in Washington state and its efforts to improve water quality and habitat
for fish.

# SAMPLE WORKSHEET 1

# PHASE 2--

##### DEVELOP ALLIANCES AND DETERMINE YOUR ROLE

This phase identifies other organizations that might also be involved
with your critical issues and willing to contribute resources. It also
helps you define your role in working with other groups.

**ADD TO THE PARTNERSHIP --**

**DEVELOP ALLIANCES**

The partnership of conservation districts, state conservation agencies
and the Natural Resources Conservation Service can benefit by forming
alliances with other groups to tackle a common issue. For example, if
the issue is water quality, these may be good groups with which to form
an alliance:

-   Trout Unlimited or the Sierra Club involved in streamside
    improvements on grazing lands

-   A sustainable farming group interested in legume crops

-   State fish and game wanting to improve fisheries

-   Livestock groups representing ranchers and their efforts to be
    economically sustainable and environmentally responsible

**GET INPUT FROM MANY GROUPS**

The more ideas generated the better the chance for success, so include
as many groups as reasonable and productive in an alliance. Share with
them your response to the critical issue. What is their reaction?

**INVOLVE INTEREST GROUPS**

Special interest groups are a fact of life. Many groups exercise
influence to accomplish their goals. Working together may help you both
accomplish common goals.

**TIPS FOR DEVELOPING AN EFFECTIVE ALLIANCE**

-   Talk with community opinion leaders and get them involved.

-   Find out their views about your issues.

-   Talk to community groups which have political influence. Learn their
    "hot buttons" and positions on key issues.

-   Create a list of key contacts. This list may include organization
    leaders, media personnel, etc.

**BUILD RELATIONSHIPS**

In order to work effectively with the groups in your alliance you must
be able to see the issue from their vantage point, and to describe
benefits from their perspective.

How can you do this? When possible, work with groups on their issues,
and support their projects. This requires an investment of time, but can
yield large profits in the form of mutual understanding and cooperation.

It's important to know how the critical issues affect a potential
alliance member in order to determine if they should be involved with
you on an issue. Every member should have a stake in the outcome.

**SHARE RESOURCES**

New partners can promote your common goals, and also allow you to pool
resources, which benefits everyone involved.

Think of community organizations, individuals or other groups that can
contribute resources to resolving your issues. Resources can range from
providing meeting space, to producing a video or publication, to
providing funding for projects.

**DETERMINE YOUR ROLE IN THE**

**ALLIANCE**

After identifying new alliance members, it's important to determine your
role in this expanded effort to deal with your issue. This step will
guide you in writing a role statement. It may be a good idea to have
each of your alliance members write a role statement for this issue,
too.

**WRITING A ROLE**

**STATEMENT**

A role statement is a type of mission statement specific to your issue.
It explains your purpose, and defines who you are and what you will do
regarding this issue. Your role statement should make it easy for people
to quickly grasp what unique conservation role you play.

When writing a role statement, be sure to:

-   Be realistic--Consider your resources and capabilities. You want to
    ensure success, so keep your limitations in mind.

-   Be specific--Keep role statements concise and explicit.

**A good role statement should:**

-   Be short and to the point

-   Use everyday language (no jargon or technical terms)

-   Portray the character of your organization

-   Use action verbs

**Following is an example of a role statement:**

"We provide farmers with access to voluntary, affordable technology
which can help them improve water quality."

**TASK**

Review Sample Worksheet 2. In this case study, agricultural producers in
the watershed from which New York City draws

its drinking water embarked on a bold new effort to reduce water
pollution. Producers faced difficult choices. Strict regulations
developed by the city and EPA; having the city buy farms and take them
out of production; or forming an alliance with the city, environmental
groups and many others concerned about the watershed to develop a
voluntary approach to solving the problem.

The latter option was chosen. With conservation district leadership, 22
farm groups formed the Watershed Ag Council and began identifying other
groups to join this alliance. The sample worksheet shows just a few of
the potential alliance members.

**TIPS FOR ESTABLISHING**

**YOUR ROLE**

-   Be inclusive. The entire staff, board and volunteers should be able
    to communicate about your role statement and what it means to the
    conservation partnership.

-   Refer to the role statement over and over again. It's a good tool
    for communicating clear and consistent messages to your customers.

-   Be visible. Get involved and stay active in professional networks,
    clubs and trade associations in your field. Tell these peers about
    your important conservation role.

-   Know the issues and take a stand. You are a leader and an authority
    in your area on conservation. Be out front.

-   Deliver what you promise. Consistent and reliable delivery of your
    conservation partnership's services is the most crucial part in
    establishing your role.

# SAMPLE WORKSHEET 2

# 

# PHASE 3 --

##### DEFINE CUSTOMERS

After identifying the critical issues, finding new partners, and
determining your role in the expanded partnership, it's time to zero in
on the customers who may use the services you and members of your
alliance provide. Phase 3 will help you do this.

**WHO ARE OUR CUSTOMERS?**

A customer is any individual or group that can benefit from the services
your partnership has to offer.

You may be asking, "Are they a customer or a partner?" The distinction
between the two is not always clear, but if their participation results
primarily in benefiting from the services of the partnership, consider
them a customer.

You may tend to lump customers into categories--farmers, ranchers,
environmental group members, etc. But a good marketing plan gets even
more specific about customers. For a watershed where water quality is a
priority issue, you may have these customers:

-   Dryland small-grain farmers

-   Irrigated beet growers

-   Sustainable farmers using legume crops in cereal grain rotations

-   Landowners with small acreages used primarily for grazing horses

-   Wool producers

-   Homeowners who install septic systems close to creeks

-   The local Audubon chapter concerned about habitat enhancement

-   A local native plant group wanting to establish natural areas

-   Communities who store their water in reservoirs

Specific methods of customer "information gathering" will be covered

in Phase 4 of this text, "Identify Customer Needs."

For now, just concentrate on how background information

can help you to understand and work with your customers.

Each of these customers has different needs. Talking with each is
important. Remember that marketing *encourages us to talk with others
outside the partnership--especially customers.*

**TASK**

Stop and review the case study in Sample Worksheet 3. It shows that some
conservation districts have unique issues. Such is the case of the Santa
Cruz County Resource Conservation District and its urban environment.
There, improper road building techniques in mountainous, geologically
unstable areas can cause fatal landslides and encourage the spread of
wildfires.

> **SAMPLE WORKSHEET 3**

# PHASE 4 --

**IDENTIFY CUSTOMER NEEDS**

In this phase, customers tell you about their needs concerning the
issue. They provide information that will allow you to test your
response to the issue, if you have the right members in the alliance, if
your role statement is on target, and what service you need to provide.

**GOOD SERVICE**

**MEANS MEETING**

**CUSTOMER NEEDS**

Marketing isn't just for selling products in the business and
manufacturing industries anymore. It's a way of providing service based
on customer requirements.

For each issue, you need to ask customers:

-   What do they need to deal with this issue?

-   Do we have a service that addresses their need?

-   If we do have this service, why aren't they using it as we want them
    to?

-   How can we make this service more accessible and convenient for
    them?

-   How can we make them more aware of this service?

> Table 4 on the next page gives you methods for obtaining answers to
> your questions.
>
> **REVISIT PARTNERS**
>
> After gathering information from customers and identifying their
> needs, ask yourselves and your partners these questions.

-   Do we have services that address customer needs?

-   Do others have these services? If so, are they willing to form an
    alliance to serve mutual customers?

-   Does our conservation district/state conservation agency/NRCS
    partnership need to develop these services? Should the alliance
    develop these

> services? How can we gather enough resources to provide this service?

-   Is the possible response we wrote for this issue in Phase 1 still on
    target? Do we need to revise it to reflect customer needs?

**TABLE 4**

+-------------------+--------------------------------------------------+
|                   | **INFORMATION GATHERING METHODS**                |
+-------------------+--------------------------------------------------+
| **Information**   | #######                                          |
|                   |                                                  |
| **Gathering       | ####### Explanation                              |
| Method**          |                                                  |
+-------------------+--------------------------------------------------+
| **□ Personal**    | One-to-one interviews need to be conducted. A    |
|                   | loose series of question are asked and listening |
| ##                | skills are used.                                 |
| #####  Interviews |                                                  |
+-------------------+--------------------------------------------------+
| **□ Focus Group** | Assemble seven to nine people in small groups. A |
|                   | preset list of questions are asked. Quick method |
|                   | to explore attitudes and needs of people.        |
+-------------------+--------------------------------------------------+
| **□ Survey**      | Question a sample of people in order to          |
|                   | generalize responses to a larger population.     |
|                   | There are many different types of surveys.       |
+-------------------+--------------------------------------------------+
| **□ Personal**    | You continually make observations. If you        |
|                   | attempt to be unbiased during these              |
| **Observations**  | observations, they can be a valid method of      |
|                   | gathering information. Written notes are a way   |
|                   | of documenting your observations.                |
+-------------------+--------------------------------------------------+
| **□ Direct Mail** | NRCS's Field Office Computer System (FOCS)       |
|                   | enables use of a customer data base to pinpoint  |
|                   | targeted group. Enables you to: ask for a        |
|                   | particular action from the person, establish a   |
|                   | dialogue by asking for a response, and offer     |
|                   | satisfaction of previously stated need.          |
+-------------------+--------------------------------------------------+
| **□ Printed       | Publications, library documents, census data,    |
| Materials**       | published data bases, personal accounts,         |
|                   | journals, magazines, newspapers, etc. can all    |
|                   | provide valuable information about your local    |
|                   | area.                                            |
+-------------------+--------------------------------------------------+
| **□ Advisory**    | Composed of three to six individuals who are     |
|                   | knowledgeable members of the community. These    |
| **Committee**     | committee members are likely to have a sense of  |
|                   | community needs, attitudes, resources, and       |
|                   | desired services.                                |
+-------------------+--------------------------------------------------+
| **□ Key           | Interview community members individually who     |
| Informants**      | have exceptional knowledge of community needs,   |
|                   | attitudes and resources. These interviews are    |
|                   | not conducted with a formal list of questions.   |
|                   | They are unstructured.                           |
+-------------------+--------------------------------------------------+

-   How does our role statement in Phase 2 for this issue match our
    customers' expectations? How do we need to revise the role
    statement?

-   If we have a service that meets customer needs, can the alliance
    help us expand or improve this service?

-   Can the alliance help us make this service more accessible and
    convenient?

-   Did our customers identify other possible partners for us?

-   From what your customers told you, can you combine some customer
    groups?

-   Do you need to split other customer groups into smaller segments?

**TASK**

Review the case study example in sample Worksheet 4. This example
illustrates the steps used to identify customer needs.

The small rural town of Holly Grove, Arkansas, developed a community
improvement plan to deal with flooding from a nearby creek. This
flooding hinders economic development for the community, and many
residents -- especially younger ones -- are moving away.

Residents and community leaders in Holly Grove met in a focus group
setting with the conservation partnership to outline possible solutions
to these two interconnected issues.

> Spending the necessary time up-front to gather customer needs will pay
> off big in the long run by ensuring a project's success. This type of
> research is what separates a complete and successful marketing plan
> from a haphazardly thought-out and ineffective one!

##   {#section-2 .unnumbered}

## SAMPLE WORKSHEET 4A

## 

> **SAMPLE WORKSHEET 4B**

# PHASE 5 --

> **SET A STRATEGY AND ACTION GOALS**

After you have gathered and analyzed information about customer needs
for your issue, you are ready to identify a marketing strategy and set
action goals.

Phase 5 explains how to:

-   Develop a broad marketing strategy

-   Set action goals that can be measured for what you want to
    accomplish

-   Consider factors which might impact these goals

-   Adjust the goals to account for these factors

**WHAT IS A MARKETING STRATEGY?**

A strategy is an approach you will use to satisfy customer needs. For
example, if customers who own small parcels of land in suburban areas
need assistance at times other than your normal office hours, a broad
strategy might be to develop videos and other informational materials
they can use at their own convenience, or make your service available
during evenings and/or on weekends.

Another example might be a group of irrigating farmers who want to
experiment with innovative irrigation technology, but are hesitant to do
it on their own for fear of economic loss. A broad strategy might be
forming a local support network for those willing to experiment with new
practices with minimal risk.

**WHAT ARE ACTION GOALS?**

Action goals state what you want to achieve and how you will define
success in your marketing program. To do this, write goals that are:

**Specific:**

The goal is expressed in explicit, detailed terms, not general ones.

**Measurable:**

The goal must be measured to determine the success of your marketing
effort. There are many kinds of measurements.

Some examples are in the table on the next page.

**EXAMPLES OF ACTION GOALS:**

> "To enlist and train 30 volunteers to help small acreage owners
> improve 3500 acres of pasture land."
>
> "To reduce irrigation water waste by 25% by the end of the year."

Your action goals are linked to your critical issue and the needs of
your customers--needs which you determined in Phase 4. You will likely
have multiple goals as they relate to a critical issue and different
types of customer who have different needs.

**SETTING**

**ACTION GOALS**

■ **Start by setting your sights high**

Think about the best possible results, or the ideal success, to these
items. This is your initial goal. (Don't worry if this goal seems
unrealistic, we'll adjust later.)

■ **Consider outside factors**

Now consider the outside factors (both good and bad) which could affect
your ability to reach this goal, and decide how you will adjust for
these factors. Examples of outside factors might include the economy,
pending legislation, high turnover of properties, trends, attitudes,
etc.

■ **Consider your own resources**

Next take a look at the resources you have (budget, staff, partner
resources, volunteer time, etc.). How do these limitations affect the
best possible goal you identified above?

**EXAMPLES OF MEASURES:**

Following are some examples of each type of measure. To explain each
measure, refer to our example goal of: "To enlist and train 30
volunteers to help small acreage owners improve 3500 acres of
pastureland."

Physical: Physical measures refer to acres of land improved, acre-feet
of water conserved, tons of soil

saved, etc. In the above example, the physical measure is the 3500 acres
which would be

improved.

Psychological: Psychological measures refer to customer satisfaction. In
the example, the psychological

measure is the satisfaction of the landowners whose land is improved,
and the conservation

ethic instilled in those landowners.

Awareness: Measured by the increased awareness among people in the
community about a resource

problem or solution. In our example, the measure is the increased
awareness in our 30

volunteers, and in the landowners who participated.

Participation: Measured by the level of participation in a partnership
project. In the example, the

participation could be measured by the 30 volunteers and the small
acreage owners.

Adoption: Measured by how many people adopt a conservation practice. In
this case, the measure is by

the number of landowners who adopt the training practices to improve the
pastureland.

■ **Formulate a realistic goal**

After considering outside factors and your limitations that might affect
your ability to reach the initial goal, adjust for these and come up
with a realistic goal. Include time frames for accomplishing this goal.

**TASK**

Review Sample Worksheet 5. The case study features the broad strategy
and action goals of the Montana Farm and Ranch Improvement Club
alliance. The alliance consists of conservation and agricultural
agencies, agricultural groups, the state's sustainable farming
organization, farm media and research institutions to promote
conservation technology. This worksheet should be completed for each
customer group for your issue.

**SAMPLE WORKSHEET 5**

#   {#section-4 .unnumbered}

# 

# PHASE 6 --

**DEVELOP AND ACTIVATE**

**THE MARKETING PLAN**

In this phase, you develop your action-oriented marketing plan taking
into account all of the information you've gathered from partners and
customers in previous phases.

**CONSTRUCT A**

**MARKETING PLAN**

A marketing plan is the blueprint. It identifies appropriate marketing
actions you and your partners will take based on the needs of your
customers, partnership resources, your broad marketing strategy and
action goals.

Worksheet 6 is your blueprint for your marketing plan. You will need to
complete this worksheet for each customer group that you identified for
your critical issue. Keep in mind that partnerships may vary with each
customer group. So might your strategy.

As you develop action items, ask yourself if these actions will satisfy
customer needs? Will these actions help the partnership resolve your
critical issue? Do these actions effectively use the resources of the
partnership?

**TASK**

In the case study example on Worksheet 6, the Iowa conservation
partnership expanded. The partnership enlisted the support of
agribusiness and conservation producers to help other farmers apply
conservation on highly erodible land.

**TIPS FOR DEVELOPING**

**A MARKETING PLAN**

-   Assign a marketing coordinator to oversee the plan.

-   Include members of the alliance/coalition in the planning process
    (if appropriate).

> **SAMPLE WORKSHEET 6**

# 

# PHASE 7--

**EVALUATE YOUR MARKETING EFFORT**

After you have begun using your marketing plan to accomplish your goals,
it's time to step back and evaluate to see what changes might be needed
to make your marketing plan more successful.

**QUESTIONS TO ASK**

As with any new activity, you learn from experience. There are many
questions you could ask to evaluate your effort. Here are a few:

1)  Did you meet your action goals?

2)  What worked well?

3)  What didn't work?

4)  What would you do differently next time?

5)  What would you repeat?

6)  Were your customers satisfied and their needs met effectively?

There is an evaluation section at the bottom of Worksheet 6 to record
answers to your questions.

**WHEN DO YOU CONDUCT**

**EVALUATIONS?**

There are two times when you should conduct an evaluation of your
marketing effort. "During"--this allows for mid-course adjustments.
"After"--this evaluation measures how well you achieved your goal after
the marketing effort.

You might want to consider doing a "Before" evaluation to provide
baseline or benchmark data before you implement your plan. You could
also do an "Impact" evaluation. This evaluation measures long-term
impact of marketing, and determines if the program's effects continue
months or years after completion. This evaluation can be complex and
should be conducted by a trained professional.

**TASK**

Review the case study examples for the evaluation part of Worksheet 6 on
the previous page.

*"Even if you're on the right track,*

*you'll get run over if you just sit there."*

*Mark Twain*

**APPENDIX A:**

**MARKETING GUIDEBOOKS**

***Partnership Guide to Marketing***

Provides detailed information about the marketing process, and explains
why this process can be useful for promoting conservation services. This
guide is useful for all phases discussed in the workbook.

***Leadership Identification and Group Dynamics***

Provides information about identifying and communicating with community
leaders, and includes tips on holding more effective meetings. This
guide is especially useful when applying Phases 1 and 2 of the marketing
process as explained in this workbook.

***Alliance/Partnership Building***

Discusses methods for building effective alliances and partnerships to
promote conservation goals. This guide is especially useful when
applying Phase 2 of the marketing process as explained in this workbook.

***Legislative Affairs***

Provides an overview of how the legislative process works. This guide is
especially useful when applying Phase 2 of the marketing process as
explained in this workbook.

***Conflict Management***

Explains techniques for managing and resolving conflict situations. This
guide is especially useful when applying Phases 2, 3 and 4 of the
marketing process as explained in this workbook.

***Information Gathering Techniques***

Explains methods of collecting information from customers and other
groups. This guide is especially useful when applying Phases 3 and 4 of
the marketing process as explained in this workbook.

***Reaching Out to Minority Groups***

Covers various aspects of working with customers of different ethnic and
racial background. This guide is especially useful when applying Phases
3 and 4 of the marketing process as explained in this workbook.

***Guide to Direct Mail***

Explains how to produce a direct mail campaign which reaches customers
and gets responses. This guide is especially useful when applying Phase
4 of the marketing process as explained in this workbook.

***Media Relations***

Provides instructions for utilizing the media to promote conservation
programs. This guide is especially useful when applying Phases 4, 6 and
7 of the workbook.

***How to Obtain These Materials***

Request these guidebooks from the NACD Service Center, P.O. Box 855,
League City, Texas 77574. The phone number is 1-800-825-5547.

**APPENDIX B:**

**BLANK WORKSHEETS**

> **WORKSHEET 1**
>
> **WORKSHEET 2**

27

> **WORKSHEET 3**
>
> **WORKSHEET 4A**
>
> **WORKSHEET 4B**

30

> **WORKSHEET 5**

31

> **WORKSHEET 6**

32

**SEVEN PHASES OF MARKETING**

**PHASE 1**

Identify Critical Issues

**PHASE 2**

Develop Alliances and Determine Your Role

**PHASE 3**

Define Customers

**PHASE 4**

Identify Customer Needs

**PHASE 5**

Set a Strategy and Action Goals

**PHASE 6**

Develop and Activate the Marketing Plan

**PHASE 7**

Evaluate Your Marketing Effort