Hello, can you please help me write recommendations, control and feedback and a contingency plan for the following case? please give proper headings which I need help with.

Ferguson Cross-Culture Training After the weekly coordinators' meeting in March 2016, Kingston, Ontario's Ferguson Training Across Cultures development associate Andrew Ferguson returned to his office. The conference discussed Ferguson's biggest marketing campaign in 12 years. Ferguson was responsible for campaign success. Ferguson chose the best way to launch this campaign and monitored its progress, despite his lack of expertise. Ferguson's written advertising plan was due on the president's desk in four hours. Ferguson Training Throughout Cultures History Dr. Angus Ferguson, a former university English professor, founded the home-based ESL business in 2004. Ferguson expanded its services to satisfy the needs of larger clients. Ferguson had 65 consultants and 10 full-time workers by 2014. Based on customer needs, these experts were hired. Ferguson led language, cultural, and diversity training in southeastern Ontario by 2014. Language and cultural diversity training were its main services. Language training programmes improved employees' oral and written English or French. Cultural diversity training helped clients solve human resources issues by teaching staff teamwork, mentorship, diversity management, and cultural differences. Cultural diversity training has climbed 70% in fiscal 2015, while language instruction still accounted for 60% of sales. Language or cultural diversity training averaged $1,750 per day for clients. In 2015, Ferguson made $200,000 on $1.6 million in revenue. GROWTH Angus Ferguson worked hard and networked well to expand the firm. In 2014, Angus' grandson Andrew Ferguson was hired to oversee the new "business development" department due to the business's rapid growth. This new division was meant to relieve Angus Ferguson of many of his marketing and selling duties and boost corporate growth to allow the corporation to penetrate new US markets. Andrew Ferguson spent his first nine months learning the business and marketing. After learning about industry methods, he was expected to start marketing at the conclusion of his first year.Cross-cultural consulting Cross-cultural consulting firms, like other professional services firms, thrived after raising awareness of their services. Consequently, reputations were crucial, and firms often advertised their client lists and provided client testimonials to prove their services were practical. This industry thrived on relationship management and referrals. Cross-cultural consulting firms serve governments and commercial companies. Ottawa-based government offices needed text-intensive English and French training. Bidding usually granted contracts. The public client also examined the consulting firm's experience and reputation when selecting a bid. Ferguson served HRDC, National Defence, and Foreign Affairs and International Trade. Private Companies Ferguson also worked with private companies to increase teamwork and efficiency. Southern Ontario high-tech enterprises were hiring many non-Canadian engineers. Many companies believed cultural diversity training would boost these newcomers' confidence and help them comprehend their work environment, Canadian culture, and events. These training sessions were also intended to increase Canadian-non-Canadian teamwork. The senior human resources professional usually hired cross-cultural consultants. The professional would bid for a cross-cultural consultant or engage a local firm like Ferguson. Customers choose the firm based on outcomes and professionalism, not pricing.Nortel Networks, Siemens, Cisco Systems, Linamar, Blackberry, and JDS Uniphase were Ferguson's main private clients. COMPETITION Professional service providers, home-based cross-cultural consulting firms, and colleges and global language training corporations competed in Southern Ontario. Professional Services Large global competitors were PriceWaterhouseCoopers and Deloitte & Touche. These global firms provided accounting and management consulting services. Its cross-cultural consulting services are mostly focused on executive training and less flexible than many smaller, more specialised organisations. They were known for charging high fees and winning consultancy contracts through their executive connections. Home-based cross-cultural consultants "Basement operations" were smaller, home-based cross-cultural consulting firms. These firms used low prices and few consultants to market their services. These small enterprises lacked resources and support compared to medium and large firms. They couldn't provide all the services numerous people wanted. Colleges and Global Language-Training Services Algonquin College, Conestoga College, and La Cite College were local community colleges, and Berlitz and Living Languages were global language-training companies. Several language companies launched cross-cultural training programmes after recognising the need. These programmes were broad and could not be adjusted to match client demands, making them more suitable for low-to-middle-level management. This group offered training at "bargain operations" pricing due to their generic strategy. Business Development Ferguson's new business development section organised and coordinated marketing and sales. This new function was expected to help Ferguson become a top cross-cultural consulting business. It was meant to diminish Angus Ferguson's role as Ferguson's face and allow the business to flourish in a new way. Clients saw Ferguson as Angus Ferguson, not a firm with 65 consultants. Developer Andrew Ferguson Andrew Ferguson studied economics and history at the University of Toronto and broadcast journalism at Syracuse University. Andrew worked for Ferguson in several positions over his university summers. After graduating from Syracuse, he understood Ferguson and cross-cultural consulting. Andrew, a development associate, recruited and retained clients. Cold-calling potential clients, replying to queries, formulating new company proposals, and launching creative marketing campaigns were major tasks. Andrew also helped build training programmes and a consultant curriculum. Ferguson spent little on traditional advertising or promotion until 2016. Instead, Angus Ferguson networked to find new clients. Angus frequently lectured about workplace cross-cultural relations. Angus Ferguson's firm received many inquiries after speaking engagements. Ferguson also won many local and national business awards, attracting attention. Publicity calendars and websites accounted for most advertising and promotion costs before 2016. Annually, current customers get calendars with a thank-you card. The calendars and website featured Ferguson's services and past triumphs. Because Angus Ferguson believed the "personal touch" was essential to selling his services, these advertising and promotion techniques were sufficient. Until 2016, Ferguson had no organised advertising or promotional strategy to attract new business. Online campaign Ferguson needed a marketing strategy in April 2016 to grow. Hence, Ferguson hired an advertising agency to build their first web campaign. This internet campaign emailed 100 companies and organisations with Ferguson's many services and a list of satisfied clients. The clever web marketing failed to bring new business to Ferguson. First, the online email receivers didn't grasp how it related to Ferguson's services. Email recipients mistook it for spam. The email recipients were not contacted to confirm receipt or ask if they had any queries about Ferguson's services. Finally, Ferguson only sent emails to current and previous clients, not Southern Ontario potential new clients. FORTHCOMING MARKETING Ferguson created the development associate role to plan and oversee all marketing and promotional initiatives after the pricey and failed web campaign. All future promotional and advertising initiatives were to centre on the creation and identity of Ferguson, the company, not Angus Ferguson. Andrew Ferguson's new responsibilities included direct-mail and magazine advertising. He could adopt one or both projects in the coming months. By Mail Ferguson considered a direct mailing with a beaded eyeglass holder gift. Native women in isolated Northern Ontario settlements surrounding Hudson and James Bay produced these eyeglass holders. Lois Ferguson, Angus's wife, found these eyeglass holders in Thunder Bay, Ontario, while Angus was presenting a presentation on cultural diversity in Canada and its effects on First Nation Communities. He presented the curriculum to Aboriginal teachers, board administrators, and non-native educators from isolated First Nation communities in Northern Ontario during an educational conference. The second mailing focused on the gift rather than the copy-branded flash drive literature. Andrew planned to mail 400 non-South Eastern Ontario companies and organisations. He wasn't sure if this direct mailing should target past and present clients or prospective clients who hadn't used Ferguson's services. If Andrew chose this campaign, he had to make another vital choice. What would he call the eyeglass holders and flash drive literature? Andrew considered three catchphrases; Concepts 13 Cultural Diversity, Global Market Culture unites people. No Borders, Unique. Uniqueness Aids Understanding. You Shouldn't Either. Advantage. The slogan had to entice the reader to open the direct mailing. It also has to match the package's glasses holders. So Andrew had a tough choice. He had to choose a catchphrase or create a new one if these three were unsuitable for the campaign. This direct-mailing campaign would cost more than the web campaign due to its size. Eyeglass holder, flash drive, and mailing cost $1.00. Advertising agency design and packaging cost $10,000. This is over 50% of 2016 Magazine's $23,000 advertising spend. Advertising Magazine ads in the Canadian HR Reporter were the second option. Canadian HR Reporter was a senior-level human resource management journal. This biweekly magazine has 9,000 subscribers and 48,000 readers. Approximately 72% of subscribers were senior management, including CEOs, presidents, vice presidents, and HR directors or managers. Andrew thought a cross-cultural consulting firm should advertise in this journal. Ferguson had long advertised in local business newspapers but never targeted human resources experts. Andrew thought that a 12-advertisement campaign would be an effective strategy but he was unsure of what size they should be or whether they should be linked to the direct-mail campaign. In addition, Andrew was considering the placement of larger advertisements in the issues dealing with cross-cultural topics. Andrew was again unsure of what size would be appropriate. See exhibit 1 for the advertising rates for the Canadian HR Reporter. THE DECISION As Andrew contemplated which catchphrase to select, he realized this was not the only important decision that he was required to make. He realized that the first online campaign had numerous flaws and that this second direct mail attempt would need significant improvements this time around. Advertising was very costly and Andrew knew that another failure would be unacceptable. Andrew had only 4 hours to complete the proposed promotional plan and knew that he could not forget any detail.