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A proposal for rebranding

Elizabeth Floore, Cameron Franey, Katrina Metoyer, Andrew T. Mitchell, Matt West Professor, Cliff Shaluta Western Kentucky University


Table of Contents

Organizational Analysis

1

Situation Analysis

3

Target Audiences

11

Objectives & Strategies

13

Corporate Identity

22

Evaluation

23

Strategic Timeline

24

Budget

25


Organizational Analysis Formed in 1968, the Bowling Green Junior Woman’s Club (BGJWC) is a non-profit organization in Bowling Green, Ky., whose mission charges its members to improve the lives of women and families in the greater Bowling Green Area. An affiliate of the Kentucky Federation of Woman’s Clubs and the General Federation of Woman’s Clubs, the BGJWC was originally formed as an organization for wealthy, elite women to gather and serve. However, the purpose has shifted. the BGJWC is attempting to remove the elite stigma that is associated with their organization. According to the recording secretary, Amanda Nivens, the BGJWC hopes to recruit more women in the 18-45 year-old range who want to give back and have time to give back to the community. Formerly regarded as an organization for the wealthy women of the community to gather, current leadership of the group wants to see the organization become more focused on service initiatives and professional networking opportunities for its members. Upon initiation into the group, each member must recite a pledge that outlines the mission of the organization: “I pledge my loyalty to the Junior Club women, by doing better than ever before, what work I have to do, by being prompt, honest, and courteous, by living each day trying to accomplish something, not merely to exist.”

The BGJWC sponsors, coordinates, and volunteers at a variety of annual events in addition to more spontaneous activities in which the women partake. According to their website, individuals from the club participated in 127 projects, volunteered over 1,850 hours and donated approximately $45,500 in cash and in-kind gifts in the year 2011. Organizations who have recently benefitted from the BGJWC include the Center for Courageous Kids, Newborns in Need, the American Red Cross, the Salvation Army, and the United Way among others. The history of service and philanthropy is great, however members are becoming disenchanted with the organization and they are having trouble recruiting new members. Many organizations in the community rely on volunteers and monetary gifts to keep their overhead low and their staffing costs slim. It is quite expensive for a non-profit to function at the level that is needs to be to achieve success and provide good for the community. This is where services from the BGJWC come in. Volunteer hours are just as important as money because, believe it or not, there are many things that money can’t buy. Volunteers are the lifeblood of non-profits because they can bring the human touch while interacting with individuals that are served by the organization. Hopefully, through an increase of volunteerism by the BGJWC, other individuals in the community will see that volunteering is an easy way that they can give back to the community from which they benefit.

1


Organizational Analysis

Currently, the amount of volunteer hours logged per member pails in comparison to the figure that the leadership of the organization would be interested in seeing. Therefore the group is not able to grow their amount of community engagement as much as they would like. Until the members contribute more time with the groups her in the community, they will not be able to increase their in-kind service To become a member of the organization, women of Warren County must pledge an annual membership due of $40 and commit to volunteer during the Duncan Hines Festival, an annual event sponsored by the BGJWC to raise money for other non-profits in the community. Members are also expected to contribute an additional $25 for the efforts surrounding the Holiday Bash, an event that covers the overhead costs of the oragnization. Although the BGJWC has a large membership roster, Nivens says that not all members commit as fully to the organization as she would like to see. To continue the active philanthropic role in the community that it has played for nearly a half-century, the organization needs to recruit a more dedicated base of members who bring with them not only a desire to contribute financially but also a willingness to work and volunteer with other community members to achieve a common good. During the past year, the organization has received virtually no news coverage and the amount of discussion through social media is negligible and nonexistent. That leads us to believe that the number of people who know about the BGJWC and interact with them on a regular basis is quite slim. The organization is in the middle of an identity crisis. Nivens believes that to those whom the organization is known, the BGJWC still maintains the elitist perception of the group that it once was. To be successful again, younger members must be enlisted and must be out in the community. This act will hopefully be a catalyst to the changing culture of the organization. The object of this branding proposal is to create the new identity that the Bowling Green Junior Woman’s Club needs to reamain an active service-oriented group and non-profit within South Central Kentucky. Through the use of various public relations, marketing, and advertising strategies, it will be possible to change the public perceptions that are hurting the organization.

2


Situation Analysis The situation analysis follows the SWOT formula, outlining the Strengths, Weaknesses, Opportunities and Threats that appear for the organization in question. It includes secondary research data gleaned through observation and other research sources.

Strengths Because of the wide range of organizations that are served by the BGJWC, they maintain an active presence within the community of volunteerism and philanthropic donations to support women, children and families in the Bowling Green community. The pledge that all members recite reflects ideals for which members should strive. Membership, a nominal $40 fee per year, is quite low compared to similar organizations. If members are not interested in donating more money to other organizations, there is no obligation for further contribution. The portfolio of services provided by the BGJWC is diverse. There are many organizations that volunteers work with. Many of the city’s local non-profits are represented within this collection and are affiliated with national organizations. The Duncan Hines Festival is a well-known annual event in Bowling Green that attracts many participants, vendors, and media attention. Other issues regarding this event will be discussed in a later category of the analysis. The current website for the BGJWC is informative and easy to navigate. Similarly, as the above, further discussion will follow.

3


Situation Analysis

Weaknesses Despite the amount of services provided by the organization, it is relatively unknown in the community that it serves. There is a general lack of awareness of the organization in all news media throughout the city and thus in the households of the greater Bowling Green Area. In addition to the group being unknown, the purpose of the organization is not well known. If there is a mission statement for the group, it has been buried somewhere. A clear mission statement that is weaved into all publications and discussions about the organization will allow the public to have a firmer grasp on what the actual purpose of the BGJWC is and how they can be a part of the service. The online presence is weak. Although the website is well designed and composed, there is not enough meaningful content on the pages to keep individuals tuned to the site for more than a few minutes. Simple information is easy to find, however there is a sheer lack in the depth of the content and storytelling components. There is hardly any visible social media presence, i.e. Facebook page, Twitter profile, or blog. To target a younger group of women, this needs to be amped up and have a more dynamic purpose. The current logo is an ineffective piece of type treatment that has no bearing with what the organization stands for or does. This needs to be a well-thought-out logo that is informative to the organization and the public who might not understand what they do. Although this might be a quite complicated fix, the name doe not reflect the true purpose of the organization as it sounds much more like a social group for wealthy women instead of a service group for passionate women of all ages. A name change of the organization could better inform the public and drive more new recruits.

4


Situation Analysis

Opportunities The current Facebook page lacks much luster and does not provide insight as to the purpose of the organization or why people should be interested in the services they provide or potential memberships. There are currently only 153 “likes� on the BGJWC Facebook page. The page has been active since 2010. More opportunities for this medium will be discussed as the proposal moves forward. A Twitter account is the right social media for the new target market of younger women that the organization is trying to reach. Through this medium, it is possible to reach a large number of people multiple times a day. With 21,000 students, more than half of which are women, at WKU, there is tremendous opportunity to recruit new members. The BGJWC needs to target WKU students, particularly those with strong ties to the community, to be a part of the organization. There are many ways that the members of the organization can get on campus to reach these target constituents. Through the vast amount of work that the individuals in the Club do and the financial contributions that they give, it should be quite simple for the group to gain positive attention through local media, i.e. WBKO, the Bowling Green Daily News, WNKY, and the many radio outlets. Proper cultivation of media personnel and placed stories will hopefully allow the group to thrive. Perhaps a strength and a weakness, the relatively unknown brand that the group currently possesses allows them to find their new identity and redefine it. During this time it is crucial to have a consistent brand message about the group. This is where the need for a stronger mission statement and logo come together for the actual branding component. Although the Duncan Hines festival is a very important event in the city, it should not be the only large initiative that the organization focuses on. If it is, they will never be known for anything else. Specific ideas as to this point will follow.

5


Situation Analysis

Threats The stigma of “elitism” that still surrounds the organization is a big turnoff to potential members who feel that they will not be welcome if they cannot write a big check or bring with them a family name in the Bowling Green dynasty. If the organization does not clearly define itself soon, it runs the risk of losing more members and not being able to recruit others because people just do not know what happens through the Bowling Green Junior Woman’s Club or why they should even be interested. The challenge to recruit young people is a strong threat to the future of the organization. If they are not successful in this initiative, it will be nearly impossible for the group to continue doing the service that they currently complete for the community. There are many opportunities for women who want to partake in community service throughout the region. Those other organizations are a threat to the recruiting numbers for the BGJWC. It could be challenging to attract people to a relatively unknown organization when there are already other outlets in place. Among these other organizations, there are many opportunities on WKU that are convenient for young college students, one of the organization’s target audiences and a group of people that should be interested in the service component that it offers.

6


Situation Analysis

As of 2010, the Commonwealth of Kentucky ranked 40th among the 50 states and Washington, DC in an analysis of the percent of residents who engage in volunteerism and community service. Research from Volunteering In America, an organization that compiles research regarding volunteerism in an effort to encourage more individuals to do so, says that on average, 807,700 Kentucky residents volunteer at least once per year at an average of 28.1 hours per resident. The per capita ranks Kentucky 48th among the states and the nation’s capital. This figure is disappointing for organizations that need volunteers to continue their work for public good. Volunteering is most common in locations that maintain relatively low poverty among its residents, and relatively high levels of education. While the percentage of the population holidng a high school diploma in Bowling Green, Ky. is quite similar to the figure of the entire commonwealth (82% : 81%), the amount of invividuals who posess a Bachelor’s degree is significantly different (28.7% : 20.3%). This statistic would lead most people to think that the level of interest in service would be higher in Bowling Green. However, the conventional wisdom is potentially fooled after taking a closer look at the city to state disparity in household income. The median household income in Bowling Green is approximately $8,000 less than that of the state ($33,362 : $41,576) leaving nearly 28% of Bowling Green residents at or below the poverty level. People who volunteer are typically individuals who have all of their basic needs met: safety, shelter, nourishment, and protection.

Self Actualization

Individuals at these stages are most likely to be volunteers

Self Esteem Needs Belongingness and Love Needs Safety and Security Needs

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Borrowing from Maslow’s theory of the hieararchy of needs, volunteers typically fall in a couple of stages on their journey to self actualization.

Basic Physiological Needs

7


Situation Analysis

Overall, the rate of volunteerism has slowly declined throughout the past decade. This can be most likely attributed to a slump in the nation’s economy and the amount of time that people feel they can contribute to others when there is a general need to provide for yourself and family.

Source: www.volunteeringinamerica.gov/ky

Volunteering In America also researched to find activities that Kentuckians volunteered with most often. Further analaysis of these numbers shows that religious based volunteerism ranks the highest to answer the question, “Where people volunteer.” That is followed by educational, social service, and other areas.

Source: www.volunteeringinamerica.gov/ky

8


Situation Analysis

Competitive Analysis The existence of many organizations throughout Bowling Green threaten the mision of the Bowling Green Junior Woman’s Club and attract a similar audience that the BGJWC is attempting to target for membership. The Alive Center - Geared mostly towards students at Western Kentucky University, the Alive Center recruits individuals who are interested in service but are not exactly sure what type of service they want to pursue. This organization has strong roots and is generally well known throughout the community because of their multiple publications and affiliation with the university. Students have easy access to this organization as it is situated on the main campus. It could be advantageous to adapt a similar logistical coordinator of services model for the Bowling Green Junior Woman’s Club. Home Churches - In accordance with the research from Volunteering In America, many churches throughout the community have a strong committment to community service and their outreach. Most of these organizations have a combination of physical service and fiscal service programs. Strong examples of religious-based services in Bowling Green include the weekly Meals on Wheels Program, gourmet lunch for the homeless at Christ Episcopal Church, and traveling ministries throughout most churches in the city. If individuals belong to a church, it is very easy for them to form an alliance to their service group. Public Schools - With 29 elementary, middle, and high schools within the Bowling Green/Warren County border, there is virtually no shortage of opportunities for individuals who are intersted in volunteering within a school setting. To overcome this obstacle, similar types of engagement could be offered through the Bowling Green Junior Woman’s Club.

9


Situation Analysis

There are many organizations that attract young women, i.e. sororities at WKU, local church groups, campus organizations, and volunteer positions with the actual non-profits that BGJWC is helping. The Woman’s Foundation of South Central Kentucky (WFSCKY) grants donations to non-profits in South Central Kentucky is another similar agency, however it does not deal with volunteerism. It might be challenging to encourage women who are donating their time and money to then give to another organization. Therefore, it would be advantageous for the BGJWC to encourage a new crop of volunteers. New volunteers might have more time that they are able to donate as opposed to individuals whose service portfolios are already diverse. The small financial commitment is quite different than the membership or “expected contributions” of other groups. For example, the WFSCKY requires a $1,000 gift to be considered a voting member. The amount of projects that the BGJWC is involved with is large and the types of organizations served by the group are diverse. This allows for individuals to have more flexibility when they are trying to volunteer or decide what their volunteer passion is. It will be challenging for the BGJWC to attract new members because their brand identity is not strong. Many people in the community probably are not aware that the organization exists, much less what it does to benefit Bowling Green, families, children and other women. One factor that could be hindering the membership numbers and amount of time served by members is the fact that members have to go out of their way to join and then partake in events. It is not as simple as signing up for a group while at church or volunteering at an organization that you often frequent. This necessitates a more dedicated volunteer who is not looking for the “traditional” way to get involved. To attract a new lifeblood of members and servant leaders in addition to their goal of being viewed as a leading provider of community service and philanthropic contributions in the community, the BGJWC will have to steadfastly work to change the current feel of the group and the public impression that it currently possesses.

10


Target Audiences

To fulfill the objective of recruiting a new lifeblood of members for the Bowling Green Junior Woman’s Club, there is a unique persona that must be targeted. Ideal

Women ages 18-45 All races High School Diploma or Higher Employed History of service New to the area Household Income: $40,000 or higher Located in Bowling Green, KY or within a 15 mile radius

Rationale They are perhaps the most important target public for the campaign because if

they are not reached and cultivated, then there will be no future for the Bowling Green Junior Woman’s Club as a philanthropic and service-oriented organization. These women have demonstrated an interest in or commitment to various forms of community service and feel a strong tie or want to be more connected. Key Messages Women in the Bowling Green Junior Woman’s Club have the opportunity to

participate in many different social and professional networking activities with other women in the communiy. Get to know Bowling Green from the other side as someone who helps people on a regular basis througout the city. Feel more strongly connected to Bowling Green by working closely with others.

11


Target Audiences

The Media – these individuals need to be informed about the Bowling Green Junior Woman’s Club so that they can report on news from the organization. Members from the BGJWC must stay in good contact with members of the various local and regional media so that they may share information about what is going on. This is a great way to share the message of the organization through multiple channels for virtually no cost. Key Messages The Bowling Green Junior Woman’s Club is not an exclusive group, it is made up of many

women who want to support the community. The members of the Bowling Green Junior Woman’s Club are leaders in the community and anyone who loves serving other people. The Bowling Green Junior Woman’s Club is very involved with many newsworthy service projects and endeavors. There are opportunities for great stories about the women who are so passionate about what they are doing with the organization for the community.

Prospective major donors – these individuals are necessary to sustain operating costs of the organization and to begin offering more philanthropic contributions to other organizations. With a few sizable gifts in addition to the membership fees, the BGJWC would be able to donate to many other organization throughout the community. Key Messages A gift to the Bowling Green Junior Woman’s Club goes straight to the community in an effort

to strengthen the bonds abounding in this city. Through donations, you are empowering women to have a stronger presence in the city. The Bowling Green Junior Woman’s Club is a 501(c)3 organization. All gifts are tax deductible and greatly appreciated by the members of the organization. Donations do not support overhead costs, they solely support community initiatives.

12


Objectives and Strategies

Increase the public awareness of the organization through 5 positive media stories in the next 6 months. Increase the number of members by 150% through the next year. Increase the number of per-person hours volunteered by 150% throughout the next year. Increase the number of members who are actually volunteering by 150% througout the next year. Increase the amount of Facebook “likes” by 200% over the next year. Build other social media profiles that will lead to a higher conversion rate. Increase donations to the organization by 150% througout the next year.

Since we do not have an accurate data source to inform us as to the amount of public awareness of the organization, it is challenging to measure the increase. It is our hope that these tactics will, overall, increase the group’s public awareness.

13


Objectives and Strategies

Media Develop a media list of journalist and media personnel throughout the community with

whom you can collaborate when trying to spread the message of the Bowling Green Junior Woman’s Club. Building relationships with these members of the media allows you to cover more ground when journalists feel comfortable coming to you for information. Press releases should be developed monthly about different events in the community that the Bowling Green Junior Woman’s Club is undertaking. This allows the options for more media coverage so that other individuals can hear about the group. This is not only a tool to increase the positive impression of the BGJWC in the community, media attention can boost the total number of recruits to the organization. Schedule leadership of the group on radio programs and television programs to talk about the mission of the organization and whenever there are events coming up that community members can be a part of. This will increase the presence in the media, hopefully leading to positive coverage so the news media have first hand knowledge about what is going on. Invite members of the media with you to volunteer activities and community events. Through this tactic, media will be embedded in the actual activity and know the amount of work that the women are doing. Media members also have better options for taking photos and creating videos if they are there when the action is happening. At annual events, make much more of a to-do about the involvement of the Bowling Green Junior Woman’s Club. Work with the media closely and well in advance to prepare them for events such as the Duncan Hines Festival and the Holiday Bash. Take photographs from all events and submit them to the media and use for multiple other purposes, including, but not limited to, Facebook, blog, Twitter. Submit letters to the editor about the group and the work that the group is doing. Work with radio staions, WBKO, WNKY, and the Bowling Green Daily News to develop PSAs that can run free of charge on behalf of the organization.

14


Objectives and Strategies

Membership Establish a recruiting committee in the organization that would take the lead in the process

of searching for new members of the organization. This charges a few members of the organization to be responsible for a section of the club and gives them more of a sense of purpose within the group. Develop a presentation about the Bowling Green Junior Woman’s Club and ensure that all members have a competent “elevator speech” about the organization. “We do a lot of great service for the community. It is a way for women who love helping others to get together and support those who might be in need or facing some sort of adversity in their life. We’ve all been there so we all know how important and powerful help can be.” Make visits to churches, sororities, campus organizations, and other places where young women might be in order to present on why individuals should be interested in the organization. This spreads the message to a wide variety of audiences without a lot of strain per person, if multiple people are sharing the information. Create flyers to hang up in local businesses where these women might go, i.e. supermarkets, coffee shops, on campus, restaurants, salons, and other locations. This helps target the women who might not already be a member of an organization who are still intersted in community service and getting more involved with other Bowling Green residents. Write SOKY happenings articles for the group and contribute photos so that individuals throughout the community who read the magazine see the message again. We are trying to deliver the message of the group through as many channels as possible. Encourage all women to link to the BGJWC in their email signature so that their friends will see their membership. This will hopefully lead to their expression of interest in the group and potentiall new members and increase pride in involvement. Ask all women to host a few friends telling them about the benefits of the organization and why they should consider joining. This adheres to the social mission of the organization as well as the service. Find new members while having fun with your friends.

15


Objectives and Strategies

Hours Establish an award for the top-three women with regard to number of hours volunteered

throughout the last year. An award gives the incentive for members to volunteer more frequently. Increased volunteer participation and hours would be the expected outcome from this initiative. The costs of this would be quite minimal: the plaque, trophy, etc. Develop a quarterly newsletter that has longer form pieces about what the BGJWC is doing to inform current members and other individuals about BGJWC activities so they will get involved. This is also an effort that will hopefully lead to increased volunteer participation and hours per person. This would require an individual who knows how to do this and the use of a free software such as Vertical Response. Send an email to the list serve every time a potential volunteer opportunity arrives. This way members cannot say they are not aware of opportunities to volunteer. Anticipated outcomes are increased volunteer participation and hours. Encourage women who volunteer to write about what they are doing and how they are personally benefitting from the organization while they volunteer. Through this, the BGJWC can demonstrate how volunteering has the capacity to benefit and enrich individual’s lives. Members and non-members alike will be more aware of the positives that come from volunteering Create a phone tree for the organization so that each woman can be called and told about the volunteer opportunities that occur. This can be used to inform members about opportunities to help increase volunteer hours.

16


Objectives and Strategies

Social Media Use more dynamic photos on the Facebook page. These images can really capture what

the Club really does throughout the community. This clarity will alleviate the image of the Club as an exclusive organization and will rather show how open they are to the community overall. The only anticipated costs for this is time. Give people a reason to get on the page: interesting posts, messages from volunteers, links to a new BGJWC blog. This drives traffic to BGJWC media and keeps their name in the minds of interested parties longer. With more people looking at BGJWC social media they are more likely to join in on activities. This could also drive more media to BGJWC because of the social media traffic and consequent buzz. The cost for this will be the time and energy it will take to create the necessary content. Have a BGJWC woman of the month write a short profile about this individual and how they are contributing to the organization. This provides a backstory of the woman and will drive more traffic to the sites where it is present. Anyone that receives volunteer or financial support from the organization should be required to write a blog post about how they were helped. This has the potential to raise awareness about both organizations and what they do. Create a Twitter feed to attract a younger target audience. Use this frequently and talk about volunteerism, its impact, and why people should be interested in it. Twitter attracts a younger audience and also has the ability to be linked to the blog and the Facebook page. Twitter can be used frequently so the Club stays even more in the minds of people. Frequent Twitter use makes BGJWC’s other forms of social media more sticky by driving traffic to the blog, website and Facebook. Because Twitter posts are so short the only cost here would be a very small amount of time. Create a group on LinkedIn to further connect the women of BGJWC and create a connection between the person lives of the women and their professional lives, spreading the conversation even further. This group and the connections made grow the network of the Club. Time would be the only cost associated with a LinkedIn group. Link all social media properties together.

17


Objectives and Strategies

Web To better attract people to your online network, rework the website with more informative Presence

content and follow this outlined sitemap for the structure.

Home Page www.bgjwc.com

Home

About Us

Events

Membership

Photo Gallery

Contact Us

Duncan Hines Festival

Physical Address

Welcome message

Mission Statement

Major Events

Criteria for joining

Facebook and Twitter Link

History/ background

Links to each Event

How to become a member

Blog Link

Board Members

Participation

Newletter link

Community Involvement

Event Schedule

Online payment options Calendar

Coats for Kids

Email Address

Holiday Bash

Name of contact person

Other Events

Brochure Link

This model will make the website more easily navigable and quickly offer information as to reasons why individuals whould be on the website. When you put the information that people want at their fingertips, they are more likely to act on it and promote your brand.

18


Objectives and Strategies

Donations Create a committee of connected women to be on the “development” committee. Their

purpose is to find new donors, retain current donors, and bring back past donors so that the organization can report increased donations and sponsorship for events Host events for potential donors to obtain and educate new donors about how they can support the organization. This would increase interest in BGJWC from potential donors. Recognize donors, if they so wish, on the social media pages and in the collateral materials. This is a way to acknowledge and thank donors for their participation in events. This will also help to increase donor retention Invite all donors to the annual event in an effort to attach faces to sponsoring organizations, let the organizations see what their money goes to, and to make members of the organization feel a part of the event. This would increase donor participation and increase amount of returning donors Put together collateral materials for the potential donors that explain: “Why should you give to the BGJWC.” This has the capacity to increase awareness of BGWJC to potential donors and explain the benefits that come from their gift.

19


Objectives and Strategies

New Event Annual Bowling Green Junior Woman’s Club Banquet Purpose To recognize the women of the organization who maintain a strong committment to the

group and a steadfast history of community service. This serves as a way to publicly thank these individuals for what they do for the community at large. Event Banquet style meal, buffet at a local restaurant or other venue Details

Possible venues: Mariah’s Brickyard Cafe Lost River Cave & Valley The Knicely Center 440 Main Present awards for the top-three volunteerers of the year. Have members of the organization vote for a “Bowling Green Junior Woman of the Year” Invite a leader from the community or a well-known service-oriented woman to deliver a keynote address and be there for the presentation of the awards. Anticipated Approximatly $250 to reserve the venue for the event. Costs

The cost of food - encourage donations or pro-bono work from other local organizations. Cultivate a sponsor to cover the costs associated with the awards. The guest of honor can be hosted in someone’s home to be more cost-effective.

20


Objectives and Strategies

New Event BGJWC in the Community Purpose To raise awareness for the club. The current members will have the opportunity to demonstrate

the philanthropic and service-oriented traits of the club. The end result of this will likely be an increase in membership as well as overall public awareness. Individuals who are a part of the group can talk about why service is important to them and community organizations who benefit from the BGJWC can be present to talk about the kinds of services that they need to survive and continue their missions. Event Booths set up by community organization Details

Enough women on hand to talk to the people Activities for kids to encourage more participation from mothers Distribute collateral materials and calendars of events for the attendees Encourage registration and membership at the actual event Be prepared to talk to potential donors - work with the subcommittee to ensure that they might be in attendance. Possible Venues: Fountain Square Circus Square Corvette Museum meeting room space The L& N Train Depot space

Anticipated Reservation fee for venue Costs

Food for participants

Printing for collateral materials Needs Press releases and collaboration with the media

Volunteers Reason for people to attend

21


Corporate Identity

The need for standardization of the corporate identity within the Bowling Green Junior Woman’s Club is evident. Mission The Bowling Green Junior Woman’s Club is a volunteer organization that gives Statement

women the opportunity to become more involved in and deeply rooted with the

community. Members are dedicated to community improvement and donate their time and resources to enrich the lives of their friends and neighbors. Logo Recruit a designer or other professional to research for and create a new logo for

the organization. Currently, the logo does not share any insight into the purpose of the group and is not very captivating when looked at. Because of the length of the organization’s name, it will take inventive thinking to develop the correct logo for the group. Over time, as more people become aware of the Bowling Green Junior Woman’s Club, the logo will become synonumous with service and community. Uses The logo should be employed on a host of items including:

Letterhead Envelopes Notecards Collateral Materials

22


Evaluation

To measure the effectiveness of the rebranding campaign, it is essential to measure the success of the various objectives employed by the organization. Media Collect and catalog the articles, broadcast pieces, and other media attention.

If more than five positive stories have appeared in the media within the next six months, this factor of the campaign can be deemed a success. Members After employment of the recruitment tactics, take a look at the membership roster.

If numbers increase by 150%, this factor of the campaign can be deemed a success. Service After one year of the new Bowling Green Junior Woman’s Club and its efforts

towards rebranding, run the numbers to calculate the total number of hours that each member volunteers. If the total has increased by at least 150%, this factor of the campaign can be deemed a success. Social Media After one year, examine the number of invididuals who “like” the Facebook page and

subscribe to the other social media properties. If the number of Facebook “likes” has increase by 200% and the other social media properties are steadily growing and producing informative and relative content, this factor of the campaign can be deemed a success. Donors After one year of the rebranding campaign, examine the net amount of donations.

If the dollar amount has increased by 150% or more, this factor of the campaign can be deemed a success.

23


Strategic Timeline

May

June

July

Aug.

x x

x

x

x x

x x

x x

x x

x

x x x x

Sept. Oct.

Nov. Dec. Jan. Feb. March April

Public Relations Outreach News Releases/Features Letters to Editors Collect Stories Chats with Donors Website Redesign Facebook Twitter Blog

x

x

x

x

x

x

x

x x

x x x x

x x

x x

x x x x

x x

x x

x x x

x x

x

x

x

x

x

x

x

x

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x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

x x

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x x

Advertising Outreach Radio PSA Print PSA

Events Current Members Event Preparation Community Day Event Preparation

x x

x

x x

x

This strategic calendar outlines how measures of the proposal should be implemented to properly complete the campaign.

24


Strategic Calendar

Expenditures

Dollar Amount

Events - total anticipated costs

1,500

Collateral Materials

300

Corporate Identity

300

Web Updates

100

Logo

250

Miscellaneous

100

Total

2,550

25


Bowling Green Junior Women's Club - A Proposal for Rebranding