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2010 Business Plan for

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2010 Business Plan for This plan is for information only and may not be used for a public offering for funds.

Table of Contents Page I. Executive Summary................................................................................................................ 3 II. Business Overview................................................................................................................ 4 Business Description.................................................................................................... 4 Business Background.................................................................................................... 5 Services Summary........................................................................................................ 6 Market & Business Opportunities................................................................................ 7 Business Strengths & Weaknesses............................................................................... 8 III. Products and Services......................................................................................................... 10 Description.................................................................................................................. 10 Pricing Structure......................................................................................................... 12 Financial Projections................................................................................................... 13 IV. Market Analysis.................................................................................................................. 14 Market Profile..............................................................................................................14 Customer Profile..........................................................................................................15 Competition.................................................................................................................16 Company Features & Benefits.....................................................................................18 V. Marketing Strategy ..............................................................................................................19 Promotion Plan............................................................................................................19 VI. Operational Information.....................................................................................................21 Critical Path & Break Even Analysis.............................................................................21 Partner Work Division.................................................................................................23 VII. Financial Plan & Projections...............................................................................................25 Cash Flow Forecast –Slow Start & Fast Start...............................................................25 Income Statements – Summary, and 3-Year...............................................................27 Balance Sheet..............................................................................................................29

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2010 Business Plan for

I. EXECUTIVE SUMMARY Non-Profit charitable organizations are faced with the unique challenge in that, while demand for their services continue to see a steady increase, funding sources appear to be diminishing. Economic conditions in the past decade – and more recently in the past two years – have contributed to a decrease in government revenues channeled to social and other contract services. And the stock market downturn in 2008 resulted in large depletions in stock equities, greatly impacting granting institutions and organizations that again resulted in reduced funding traditionally channeled to a wide range of Non-Profit charitable agencies. PHILANSOPHY MARKETING provides the INNOVATIVE SOLUTION of generating a new funding and volunteer channel, by seeding and nurturing a groundswell of ongoing direct support from the public audiences of Non-Profits. A three-tiered service structure of education – nurturing a new "philosophy of philanthropy"; social networking strategy – motivating Non-Profit audiences to take ownership of their giving; and viral marketing implementation – generating explosive market penetration; brings a brand new approach to a field where traditional strategies of funding appeals/ drives/ campaigns have created a saturated market channel. As a result of this innovative new approach, Non-Profits can realize a new level of financial and volunteer support - both equally critical to maintaining current levels of service and ensuring future organizational growth. The company is committed to and passionate about supporting Non-Profits to achieve both. Non-Profit agencies, like most other businesses today, recognize social media as a buzzword without understanding its true effectiveness – let alone how to implement it. PHILANSOPHY MARKETING brings expertise in how social networking functions, and skills in implementing viral marketing. Using the company's strategy and implementation services, Non-Profits can now tap into new resources without using the saturated traditional channels. Revenue potential in this market is substantial. Funding levels for charitable Non-Profits that incorporate direct appeals (donations and gifts) has traditionally averaged 13% of overall agency annual budgets – representing a total of $10 billion in Canada in 2007. An increase in direct giving to 19% of agency annual budgets – the effective use of social networking and viral marketing makes this very do-able (link: Social Media ROI ) – represents an additional funding pool of $5 billion nationally, and translates into a $25,000 increase per charitable organization. Projected to the company's initial target market of the Fraser Valley in B.C., this represents a new funding pool of about $7.5 million. Annual Revenue potential for PHILANSOPHY MARKETING in this niche market is projected at $200,000.

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2010 Business Plan for

II. BUSINESS OVERVIEW Business Description PHILANSOPHY MARKETING is a sole-proprietorship business in the province of British Columbia Canada, owned and operated by Wayne J. Froese. Established in 2010, the business provides innovative marketing support to Non-Profit charitable agencies. Its objectives are to (1) create a new "philosophy of philanthropy" through an educational non-profit association, thereby broadening the foundation of public support for charitable Non-Profits; (2) address and increase agencies' funding through direct public engagement using social networking and viral marketing. Its action plan centres around a modular approach: establishing a presence and client base in its initial targeted community, then duplicating this process in an expanding radius as objectives are met in each module.

Based on the Company Brand Rules: INNOVATION: We apply innovation by seeking out NEW IDEAS, and by implementing NEW WAYS to use EXISTING IDEAS. PASSION: We are driven by philanthropy: the intent to better the well-being of humankind. Our work to support positive change defines who we are, and we are passionate about it. SUPPORT & HELP: We recognize the worthy purposes that form the foundation of Non-Profit charitable organizations, and we honour that. Our philanthropy is directed through supporting and helping these agencies reach their goals in all levels of society. The Company's Vision Statement is 3-part: EDUCATION: A Lifestyle of Support SOCIAL NETWORKING: Broad & direct public engagement VIRAL MARKETING: Six degrees of separation

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2010 Business Plan for

Business Background The company owner, Wayne Froese, brings experience in the full range of web consulting to the PHILANSOPHY MARKETING business. Development of commercial online presence from 2005 to present – with specialization in publicly traded companies – included company branding, corporate and investor relations websites, and online community presence (including advertising) based on business type. Services also included marketing and presentation materials such as product galleries and corporate presentations. The owner understands the importance of telling a company’s story compellingly, and is skilled in incorporating clients’ brand and marketing language to drive results. The owner is also experienced in the full range of web development skills: graphic design (Photoshop, Illustrator, InDesign), web coding (XHTML, CSS – using Dreamweaver), scripting (JavaScript, PHP, ActionScript) and animation (Flash). The company owner also has an extensive track record in customer service, including an onsite member services and sales role where he achieved highest customer retention and renewal (98.5%). The company's business model requires strong project management, expertise in Internet presence and Social Media implementation – as well as marketing and communications savvy. The company owner possesses a diverse skill set in that full range, with the greatest strength and experience in web infrastructure and project management. The addition of a business partner with a track record in successful marketing and public relations rounds out the requirements in implementing this business plan. The company has an aggressive plan already underway in locating the ideal business partner.

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2010 Business Plan for

Services Summary The three components of the PHILANSOPHY MARKETING business model are:

I. Non-Profit Agencies Association Membership based, using a two-tier system of Basic and Enhanced annual membership fees based on member criteria (see III. Products & Services). This Association is designed to seed and nurture a philosophy of philanthropy, creating grassroots support for Non-profits. An ideal ramp-up for consulting and premium marketing services, Association activities are twofold: (1) Drive an education campaign, delivering presentations to: i. Secondary and post-secondary schools ii. Businesses and chambers of commerce iii. Community media iv. Community institutions * a consulting agency with specific background in public program development will be engaged to design and deliver a program of presentation to the audiences listed above (2) Actively promote member agencies via rotating insertions in pre-arranged media exposure slots, based on standardized self-marketing templates.

II. Public Relations & Public Funding Consulting Contract-based for clients without any dedicated public relations and marketing functions, this company service delivers that role - bringing Social Media strategy & implementation and Viral Marketing planning into the mix. This service category is specifically geared to deliver the basic level of the company's services to agencies using a pricing structure that reduces up-front costs to clients. A bimonthly base rate is coupled with a performance premium based on year-over-year increases in client agencies' funding. The rationale is that with the engagement of Philansophy Marketing's services, funding increases can be credited to the company's efforts on behalf of clients.

III. Premium Services Needs-based and sliding scale, our marketing services present a flexible and robust revenue generator: (1) Branding (2) Internet Infrastructure – website, social media integration (3) Content Generation (4) Multimedia (5) Social Media and viral Marketing Strategy & Implementation

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2010 Business Plan for

Market & Business Opportunities The company's three-part service model is completely unique to the Non-Profit market, making it oneof-a-kind. Additionally, this target market has lagged in the adoption of social media and viral marketing strategies, presenting the opportunity for PHILANSOPHY MARKETING to establish itself as a pioneer and market leader. Social networking has evolved beyond trend status, now established as the de facto standard for online communication and collaboration. At the same time most businesses on the ground recognize it only as a buzzword, not understanding how to effectively implement the strengths of social networking. Typically regarded as a replacement for email, this overlooks the far great importance of establishing dialogue with viral growth potential. The company fully understands this factor and stands prepared to implement the tools offered. The initial target market for PHILANSOPHY MARKETING is the Fraser Valley in B.C. – from Langley in the west to Hope in the east. Listed community agencies within this region number in excess of 500, with virtually every one of these agencies potentially a client due to the company's unique tiered services structure. Within the already-established marketing agencies servicing this market, focus is placed only on traditional implementation of branding and Internet marketing. None provide and sell a Social Media and Viral Marketing Strategy tailored specifically to Non-Profit funding challenges. Market share for PHILANSOPHY MARKETING is expected to exceed 50% of target agencies within a five-year period, largely on the strength of its innovative membership-driven education and promotion base. Thanks to the modular community-based design of its services, PHILANSOPHY MARKETING presents an exponential growth potential. With duplication capabilities similar to franchising – based on advance establishment of Non-Profit Associations in new target communities – expansion to peripheral communities in southern B.C. is expected within a five-year time frame. The key to the modular nature and expansion capability of the company business model is the Non-Profit Agencies Association, allowing the company to develop a presence in advance and create a foothold in new market communities.

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2010 Business Plan for

Business Strengths & Weaknesses STRENGTHS - innovative solution to the problem: NOT more or better funding campaigns - firm grasp of the workings and true effectiveness inherent in social networking - skilled in multiple disciplines as required: web development, graphic design, branding, marketing, communications OPPORTUNITIES - clients have declining funding and need an innovative solution - social networking trend - shifting values & cultural landscape

WEAKNESSES - lack of financial resources - lack of direct experience with non-profits and fundraising - diversity of business workload – a partner required

THREATS - unknown market demand - public apathy - unknown openness to new paradigm of supporting non-profits

A STRENGTH AND A CHALLENGE The innovative marketing solution that PHILANSOPHY MARKETING applies to the funding challenges of charitable Non-Profit agencies - the core of its business purpose – presents both its greatest strength and it's most profound challenge. It's strength is that there is no current precedent for creating a grassroots support movement through education, networking and viral marketing – and as such there is no direct competition. Indirect competitors consist of online marketing firms with a presence in the Fraser Valley. A few of these agencies (see IV. Market Analysis – Competition) employ progressive and innovative brand and market strategies that include social media, but none employ the targeted and focused approach of PHILANSOPHY MARKETING and match it specifically with the Non-Profit sector. It's useful to note that one agency – Currency Marketing – understands the true effectiveness of Social Media and applies it aggressively on behalf of clients. However they focus exclusively on Credit Unions. The company considers this agency a valuable potential strategic partner and plans to propose an alliance later in the 1st year of operation. At the same time prospective client agencies are challenged to invest in a brand new approach instead of plugging even harder into the saturated market of direct public appeals and campaigns. Innovation always brings with it an element of the unknown. The company's challenge is to persuade Non-Profits of the need for this new paradigm, and engage their willingness to shift away from a familiar funding approach that is failing.

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2010 Business Plan for

ADDRESSING WEAKNESSES AND THREATS Public Apathy – Research conducted by the company into the effectiveness of social networking and the ROI in social media, points a critical factor: the greatest impact and widest results accomplished through the "loose-tie" nature of social networking occur when the effort or sacrifice required is small or minimal, and the result is highly visible. PHILANSOPHY MARKETING will implement strategies in their education and networking tools that make it easy for public audiences of Non-Profit charitable agencies to routinely contribute small amounts of time and money. And Social Media already incorporate a multitude of standard recognition tools such as recommendations, "picks" of the day and "Likes". The enormous traffic levels on key social media platforms offer a high level of free visibility. Lack of financial resources – both partners are expected to maintain current going concerns in the first year, phasing out only towards the end of the year when Partner draws commence. Additionally partners are required to provide $2,000 investment capital to finance cash flow in the first three months of operation. Lack of direct experience with Non-Profits and fundraising – the owner is currently becoming active in volunteer roles with Non-Profits in the target community, gaining both experience and visibility. The ideal partner being sought will bring fundraising experience to the team. Partner required – the company considers both prospective client organizations – Non-Profits – and marketing agencies in the area as potential sources for a business partner. Volunteer activity has already yielded potential candidates; the company will research marketing agencies to identify similar candidates.

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2010 Business Plan for

III. PRODUCTS & SERVICES Description I. ASSOCIATION FOR NON-PROFIT AGENCIES Membership based, using a two-tier system of Basic and Enhanced annual membership fees based on member criteria. An ideal ramp-up to premium marketing services, Association activities are twofold: (1) Drive an education campaign to foster a "philosophy of philanthropy" – appealing to the general public's natural inclination towards group well-being (philanthropy), channeling it towards sharing responsibility alongside Non-Profits as a lifestyle. Delivered through engagement of a consultancy to design community presentations for: (i) secondary and post-secondary schools – educate students about the true nature and scope of nonprofits in their communities, all the services and benefits they provide to students and their families (ii) businesses and chambers of commerce – promote systematized employee donation plans (tiny increments, matched contributions) and time-shared company volunteer "roles" (iii) community media – recruit their "contribution" to shared responsibility via "Non-Profit Community" media exposure slots, offering media outlets the opportunity of leadership and innovation in their industry (iv) community institutions – create awareness of the company's new A consulting agency with specific background in public program development will be engaged to design and deliver a "philosophy of philanthropy" program of presentation to the audiences listed above . (2) Actively promote member agencies: (i) provide self-marketing templates and kits, including talking pieces ii) schedule rotating appearances of member agencies at education presentations in (i), (ii) and (iv) above, providing target audiences with "live" examples of all the diverse non-profits creating positive change in their communities iii) schedule rotating inclusions in the media exposure slots in (iii) above (example: a section patterned after "Entertainment" in the local newspaper, with free or low-cost profiles and ads filled on a rotating basis by Association members) Annual Membership: - Basic ($200): inclusion in community-based education and marketing – available only to agencies with no paid staff and previous-year budget under $60,000. - Advanced ($600): Basic service plus strategy consulting service Proceeds directed to sustain Association, primarily in delivering "Philosophy of Philanthropy" education program to the four levels of community, and low-cost media exposures

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2010 Business Plan for II. MARKETING CONSULTING For clients without any dedicated public relations and marketing functions (and providing a pricing structure based on annual revenues under $100,000), this company service delivers that role - bringing Social Media strategy & implementation and Viral Marketing planning into the mix. Contract-based and tailored to existing funding challenges, the service is compensated for as a factor of clients' current and increased net revenues realized during annual service contracts. This service category is specifically geared to deliver the basic level of the company's services to agencies using a pricing structure that reduces up-front costs to clients. A minimal bi-monthly base rate is coupled with a performance premium based on year-over-year increases in client agencies' funding. The rationale is that with the engagement of Philansophy Marketing's services, funding increases can be credited to the company's efforts on behalf of clients.

III. PREMIUM SERVICES Needs-based and sliding scale, these marketing services take on the actual workload for clients in implementing some or all of the marketing strategies agreed upon, and present a flexible and robust revenue generator: (1) Branding (2) Internet Infrastructure – website, social media (a) Telling the story (incl. PR collection) (b) Social Media integration (toolbars etc.) (c) Social Media home-base pages and accounts: Facebook, MySpace, Buzz etc. (3) Content Generation - promote events, client + service successes, project and program profiles to: (a) Media (b) Blogs and Forums (4) Multimedia - videos - slideshows - tutorials - webinars (5) Viral Marketing Strategy & Implementation - effective use of "inclusion" features in social media referral and recommendation functions to expand marketing reach - application of social networking behavioural insights (such as the "friendship paradox") to accelerate marketing speed and efficiency source: Nicholas Christakis: How social networks predict epidemics; The hidden influence of social networks

(TED Talks) http://www.ted.com/talks/nicholas_christakis_how_social_networks_predict_epidemics.html

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2010 Business Plan for

Pricing Structure I. ASSOCIATION FOR NON-PROFIT AGENCIES – Basic Membership: $200 – Advanced Membership: $600 Targeted Membership levels in 1st year of business operation: 48 Basic, 13 Advanced memberships.

II. MARKETING CONSULTING This service category is designed with a specific segment of the target market in mind: Non-Profit charitable agencies with total annual revenues below $100,000. Pricing consists of an annual contract based on two components: 1) Flat fee of 4% of client past-year donation revenue. Bi-monthly installments of 0.5% (in advance) with 1% final installment 2) Performance fee consisting of 15% of total current-year revenue in excess of previous year's total revenue - OR a fee equivalent to $2,400 less part (a), whichever is greater. This ensures a minimum contract fee value of $2,400. • Average client support contract in this category equivalent to 1 man-day / month • 1st year targeted sales of 8 annual contracts x $400 / month (average) = $3,200 / mo. by end of year – this does not include additional revenue based on Performance fees

III. PREMIUM SERVICES Billable at $50 / hour, net 30 days. Minimum billing 4 hours / month. 10% discount applied on hours in excess of 10 per individual month (non-cumulative). • 1st year targeted sales of 50 billable hours (6 man-days) / month = $2,500 / mo. by end of year NOTE: • In the 1st year total available man days per month = 40 (2 partners), including alternating partner availability on weekends and allowing for sick days and time off. • Targeted 1st year sales require a total of 14 man-days per month, allowing up to triple available work levels to accommodate growth over three years - and in the meantime providing for time resources to conduct company self-marketing and client recruitment efforts.

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2010 Business Plan for

Financial Projections Projected sales for the period 2011 are 37,000 dollars, which yield 16,500 dollars net profit – in addition to modest partner draws in the latter four months. 50% of 1 st year profits will be re-invested in the company's capital. In years two and three sales are projected to increase 50% ($74,000) and 40% ($105,000), and including partner draws each month. Net profits of $33,000 and $61,000 respectively are projected (before reflecting performance bonus). 50% of profits will again be re-invested, to fund development of new market-opens. Fee-for-service with net 30 days or contract bi-monthly increments provides adequate cash-flow, with minimal payables. Key expenses are incremental repayment of financing / investment, and salaries to the two principals. After the first 3 years, annual sales increases of 67% are expected based on a similar 3-year revenue projection extended to new market-opens every three years. The company plans to be profitable within its first year, and the expected payback period is 3 years (based on $34,000 capital investment).

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2010 Business Plan for

IV. MARKET ANALYSIS MARKET PROFILE TRENDS 2003

• There were approx. 160,000 non-profit and voluntary agencies in Canada • Individual donations in Canada totaled $8 billion (total revenue $75 billion) source: National Survey of Non-Profit & Voluntary Organizations – http://www.statcan.gc.ca/pub/61-533-s/61-533-s2005001-eng.htm#5 2007

• charitable and non-profit agencies contributed 6.8% of GDP or more than $86.9 billion - a greater contribution than the retail trade industry and close to that of the mining, oil and gas extraction industry (Imagine Canada - http://library.imaginecanada.ca/sector_research/statistics/profile )

• The total for individual donations was up to $10 billion • The average portion of non-profits revenue from gifts and donations was 13% source: Imagine Canada – Giving and Volunteering Highlights report (pdf) http://www.imaginecanada.ca/node/31

2009-2010 • Demand for services are increasing – in 2009 45% of agencies report an increase, while in 2010 55% report an increase • Revenues are decreasing – in 2009 32% of agencies report decreasing revenue, while in 2010 37% report a decrease • Non-Profits dependent on government funding are under great pressure to find new funding sources. (Confirmed in information interviews with Chilliwack Society for Community Living, and Chilliwack Community Services, two of the largest local community Non-Profit agencies; Sept. 2010.) • Volunteer levels decreased – by about 6% from 2009 to 2010 (after increasing 4% from 2003 to 2007) • The role of the Internet in volunteering is increasing - 23% of volunteers in 2007 said they used the Internet in some way during the course of their volunteering, compared to 20% in 2004. Similarly, 10% used it to search for volunteering opportunities during 2007, compared to 8% in 2004. source: Imagine Canada – Sector Monitor Highlights (pdf + ppt) – http://www.imaginecanada.ca/node/248

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2010 Business Plan for PROJECTIONS • According to CharityVillage.com, in 2010 there are over 200,000 charitable and non-profit agencies in Canada • based on 2003–2007 donation totals in Canada ($8 - $10 billion), projected donation levels in 2010 are be $11 billion – charitable non-profits averaging $55,000 in donation receipts The company's initial target market is the Fraser Valley in B.C. – from Langley in the west, through the Abbotsford and Chilliwack regions to Hope in the east. There are in excess of 500 non-profit agencies and community resources in this area. source: Community Living BC – Community Resources database http://clbc.cioc.ca/bresults.asp?STerms=&SType=A&CMType=L&CMID=315&CMID=330&CMID=340

• based on the projected 2010 Canadian average of $55,000 donations per non-profit, the overall donation level in this initial target market could reasonably be projected at $28 million

CUSTOMER PROFILE PROSPECTIVE CLIENT DESCRIPTION All Non-Profit agencies are prospective clients – the challenge that the company addresses is one faced by each and every agency. However, some characteristics will lend themselves to more rapid adoption of company services: • a primary funding dependence on contracts and grants, with a minor focus on direct appeals as subsidiary funding • a structured and well established administrative function – trained staff that understand the importance of educating and organizing • openness to a new funding paradigm example: CHILLIWACK COMMUNITY SERVICES • 100 employees (volunteer base 250+) • well organised / trained administrators • 20% (with 4% swing) budget focus on direct appeal: gifts and donations • top management includes Director of Community Relations – key responsibility is funding

MARKET CONTACT POINTS Organizations and Associations • Administration resources: www.cavrcanada.org, http://www.nptimes.com, http://www.imaginecanada.ca • Volunteer resources: www.charityvillage.com, www.volunteerbc.bc.ca, http://www.charitycharities.org/ 16


2010 Business Plan for • •

Fundraising resources: http://philanthropy.com, http://www.givingandvolunteering.ca Donation registries: www.canadahelps.org

CURRENT SERVICES USED Fundraising Projects – appeals, drives, campaigns, walk/ cycle -athons Conventional Internet service agencies (sometimes pro bono) – usual brochure-style website design, rudimentary implementation of social media tools (typically Facebook and Twitter integration) without ongoing strategy or content and other support

PRIMARY NEED FOR COMPANY SERVICES Funding – expand funding based on direct public support to replace diminishing contracts and grants

SECONDARY NEED FOR COMPANY SERVICES Volunteering – strengthen this fundamental resource, vital to full effectiveness of Non-Profit agencies

TERTIARY NEED FOR COMPANY SERVICES Expand public awareness of individual Non-Profits, to ensure future stability and growth

CLIENT LOCATION DEMOGRAPHICS • •

initial target market the Fraser Valley: Langley, Abbotsford, Chilliwack, Hope areas modular expansion to similar community regions: Lower Mainland, Okanagan, Interior

COMPETITION KEY COMPETITORS ThinkMarketing.net

Kelowna, B.C. Non-profit client: Okanagan Community Foundation Services: - Brand – Web Design – Online Marketing Size: Staff of 9, 4 of whom are not involved in the actual production of services. Domain7.com

Abbotsford & Chilliwack Non-profit client: Abbotsford Community Foundation Services: - wide range of conventional website services – "social media" is merely one of twenty listed Size: Staff of 46 (in four offices) – 20 of whom are not involved in the actual production of services.

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2010 Business Plan for Triple I Web Solutions.com

Abbotsford Non-profit client: United Way of the Fraser Valley Services: - Web Design – SEO – Online Marketing Size: Staff of 2 (started in 2008) VCN | webteam Vancouver Non-profit client: Pacific Community Services Services: - Web Design – SEO Marketing – Graphic Design Size: Staff of 5 – targeted to Non-Profits (but not based in Fraser Valley)

COMPETITION ANALYSIS Social Media is the buzzword on everyone's lips. But it is still rarely understood, let alone effectively implemented by the larger Internet community. The Non-profit sector is no exception, many of whom do not yet have a functional web presence. Competitors are focusing on bringing more progressive marketing thinking into clients' Internet presence, but still focus on the websites and use social media as an add-on. The key to understanding Social Marketing's true strength is in recognizing how loose-tie networking can be mobilized. PHILANSOPHY MARKETING does, not only bringing an effective strategy to the table but also recognizing the need to start at the grassroots level in the client community. None of the competitor examples listed - even VCN webteam which is focused on Non-Profits – address the specific challenge of Non-Profits funding. An important exception to this oversight is the Chilliwackbased branding, marketing, and communications consultancy Currency Marketing. This firm exemplifies the most progressive application of social media marketing programs – but are focused exclusively on Credit Unions as their niche market. PHILANSOPHY MARKETING plans to forge a strategic alliance with Currency, ideally with both firms benefiting from their respective niche innovations and experience.

COMPETITIVE EDGE • Understanding the need for a meaningful and effective Social Marketing strategy • Understanding and focusing on the unique needs of Non-Profit agencies • Recognizing and planning around the specific need for an innovative new way to drive funding and volunteer support – beginning with Education (to nurture a philosophy of philanthropy), continuing with Viral Marketing (finding and mobilizing your audience), and moving away from the saturated field of appeals and drives • No web design / marketing agencies marry the conventional online and advertising services with full-fledged public relations and fundraising supports • Having a passion for doing this – this work defines what PHILANSOPHY is, and all that it does

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2010 Business Plan for

COMPANY FEATURES & BENEFITS FEATURES Association Membership

Internet infrastructure – website, links, ads Content generation Blogging support

Branding Social media Innovative thinking Creativity: skilled graphical and technical expertise Experience in advanced, well-rounded, balanced website builds Articulate communication well versed in marketing

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BENEFITS - feedback (networking) - organized exposure opportunities (local media) - greater awareness with community - provides sophisticated method of exposure - convenient service tool - time saving - better quality communications - more interesting to audience - viral exposure - get input / feedback - generates best content: user-created (comments, reviews, recommendations and "Likes") - quickly recognized, enduringly remembered - vast networking opportunities - in touch with own public - solves the problem of funding saturation - recognizes missed needs / opportunities - more striking, engaging exposure - audience likes the experience, wants more - less work fixing broken things, quicker - people understand the whole story - they get the point, and support the N-P agencies


2010 Business Plan for

V. MARKETING STRATEGY PROMOTION PLAN DIRECT CONTACT Non-Profit charitable agencies are accustomed to the routine of recruiting and coordinating the support of the public through volunteer activity, and are by nature very approachable. PHILANSOPHY MARKETING plans a direct contact campaign to introduce company services to agency management and provide live presentations to agency staff, at both levels illustrating (1) the educational goals of the Non-Profit Agencies Association and (2) the efficacy and potential of creating groundswell public support using social networking and viral marketing to its true potential. A comprehensive multi-media presentation (see below) will serve the dual purpose of explaining points (i) and (ii) while simultaneously showcasing the very tools used therein.

ONLINE INITIATIVES Creation of a dynamic and comprehensive website that serves to: (1) promote PHILANSOPHY MARKETING • Search Engine Optimization and traffic generation – including initiatives to create a (free) company presence in the very large field of charitable agency supports such as Charity Village, The Chronicle of Philanthropy, The Non-Profit Times etc. • offer free website review service to all Non-Profit agencies in the initial target market (2) demonstrate the company's effectiveness in implementing social networking and viral marketing • Cutting-edge and innovative story-telling content in social media hubs such as YouTube, Facebook, Reddit and MySpace • Dynamic, dialogue-provoking Blog interaction with special-interest focus, implementing strategies drawn from large-audience blogs such as Six Pixels of Separation, Church of the Customer, Fast Company, DoshDosh, ReadWriteWeb, The Onion, BuzzFeed etc. • Value-added promotion campaign (e.g. free trial services) incorporating viral marketing components (i.e. "share with friend" button) (3) provide a full-service vehicle to clients • Online tracking and processing of client fees and payments • client log-in access to document and media transfer

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2010 Business Plan for PRESENTATIONS VIDEO PRESENTATIONS – using prominent (free) social media video tools such as JING, VIMEO, YouTube, Projekktor, JW Flash Player - video-capture speaking pieces – innovative tutorials & animations like CommonCraft and RSA Animate SLIDESHOW PRESENTATIONS – using Google Docs, SlideShare, ISSUU MULTI-MEDIA PRESENTATIONS – incorporating the above into mixed-media venues such as Webinars

ADVERTISING In each of months 1 and 8 $1000 will be spent on advertising in local media: Chilliwack Progress and Chilliwack Times newspapers. One-time quarter-page ads combined with 4-week business card ads. These ads will be designed to tag with and support the Community Presentation campaign designed and delivered by a consulting agency hired by the company. In month 2, $1000 will be spent on advertising in Non-Profit sector media: Charity Village, Non-Profit News etc.

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2010 Business Plan for

VI. OPERATIONAL INFORMATION CRITICAL PATH & BREAK EVEN ANALYSIS (in conjunction with accompanying Cash Flow Analysis spreadsheet) January-February • based on Slow Start Cash Flow Projection, $2000 capital investment required from each partner, to cover cash-flow for first three months of operation; additionally partners are expected to maintain other going concerns for at last the 1 st year of business to meet personal income needs • obtain Business License • develop multimedia Presentations: online and projector Slideshows • Consulting agency develops Public Presentation (two-month project, $10,000 budget) • Company partners conduct Direct Contact campaign, resulting in initial Associations memberships • Advertising initiatives (costs) consisting of: 1. January - $3,000: video post-production for (a) self-marketing video, (b) mixed-media tutorial 2. January & February - $1,000: place local media ads introducing PHILANSOPHY MARKETING to the general public – creating lead-up to March launch of Public Presentation by consulting agency in support of Non-Profit Agencies Association • modest Memberships sales achieved in 1st month – fees due upon signup • Contract sale achieved in 1st month – immediate cash-flow as bi-monthly minimum payment required in advance

March • develop video and tutorial tools • partners continue Direct Contact, resulting in ongoing membership sales • modest Contract sales pace throughout 1 st year, as company expects initial participation in Association membership only for most target agencies (under $100,000 annual budgets) • Billable hours' sales (net 30 days) commence, with client work averaging 8 hours / mo.

April • Consulting agency begins delivery of Public Presentation, resulting in higher memberships sales; bimonthly presentation schedule thereafter reflected in fluctuation in monthly membership sales , with higher levels in months of consulting presentations • slight increase in Billable hours as public contact work by Consulting Agency commences, freeing partners to focus on service marketing and delivery • develop Online Traffic

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2010 Business Plan for May • partners continue Direct Contact, resulting in ongoing membership sales • Billable hours maintain ( no increase) as partners alternate monthly with consulting agency in making public contacts (for memberships)

June • Consulting agency continues delivery of Public Presentation (bi-monthly delivery) • Billable hours increase slightly

July • partners continue Direct Contact, resulting in ongoing membership sales • Billable hours maintain level only, in months of partner Direct Contact activity • auto expense (fuel) reduced, as company workload expands and marketing time-in-field diminishes

August • Consulting agency continues delivery of Public Presentation (bi-monthly delivery) • Billable hours see slightly higher monthly increase as initial clients recognize value and increase work assignment to company • $1,000 Advertising expenditure: local media ads

September • partners continue Direct Contact, resulting in ongoing membership sales • Billable hours maintain level •

BREAK-EVEN POINT: allowing for fluctuations caused by bi-monthly consulting fee, Cash In stably surpasses Cash out in September, initiating a monthly Salary Draw expense of $1000 for both partners

October • Consulting agency continues delivery of Public Presentation (bi-monthly delivery) • develop Strategic Alliance with Currency Marketing (Tim Curry) – marketing agency in Chilliwack doing precisely the same type of work, but focused exclusively on Credit Unions as client niche

November • partners continue Direct Contact, resulting in ongoing membership sales • Billable hours maintain level

December • Consulting agency continues delivery of Public Presentation (bi-monthly delivery)

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2010 Business Plan for

PARTNER WORK DIVISION Project Management • determine the parameters of project: objectives, implementations, quantities, components • build action plan: workflow, timeline • handled by: Wayne Froese Client Strategy • Brand • Telling the Story • Social Networking campaign • Viral Marketing campaign • Services Agreement (Contract, Billable) • handled by: both Partners Web Infrastructure • website build • brand implementation • social media tools integration (toolbars, Summary and Like boxes, etc.) • donation and volunteer processes (questionnaires and forms) • handled by: Wayne Froese Social Networking Development • anchor page accounts: Facebook, YouTube, Twitter • publishing tools accounts: ISSUU, REDDIT, SlideShare • blog setup • handled by: new Partner Content Creation • liaise with client staff to develop and support "Story" projects • research / write blog themes (example: any public or media exposure for client gets "In the Media" blog) • develop multimedia presentations: Slideshows, Webinars, Tutorials • handled by: new Partner

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2010 Business Plan for Client Development • conduct Direct Contact campaign ongoing • online Traffic Development • handled by: both Partners Public Relations • source exposure and alliance opportunities - including linking strategies, Non-Profit directories inclusion • develop profile and media kits for advertising and press releases • handled by: both Partners

25


Philansophy Business Plan  

A New Marketing Paradigm for Non-Profits

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