Presented ByTrina Conover, MBA

Educational Resources Department: Summary and Background Vision Statement Internal Environment External Environment Gap Analysis Strategic Objective Plan Implementation Critical Success Factors

The IVAT Educational Resources Department ties to IVAT’s mission by providing information dissemination for those who work with individuals affected by violence, abuse, and trauma. The ERD is also designed to serve as a fundraising function for the nonprofit organization as a whole.

Educational Resources Coordinator works with publishers to receive discount on purchasing books

Books are then sold at a discounted rate of 5-30%

Books were either sold at conferences or through mail-in or faxed-in orders

January of 2007 a new POS system was purchased with better tracking capabilities and online capabilities

The Educational Resources Department will disseminatetimely information and serve as IVAT’s major fundraiserby developing tools for overall marketing success.

GOALS:1. Increase online sales to be 75% of the ERD revenue2. Serve fundraising function by supporting IVAT operating

costs3. Implement guidelines of objective and quantifiable

criteria for conference attendance, a calendar of events, and a timeline

4. Mitigate risks generated by current business practices5. Base forecasts of projected sales on objective data

Weak online marketing◦ Limited visibility◦ “Searchability”

Lack of performance-based data and critical decision-making◦ No calendar of expected conference attendance

Lack of overall bookstore performance data◦ Based on individual memory rather than objective

data Department instability

Declining sales Recession

◦ Decline in consumer spending habits◦ Decline in human service funding

Industry consolidation through mergers and acquisitions (e.g., Haworth purchased by Taylor & Francis)

Technological advancements◦ Increase in online purchasing

Negative association with partnerships

Current State of Department:◦ Constant flux◦ Limited use of effective business practice

Projected Future State of Department◦ Stable◦ Strategic Retail Sales Model

Strategic Plan - Long-range plan for the ERD in relation to its market, competitors, technology, management, resources, funding and so on.

Visibility on Search Engines/Online Marketing◦ SEO

Google AdWords BestBookBuys.com Yahoo! Search Marketing

◦ Bulk Email Campaigns Cvent – weekly campaign VerticalResponse – monthly campaign

◦ Bookstore Landing Page User friendly Attractive

Partnerships◦ Pressure-Free

Informal Small project oriented No long-term commitments

◦ Marketing Advertise on partnered websites Link to their consumer base Attend conferences not just as a vendor, but as a

representative of IVAT as a whole

Calendar and Timeline◦ Master calendar

Tracking system for conference attendance Includes events and deadlines

◦ Retail Promotions Calendar Promotions matched with “Advocacy Months” Based on analysis of target market

Formal Training◦ POS Training

Webinars Purchase Training

◦ Marketing Training/ Web Development

Nonprofit Management Solutions Dreamweaver HTML

Deliverable Timeline Who is Responsible

Strategic Business Model

• Includes all deliverables below

Three to twenty-four months total

• ERC• Leadership• Accounting• Conferences Team

Visibility on Search Engines/Online

Marketing• Google AdWords• BestBookBuys.com• Yahoo!• Bulk Email Campaigns

• Cvent• Vertical Response

• Cosmetic Changes

Six months total

• Three to six months• Six months• Six months• Three to six months

• Three to six months

• Three to six months

• ERC• Leadership• Accounting• Conferences Team• Web Tech

Partnerships• Written Agreements•MOU’s

Three to twelve months total

• ERC• Leadership• Conferences Team

Deliverable Timeline Who is Responsible

Calendar and Timeline

• Collect complete objective data• Implement calendar of events• Implement a timeline• Retail calendar

Six months to a year total• One year

•Three months to a year

• Three months to a year• Three months

• ERC• Leadership• Conferences Team

Formal POS and Web Development

Training• Online training• Formal training

• Creation of complete training manual

Six months to one year total• Six months to a year• Six months to a year

• One year to 24 months

• ERC• Leadership • Accounting

End-State Goal Metrics Target

Increase online sales to be 75% of ERD revenue.

• Track monthly sales, perform quarterly reports• Training evaluation and summary after each training• 360-degree feedback

• Short-term: Increase sales by 10% from 12 months of BP approval and implementation and 15% per year thereafter• Long-term: Increase online sales to be 75% of revenue on 3-5 years

Serve fundraising function by supporting IVAT operating costs.

• Track monthly data and performing quarterly reports in relation to costs of IVAT Bookstore and eventually IVAT as a whole

• Short-term: EVAT Bookstore pays for its own operation within 2 to 3 years and increase its operating budget• Long-term: Support IVAT’s operations financially within 5 years

End-State Goal Metrics Target

Guidelines of objective and quantifiable criteria for conference attendance, a calendar of events, and a timeline.

• Calendar and timeline prepared three months in advance of any event weekly• Perform Cost/Benefit Analysis of each event• Generate Cost/Sales Report after each event

• Short-term: Create a functional calendar, timeline, and tracking system within one year.• Long-term: Ongoing expansion of calendar, timeline, and record of conference attendance.

Mitigate risks generated by current (none-sound, none-timely) business practices.

• Tracking frequency of decisions made by leaders w/out input of staff, and associated risks• Tracking frequency of communications: e.g. meetings, emails, phone calls

• Short-term: Full transfer of knowledge between leaders and staff• Ongoing: Consistent communication btwn leaders and staff• Short- and Long-Term: Implement a team decision-making approach

End-State Goal Metrics Target

Base forecasts of projected sales on objective data.

• Collecting and having available data on a monthly, quarterly, and annual basis

• Part of reports

• Ongoing: Collecting the data that will go into all reports Long-term: Use data to inform, project figures, and make sound business decisions and strategies

Leadership buy-in Staff empowerment Successful marketing campaign and market

penetration Consumer buy-in Successful implementation of technology