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AUGUSTA RESCUE MISSION. MARKETING PLAN. CONTENTS. EXECUTIVE SUMMARY – MISSION, OBJECTIVES, GOALS ORGANIZATIONAL CULTURE - BIBLICAL PUBLICS SERVED – EXTERNAL & INTERNAL COMPETITION & ENVIRONMENT S.W.O.T. CORE MARKETING STRATEGY – 3 CAMPAIGNS ESTABLISH (INTERNAL) MARKETING MINDSET

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AUGUSTA RESCUE MISSION

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Augusta rescue mission

AUGUSTA RESCUE MISSION

MARKETING PLAN


Contents

CONTENTS

  • EXECUTIVE SUMMARY – MISSION, OBJECTIVES, GOALS

  • ORGANIZATIONAL CULTURE - BIBLICAL

  • PUBLICS SERVED – EXTERNAL & INTERNAL

  • COMPETITION & ENVIRONMENT

  • S.W.O.T.

  • CORE MARKETING STRATEGY – 3 CAMPAIGNS

    • ESTABLISH (INTERNAL) MARKETING MINDSET

    • EXPAND DONOR BASE

    • EXPAND VOLUNTEER BASE

  • CONCLUSION


Executive summary

EXECUTIVE SUMMARY

  • MISSION: The Augusta Rescue Mission is a non-profit Christian Ministry Organization devoted to Assistance and Community Service for the Area’s Less Fortunate

  • OBJECTIVES: Provide for basic Physical and Spiritual needs


Executive summary1

EXECUTIVE SUMMARY

  • GOALS:

    • Provide Food and Shelter to those in Desperate need of it

    • Rebuild Broken and Homeless Lives into Responsible, Self-Sufficient Contributors to Society

    • Train, Guide, and Counsel a core group of men to be Evangelical Disciples of Jesus Christ

    • Acquire enough Support and Contributions to sustain the mission


Organizational culture

ORGANIZATIONAL CULTURE

  • The CULTURE of the Augusta Rescue Mission is guided by the Holy Spirit of Charity exemplified in the Christian Bible under the following passage:

    • “For I was hungry and you gave me something to eat…I was a stranger and you invited me in, I needed clothes and you clothe me…whatever you did for one of the least of these brothers of mine, you did for me.” (Matthew 25:35-40)


Publics served

PUBLICS SERVED

  • EXTERNAL

    • Local Indigent Population

    • Locals with need for inexpensive household goods and clothing

    • Donors and Potential Donors

    • Entire Local Area

  • INTERNAL

    • Board of Directors

    • Resident Programmers (Volunteers)


Competition environment

COMPETITION & ENVIRONMENT

  • COMPETITION: Other nonprofit organizations, including the following just in the local area:

    • Garden City Rescue Mission

    • Salvation Army

    • Goodwill Industries

    • L.O.T.S. Ministries

  • EXTERNAL ENVIRONMENT: Conducive to mission and existence of A.R.M., but not necessarily inclined to support it due to relative low profile of A.R.M., in addition to absence of effective means of differentiating it from others listed above


S w o t

S.W.O.T

  • STRENGTHS:

    • Longevity (and the trust it breeds)

    • Dedicated core of Regular Donors

    • Stable, Supportive Board of Directors

    • Committed, Capable Executive Director

    • Reliable group of key staff members

  • WEAKNESSES:

    • Significant Lack of Professional Marketing Experience

    • Inconsistent, disorganized, disjointed (need I say more) Marketing Plan – No identifiable Campaign

    • Noncompetitive mindset (organizational culture)


S w o t continued

S.W.O.T (continued)

  • OPPORTUNITIES:

    • Largely untapped media outlets

    • Dormant Association memberships

    • Economy - Inflation, unemployment

  • THREATS:

    • Internal – predisposition against aggressive marketing

    • External – economics (inflation, unemployment)


Core strategy simultaneous campaigns

CORE STRATEGY(SIMULTANEOUS CAMPAIGNS)

  • CAMPAIGN #1: ESTABLISH (INTERNAL) MARKETING MINDSET

  • CAMPAIGN #2: EXPAND DONOR BASE

  • CAMPAIGN #3: EXPAND VOLUNTEER BASE


Campaign 1 establish marketing mindset

CAMPAIGN #1ESTABLISHMARKETINGMINDSET

  • RECRUIT AND ELECT A MARKETING PROFESSIONAL TO THE BOARD

  • ADD MARKETING SPECIALIST TO THE STAFF

  • LEVERAGE “DORMANT” MEMBERSHIP IN ASSOCIATION OF GOSPEL RESCUE MISSIONS TO IDENTIFY “BEST MARKETING PRACTICES” FROM OTHERS

  • FACILITATE STAFF AND BOARD SUPPORT OF CORE STRATEGY, ESSENTIALLY UNDERTAKEN BY PROVIDING INFORMATION TO, AND SHARING SERVICES WITH THE PUBLIC


Campaign 2 expand donor base

CAMPAIGN #2EXPAND DONOR BASE

  • Distinguish A.R.M. as “preferred” community service organization in the local area

    • Strive to make the Augusta Rescue Mission a “household name”

    • Differentiate the services offered from those of “similar” organizations

    • Inform public of the A.R.M.’s rich history, tied to the local area

  • Identify “New” donor organizations

    • Reach out to them with calls by Board members and visits by E.D.

    • Seek donations of goods & (professional) services in addition to funds

    • Emphasize tax exemption for donations

    • Investigate possible availability of government and other grant funding

  • Identify and utilize “New” Marketing Outlets

    • Television and Radio Media

    • Local Business and Civic Organizations

    • Build classy, professional Web site with “eCommerce-like” capability to accept donations on-line


Campaign 3 expand volunteer base

CAMPAIGN #3EXPAND VOLUNTEER BASE

  • Engage local businesses, civic, and medical organizations for voluntary professional services

    • Marketing

    • Counseling

    • Medical/Dental

  • Seek to establish partnerships with local businesses for mutual goals achievement

    • Promotion and Advertising

    • Job Training and Experience (for A.R.M. members & staff)

    • Available, semi-skilled labor pool (for the business)


Conclusion

CONCLUSION

  • This Marketing Plan is designed to Implement an effective marketing strategy aimed at accomplishing the mission, satisfying the objectives, and achieving the goals of the Augusta Rescue Mission by understanding and focusing our organization in relation to the publics we serve, while taking the environment and potential competition into account. In implementing our marketing strategy we will endeavor to undertake three simultaneous, comprehensive Campaigns, aimed at leveraging our strengths and capitalizing on opportunities while minimizing our weaknesses and mitigating the threats to our organization and mission.


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