16. CHOWbus Final Report with Appendix Materials_WC
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The LOGIConsultants team provides recommendations to help sustain and grow the CHOWbus program. They recommend optimizing the CHOWbus's social media presence by regularly posting on Facebook about schedules, specials, and events. They also recommend distributing a postcard with an infographic schedule to make the schedule readily available. Implementing these recommendations could help educate consumers and raise awareness of the CHOWbus to gain more customers. The team created sample marketing materials and a Facebook posting guide to help with implementation.
16. CHOWbus Final Report with Appendix Materials_WC
- 1. Adam Goldwasser, Brianna Socci, Jamie Gil, Wyatt Chartrand LOGIConsultants CHOWbus Strategic Growth Recommendations Making the CHOWbus sustainable and attacking hunger at the source.
- 2. 2 3 LOGIConsultants Executive Overview Manley’s Service Learning Project May 5th, 2015 The CHOWbus Project CHOWbus Mission: To end hunger in Broome County by distributing fresh produce into the community. LOGIConsultants would like to thank a few sponsors and people without whom, this project would not happen: Executive Overview Brianna Socci Consulting & Leadership Marketing Spring 2016 Meet LOGIConsultants Adam Goldwasser Consulting & Leadership Marketing Spring 2016 Wyatt Chartrand Finance Consulting & Leadership Spring 2016 L eaders hip S tudies C enter for L eaders hip S tudies C enter for Jamie Gil Consulting & Leadership Spring 2015
- 3. 4 5 Executive Overview • Broome County Council of Churches was founded in 1941. • CHOW is a program of the BCCC. • CHOWbus is a project of CHOW that was founded in 2014. • Low-cost, No-cost mobile farm stand that delivers fresh produce. • Last season, CHOWbus distributed 40,000 pounds of produce. • All proceeds from CHOWbus get reinvested back into CHOW to support USDA lunches. Organizational Timeline One in six people in Broome County live in poverty! Current State of the CHOWbus Currently, the CHOWbus has several stops in the community, mainly in high poverty areas, where it offers no cost produce to those living in poverty and low cost produce to those who can afford it. The proceeds from the low-cost produce go to funding USDA lunches for children living in poverty each summer. • Innovative Model to fulfill CHOW mission • Strong relationships and partnerships • Ethical mission to provide healthy alternatives to those with food insecurity • Consumer education and awareness of CHOWbus model • Social media exposure • Financial performance of low-cost sales • Data collection and management Positives Areas for Improvement Executive Overview CHOWbus No CostLow Cost Revenue Generation & Donations Giveaway Produce for Food Insecure Funding for USDA Lunches for kids in the summer
- 4. 6 7 Executive Overview Our Two-Pronged Focus Marketing Sustainability Off campus communities initiative Stop-Mapping Analytics Social Media Marketing Effective Print Advertising Executive Overview Project Phases Phase One • Information Gathering • Organizational Research Phase Four • Deliver Recommendations • Begin Off-Campus Students Initiative Phase Three • Began Marketing Campaign • Analyzed Sustainable Strategies Phase Two • Met with director and staff • Obtained Human Subjects Certification Phase One • Analyzed HBS cases and increased applicable knowledge to help non-profit. • Did independent research about the history of the CHOW organization, specifically the CHOWbus program. • Developed knowledge of leadership models and business analytical tools. Phase Two • Met with CHOW director and gathered further information. • Established weekly meeting schedule • Visited CHOW warehouse to observe processes and met staff. • Developed Survey questions and obtained necessary certification. Phase Three • Developed several print materials including schedule/ postcard, brochure and flyer to improve awareness. • Shared CHOWbus’s Facebook and boosted likes by 23%. • Developed and delivered sample Facebook posts. Phase Four • Contacted Off-campus communities to determine feasibility of initiative which will have ROI of $4,511 • Created social media handbook to make the tool sustainable for future use. • Finished group book and submitted final deliverables. Over 800 Person-Hours this Semester!
- 5. 8 Future Vision With hard work and determination, LOGIC foresees the CHOW- bus being a self-sustainable project of the CHOW program in one year from now. With careful and dedicated adherence to our recommendations, the CHOWbus can grow awareness for its innovative model and will subsidize its current market by marketing its produce to off-campus students. The CHOWbus will stop at off-campus communities each week, will generate a new revenue stream and will recruit a new crop of volunteers. Year Two of the CHOWbus • 3 stops on off-campus community initiative • Daily Facebook posts based off delivered content • Expanded social media campaign • Better forecasting due to improved data management Table of ContentsExecutive Overview 1. Project Dedication...............................pages 10-11 2.TeamIntroduction................................pages12-13 3. Programs and History of CHOWbus.....pages 14-15 4. Project Phases....................................pages 16-17 5. Recommendations..............................pages 18-36 6. Implementations.................................pages 37-47 7. ROI Calculations.................................pages 48-56 8. Models................................................pages 57-71 9. Appendix...........................................pages 72-106 9
- 6. 11 The LOGIConsulting team would like to say thank you to everyone who helped us along this journey, and guided us through the process of developing this report. Mike Leahey, director of CHOW, and CHOW staff, thank you for your open arms, and welcoming us into your organization. Through your mission and vision, we have all been inspired and appreciate the hard work you each put into your organization each day. The CHOWbus is truly a remarkable expedition and will change the lives of many people in our community. We are extremely thankful to you for providing us with this opportunity to further our growth and knowledge. Kim Jaussi, thank you for providing us with the opportunity to experience real-life consulting. We have all obtained a tremendous amount of skills and capabilities in order to conduct business strategically. This group product has helped us work cohesively, and has prepared us for our future careers. Throughout this class, we have gained the knowledge and involvement crucial to our growth as successful adults, and these skills will be useful our entire lives. Luke Henson, thank you for taking the time to meet with us every week. Your guidance has helped us realize our true potential, and has pushed us to accomplish things we did not think possible. You have taught us professional engagement skills that we will utilize in our future careers, and have motivated us to think outside of the box on our recommendations and implementations. Patty Gabriel, thank you for standing by our side throughout this journey. We appreciate everything you do for not only us but for many other college students. Matt and Sindhura, thank you for taking time out of your busy schedules to get to know our organization and each of us. Not only do you have your own personal projects, but you provided the time to help us with ours. Thank you for your assurance, and providing us with the confidence we needed to complete this project. Manley’s Mighty Mart and Big Al’s Pizza, thank you for funding this project in years past. Your involvement is the reason this project can continue and change the lives of many students. Mirabito, thank you for sponsoring this is once in a lifetime opportunity. This project has changed our lives in so many ways. Without your sponsorship, this experience would not have been possible, and we could not have impacted such an important organization. With this experience, we will thrive with future endeavors. Project Dedication 1110
- 7. 12 13 Get to know the LOGIConsultants Adam is finishing his junior year at BU. He is currently the manager of a popular event venue. He would like to start his own business after gaining experience in consulting or marketing. Brianna Socci Consulting & Leadership Marketing Spring 2016 Adam Goldwasser Consulting & Leadership Marketing Spring 2016 Wyatt Chartrand Finance Consulting & Leadership Spring 2016 Jamie Gil Consulting & Leadership Spring 2015 Brianna is finishing her junior year at BU. She is a transfer from SUNY Broome. She plans to obtain her Master’s degree and look for a job in project management or consulting. Jamie is a graduating senior at BU. She is a transfer student from Edmonds Community College in Washington State. She plans to look for a job in consulting. Wyatt is finishing his junior year at Binghamton University. He is a transfer from SUNY Jefferson Community College. He plans to look for a job in consulting, finance, project management, or administration. He also plans to eventually obtain his MBA. About LOGIConsultants: As a group, we strive for cohesiveness and effective leadership in order to provide a lasting impact. We do this by accompanying Broome County CHOWbus project in developing strategies to further it’s mission and support the community. Our Name: LOGIConsultants provide strategic recommendations that are not only logical in development but practical in application. Our Mission: To shatter the expectations of our clients by providing them with tools necessary to facilitate exponential growth for their business.
- 8. 14 15 History of the CHOWbus Programs of CHOW • Assists individuals and families in true emergencies • Services include utility assistance, funding for prescription medications, emergency housing, and personal care items • 30 food pantries currently • 35 soup kitchens • People are granted access with a referral from First Call for Help • Broome County’s only food recovery program • Collects food that would otherwise be thrown away • Food is distributed to local soup kitchens and community meal programs • Collaboration between CHOWfarm and five growing partners • In 2013, exported 7,000 pounds of produce • 100% of food grown is redistributed through CHOW programs • Developed to deliver healthy food options to those who lack access to them otherwise • Last season distributed $92,000 worth of produce into the community • Annual event at BU that has been going on for 30 years • Members create or sponsor a team to provide meals for those who struggle with food insecurity • Goal to raise funds to support 250k meals The CHOWbus is a new project of Broome County CHOW launched in July of 2014. The CHOWbus is a mobile farm stand that serves low cost and no cost produce to the community. There are over 30,000 people who live in poverty in Broome County whom the CHOWbus serves. Last season, the CHOWbus purchased $12,000 worth of produce, but was able to distribute over $92,000 worth of produce into the community with the help of donations. All proceeds made from low cost markets and donations are used to purchase and distribute USDA lunches to at-risk youth during the summer. Broome County Council of Churches Founded in 1941 CHOW Founded in 1976 CHOWbus Founded in 2014
- 9. 16 17 • Information Gathering • Organizational Research PHASE 1 PHASE 2 • Met with director and staff • Obtained Human Subjects Certification • Began Marketing Campaign • Analyzed Sustainable Strategies • Deliver Recommendations • Begin Off-Campus Students Initiative PHASE 3 PHASE 4 • Analyzed HBS cases and increased applicable knowledge to help non-profit. • Did independent research about the history of the CHOW organization, specifically the CHOWbus program. • Developed knowledge of leadership models and business analytical tools. SHARED VALUES STRATEGY STRUCTURE SYSTEMS SKILLS STAFF STYLE • Met with CHOW director and gathered further information. • Established weekly meeting schedule • Visited CHOW warehouse to observe processes and met staff. • Developed Survey questions and obtained necessary certification. • Developed several print materials including schedule/postcard, brochure and flyer to improve awareness. • Shared CHOWbus’s Facebook and boosted likes by 23%. • Developed and delivered sample Facebook posts. • Contacted Off-campus communities to determine feasibility of initiative which will have ROI of $4,511 • Created social media handbook to make the tool sustainable for future use. • Finished group book and submitted final deliverables. ROI $4,511 Project Phases
- 10. 18 19 Marketing Table of Contents Marketing Area of Focus 1. Social Media Optimization............pages 20-21 2. Postcard Infographic..............pages 22-23 3. Revamped Brochure.................pages 24-25 4. Flyer Advertisement..........pages 26-27 Recommendations Complex Model of Low Cost/No Cost Platform Difficult Consumer Education Awareness for CHOWbus Social Media Campaign Transparent and Readily Available Schedule Simple yet Effective Print Advertisement Materials Because of the complex nature of the CHOWbus project, consumer education is a challenge. With an effective marketing campaign, the CHOWbus can educate the public about all it has to offer and gain a larger customer base through its raised awareness.
- 11. Barriers Resources ROI Current Situation Implementation Difficulty Impact to CHOWbus References Our Future Vision... 21 Benefits Recommendation CHOWbus Progress Phase Two Phase One Phase Three 20 Social Media Logic recommends that the CHOWbus regularly post status updates on Facebook including detailed information about where the bus is located, exciting new features, new produce specials, pictures of the daily market including happy customers willing to have their picture taken, and a location tag for the stop. • Free marketing tool to raise awareness, education, and engagement • Especially important for Binghamton University Students • Potential new customers to be gained from a growing following for the CHOWbus • Easily analyze feedback directly from CHOWbus’s market--from Facebook comments • Demonstrates that the organization is evolving with modern trends and is diverse with its marketing strategy • Ability to easily advertise upcoming events • Demands a lot of time to maintain • Inconsistent Internet access in rural areas with low connectivity • Monitor consumer feedback for appropriateness • Consistency of posts by all employees January 2015: There were no regular Facebook updates, the marketing tool was barely utilized. March-April 2015: Delivered Facebook content to the CHOW organization. CHOWbus used sample content on April 8th. May-October 2015: CHOWbus will post to Facebook regularly using sample content; refer to handbook for any procedural issues. $199 • Access to CHOWbus Facebook page with administrator privileges • On-site employees with access to Facebook handbook • Underutilization of valuable social media tools such as Facebook. • Employees have limited access to CHOWbus Facebook page. • Limited knowledge of how to use social media, especially more advanced features such as Facebook surveys and analysis tools. • CHOWbus posts a status daily, detailing the bus route and schedule, including daily specials. Appealing pictures of the market with satisfied customers are uploaded with the post. • Upcoming events are posted at least a week in advance. • Pictures from events and bus stops are posted multiple times a week. Optimization 1 Implementation- Page 38 ROI Calculation- Page 49 SWOT Analysis- Page 59 McKinsey 7S- Page 65 Balanced Scorecard- Page 67 Good to Great Model- Page 69 Facebook Handbook- Pg 73-87
- 12. Benefits Recommendation Barriers CHOWbus Progress Phase Two Phase One Phase Three Resources ROI Current Situation Implementation Difficulty Impact to CHOWbus References Our Future Vision... 2322 Postcard Logic recommends that the bus have a postcard sized schedule that they can distribute at each bus stop market. If each customer has a hard-copy schedule to refer to, they will always know where the bus is stopping and when so they can go to their normal stop or to a different stop if they miss theirs. • Schedule will be readily available to the potential and existing customers • Small, convenient size for easy distribution Infographic 2 • CHOWbus lacks a conveniently accessible schedule. • Sustaining costs associated with printing, especially color printing, will be challenging. • Extra time will be needed to create and then distribute the postcard. • Advertising budget • Employee who is aware of schedule of knows how to change it on postcard • Staff to print materials • Constant updating of the schedule • High printing costs, especially in color • Postcard stack sits near cash register, and is inserted inside of every box of food a consumer takes. • Consumers ideally hang postcard on their refrigerators. January 2015: No postcard March-April 2015: Developed postcard, received feedback, altered postcard to accommodate feedback May-October 2015: Postcard implemented on CHOWbus $5,377 CHOWbus Implementation- Page 39 ROI Calculation- Page 50 SWOT Analysis- Page 59 Balanced Scorecard- Page 67 Sample Postcard- Page 88
- 13. Benefits Recommendation Barriers CHOWbus Progress Phase Two Phase One Phase Three Resources ROI Current Situation Implementation Difficulty Impact to CHOWbus References Our Future Vision... 2524 Revamped3 Brochure Logic recommends the usage of a brochure to communicate to its customers the impact they are providing for the community. Customers will be more influenced to buy if they are aware where they sit on the supply chain. The revamped brochure will be more graphic-oriented and less text-filled, which will have a more immediate response within the consumer. • Provide customers with knowledge of CHOWbus’ mission. • Create a connection between CHOWbus and the kids who receive the USDA lunches. • Educate consumers on the CHOWbus’ unique and innovative supply chain • Current pamphlet doesn’t adequately raise consumer awareness of the organization’s mission and where the consumer is located on the consolidated supply chain. • Advertising budget • Staff to print materials • BC3 administrative approval • Printing costs, especially color prining • Brochures are consistently distributed from CHOWbus at events and stops. • Consumers are completely aware of where proceeds go from CHOWbus. January 2015: Ineffective brochure - too long and wordy March-April 2015: Developed 2 sided pamphlet; short but impactful message. Altered to accommodate feedback May-October 2015: Pamphlet implemented on CHOWbus $914 Implementation- Page 40 ROI Calculation- Page 51 SWOT Analysis- Page 59 Balanced Scorecard- Page 67 Sample Brochure- Page 89
- 14. Benefits Recommendation Barriers CHOWbus Progress Phase Two Phase One Phase Three Resources ROI Current Situation Implementation Difficulty Impact to CHOWbus References Our Future Vision... 2726 Flyer4 Logic recommends a general print advertisement that can be hung to target any untapped markets. The community is largely aware of the CHOW organization, but it is important that community know about the CHOWbus and how anybody can purchase low cost produce from it. • Does not need to be updated often. • Raise additional awareness among existing consumers. • Educate potential new consumers in untapped markets. • CHOWbus lacks a strong, singular print advertisement to raise awareness and educate a new market with off-campus students. • Advertising budget • Staff to print and hang flyers • Additional printing costs • Time to distribute and hang flyers • Permission to hang flyers • Flyers are seen in churches, on bulletin boards throughout campus, and community “hot spots” such as restaurants and community centers. January 2015: No print advertisement hung in community for CHOWbus March-April 2015: Developed flyer, delivered, altered to accommodate feedback May-October 2015: Flyers hung around community $1,748 Advertisement Implementation- Page 41 ROI Calculation- Page 52 SWOT Analysis- Page 59 Balanced Scorecard- Page 67 Sample Flyer- Page 90
- 15. 28 29 Sustainability Table of Contents 5. Off Campus Communities.............pages 30-31 6. Data Collection..................pages 32-33 7. Demographic Mapping....................pages 34-35 Sustainability Area of Focus Recommendations Annual Goal of Funding USDA Lunches Dependent on Grants Sustainability for CHOWbus Off-Campus Communities Initiative Complete Data Collection Streamlining Bus Schedule Because the CHOWbus project has an annual goal of funding USDA lunches, most of its current revenue goes into funding that, making the actual operation of the bus dependent on grants. The CHOWbus could create a sustainable future for itself through a streamlined schedule with an added revenue stream from a large local demographic.
- 16. Benefits Recommendation Barriers CHOWbus Progress Phase Two Phase One Phase Three Resources ROI Current Situation Implementation Difficulty Impact to CHOWbus References Our Future Vision... 3130 Off-Campus5 Logic recommends the CHOWbus add a new market to its demographic that can consistently pay for the low cost produce and on its own subsidize the USDA lunches. The CHOWbus should stop at three off-campus student communities for one day of its weekly schedule. CHOWbus should also look into obtaining a premium charge from each community for providing the amenity of fresh produce to its residents. • New market can subsidize USDA lunches, furthering mission • Fills demand among off campus students • Potential revenue from premium charged to off-campus communities • The CHOWbus does not currently have a single market that can consistently pay for produce and act as a sustainable source of revenue. • Increased funds for extra gas and maintenance costs associated with transportation • Off campus community management will possibly not allow bus to park on property, or create bureaucratic obstacles • Bus is too big to feasibly park in some locations. • Cost of penetrating a new market • Premium price charged to students--would ideally be used to cover the costs of CHOW’s USDA lunch goal. • Extra revenue generated from each stop used to cover costs or other business needs. • BU Off-Campus housing partnership with CHOWbus. January 2015: Collecting data and information about market sustainability March-April 2015: Seek a new market; analyze different markets, demands and opportunities; propose off-campus student market May-October 2015: Keep in contact with University Plaza and try to expand to Twin Rivers $4,511 Communities Implementation- Page 42 ROI Calculation- Page 53 SWOT Analysis- Page 59 Balanced Scorecard- Page 67 Financial Projections- Pg 92-95 Survey Data- Page 96-105
- 17. Benefits Recommendation Barriers CHOWbus Progress Phase Two Phase One Phase Three Resources ROI Current Situation Implementation Difficulty Impact to CHOWbus References Our Future Vision... 3332 Data6 Logic recommends the CHOWbus enforces a clipboard sign in sheet for non-payer customers to document the produce they are taking. The more complete data will allow CHOW to publish impactful statistics as to exactly how many people they serve in the community. • Data can be used to forecast revenue at each stop • Data can be used to forecast inventory needed at each stop • Accurate data on how many people are served at each stop • The CHOWbus currently has no data collection process in place for non-payers. Because of this, no accurate data of total people served. • Clipboard for non-payers to document the produce they are taking • An employee or volunteer will be needed to help record and manage data collection • Non-Payers may be afraid of the stigma associated with getting free produce and may be reluctant to have their transactions recorded • Creates an inconvenience for non-payers, increasing the transaction time • Before approaching a stop, the CHOWbus will have an estimate about how many payers and non-payers will visit the bus that day.January 2015: Non-payers “grabbed and go” March-April 2015: Recommend to document non payer transactions and propose clipboard sign in versus at register transaction May-October 2015: Decide which method to use and implement $486 Collection Implementation- Page 44 ROI Calculation- Page 54 SWOT Analysis- Page 59 Balanced Scorecard- Page 67 Good to Great Model- Page 69
- 18. Benefits Recommendation Barriers CHOWbus Progress Phase Two Phase One Phase Three Resources ROI Current Situation Implementation Difficulty Impact to CHOWbus References Our Future Vision... 3534 Logic recommends that CHOWbus conducts a market analysis either once a month, or when their schedule changes to determine demographics served at each stop. • Long-term cost saving and development of best practices. • Improved ability to forecast supply and demand. • Collecting crucial data on the demographics of each stop that will allow CHOW to streamline its stop rotation. • Does not have data pertaining to each stop’s inventory compared to sales. • Cost-cutting measures should be taken whenever appropriate to avoid overspending. • Needs to establish a route that maximizes revenue, removing stops that attract few customers. • Instructions on how to create a demographic map and utilize demographic data. • Employee to create demographic map and utilize data. • Analysis may be time consuming, especially when the schedule changes • The CHOWbus can identify the demographics of its market, and perform the analysis January 2015: No data was collected regarding stop profitability March-April 2015: Analyzed financials and developed demographic map, write instructions on how to create demographic map May-October 2015: CHOWbus conduct this analysis once a month, or when weekly stops change $1,840 Demographic Mapping 7 Implementation- Page 45-47 ROI Calculation- Page 55 SWOT Analysis- Page 59 Balanced Scorecard- Page 67 Good to Great Model- Page 68
- 19. 36 37 Implementation Table of Contents 1. Social Media Optimization...............page 38 2. Postcard Infographic......................page 39 3. Revamped Brochure .......................page 40 4. Flyer Advertisement........................page 41 5.OffCampusCommunities..........pages 42-43 6. Data Collection...............................page 44 7. Demographic Mapping .............pages 45-46 Implementations Recommendations Summary Marketing Sustainability The Low-Cost/No-Cost Mobile Farm Stand that Delivers Fresh Produce Direct to You! Every $2 That You Spend Feeds a Hungry Child!!! CHOWbus to You Feeding the Kids 3 Otseningo Street Binghamton, NY 13903 Phone: 325.555.0125 chowbus@broomecouncil.net Facebook: CHOWbus The CHOWbus Interested in fresh, high quality produce at a price you can afford? Consider the CHOWbus! Net proceeds from this Low-Cost/No-Cost Mobile Farm Stand Feed Hungry Children in our Community Check Daily Locations on Our CHOWbus Page on Facebook LOW-COST NO-COST MOBILE FARM STAND THE CHOWBUS IS A PROJECT OF BROOME COUNTY COUNCIL OF CHURCHES 3 OTSENINGO ST., BINGHAMTON, NY 13903 607.724.9130 WWW.BROOMECOUNCIL.NET Social Media Optimization Postcard Infographic Revamped Brochure Flyer Advertisement Off Campus Communities Data Collection Demographic Mapping
- 20. 38 39 Social Media Optimization 1 1. Learn how to post, edit, and delete a status by referring to Facebook Handbook 2. Post a status before every stop by referring to sample content in Facebook Handbook (Repeat 3. Post pictures/videos of fresh produce, satisfied customers, and the market set up; pictures once a week, a video once a month. Refer to sample content in Facebook Handbook 4. Post details regarding an event at least one week in advance 5. Reply professionally to consumer comments and remain engaged to any activity on the page 6. Contact local businesses and organizations to increase awareness and create partnerships a couple of times a year Implementation 2 Postcard Infographic Implementation 1. Locate electronic file of postcard 2. Adjust demo schedule to fit the current schedule of the CHOWbus as needed 3. Print schedule 4. Pass schedule out on bus, and stack extras near register 5. Store extra schedules at office and on the bus for distribution
- 21. 40 41 Revamped Brochure Implementation 3 4 Flyer Advertisement Implementation 1. Locate electronic file of brochure 2. Print designated amount of copies 3. Put brochure on display at local events and stops 4. Print extra brochures when needed (Repeat) 1. Locate electronic file of flyer 2. Print flyer 3. Strategically decide where to hang flyers to optimize customer awareness 4. Ask management of chosen places for permission to hang flyers 5. Assign employee to hang flyers 6. Check on flyers once a year and replace if needed
- 22. 42 43 5 Off-Campus Communities Implementation 1. Contact Management of prospective stops (UP, Twin Rivers, Chenango) 2. Discuss Feasibility and Logistics of parking the CHOWbus at each residential community and negotiate premium charge 3. Reach agreed upon day and time to stop at each community 4. Market CHOWbus services and scheduled stop times through each community’s listserv 5. Add New stops to CHOWbus Schedule and Stop there weekly during School year Map Of Off-Campus Community Stops
- 23. 44 45 7 1. Buy clipboard 2. Develop spreadsheet with a list of items given away and attach to clipboard (Repeat) 3. Ask non-payer customers to document on spreadsheet what they are taking (Repeat) 4. At the end of the day, gather information from spreadsheet (Repeat) 5. Once a year, use information from spreadsheet to develop statistics to publish to the community and to keep for CHOW records Demographic Mapping Implementation 6 Data Collection Implementation 1. Collect key numbers such as how much of each kind of produce is sold at each stop, and the sources of revenue at each stop (cash, EBT transactions, donations). 2. Use this information to decide which stops are worth eliminating (refer to demographic map) 3. Replace eliminated stops with more profitable stops (refer to demographic map) 4. Refer to demographic map to plan for supply and demand (Repeat) 5. Perform demographic map analysis every time schedule changes
- 24. 46 47 7 Demographic Mapping Implementation (cont) Percentage of Sales by the Stop: 1. Calculate total amount of sales at Harry L. stop for month of March Total Sales for Harry L. stop for month of March=$74.60 2. Calculate total amount of sales for the CHOWbus for month of March Total sales for CHOWbus for month of March=$861.70 3. Calculate percentage of sales at Harry L. stop for month of March Percentage sales of Harry L. stop for month of March=$74.60/$861.70=8.66% Instructions for Demographic Mapping: (Conduct this Analysis Every Time the Schedule Changes) Harry L Apartment Stop Example: Percentage of Low-Cost Customers Served: 1. Calculate total number of low cost customers at Harry L. stop for month of March Total number of low cost customers at Harry L. stop for month of March=36 2. Calculate total number of low cost customers for CHOWbus for month of March Total number of low cost customers for CHOWbus for month of March=583 3. Calculate percentage of low cost customers at Harry L. stop for month of March Percentage of low cost customers at Harry L. stop for month of March=36/583=6.17% Percentage of EBT Users: 1. Calculate total number of EBT users at Harry L. stop for month of March Total number of EBT users at Harry L. stop for month of March=3 2. Calculate total number of EBT users for CHOWbus for month of March Total number of EBT users for CHOWbus for month of March=26 3. Calculate percentage of EBT users at Harry L. stop for month of March Percentage of EBT users at Harry L. stop for month of March=2/26=7.69% Percentage of Donations: 1. Calculate total donations at Harry L. stop for month of March Total amount of donations at Harry L. stop for month of March=$5.00 2. Calculate total donations for CHOWbus for month of March Total donations for CHOWbus for month of March=$22.50 3. Calculate percentage of donations at Harry L. stop for month of March Percentage of donations at Harry L. stop for month of March=$5.00/$22.50=22.22% YMCA JC BC Library Nicholas Notch Meal Site: First assembly of god Harry L. Apartments Metro Plaza $ Sales=24.14% # Of people=20% # Of EBT=0% Donations=30.67% $ Sales=18.29% # Of people=19.04% # Of EBT=65.38% Donations=1.33% $ Sales=9.15% # Of people=4.8% # Of EBT=0% Donations=22.22% $ Sales=8.66% # Of people=6.17% # Of EBT=7.69% Donations=22.22% $ Sales=8.66% # Of people=6.17% # Of EBT=7.69% Donations=22.22% $ Sales=15.10% # Of people=37.05% # Of EBT=23.08% Donations=16.89%
- 25. 48 49 Social Media Optimization ROI ROI • Increased Revenue=40 extra people (2/3 of increased Facebook likes) x $14.80 (Average spent per person per year)=$592 • Extra yearly donations=$44.40 (7.5% of revenue) • Cost=$0 (No cost for Facebook membership) • Opportunity Cost=1 employee to spend 1 hour a week on Facebook x $8.75 minimum wage x approximately 50 weeks a year of posting statuses=$437.50 • $592+$44.40-$43.50=$198.90 • ROI=$198.90 $199 Return on Investment Table of Contents 1. Social Media Optimization...............page 49 2. Postcard Infographic......................page 50 3. Revamped Brochure........................page 51 4. Flyer Advertisement.........................page 52 5. Off-Campus Communities................page 53 6. Data Collection...............................page 54 7. Demographic Mapping....................page 55 Return on Investments 1
- 26. 50 51 ROI *Estimating 3 schedule changes per year, 500 cards per schedule* • The CHOWbus serves approximately 3,500 paying people per season. 10% are estimated to return due to the implementation of the postcard that otherwise would not have returned, approximately 350 additional customers • Increased Revenue = 350 new paying customers per year x $14.80 (Average spent per person per year) = $5,180 • Extra yearly donations = $388.50 (7.5% of revenue) • Cost = Printing at Staples = 1,500 cards for $160.98 + sales tax = $173.86 • Opportunity Cost = 1 employee for order and pick up = 1 employee x 2 hours x $8.75 minimum wage = $17.50 • $5,180+$388.50-$173.86-$17.50 • ROI = $5,377.14 $5,377 ROI • On display at Broome County WIC Office-10 people, BU Homecoming-Total 300, influenced by pamphlets-5, Mural Fest-Total 200, influenced by pamphlets-5, Hunger Walk-Total 800, influenced by pamphlets-20, Parade Day-Total 5,000, influenced by pamphlets-25= 65 Total • Increased Revenue= 65 extra people x $14.80 (Average spent per person per year)=$962 • Extra yearly donations=$72.15 (7.5% of revenue) • Cost=Printing at Staples=250 pamphlets for $79.99 + $14.99 for color on back + sales tax=$102.58 • Opportunity Cost=1 employee for order and pick up=1 employee x 2 hours x $8.75 minimum wage=$17.50 • $962+$72.15-$102.58-$17.50 • ROI=$914.07 $914 Postcard Infographic ROI Revamped Brochure ROI 2 3
- 27. 52 53 ROI • Hang at 3 Catholic Churches-Approx. 100 people per church 5% influenced x 3 churches=15 people • Hang on campus-12,000 students total, 1/3 (4000) of students see flyer, 1/2 are influenced x 5% are moved to action=100 people • Increased Revenue=115 extra people per year x $14.80 (Average spent per person per year)=$1,702 • Extra yearly donations=$127.65 (7.5% of revenue) • Cost=Printing at Staples=$50 flyers for 34.99 + sales tax=$37.80 • Opportunity Cost=1 employee for order, pick up, and distribution=1 employee x 5 hours x $8.75 minimum wage=$43.75 • $1,702+$127.65-$37.80-$43.75 • ROI=$1,748.10 $1,748 ROI • Increased Sales Revenue=$33,303 (See Appendix) • Revenue from Premiums = $7,500 ($2500 per stop, 3 stops) • Extra yearly donations=$2,498(Av. of 5%-10% of Sales) • Total Increase in Revenue = $43,301 • Cost=$86 for extra gas (9.5 miles per trip/7 mpg x $3.20/gallon = $4.34 per trip x 20 Trips per year = $86.4) • $500 extra maintenance • Opportunity Cost=20 days per year at student stops x 5 hours a week x 2 employees x $8.75 minimum wage=$1,750 • Produce Cost = $31,000 (3946 people served x 54% paid = 2131 paid customers for 12k in produce --> Assume 5,500 people served per season requires $31,000 in produce) • Total Costs = $33,336 • $43,301-$33,336 • ROI=$4,511 $4,511 Flyer Advertisement ROI Off-Campus Communities ROI 4 5
- 28. 54 55 ROI • (Provide community with statistics on website) • Average of users on Facebook, Youtube, and Twitter=184 X 25% influenced = 46 people • Increased Revenue=46 extra people x $14.80=$680.80 • Extra yearly donations=51.06 (7.5% of revenue) • Cost=Clipboard at dollar tree=$1.00 • Opportunity Cost=1 employee time to document data from clipboard=1 employee x 1 hour per week x 28 week season x $8.75 minimum wage=$245.00 • $680.80+$51.06-$1-$245 • ROI=$485.86 $486 ROI • Possibly cut 2 stops performing poorly, and spend more time at popular stop) • *Each stop costs approximately $593.33 • Increased Revenue=Cut costs from 2 stops=$1,186.66 ($593.33 x 2) • Extra yearly donations=$89(7.5% of revenue) • Revenue earned from popular stop=$2,125.50+ $593.33 saved costs from cutting 1 stop=$2,718.83 • Cost=Lost revenue earned at 2 cut stops=$1,534.50 • Opportunity Cost=1 employee to do analysis 3 times a year=1 employee x 3 hours a year x $8.75 minimum wage=$26.25 • ROI=$1,840.41 $1,840 Data Collection ROI Demographic Mapping ROI 6 7
- 29. 56 57 Models Table of Contents 1. SWOT Analysis..........................pages 58-59 2. Porter’s Five Forces................pages 60-61 3. BCG Matrix..............................pages 62-63 4. McKinsey 7S............................pages 64-65 5. Balanced Scorecard................pages 66-67 6. Good to Great..........................pages 68-69 7. Supply Chain..................................page 70 8. Operational Model...........................page 71 Models Return on Investment Summary Social Media Optimization--------------------> $199 Postcard Infographic------------------------> $5377 Revamped Brochure-------------------------> $914 Flyer Advertisement-------------------------> $1748 Off-Campus Communities---------------------> $4511 Data Collection-----------------------------> $486 Demographic Mapping-----------------------> $1840 ________________________________________________ TOTAL RETURN ON INVESTMENT $15,075
- 30. 58 59 How does this Model Apply to CHOWbus?SWOT Analysis Internally, this analysis highlights the organization’s strengths and weaknesses. It demonstrates what the organization needs to optimize, and what weaknesses it needs to minimize. Externally, it illustrates opportunities that the organization needs to take advantage of, and it also recognizes what threats it needs to be aware of. Above are questions typically associated with each of the four SWOT areas. ABOUT THIS MODEL: Strengths: What do you do well? What are your advantages? What relevant resources do you have? What of those you offer other people can see as an advantage? Weaknesses: How can you improve your offerings? What do you do properly or not at all? Is your communication up to date? Is your budget availability enough to cover all advertising needs? Opportunities: Which are the best opportunities in the near future? What are the market trends? What is the best period of the year to offer your services? What niche you may try to attack and cover with your offerings? Threats: What obstacles coming from the market or from the competitors? What is the worst period to promote the activity? New technologies may affect the trends? What are the new products on market that could be a threat? Strengths: -Strong relationships/partnerships. -Mobility and convenient access for consumers. -Healthy food. -Ethical mission -Access to alternative funding sources such as grants and donations. -Individuals and businesses are more likely to donate because of the ethical and emotional mission of CHOW --Very little inventory waste. Weaknesses: -Strained resources (e.g., time and funding). -Funding obstacles. -Food shortages. -High volunteer/employee turnover. -Weak consumer awareness/education. -Traditional revenue (i.e., through sales) is difficult to achieve and maintain. -Weak leveraging of social media. -Poor utilization of data and lack of data collection. Opportunities: -Expansion based on differentiation. -Reaching out to a more middle-class market -New, off-campus student market. -Further development of existing strategic partnerships. -Creation of new strategic partnerships. -Dominate their market. -Canvas wealthy donors (private individuals and organizations). -Social media development and optimization. Threats: -Bricks and mortar grocery stores - High price elasticity among most consumers (for low-cost model). -Vulnerable to seasonality (in regards to volunteer availability and changes in demand for services). -Vulnerable to a broad economic upswing (organization may cease to exist if demand for its services collapses). -Difficult to collect accurate and complete data to analyze. The CHOWbus should continue to maximize its strong relationships and connections, providing healthy food to the community developing strategies in innovative ways. The CHOWbus needs to minimize its weaknesses by improving awareness throughout the community, prioritizing its strained resources, managing its high volunteer and employee turnover rate. The CHOWbus needs to acknowledge its enticing opportunities by dominating its niche market, introducing a new target market (off-campus communities), and developing a partnership with Binghamton University. The CHOWbus should avoid threats such as low-cost competitor pricing (e.g., Aldi’s), the price sensitivity of its customers, and demand fluctuations with season
- 31. 60 61 How does this Model Apply to CHOWbus? Bargaining Power of Suppliers • Supplier’s products are essential to the organization’s survival • Only a few large suppliers • The organization is largely unimportant to the suppliers’ survival Power: HIGH Bargaining Power of Buyers • Consumers purchasing Low-Cost Products Have High Price Sensitivity and can purchase Product from other low-cost competitor options Power: HIGH Threat of New Entrants • Unique Service with barriers to entry • Established relationship with at-cost supplier Threat: LOW Threat of Substitution • Consumers purchasing Low-Cost Products Have High Price Sensitivity and can purchase Product from other low-cost competitor options Power: HIGH Rivalry Among Existing Competitors • No Real Competitors in this Niche Market • Lower cost than most low cost grocery options Competition: LOW Bargaining Power of Suppliers Bargaining Power of Buyers Threat of New Entrants Threat of Substitution Rivalry Among Existing Competitors Porter’s 5 Forces The Porter’s Five Forces model identifies and analyzes five competitive forces that shape every industry, and helps determine an industry’s weaknesses and strengths. Porter’s model assesses a firm’s advantages compared with other firms in an industry. According to Porter, there are five forces that shape an industry: new entrants, the power of suppliers, the power of customers, the threat of substitution, and a company’s core capabilities to compete against these four other forces. ABOUT THIS MODEL: Because the CHOWbus does not need to focus a lot on competitors, it needs to spend time maintaining relationships with its suppliers. It does not have many suppliers, and its supplier’s products are essential for survival. The CHOWbus needs to also resist temptation to raise prices because its low cost customers are very price sensitive.
- 32. 62 63 How does this Model Apply to CHOWbus? STARS - LOW-COST CHOWBUS QUESTION MARKS -USDA LUNCHES FOR KIDS - NO-COST CHOWBUS - PANTRIES - SOUP KITCHENS - HUNGER WALK - CHOW FARM CASH COWS BCG MATRIX RELATIVE MARKET SHARE (CASH GENERATION) RELATIVE MARKET SHARE (BENEFITS/SOCIAL IMPACT) MARKETGROWTHRATE (CASHUSAGE) MARKETGROWTHRATE (FINANCIALRETURNS) HIGH LOW HIGH LOW HIGH LOW LOW $ $ A BCG (Boston Consulting Group) matrix is a graph to help (often for-profit) companies analyze their strategic business units (SBUs) and product lines. Any unit, program, or product that falls into the “Star” category has both a high growth and is generating a lot of cash flow. Items in this category should be given particular attention to manage their success and to prevent them from faltering. Any item falling into the ‘Question Mark” category should be monitored carefully for signs of further development. This type of item exhibits conflicting behavior (such as high cash flow generation but low market penetration, or vice versa). This item could potentially become either a “Star” or a “Dog,” depending upon how the organization manages it. Cash Cows, on the other, are items that have a low growth rate in the market (having already been established), but reliably generate a lot of cash. These items should be managed sustainably. The last category, the “Dog,” is generally detrimental to the business. It generates little cash and manages little market growth or penetration for any number of reasons. It is advisable that the organization terminate the item at its earliest convenience and reallocate resources more efficiently. ABOUT THIS MODEL: - HOPE DOGS We recommend that the CHOW continues to invest resources in the Hunger Walk and CHOW Farm because they produce revenue. We also recommend that CHOW keeps its “Question Mark” programs because of their social impact. If CHOW were cut a program, we recommend HOPE, because it is not be utilized as much as its other programs. HIGH
- 33. 64 65 How does this Model Apply to CHOWbus? SHARED VALUES STRATEGY STRUCTURE SYSTEMS SKILLS STAFF STYLE Shared Values: Learning, Passion, Sympathetic, Non-judgmental, helping community STRATEGY End hunger in Broome County Provide healthy Produce for families Serve with Innovative solutions CHOWbus Differentiated food delivery Variety of Produce “Low Cost, No Cost Model” Market Indoors in bad weather STRUCTURE Council of churches-board of directors, Food recover program Chow-advisory committee, Hospital Ministry, Jail Ministry, Faith in action SYSTEMS Morals and values Volunteering Wanting to help and better the community Grants and donations Council of Churches STYLE Shoot for the stars on every project High “Lofty” standards Guidance, but needs more managing Participative STAFF High Employee Turnover Many Volunteers Repeating Volunteers Technology and Leadership Roles SKILLS Technology Skills Gap Social Media Manual At-risk youth Job Training Strong soft people skills The 7S model, developed by McKinsey, is a tool that analyzes a firm’s organizational design by looking at seven key internal elements: strategy, structure, systems, shared values, style, staff, and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives as a single unit. The model distinguishes between two types of elements: “soft,” and “hard.” Strategy, structure and systems are hard elements that are much easier to identify and manage when compared to soft elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization and are more likely to create the sustained competitive advantage. ABOUT THIS MODEL: MCKINSEY 7S As a nonprofit, we recommend that the CHOWbus continue to focus on the “soft S’s”. These areas allow the CHOWbus to support its overall mission in helping the community.
- 34. 66 67 How does this Model Apply to CHOWbus? A Balanced Scorecard is a strategy planning and management system to align business activities to the vision and strategy of the organization, improve internal and external communications, and measure organizational performance against strategic goals. ABOUT THIS MODEL: Balanced Scorecard Customer “To achieve our vision, how should we appear to our cus- tomers?” Financial “To succeed financially, how should we appear to our share- holders?” Internal Business Processes “To satisfy our shareholders & customers, what business processes must we excel at?” Learning and Growth “To achieve our vision, how will we sustain our ability to change and improve?” Vision and Strategy Customer Objectives: Customer education and meeting customer needs ethically Measures/ Actions: Concerted marketing efforts, surveys and their results, etc. Financial Objectives: Financial sustainability through sales instead of grants Measures/ Actions: Sales of low- cost produce and donations via the bus Internal Business Processes Objectives: Streamlined marketing and improved data tracking Measures/ Actions: Facebook optimization and broader marketing efforts Learning and Growth Objectives: Provide healthy options and educate the public about food insecurity Measures/ Actions: Ratio of healthy products to less healthy ones Vision and Strategy We recommend that the CHOWbus focus on the Learning and Growth Perspective of the Balanced Scorecard. This way, the CHOWbus maintains effective employees, who understand and execute the mission. Also, organizational cohesiveness to manage operations for productivity.
- 35. 68 69 How does this Model Apply to CHOWbus? Level 5 First Who... Confront the Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action BUILD UP... B R E A K T H R O U G H Good to Great Model Level 5 First Who... Confront the Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action BUILD UP... B R E A K T H R O U G H Mike is a humble, passionate leader He is determined to influence healthy eating habits onto the community CHOWbus needs driven employees and volunteers who are committed to CHOW’s purpose and mission Must prioritize goals and allocate resources accordingly Understand the level of poverty and how important its services are CHOWbus must want to help people in need If the CHOWbus is good at providing its services, others will pay for it Mike and other leaders in the organization need to commit to goals and objectives They must also pass this discipline onto to employees Optimizing Facebook and other social media devices will help produce awareness Excel spreadsheets will help with data management 6 elements form a basis for thinking about strategy for moving from mediocrity to industry leadership: 1. Level Five Leaders – ambitious and for the cause not themselves, driven by VABES 2. First who, then what – make sure they have the right people to do the job, find best 3. Confront the brutal facts – have discipline to acknowledge and confront problems 4. Hedgehog concept – what are you best at? Passionate about? What will earn revenue? 5. Culture of discipline – sticking to core hedgehog concepts & not trying to do other things 6. Technology accelerators – technological solutions to specific problems not everything Flywheel Effect – in building greatness there is no single one defining action, rather the process is like pushing a giant heavy flywheel I one direction turn upon turn building momentum until a point of breakthrough and beyond ABOUT THIS MODEL: Although we believe all aspects of this model are important, Technology and the Hedgehog Concept are key areas for the CHOWbus. If the CHOWbus optimizes its already existing technology, it can obtain better data management to produce overall organization effectiveness. The Hedgehog Concept will motivate the CHOWbus to provide services that the low cost community wants to pay for.
- 36. 70 71 OperationalSupply Chain Suppliers Behlog & Sons Donations Food Banks Maines CHOW Farm CHOW CHOWbus Pantries & Soup Kitchens USDA Lunches HOPE CHOWbus No CostLow Cost Revenue Generation & Donations Giveaway Produce for Food Insecure Funding for USDA Lunches for kids in the summer Model
- 37. 7372 Appendix Table of Contents 1. Facebook Handbook.................pages 73-87 2. Sample Postcard.............................page 88 3. Sample Brochure............................page 89 4. Sample Flyer...................................page 90 5. New Venture Projections..........pages 91-95 6. Survey...................................pages 96-106 Appendix LOGIConsultants 1
- 38. 74 Logging in to Facebook …………..................……. 3 Posting Statuses …………………….....…......…….... 4 • Adding Pictures …………….....…...……………. 5 • Tagging Locations …………......…………...…... 7 Editing Posts ………………………......……………... 10 Deleting Posts ………………………......…..……….. 12 Logging out of Facebook…………........…............ 23 Status Suggestions and Recommendations……. 14 Table of Contents: Step 1: Login to facebook.com Step 2: Locate Login 7532
- 39. 77 Step 3: Enter Credentials Step 4: Locate Status Box 76 Step 5: Write desired Status (Status samples can be found in the back of the handbook) Step 6: Click camera icon to add photo 4 5
- 40. 78 79 Step 7: Click camera icon, this window will show up Step 8: Click desired photo, and click “choose” Step 9: Image will be imported to status Step 10: Click tag icon to add a location 6 7
- 41. 80 81 Step 11: Type location (And Click Recommended responses if available) Step 12: Location will be tagged Step 13: Click “Post” Step 14: Review Final Status 8 9
- 42. 82 83 Step 15: If post needs editing, Click Drop-Down Icon in Top Right, and Click “Edit Post:” Step 16: Refer back to status box Step 17: Make edits, and click “Done editing” Step 18: Post will be updated 1110
- 43. 84 85 Step 19: If You Wish to Delete the Post, Click Drop-Down Icon, and Click “Delete:” Step 20: Window will pop up to confirm Deletion, Click “Delete Post” Step 21: Post will be Deleted Step 22: To Log Out, Click Drop-Down Icon at Top Right of Page, and Click “Log Out:” 12 13
- 44. 86 87 Our Recommendations: • A post should be made every day. • The post should illustrate where the bus will be stopping and the amount of time it will spend at each stop. Statuses should include any produce particular to that day. • A picture of that particular produce being that day offered should be included. • Occasionally, photos of the team operating the bus should be posted, as well as photos of the bus attending any events. Sample Photo Status Suggestions: Monday: I hope you all are enjoying this beautiful weather! Come by the CHOWbus today, we are located at ________ from ________. Browse through our awesome selection of low-cost produce and make a donation to support your local community! We accept cash, credit, debit, and EBT. Tuesday: Are you hungry for some fresh produce? Come get it from the CHOWbus! Today we are located at ______ from ______. We have many options at affordable prices. Did we mention all proceeds will go towards helping families in need? We accept cash, credit/debit, and EBT. Wednesday: Trying to find ways to help your community? Come check out the CHOWbus! We are a mobile food pantry that provides healthy low- cost food to the public. Every $2.25 you spend will provide a lunch for a hungry child. We are located at _____ from _____! We accept cash, credit/debit, and EBT. Thursday: From ______ we will be located at _____. Stop by and check out our awesome selection of produce! We hope to see you there! We accept cash, credit/debit, and EBT. Friday: Thank goodness it’s Friday! Need to stock up on produce for the weekend? Come by the CHOWbus at _____ from _____. Our produce is all fresh and offered at incredible low prices! We accept cash, credit/debit and EBT. 14 15
- 45. 8988 The Low-Cost/No-Cost Mobile Farm Stand that Delivers Fresh Produce Direct to You! Every $2 That You Spend Feeds a Hungry Child!!! CHOWbus to You Feeding the Kids 3 Otseningo Street Binghamton, NY 13903 Phone: 325.555.0125 chowbus@broomecouncil.net Facebook: CHOWbus Front Back Sample Postcard Sample Brochure
- 46. 9190 The CHOWbus Interested in fresh, high quality produce at a price you can afford? Consider the CHOWbus! Net proceeds from this Low-Cost/No-Cost Mobile Farm Stand Feed Hungry Children in our Community Check Daily Locations on Our CHOWbus Page on Facebook LOW-COST NO-COST MOBILE FARM STAND THE CHOWBUS IS A PROJECT OF BROOME COUNTY COUNCIL OF CHURCHES 3 OTSENINGO ST., BINGHAMTON, NY 13903 607.724.9130 WWW.BROOMECOUNCIL.NET Sample Flyer Our Team projected CHOWbus’s weekly sales increase from the Off-campus Community Initiative based on the assumption that each 10 percent of each community’s population would be a customer of the CHOWbus in the first week. We assumed that through word of mouth, the customer base would grow by an additional 2.5 percent resulting in a 12.5 percent of the community population customer base for week two. By week three, based off the same priciple we assume this customer base would grow to 15 percent, and that due to growth, customer base would reach 17 percent by week four. We assume that each customer would spend $6.00 and based off this notion, we project sales to be $5,559 for the first month. For the remaining four months, we assume that revenue remains stable at $1,734 per week resulting in a total of $27,744 for the remaining four months. If we combine these results with the first month, the first year’s sales would be $33,303. In addition to sales revenue, we project that CHOWbus will collect a $7,500 premium and $2,498 in donations resulting in a total revenue of $43,301. From this we deducted the gas price, maintenance, and produce costs totaling at $31,586. Therefore, we project the net income from this venture to be $11,714. Financial Summary
- 47. 92 93 Week 1 3 Recommended Stops Community Population % of Potential Customers Customer Estimate Single Customer Revenue Estimated Revenue University Plaza 1100 10% 110 $6.00 $660 Twin River Commons 400 10% 40 $6.00 $240 Chenango Place 200 10% 20 $6.00 $120 Week 1 Revenue $1,020 Week 2 3 Recommended Stops Community Population % of Potential Customers Customer Estimate Single Customer Revenue Estimated revenue University Plaza 1100 12.5% 137.5 $6.00 $825 Twin River Commons 400 12.5% 50 $6.00 $300 Chenango Place 200 12.5% 25 $6.00 $150 Week 2 Revenue $1,275 Week 3 3 Recommended Stops Community Population % of Potential Customers Customer Estimate Single Customer Revenue Estimated revenue University Plaza 1100 15% 165 $6.00 $990 Twin River Commons 400 15% 60 $6.00 $360 Chenango Place 200 15% 30 $6.00 $180 Week 3 Revenue $1,530 Week 4 3 Recommended Stops Community Population % of Potential Customers Customer Estimate Single Customer Revenue Estimated revenue University Plaza 1100 17% 187 $6.00 $1,122 Twin River Commons 400 17% 68 $6.00 $408 Chenango Place 200 17% 34 $6.00 $204 Week 4 Revenue $1,734 Total Revenue for Month 1 $5,559 Remaining 4 months Projected Weekly Schedule 3 Recommended Stops Community Population % of Potential Customers Customer Estimate Single Customer Revenue Estimated revenue University Plaza 1100 17% 187 $6.00 $1,122 Twin River Commons 400 17% 68 $6.00 $408 Chenango Place 200 17% 34 $6.00 $204 Revenue for each remaining week for the season $1,734 Total Revenue for Remaining 4 months $27,744 **Assume revenue remains stable for the next four months** (1 week = $1734 x 4weeks = $6,936 per month x 4 months = $27,744) First Year Revenue: $33,303 Projected Weekly Sales
- 48. 94 95 Revenue Sales Revenue $33,303 Premium Revenue $7,500 Donations $2,498 Total Revenue for off-campus initiative $43,301 Expenses Gas Price $86 Maintenance $500 Produce Cost $31,000 Total Expenses $31,586 Net Income $11,714 Income Statement From Venture Projected Sales & USDA Lunch Increase Projected Sales per Customer Available produce items Price Expected Quantity Sold Expected Sales Apples $0.50 3 $1.50 Broccoli $0.75 0 $- Bananas $0.25 5 $1.25 Zucchini $0.25 1 $0.25 Eggplant $1.75 0 $- Tomatoes $0.50 2 $1.00 Potatoes $0.20 0 $- Oranges $0.50 3 $1.50 Cucumber $0.50 1 $0.50 Projected Revenue $6.00 USDA Lunch Increase from Venture Cost of 1 USDA Lunch 2.25 Potential Lunches Provided (Units) 3560(Profit/Cost of 1 USDA Lunch) Desired amount of USDA lunches (Units) 1400 Percent Increase 154% 3.7 x More than Previous Goal!
- 49. 96 97 Survey Process with Human Subjects: Before we could develop the survey, every LOGIConsultant member was required to undergo a training process to obtain a Human Subjects certification. This provided us with ethical principles in order to conduct research. Once certified, we began developing our survey questions. Once completed, we had to create a Human Subjects account, and answer several questions about the basis of our survey. We then wrote up a Protocol Narrative which was an important piece of our research proposal. This narrative explained in great detail our research project, and how we would execute it. From there, we established an Informed Consent. This is a written document that was provided to our survey participants outlining the risks and benefits associated with the research, and the rights they have as volunteers. We then developed a Waiver of Documentation of Informed Consent. This allowed us to administer a survey online, in which participants could not provide their signature. We needed to explicitly explain that our survey delivered no harm to participants and that they were subject to minimal risk. Once we submitted these materials to Human Subjects and received approval, we administered our survey and analyzed results. Who was surveyed and how they were approached: Our goal of the survey was to determine whether or not our proposed recommendation was feasible. While working with the CHOWbus, we recognized a huge opportunity and demand for fresh produce within the off campus student communities. Because we wanted an easy way to collect a lot of responses, we decided to send our survey out through the SOM listserv. This way, every SOM student would receive an email with the survey, many of them being off campus students. What we wanted to see: To understand this better, we wanted to survey off campus students to identify their willingness to support the CHOWbus. We had several notions that we wanted to prove. First, we needed to detect students’ awareness of CHOW and the CHOWbus Project. We anticipated the majority of students had a decent idea of what CHOW is and what it does for the community. Next, we needed to uncover where the bulk of the students live. We hoped to find that many of them live in University Plaza, because this is one of our recommended stops for the CHOWbus. We then wanted to see the percentage of students with and without a car. This would then align with their difficulty to get to the grocery store. We hoped to see a struggle because it would mean a higher desire for CHOWbus’ services. We then wanted to see students’ inclination to buy produce from the CHOWbus. This is important because we expected the majority to be accepting of the idea, meaning the CHOWbus can establish a market there. Next, we wanted to find out what times during the day the CHOWbus could obtain the most student traffic. We expected, and hoped, that evening hours worked best for students. This was predictable because students are on campus during the day, and we personally desired evening hours because then the student markets would not interfere with CHOWbus’ already existing stops. To end our survey, we wanted to know if there were any other products students might be interested in buying from the bus. This will let CHOW know where they can expand product lines in order to maximize profitability. HUMAN SUBJECTS RESEARCH REVIEW SAMPLE INFORMED CONSENT Project Director of Principal Investigator: LEAD 353 students Title of Project: CHOWbus You are invited to participate in a survey for the CHOWbus project. We hope to learn whether to not the off-campus student market will be a feasible initiative for the CHOWbus. If you decide to participate, you will answer a few questions that will help us collect data for our project and the CHOWbus itself. All participants are given the chance to provide their email address at free will. If you provide your email address, you will be given the chance to win a $20 gift card. If you provide your email address, you may be identifiable. Any participants who do not provide their email address cannot be identified. All data collected from this survey will be kept in a locked cabinet in the Center for Leadership Studies. Your decision whether or not to participate will not prejudice your future relations with the Binghamton University and the Center for Leadership Studies. Your participation is voluntary, if you decide to participate; you are free to withdraw your consent and to discontinue participation at any time without prejudice. Before you sign the form, please ask questions on any aspect of the study that is at all unclear to you. If you have any additional questions, concerns, or complaints later or wish to report a research related problem, Brianna Socci (607-341-6797) will be happy to answer them. If at any time you have questions concerning your rights as a research subject or you have questions, concerns, or complaints about the research you may call Binghamton University’s Human Subject’s Research Review Committee at (607) 777-3818. If you agree to the study, click next below.
- 50. 98 99 Survey cont Survey cont
- 51. 100 101 Survey cont Survey cont
- 52. 102 103 Survey cont Survey cont
- 53. 104 105 Survey cont Survey cont
- 54. 106 Survey cont Survey Conclusion: By analyzing our survey, most of our assumptions were reinforced. The majority of the participants have heard of Broome County CHOW, but were not aware of CHOW’s new project CHOWbus. This provides crucial data with the fact that it will be much easier to advertise for the CHOWbus is students are already aware of CHOW. From the data we collected, there was a wide range of locations off campus students live. The majority live throughout the downtown Binghamton area. Another larger portion lives in University Plaza, while a total of 10% live in Hawley and Chenango Place. With this, the CHOWbus can plans stops for the University Plaza, and a convenient location in downtown Binghamton. When it comes to the amount of off campus students who have vehicles, results are almost even. Although the majority has cars, there is still a decent size market that would rely on CHOWbus’ services. The majority of the students surveyed do not have a hard time getting to the grocery store, but there is still a percentage that do. Although students can make it to the grocery store without a problem, this still does not discount the convenience the CHOWbus provides. Almost all students surveyed stated that they would be willing to by produce from the CHOWbus, proving to the CHOW that the off campus student market would be feasible. If the CHOWbus were to market to off campus students, the time to visit these communities would during evening hours. We assume this is the case because students are on campus during the day. The bus should plan to visit off campus communities after typical school day hours. If the bus decides to expand its products offered, to better suit the market, it should consider items such as gum and hygiene products. 107 LOGIConsultants Thanks YOU FOR THIS AMAZING OPPORTUNITY!
- 55. Appendix Project Presentation Alternative Models Additional Graphs and Charts Executive Summaries 1 and 2 and Project Proposal
- 64. CHOWbus Low-Cost Revenues/ Donation Funding for USDA lunches for kids during the summer No-Cost Giveaway CHOWbus Operational Model 100%
- 73. Implementation
- 74. more “Likes” than previous statuses
- 75. ROI $5,377
- 76. ROI $914
- 77. ROI $1,748
- 79. ROI $9,965
- 83. ROI $2,681
- 84. ROI $1,840
- 89. Chowbus Location Diagram YMCA JC Nicholas Notch Harry L. Apartments Metro Plaza Meal Site-- First Assembly of God BC Library Open Markets Closed Markets $ Sales=24.14% # Of people=20% # Of EBT=0% Donations=30.67% $ Sales=18.29% # Of people=19.04% # Of EBT=65.38% Donations=1.33% $ Sales=9.15% # Of people=4.8% # Of EBT=0% Donations=22.22% $ Sales=15.10% # Of people=37.05% # Of EBT=23.08% Donations=16.89% $ Sales=8.66% # Of people=6.17% # Of EBT=7.69% Donations=22.22% $ Sales=24.67% # Of people=12.86% # Of EBT=3.85% Donations=6.67%
- 90. CHOWbus USDA Lunch Goal Model: Currently Funded: 1,600 USDA Lunches Overall Goal: 3,000 USDA Lunches Current Goal: 1,400 USDA Lunches New Market (Low-Cost) Off-Campus Spot #2-- $52.00/Week Off-Campus Spot #2-- $52.00/Week Off-Campus Spot #1-- $52.00/Week Current Stops (Extra)
- 91. CHOWbus Supply Chain Model: CHOW Maines (1/4) Food Bank/ Others (1/4) Donations (Local Farms) (1/4) USDA Lunches CHOWbus Pantries and Soup Kitchens HOPE Local Communities CHOW Farm Behlog (1/4)
- 96. Executive Summary Manley’s Service Learning Projects March 3rd , 2015 Group: Brianna Socci, Jamie Gil, Wyatt Chartrand, Adam Goldwasser Client organization: CHOW Project title: CHOWbus Issues facing organization: CHOWbus is a new CHOW project. The project wants to eventually be self-sufficient. The project needs a marketing plan and sales and price structure implemented. We will cover two broad portions, the implementation of a marketing model and the implementation of a sales and revenue model. The marketing model will consist of IT integration, social media optimization, and consumer education. The sales and revenue model will balance a low-cost, no-cost model and a targeted pricing structure to boost revenue. We will pursue a new market, off-campus students. We believe this is a huge opportunity for the CHOWbus and will provide sustainability for its “low cost, no cost” model. Project overview: Project will consist of four phases.
- 97. Project timeline: Project progress: Thus far we have conducted preliminary research, we have met with CHOW’s Director Mike Leahey and discussed the organization’s issues including marketing and sales, and begun our notebook deliverable. We have also developed content for them to post on their Facebook page, and have increased their “likes” by 23% in total and 5,200% of new “likes” from the previous week. Immediate next steps: Follow-up meeting with Mr. Leahey, further development of notebook deliverable, conduct further research and data collection in regards to the organization’s financials and related data. Take preliminary steps to streamline the organization’s social media as part of our marketing model implementation. Feedback from organization: Our Director, Mike Leahey, provided us with valuable feedback about how we are doing thus far, and how we can improve. Our proposal was very clear, detailed, and well thought out. He believes our project is very relevant and is supportive of us helping CHOWbus’ key issues. Although we got a late start on our project, he is satisfied with our accomplishments thus far. He thinks as a group we are professional and timely with our meetings and responses. Because we got a late start, we must continue our time management and make sure we utilize the little information that is available because it is a new project.
- 98. What you’ve learned so far about leadership: So far, we have learned many things about leadership. Most of this knowledge we have gained through our experiences with Mike. As a leader, it is important to be humble, and passionate about the goals we are trying to achieve. This is also demonstrated by Susan Rodgerson, Executive Director for Artists for Humanity. He is honest and shares his visions with his co-workers, which is important when trying to develop a committed team. By doing so, your co-workers can align their personal goals with the overall goals of the organization.
- 101. Chartrand, Gil, Socci, and Goldwasser 1 Executive Summary 2 Manley’s Service Learning Projects April 14th , 2015 Group: Wyatt A. Chartrand, Jamie Gil, Brianna Socci, and Adam Goldwasser Client Organization: CHOW Project Title: CHOWbus Issues Facing the Organization: CHOWbus is a new CHOW project. The CHOWbus is a solution to the lack of access to healthy food options in low-income communities. The project wants to eventually be self- sufficient, and needs a marketing plan and sales/price structure implemented. We will cover those two broad portions, the implementation of a marketing strategy and the implementation of a sales and revenue strategy and model. The marketing strategy will consist of IT integration, social media optimization, and consumer education. The sales and revenue model will balance a low-cost, no-cost model with a targeted pricing structure to boost revenue. We will pursue new markets—off-campus students and other paying, low-cost markets—in order to create a sustainable source of revenue to support the organization’s strategic goal of providing free USDA lunches over the summer, aligning with their mission. We believe this is a huge opportunity for the CHOWbus and will provide sustainability for its “low cost, no cost” model.
- 102. Chartrand, Gil, Socci, and Goldwasser 2 Project Overview: The project will consist of four phases: Project Timeline: First Phase Second Phase Third Phase Fourth Phase Gathering and collecting information Attend Board of Directors meeting (03/26/2015) Obtain Human Subjects Certification Administer survey to off-campus students (TBD) Increase social media presence Advertise to off- campus communities (Ongoing, TBD) Deliver recommendations Presentation (05/05/201 OR 05/07/2015 Second feedback due (04/14/2015 to 04/17/2015 Administer survey (TBD) Analyze/survey data (TBD) Use data to further implementations and recommendations (05/05/2015) Presentation and deliverable (05/05/2015 to 05/10/2015)
- 103. Chartrand, Gil, Socci, and Goldwasser 3 Project Progress: Our survey has been sent out to the Human Subjects office for approval. We have also developed and designed a postcard that has a picture of the CHOWbus on the front, and the CHOWbus’s schedule on the back. This will be sent to CHOW electronically so they can easily change the schedule when needed. We redesigned CHOWbus’s brochure, as their current brochure is very long and wordy. We feel it is best to have a pamphlet rather than a brochure that is short and easy to read but presents an impactful message. A flyer has also been developed to be hung around campus and within the community. In addition, we attended a Broome County Council of Churches board meeting. We were able to start off the meeting with a short presentation, introducing ourselves and pitching our ideas for CHOWbus. We have created a mindmap of CHOWbus’s current stops, analyzing sales, EBT transactions, donations, and number of people served in percentages to determine how the market is served at each stop. Immediate Next Steps: Once approved, the survey will be immediately sent out to all off-campus students. We shall administer the survey, then gather, analyze, and visualize the responses. This data will help us to further implementations, and decided where the most time and effort need to be spent. Next, we shall speak with off-campus housing, proposing a partnership between Binghamton University students and the CHOWbus. From there, it is crucial we keep the CHOWbus Facebook page up-to-date, and create advertisements that will be strategically placed so that students will see them. We would also like to participate in operations on the bus for at least one day. We feel that this is extremely important to fully understand the CHOWbus’s market and the people it serves, as well as observe if any other recommendations should be made.
- 104. Chartrand, Gil, Socci, and Goldwasser 4 Feedback from Organization: For a second time CHOW’s director, Mr. Leahey, has provided our group with valuable and useful feedback since our initial Executive Summary. The clarity of our proposals regarding the project and the implementation of our recommendations has maintained a high level of clarity, and Mr. Leahey remains confident in our ability to present relevant solutions to CHOWbus’s issues. He has also commended us on what we have accomplished thus far, in addition to our communication, professionalism, and project management skills. His second feedback to us demonstrates our ability to work cohesively together to accomplish project tasks in tandem, as our group as a whole has received a great score in terms of our overall performance. Our group still needs to work on streamlining and simplifying the issues and solutions presented in our project as well as support our recommendations with real data through surveying and data presentation. What You’ve Learned So Far About Leadership: As our semester has progressed, we have learned experientially and academically a great deal about leadership. As a leader, we have seen Mr. Leahey consistently demonstrate the importance of values, assumptions, beliefs, and expectations (VABEs). These VABEs that our organization’s director has exhibited are below: Learning Helping Service Passion High Standards In addition, we feel that the case study “Growth as a Process,” regarding General Electric, underscores the importance of sustainability, innovation, and growth through these things. CHOW, as well as CHOWbus specifically, could model their actions after those of General Electric’s CEO, Jeffrey Immelt, by using appropriate metrics to create growth, sustainability, and optimal operational efficiency, things that we’ve seen no business can thrive for long without.
- 107. March 1st , 2015 Mike Leahey Director CHOW, Broome County Council of Churches 3 Otseningo Street Binghamton, New York 13903 Subject: Manley’s Service Learning & Strategic Leadership Consulting Project Mr. Leahey: It was a pleasure meeting with you last Monday. Our group has reviewed the information you provided, and below, we provide a proposal for our services that we hope will be mutually beneficial in meeting the needs of your organization while meeting the requirements for our class assignment. Manley’s generous donation has enabled a strategic planning coach to accompany us on our project visits and guide us in developing Fortune 500 quality strategic leadership recommendations for your organization. Thus, we hope you agree that this effort will be mutually beneficial. In general, we feel we can help you with both your marketing and pricing efforts, which should help your organization meet your strategic goals. Below please find further details regarding our thoughts. SSOOMM SScchhooooll ooff MMaannaaggeemmeenntt Leadership Studies Center for Leadership Studies Center for
- 108. Proposed start date: Meeting with director February 23rd , 2015. Project participants and contact information: Wyatt A. Chartrand—1-315-955-5241, wchartr1@binghamton.edu, and wyattchartrand@yahoo.com Brianna Socci—1-607-341-6797 and bsocci1@binghamton.edu. Jamie Gil—1-425-610-0952 and mgil2@binghamton.edu. Adam Goldwasser—1-973-747-2223 and agoldwa1@binghamton.edu. Scope of the project: We will deliver a comprehensive report and presentation that will provide your organization with strategic guidance and implementation, which we will cover in four broad phases. In order to complete these objectives, we will do the following: Phase One—Research and information gathering: Determine CHOW’s demographics. Establish which foods are offered at no-cost and which are sold at low-cost. o Determine which food products are offered from the bus. o Determine which foods are given away and which are sold, if there is any difference at all. Find out what kind and how many grants are being written/have been written. o Determine which grants CHOW and/or the bus project can apply for, if any. o Research who the project has already contacted for grants. o Collate a list of food donors, as well as any other donors. Establish the financial goals of the project. o Find out the desired profit margins and break-even point for the project. o Determine how profit is allocated. Calculate how much product the bus sells versus how much it receives from suppliers. o Collate a list of food suppliers. Research more information about USDA lunches. o Find out who the USDA lunches feed (just children or all individuals). o Find out the distribution method for USDA lunches. Determine CHOW’s budget and how much it allocates to the CHOWbus to clarify its budgetary guidelines, cost structures, and financials. Marketing research. o Feasibility analysis of various marketing measures. Social media.
- 109. Flyers. Print advertisements. Radio advertisements. o Determine whether the CHOWbus has a recognizable, unique, and sustainable brand (branding). CHOWbus design. Logo. Slogan. Fundraising. o Current fundraising activities. o Possible fundraising activities. Determine social media implementation strategy. o Make social media a long-term sustainable marketing tool. o Determine if we can train someone to maintain an impactful social media presence, and if so, who. Determine available staff members. Research and review prior projects. o Determine strategy. o Determine influence of Broome County Council of Churches on the CHOWbus project. Board of directors. o Structure. Roles, responsibilities, and careers. o Board meetings. Obtain human subjects certifications prior to conducting survey. o All project team members. Target completion date for Phase One: March 17th , 2015. Phase Two—Survey information: Obtain approval from the University Human Subjects Review Committee. Determine the objectives. o Brand and product awareness. Determine participants’ knowledge of CHOWbus Determine participants’ sentiments regarding the CHOWbus. Determine the survey sample size. o Consider the appropriate target audience for the survey. Find out who they are and where they can be located. Determine their relevant experiences. Determine survey methods. o Design structured survey questions. Survey will also provide awareness for the CHOWbus. Target completion date for Phase Two: April 2nd , 2015.
- 110. Phase Three—Implementation: Pricing model creation and implementation. o Determine other ways to make the project sustainable. Price to cover costs. Alternative measures to reduce costs (gas, insurance, and vehicle maintenance costs). Marketing model creation and implementation. o Decide on marketing strategy. o Decide on which media to use. o Write-up graphic representations of model(s). o Implement the appropriate media tactics. Develop speech and pitch for final presentation. o Most powerful, meaningful message for audience and for CHOW’s public image and mission. o Utilize statistics and ratios. o Every member in project needs to be able to effectively deliver their part of the presentation. o Utilize the “play on heartstrings” approach as appropriate. Target completion date for Phase Three: April 23rd , 2015. Phase Four—Final wrap-up with deliverables and presentation: Adjust deliverables as needed by CHOW. o Formatting, proofreading, and polishing all deliverables. o Practice and deliver final presentation. o Submit all deliverables to appropriate parties. Wrap-up and reflections. o Final event meeting with CHOW--note and reflect on accomplishments. o In-class reflections. Target completion date for Phase Four: May 10th , 2015.
- 111. Facilities: Meetings and project-related work will take place at the CHOW’s office and Binghamton University, along with any other locations deemed appropriate and necessary. Communication: The liaison between our group and your organization will be any one of our group members, depending upon availability. We will be in touch weekly through in-person meetings, and can be reached via the above contact information if needed. Meeting with board of directors: As part of our assignment, our group must present our project and goals to your board of directors at a meeting by March 20th . Feedback: In order to closely monitor our progress and our effectiveness, our group will be asking you to complete and sign one feedback form for us on March 10, 2015 and one on March 24th , 2015. Executive summaries: In efforts to ensure clear communication regarding the progress of the project, we will provide you with two executive summaries—one by March 17th , 2015 and one by March 31st , 2015. Confidentiality: All information gathered as part of this project will be deemed confidential and will not be shared beyond group members, our strategic planning coach, our Professor, and our classmates in verbal form only for classroom discussion of course concepts.
- 112. Overall project completion target date: May 10th , 2015. Final deliverable: By May 10th , you will receive a complete report from our group outlining our processes, findings and recommendations. You and your board will then be asked to be present at our final presentation in our classroom on campus on either Thursday, April 30th or Tuesday, May 5th , where we hope we can answer any final questions you may have. Thank you once again for the opportunity to meet with you all and we look forward to helping your organization work through and prove solutions to the issues you are currently facing. Respectfully, Approved by, __________________________ ______________________________ Wyatt A. Chartrand, Mike Leahey, Group Representative Director Manley’s Service Learning Projects CHOW Strategic Leadership (LEAD 353-01) Broome County Council of Churches If you agree to this proposal, please sign this letter of agreement and we will pick it up at our next meeting and submit it shortly. If you have any questions about this project, you may also contact my professor, Kim Jaussi, at 1-607-777-4396 or by e-mail at kjaussi@binghamton.edu.