The social media plan aims to increase awareness of The Queen's Foundation (TQF) and drive new mentors, volunteers, advocates, and donors through a campaign called "Dear Lady Who Leads." The campaign will feature stories and photos of TQF girls asking women to become mentors. It targets women ages 20-50 across NC through Facebook, Twitter, Instagram and YouTube. The plan also analyzes TQF's strengths, weaknesses, opportunities and threats compared to competitors. The goal is for social media to drive website traffic where people can take action to support TQF's mission of empowering girls.

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2013 Social Media Plan

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Table of Contents
Executive Summary 4-5
Situational Analysis 6
Client Profile 6
Audience Analysis 8
SWOT Analysis 9
Primary Research/Industry Overview 11
Objectives (including statement & target audience) 14
Strategy & Tactics 14-20
Budget Explanation 20
Implementation 21-23
Weekly Timeline 23
Monthly 2013 Timeline (First Six Months) 23
Evaluation 24
Conclusion 25
References 26

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Executive Summary
In a competitive industry where nonprofits are vying for limited resources and
showcasing their services online, nonprofits must differentiate themselves where
their current and potential stakeholders reside; social media. The Queen’s
Foundation (TQF), which serves a population that is also served by various local,
state and national nonprofits, must be a leader in its niche and differentiate itself
for this reason.
In this social media marketing plan, exploration of the key strengths and
opportunities of TQF, its current social media strategy and its plan for
differentiation in the social media environment will be executed in order for TQF
to be branded as the premier leadership organization for girls in North Carolina.
2013 Social Media Plan
Goal of the Plan: Drive Awareness of The Queen’s Foundation resulting in:
 New Mentors
 New Volunteers/Interns
 New Advocates
 New Stakeholders (Donors)
The organization’s key objectives, as outlined in the plan, will not be achieved
with these four key support areas. The 2013 Social Media Campaign’s purpose
will be to build statewide awareness in order to achieve its objectives.
The 2013 Social Media Plan for TQF will focus on differentiation from other
nonprofits with a strong emphasis on a “call to action” it its ultimate stakeholder;
women. The 2013 Social Media Plan is and ACT NOW Campaign called: “Dear
Lady Who Leads”
Why “Dear Lady Who Leads?”
The Dear Lady Who Leads Campaign speaks to the Ultimate Stakeholder,
women. The goal of the campaign is to address this target marketing in a
meaningful way.
A strategic approach to innovatively address the ultimate stakeholder, ”Dear
Lady Who Leads” is not only a call to action to adult women to become
involved with the organization, but it is designed to come from the most
important aspect of the organization; the girls that are served by TQF.

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Target Audience For The Campaign: The Ultimate Stakeholder – Women,
specifically 20-50+ that can serve as volunteers/interns, advocates, mentors and
stakeholders.
With imagery of real girl faces served
by TQF, the campaign will focus on
highlighting the girls, their stories and
in their words, ask ultimate
stakeholders: “Dear Lady Who
Leads, I want to be just like you. Love,
(Girls’ name)” and a draw to the
website as provided.
WHY “ACT NOW?”
Goal of Social Media Plan:Through all social media outlets, the audience will be
provided a key message with an action item. This action item is to drive the audience
to the new website for TQF. When the audience goes to the new site, there is a direct
ACTION to drive readers to become involved in one of the following ways:
 Mentors
 Stakeholders
 Volunteers/Interns
 Advocates
New website, will serve as the key source for all social media to drive the audience to
visitconsistent social media presence on:
 Facebook
 Twitter
 Instagram
 YouTube
Outlines for individual strategies for each outlet will be provided in this plan as the
organization prepares for a statewide expansion in two new regions in North Carolina in
2014.

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Situational Analysis
Client Profile
History:
The Queen’s Foundation (TQF) is a statewide non-profit organization founded in
2010 by Miss NC USA 2010 Nadia Moffett; it was created to assist girls and young
women in realizing their full potential by teaching them to be queens in life and
servant leaders in their community. TQF has currently served150 girls across the
state of North Carolina in six counties, launched a new mentor-internship
program, awarded over a dozen scholarships, and created several new
corporate and community partnerships all in the effort to guide young women
to become powerful change agents in their community.
Mission:
The mission of TQF is to inspire women for greatness. The Queen’s Foundation
nurtures and challenges young women (ages 10-18) at every stage of
development to reach their maximum potential for greatness through character
building, life-skill development, and servant leadership programs to enhance the
lives of girls, women, and communities.
Vision:
The organization’s vision is to develop young women of virtue and success that
are purposeful and powerful servant leaders serving their community and world.
Purpose:
The purpose is to provide programs and opportunities to young women to
achieve the vision of the organization.
Values:
Beauty | Character |Talent | Confidence | Accountability | Vision
Client Population & Demographics:
The client population since inceptionis 150 young women, with an expectation
of providing services to an additional 50 new clients in 2013, making the
expected total population 200young women. The demographics for Make Me
a Queen and PowerHouseProject programs are girls and young women at
either high-achieving or at-risk stages of development, age 10-18, from the state

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of North Carolina. Demographics for the I AM Woman Campaign are North
Carolina women professionals, from age 25 to retired
Geographical Service Area:
The Queen’s Foundation is a statewide nonprofit in the state of North Carolina.
While the organization serves young ladies across the state, PowerHouse Project
focuses its service area on the Triad with plans to immerse itself into the
Charlotte-Mecklenburg and Triangle markets in 2014. The Make Me A Queen
program, however, is operating in rural counties only with Edgecombe and
Nash, with strategic plans to branch out to other rural counties in the state,
particularly in the northeast part of the state.
Current Programs & Services:
Make Me A Queen Program
 Developed to inspire at-risk young women to reach their full potential in
life by offering a series of six themed experiencesthat define the six
characteristics of a “queen.”
 Designed to ensure young women are equipped with the skills and
experiences in order to make the right choices in life and understand their
untapped potential
 Programs are a minimum of one year, designed to hold participants
accountable to becoming servant leaders in their community
 All participants are paired with a professional mentor upon completion of
the program
PowerHouse Project
 A mentor-internship program for high schooljunior and senior young
women who are on the path to greatness. These young women are the
top of their class, nominated by the faculty of their school and ready to
excel.
 The program has three major components: Leadership Academy, Mentor-
internship, and civic engagement. The program includes a scholarship, a
week-long intense leadership development trainingrequiredprior to
beginning their internships, 6-week internship with a paired female
professional, and an intern-lead community engagement project
 Program is also a minimum of one year, holding participants accountable
to become servant leaders

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I AM Woman Campaign
 An initiative that focuses on uniting women and the state and local
community for empowerment and support of our mission
 One way TQF engages adult women is through a social media campaign
that highlights women and their stories
 From this movement the organization gains mentors, board members, and
additional stakeholders
Current Partnerships & Collaborations:
TQF offers programs to communities through partnerships that align in mission
and client-base.
 Communities In Schools – Drop-out prevention program (national
organization)
 Boys & Girls Clubs – Youth development program (national)
 County Based School Systems
 Goodwill Industries of Central North Carolina
 Several local community based nonprofits serving lower income families
and communities (such as Passage Home)
Funding Sources:
 Corporate Sponsorships (Bayer CropScience, Cargill, Ward Black Law)
 Individual Donors: Mentors, Board Members, Stakeholders
Employers/Volunteers:
 One paid staff person; Executive Director
 7 Board of Directors members that meet monthly; all professional women
in Triad
 35 trained program volunteers
 Interns (2 interns for Spring and Fall Semesters and 1 over summer)

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SWOT Analysis:
STRENGTHS WEAKNESSES
Programs
Impact/Results from clients
Brand
Business model for growth (internal
and external stimuli)
Number of Staff (building capacity)
Branding consistency
New organization
OPPORTUNITIES THREATS
Deepened partnerships with schools
systems and partners (sharing in
marketing budgets)
Regional expansion
Additional stakeholders through
program expansion
Leveraging mentors for stakeholders
More established organizations that
target similar client base
Competition for limited resources
geographically
Below are the three strategic components reviewed when determining the
Marketing Plan:
 Research
 Differentiation
 Decision on Channels
The Queen’s Foundation just completed a year of growth for the organization -
not only from a services standpoint, but in impact to the community. The
Queen’s Foundation will be expanding its programs to parts of the state that
may have little to no prior knowledge of the organization. As it continues
expansion in 2013, it is important that it determines how it can keep its brand
consistent and develop a strong introduction in its new markets through social
media.
Goals and Objectives of the Organization (as outlined in its Five Year Strategic
Plan):
 Programs: Young Women 10-18, at-risk/high-achieving, women
professionals (25+) and women-based philanthropic organizations
 Partnerships: Communities In Schools, Boys & Girls Club and Schools
Systems
 Talent: Young professionals ages 21+ (undergrad, graduate, doctorate
and professionals), Professionals (board membership), women
professionals (mentors)

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 Capital: Corporations, Foundations, State and Federal Grants, individuals
(affluent professionals and retirees across the state), in-kind donors
 Branding: State-wide news stations (News 14), State and regional women-
based trade magazines
Organizational Resources:
 The Queen’s Foundation currently owns three computers and staffs one
employee (executive director). In addition to paid staff, the organization
has a board of directors of six professionals (including two professionals
that specialize in marketing), one strategic planning & operations intern, a
volunteer program director, volunteer administrator and 15 dedicated
volunteers.
 The Queen’s Foundation is a member of the Guilford Nonprofit Consortium
and attends training sessions regularly, including information on marketing
and branding. In addition, TQF’s executive director’s background in
marketing serves as a vital role in their strategic planning of the
organization.
 The projected budget for 2013 is preliminarily $200,000, which is a drastic
increase from last year’s budget of under $100,000.
Marketing Work Force:
Currently, interns manage the marketing function of the organization in order to
keep costs low. The risk to this is that when the organization does not have
interns in place to manage the marketing side, it creates some inconsistencies in
the marketing schedule. During intern off seasons, the organization relies on the
executive director and volunteer staff to manage this essential function of the
operation.
In the coming year, the organization plans to hire a full time administrative
assistant that will be in charge of basic marketing activities. Until then, the
executive director and interns will manage this function.

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Primary Research
Interviews conducted with Board Members at Annual Board Retreat
Questions, Concerns & Issues:
 Very little labor force to keep up with marketing initiatives
 What would be the biggest value-maximizer, marketing-wise? (Quantity
vs. Quality)
 How does TQF differentiate itself from other organizations that may
appear similar?
Marketing Research:
 What are the other organizations that people tend to compare to TQF,
and how is TQF different from them?
 How can TQF differentiate itself through verbal and written channels,
types of activities, etc.?
 In each target marketing area/city/county, what are the most visible
publications, sites, groups, etc. for TQF’s marketing?
 What are the best connections that TQF can leverage for marketing
purposes?
Short-Term Marketing Goals:
Short-term goals for the marketing plan include raising public awareness of the
organization, expanding the programs to new unreached communities through
regional advisory committees in the state, and increasing the number mentors
and potential mentors available to serve youth clients. Another short term goal
is to increase the number of community partnerships and outreach opportunities
which will be achieved by narrowing the amount of programs offered.
Long-Term Marketing Goal:
The long-term goal of the social media plan is to enable girls to turn site visits by
audience into long-term stakeholders in one of four key areas: stakeholders
(donors), volunteers, mentors, and advocates
Competitor Analysis/Industry Overview
Competitors:
Some examples of national competitors include Girls, Inc. and Girl Scouts of
America. Other local competitors are the SHIELD Mentor Program based in
Greensboro and E-Girls in Winston Salem. As the PowerHouse Project looks to
expand to Charlotte, its competitors will include Precious Gems Mentoring
Program and Girl Talk.

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Competitive Advantages:
 The Queen’s Foundation sets itself apart as being incredibly inclusive,
catering to girls at all stages of development, regardless of ethnicity or
socio-economic status.
 Working with both at-risk and high-achieving girls
 Providing community mentors for all stages of a girl’s life – accountability
partners that meet with them monthly
 Strong strategic planning in making the most out of resources,
partnerships, etc.
o E.g., serving Make Me A Queen in higher risk counties, etc.
 Show impact of programs on girls’ lives as well as on the community at-
large
 Do research to make what TQF says is different from what other
organizations communicate
Direct Competitors are any nonprofit that serves or “seems” to serve the same
population of clients in the “same” demographic areas. While competition
came come in various forms, it is most identified that any nonprofit is a
competitor vying for the same limited volunteers and donor dollar. TO
counteract this competition, The Queen’s Foundation has a strong emphasis on
partnerships with nonprofits that serve the same demographic in addition to
serving areas and clients not otherwise being served and marketing this
strategically.
Some Organizations for The Queen’s Foundation to Differentiate From:
Girls Inc.
 Girls Incorporated is a nonprofit
organization that inspires all girls to be
strong, smart, and bold strategic
marketing through a network of local
organizations in the United States and
Canada.
 The network of local Girls Inc. nonprofit
organizations serves 150,000 girls ages 6-
18 annually at over 1,400 sites in 350 cities
across the United States and Canada.
Girl Scouts
 Girl Scouting builds girls of courage,
confidence, and character, who make
the world a better place. Branded by
badges earned, troops doing service
projects and the stigma this is the girl
organization of America!

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GirlTalk
Charlotte, NC
 To empower today’s girls to become
leaders of tomorrow
 Encourage positive and critical thinking,
build character, promote self-respect,
teach life skills, teach leadership skills,
serve as a network of support for young
girls ages 11-18
 Annually impacts approximately 700 girls
through programming and special events
 5 programs: tailoring teens for success,
college tour, teen summit, prom project,
“loving my body” fitness camp
E-Girls  Empowering girls in real life situations
 Provides access to a positive female role
model within a structured partnership
focused on the needs of young girls
 To mentor girls as they learn important life
skills, develop leadership skills, and
believe that they are special
In general, direct competitors can be outlined below:
Teen Leadership Programs (various within businesses and orgs)
 Several small corporate ran programs and programs adopted by
other non-profits teach girls to be leaders, none of which are
long-term
What’s unique about The Queen’s Foundation? What should it focus on
highlighting in Social Media for Differentiation?
 Reaches girls at every stage of development (at risk and high-achieving)
 Long-term commitment to the lives of girls it reaches (minimum of one
year program)
 Provides opportunities for adult women to be involved
 Programs teach young women to be change agents (serves the girls and
the communities in which they live)
 Literacy Movement
 Queen Curriculum: Beauty, Character, Talent, Confidence,
Accountability, Vision
 Reaches rural and urban parts of the state

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 Focuses on middle and high school aged young women
 Creates partnerships with existing non-profit organizations (to support, not
compete)
 TQF serves a diverse group of girls (not just African Americans or minorities)
 TQF works with high-achieving girls to be influencers in their community
and to other young women
 Mentors and volunteers (high caliber screening, peer facilitators)
 Mentor Commitment Contract
 Internships
 Scholarships
 Does not cost girls/organizations (open to all)
What makes The Queen’s Foundation appear similar to other organizations?
(Items not to highlight in Social Media – Will make TQF appear to be similar)
 TQF serves girls (middle and high school)
 Leadership training for girls
 Self-esteem programs to help girls
 Helping at-risk girls reach their full potential
 Working in the community to serve others (Girls Scouts)
Strategy & Tactics
Analysis of Already Existing Social Media Use
As a newer organization, TQF’s social media presence has beendevoted to
defining TQF’s image, rather than an emphasis on mass marketing with basic
information about the foundation. The goal has been to define the organization
as the premier organization for teen girls in North Carolina and to differentiate
itself from similarly marketed organizations that would be considered
competition for limited resources.
Activities Included:
 YouTube
o I AM WOMAN Videos: A social media initiative to drive the networks
of powerful women interviewed by TQF, highlighting values of the
organization. Success of this has been limited due to consistency of
videos posted

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 Facebook
o Fan Page of 550+ followers with an emphasis on recent news,
mentor/mentee success stories and recent news coverage of TQF
o Photo Albums of all recent events
o Streams to Twitter
 Twitter
o All news from Twitter feed from Facebook
o Not updates as often outside of information fed from Facebook.
Results of current Social Media Presence:
The Queen’s Foundation has had results in the four key focus recruitment areas
(mentors, stakeholders, advocates and mentors) from social media presence. In
the last six months, TQF has had the following as a result of its current social
media strategy:
 Average 7 new volunteer applications online
 Averages of 4 mentor inquires via information email account (from
website)
 Additional speaking opportunities requested for Executive Director via
facebook account.
 No intern inquiries via social media
 No donations from social media push
The Queen’s Foundation believes that these results are direct results to social
media activities.
Critique and Opportunities for Improvement
In the research, there were four key areas that needed improvement for the
Social Media Plan:
 Consistency – Better schedule for posting and interaction with potential
stakeholders
 “ACT NOW” Approach for Stakeholders – Current message not clear what
action TQF desires for its audience. Instead of “Support TQF” it would use”
“Read our Success Story of a Mentor and Become a Mentor”
 System to Leverage Prospective Mentors– Streamlined approach that is
intuitive for audience to become involved in one of the four key ways
 Not Highlighting All Successes of the Organization – The organization
made several successes in 2012, none of which are clearly time lined and
highlighted for the audience to see and understand. These successes
legitimize the organization and would support its social media goals.

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New Strategies & Tactics
The Approach
ACT NOW Marketing Campaign
The Message
Dear Lady Who Leads Initiative
Goals of the Social Media Plan
Drive Awareness of The Queen’s Foundation resulting in:
New Mentors
New Volunteers/Interns
New Advocates
New Stakeholders (Donors)
The organization’s key objectives, as outlined in the plan, will not be achieved
with these four key support areas. The 2013 Social Media Campaign’s purpose
will be to build statewide awareness in order to achieve its objectives.
The 2013 Social Media Plan for TQF will focus on differentiation from other
nonprofits with a strong emphasis on a “call to action” it its ultimate stakeholder;
women. The 2013 Social Media Plan is and ACT NOW Campaign called: “Dear
Lady Who Leads”
Why “Dear Lady Who Leads?”
The Dear Lady Who Leads Campaign speaks to the Ultimate Stakeholder,
women. The goal of the campaign is to address this target marketing in a
meaningful way.
A strategic approach to innovatively address the ultimate stakeholder, ”Dear
Lady Who Leads” is not only a call to action to adult women to become
involved with the organization, but it is designed to come from the most
important aspect of the organization; the girls that are served by TQF.
Target Audience For The Campaign: The Ultimate Stakeholder – Women,
specifically 20-50+ that can serve as volunteers/interns, advocates, mentors and
stakeholders.
With imagery of real girl faces served by TQF, the campaign will focus on
highlighting the girls, their stories and in their words, ask ultimate stakeholders:
“Dear Lady Who Leads, I want to be just like you. Love, (Girls’ name)” and a
draw to the website as provided.

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WHY “ACT NOW?”
Goal of Social Media Plan:Through all social media outlets, the audience will be
provided a key message with an action item. This action item is to drive the audience
to the new website for TQF. When the audience goes to the new site, there is a direct
ACTION to drive readers to become involved in one of the following ways:
 Mentors
 Stakeholders
 Volunteers/Interns
 Advocates
New website, will serve as the key source for all social media to drive the audience to
visit consistent social media presence on:
 Facebook
 Twitter
 Instagram
 Pinterest
 YouTube
These channels were selected due to TQF current presence on these channels and
the high traffic of potential donors and relationships already built through this current
tools. TQF expressed its believe that with additional focus and strategies, their
current tools can be exploited to support the goals of the organization prior to
introducing several new channels.
Website Goal:
o Drive people to continuously visit the website and recruit to one of the
four focus areas to become a stakeholder (volunteer, advocate,
mentor, stakeholder –donor)
o Organization education
How to Achieve?
o Main page access: immediately when the audience visits the main TQF
website, access to the whole marketing campaign is available.
o Access to the overall marketing campaign through additional
tabs on the website.
o Facebook/Twitter/additional media facets also included in the
marketing campaign page | live streaming feed of action
(Twitter/Facebook) that is occurring up to the current moment.

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 Allow for additional commentary right off of the website
page.
Facebook Goal:
Educate Audience. Develop Campaign Awareness.
Drive Audience to Website.
Dear Lady Who Leads”: with the tagline, “dear lady who
leads”, use a several a diverse young girls for the
campaign in a variety of graphics (placed into photo
albums, and/or wall). The graphics will have the young girls
pictures on one side, and in a letterform says, “Dear Lady
Who Leads, I want to be _______ just like. Show me the
way. Love, ______”. This will not only directly speak to the
women of power in the community, but also give it an act
now sensation.
Competitors Campaign: a campaign line that exemplifies
what The Queens Foundation does and makes it unique in
comparison to other non-profit organizations.
o Short to the point (compelling statement)
o A series of these types of images would be
uploaded on Wednesdays & Sundays.
These images can also be used on Twitter
Examples of DLWL Image on left, Competitors Campaign on right.

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Twitter Goal:
 Gain more followers
 Drive target markets to the website.
How are we going to achieve them?
 Hash-tag Slogan: consistent throughout entire campaign.
Incorporated within Twitter and Facebook.
#ShowMeTheWay
#DearLadyWhoLeads or #LadyWhoLead
o Every week has a question about leading ladies in
everyday life, “who are the leading ladies in your
life?” have the followers able to tweet TQF’s page
back with a picture attached.
 Photo of the Day: each day we could put up different girl
(promotes diversity) with a different career aspiration to keep
our campaign relevant and consistent. Always have a hash tag
incorporated into the tweet to make a trending topic (TT).
 “Show Me The Way” Sunday’s: Every Sunday or Saturday we
tweet about the website, the unique characteristics of the
organization, positions available and where to gain more
information. Also, we would/could want to tweet about leading
women in our community; and even what the past participants
are doing with their lives after the program. (website). Always
have a hash tag incorporated into the tweet to make a trending
topic (TT).
YouTube Goal:
o Brand Awareness. More subscribers
o Drive them to the website
Content:
Dear Lady Who Leads Videos recorded at Queen’s Conference 2012
(Pro Bono Sponsorship by MMI to video record these for YouTube Clips)
1. Have each girl say, “Dear Lady Who Leads, I want to be __________.
Just like you.”
2. Each girl says a different word that they aspire to be
3. Collage of past photos and silent video of past events with the girls.
4. During the collage of past photo and video, girls voices in the
background of words that they wish to be and why…
5. The conclusion of the video, a collection of voices in a black filled
background says, “We want to be ___________. Just like you”
6. Logo flashes and website under the logo.
Begin taping the girls at The Queen’s Conference (December 15, 2012)

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Will also highlight any news stories, program videos and endorsement
videos for TQF
I AM WOMAN Video Series – NC Women Interviews
Instagram Goal:Everything same
as twitter.
Pinterest Goal:Increase
shares/pins. Drive audience to
website. Share photos with
promotion of #hashtags
#ShowHerTheWay
#LadyWhoLeads
Example to Right:
Budget Explanation
$5,000 of the annual budget is outlined for marketing (broken up between basic
operations and programs) however this does not include online social media
and website enhancements. The amount allotted for online marketing,
technology upgrades, software and website is an additional $2,200, totaling a
budget for marketing at $6,200 annually. There are no additional funds allotted
to social media.
The 2013 preliminary budget includes the following for Marketing/PR/Social
Media. While the budget has allotted funds as outlined below, the funds may be
leveraged for “marketing” within social media tools. TQF has flexibility to later its
budget to fit any budget needs for the social media plan
Budget Marketing: $5,000 With Social
Media/Technology: $6,200
Website (New Design) $1000
PR Contractor (To Develop
News Stories to Post on
YouTube)
$3500
Technology - Videography $1000
Social Media Tools $700

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The current budget is a re-allotment of current funds already budgeted for
marketing and branding related expenses. Currently, the social media plan
does not include any budgetary needs outside of any videos produced by TQF
for YouTube and Website development.
Other Costs: Time
While time is not a budget line item, the plan will require several billed work
hours. The internship program provided for college students each semester will
be leveraged to provide support to the plan without the expense. IT is
recommended that the intern oversees this campaign for the interns
development and for the project management success of this plan.
Implementation & Evaluation
Leadership Responsible for Implementation of 2013Social Media Plan:
The Queen’s Foundation’s Executive Director will serve in a leadership role for
the implementation of the plan, but will engage the board of directors and
intern team in the implementation. The Strategic Planning committee, which is
a committee of the board of directors for TQF, has already reviewed and
approved the social media plan and madeseveral small amendments prior to
this final document being created.
Implementation:
During the implementation phase of the plan, specific tasks will be delegated to
the Executive Director, Board of Directors and internal internship staff. While the
organization has little staff on payroll, it does utilize interns as a way to provide
marketing experience to students while assisting to meet the organization’s
marketing objectives.
During the summer months, TQF will be selecting interns to solely focus on the
implementation of this plan, starting with the website. The timeline outlined
below will highlight the project plan, key benchmarks and desired outcomes.

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Timeframe: First Quarter Implementation Plan
Timeframe Social Media Activities
January 2013 Website Launch
Billboard Design Completed
Social Media Plan Begins
Marketing Intern Oriented
February 2013 Update Website (News and
Content Related)
Billboard Campaign begins
Pinterest Site Launches
Marketing Intern Takes On
Scheduling All Social Media
(YouTube, Facebook, Twitter,
Pinterest, Instagram)
YouTube Site Launches
March 2013 All Social Media Fully
Functional

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Weekly Schedule – Note Twitter/Instagram host same information.

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Evaluating the Plan
Strategic Planning Committee:
The board of directors has four committees, including the strategic planning
committee. The strategic planning committee has board members that handle
marketing objectives of the organization as well as the strategic plan that
outlines five year branding and marketing objectives. These five objectives are:
Programs, Partnerships, Capital, Talent and Branding (which includes marketing
objectives). This committee will annually review the success of all branding
efforts, including the social media plan measurables.
MeasurablesTo Determine Success of the Plan:
All comparisons will be conducted in July (after first six months of plan launch)
Awareness Traffic to TQF Website (google analytics)
TQF will compare 2012 visits to 2013 visits for
the six months of the launch of the plan to
measure brand awareness
Mentors Number of Mentors that sign up for interest
on the website. Numbers will be
compared to the number recruited online
in 2012
Volunteers/Interns Number of volunteers that sign up for
interest on the website. Numbers will be
compared to the number recruited online
in 2012
Stakeholders Dollars raisedonline. Numbers will be
compared to dollars raised in 2012.

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Conclusion
The Queen’s Foundation has proven to be an effective organization and worthy
cause for the state community. Its ability for long-term success and growth will
reside in its ability to rise in a saturated social media nonprofit market. The ACT
NOW campaign, and “Dear Lady Who Leads” Initiative is not only supportive of
the organization’s mission to drive more stakeholders in 2013 in the four key
areas, it will ensure that the state community is aware of this valuable
organization.
With the plan already being approved by the board of directors, It is now time
for the organization to prepare for the launch of the website; the center of the
organization. Once achieved, the goal in 2013 will be to begin the social media
outlet implementation.
Dear Lady Who Leads, is not only an innovative approach, it is an approach
that will drive the desired results of the organization. After the first six months and
evaluation time approaches, the results of the plan, if executed as outlined, will
bring significant support to The Queen’s Foundation.

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