2. Educational Resources Department:
Summary and Background
Vision Statement
Internal Environment
External Environment
Gap Analysis
Strategic Objective
Plan Implementation
Critical Success Factors
3. The IVAT Educational Resources Department
ties to IVAT’s mission by providing information
dissemination for those who work with
individuals affected by violence, abuse, and
trauma. The ERD is also designed to serve as a
fundraising function for the nonprofit
organization as a whole.
4. Educational Resources Coordinator works with
publishers to receive discount on purchasing books
Books are then sold at a discounted rate of
5-30%
Books were either sold at conferences or through mail-
in or faxed-in orders
January of 2007 a new POS system was purchased
with better tracking capabilities and online capabilities
5. The Educational Resources Department will disseminate
timely information and serve as IVAT’s major fundraiser
by developing tools for overall marketing success.
GOALS:
1. Increase online sales to be 75% of the ERD revenue
2. Serve fundraising function by supporting IVAT operating costs
3. Implement guidelines of objective and quantifiable criteria for
conference attendance, a calendar of events, and a timeline
4. Mitigate risks generated by current business practices
5. Base forecasts of projected sales on objective data
6. Weak online marketing
◦ Limited visibility
◦ “Searchability”
Lack of performance-based data and critical
decision-making
◦ No calendar of expected conference attendance
Lack of overall bookstore performance data
◦ Based on individual memory rather than objective data
Department instability
7. Declining sales
Recession
◦ Decline in consumer spending habits
◦ Decline in human service funding
Industry consolidation through mergers and
acquisitions (e.g., Haworth purchased by Taylor &
Francis)
Technological advancements
◦ Increase in online purchasing
Negative association with partnerships
8. Current State of Department:
◦ Constant flux
◦ Limited use of effective business practice
Projected Future State of Department
◦ Stable
◦ Strategic Retail Sales Model
Strategic Plan - Long-range plan for the
ERD in relation to its market,
competitors, technology, management,
resources, funding and so on.
10. Partnerships
◦ Pressure-Free
Informal
Small project oriented
No long-term commitments
◦ Marketing
Advertise on partnered websites
Link to their consumer base
Attend conferences not just as a vendor, but as a
representative of IVAT as a whole
11. Calendar and Timeline
◦ Master calendar
Tracking system for conference attendance
Includes events and deadlines
◦ Retail Promotions Calendar
Promotions matched with “Advocacy Months”
Based on analysis of target market
12. Formal Training
◦ POS Training
Webinars
Purchase Training
◦ Marketing Training/
Web Development
Nonprofit Management
Solutions
Dreamweaver
HTML
13. Deliverable Timeline Who is Responsible
Strategic Business
Model
• Includes all deliverables
below
Three to twenty-four months
total
• ERC
• Leadership
• Accounting
• Conferences Team
Visibility on Search
Engines/Online
Marketing
• Google AdWords
• BestBookBuys.com
• Yahoo!
• Bulk Email Campaigns
• Cvent
• Vertical Response
• Cosmetic Changes
Six months total
• Three to six months
• Six months
• Six months
• Three to six months
• Three to six months
• Three to six months
• ERC
• Leadership
• Accounting
• Conferences Team
• Web Tech
Partnerships
• Written Agreements
•MOU’s
Three to twelve months total • ERC
• Leadership
• Conferences Team
14. Deliverable Timeline Who is Responsible
Calendar and Timeline
• Collect complete
objective data
• Implement calendar of
events
• Implement a timeline
• Retail calendar
Six months to a year total
• One year
•Three months to a year
• Three months to a year
• Three months
• ERC
• Leadership
• Conferences Team
Formal POS and Web
Development Training
• Online training
• Formal training
• Creation of
complete training
manual
Six months to one year
total
• Six months to a year
• Six months to a year
• One year to 24
months
• ERC
• Leadership
• Accounting
15. End-State Goal Metrics Target
Increase online sales to be
75% of ERD revenue.
• Track monthly sales,
perform quarterly reports
• Training evaluation and
summary after each training
• 360-degree feedback
• Short-term: Increase sales
by 10% from 12 months of
BP approval and
implementation and 15%
per year thereafter
• Long-term: Increase online
sales to be 75% of revenue
on 3-5 years
Serve fundraising function
by supporting IVAT
operating costs.
• Track monthly data and
performing quarterly reports
in relation to costs of IVAT
Bookstore and eventually
IVAT as a whole
• Short-term: EVAT
Bookstore pays for its own
operation within 2 to 3 years
and increase its operating
budget
• Long-term: Support IVAT’s
operations financially within
5 years
16. End-State Goal Metrics Target
Guidelines of objective and
quantifiable criteria for
conference attendance, a
calendar of events, and a
timeline.
• Calendar and timeline
prepared three months in
advance of any event
weekly
• Perform Cost/Benefit
Analysis of each event
• Generate Cost/Sales
Report after each event
• Short-term: Create a
functional calendar,
timeline, and tracking
system within one year.
• Long-term: Ongoing
expansion of calendar,
timeline, and record of
conference attendance.
Mitigate risks generated by
current (none-sound, none-
timely) business practices.
• Tracking frequency of
decisions made by leaders
w/out input of staff, and
associated risks
• Tracking frequency of
communications: e.g.
meetings, emails, phone
calls
• Short-term: Full transfer of
knowledge between leaders
and staff
• Ongoing: Consistent
communication btwn
leaders and staff
• Short- and Long-Term:
Implement a team decision-
making approach
17. End-State Goal Metrics Target
Base forecasts of
projected sales on
objective data.
• Collecting and having
available data on a
monthly, quarterly, and
annual basis
• Part of reports
• Ongoing: Collecting the
data that will go into all
reports
Long-term: Use data to
inform, project figures,
and make sound
business decisions and
strategies
