marketing plan 4 a social enterprise
DESCRIPTION
Marketing plan 4 a social enterprise in SerbiaTRANSCRIPT
Marketing plan 2014/2015/2016
In Centar @ Glance
Who we are: a unique social business platform in Serbia, that spreads corporate social responsibility values by creating a generation of 21st century social entrepreneurs
Mission: sustainable entrepreneurship without borders in ideas, space and knowledge
Brand promise: individuals & organizations with smart & inclusive entrepreneurship ideas, capable to respond to economic and social challenges
Brand positioning: creating x-sector partnerships via shared working space &financial support in brand umbrella form; main IN Centar brand + co-brands
(sub-brands) for each of the programs to enhance expertise in 5 core service
pillars
2
Educational Programs
Co-working
Office
4 Rent
Business Incubator
Virtual Office
3
In Centar @ Glance (2)
Competitive advantage:
Clear business views towards social entrepreneurship, synergy between sustainability and profitability
In Centar income from sales of commercial services re-invested in personal/professional development of individuals/organizations, growth of their entrepreneurship potential and social businesses
Accessible, affordable and inspirational space in the heart of old Belgrade
Focal point for civil, business and public sector for spreading of corporate social responsibility values and building of healthy inclusive society
USP: individuals, NGOs and other clients get “one stop shop” service model that helps them to develop and implement their sustainable (social) business
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Current Situation Analysis - Macro Perspective
Draft Law on social entrepreneurship and employment in social enterprises pending by the regulators (Ministry of Labor, Employment and Social Policy)
Civil society organizations criticism placed on the misbalance in the overall approach; instead of fostering entrepreneurship amongst vulnerable groups, the social component prevails
The state and its agencies can define who are social entrepreneurs, via selective, narrow, self-defined criteria
Social entrepreneurs should transfer part of their profits to a special state fund, which can be even treated as a para-fiscal charge! Besides, state officials should conduct trainings for employment/development of social entrepreneurs, as well as to decide about state subventions in that area. Instead of entrepreneurship, state protectionism prevailed.
Line Ministry should be Ministry of Economy, in order not to burn-out the core idea, expressed in social entrepreneurship 5
Current Situation Analysis – Market Place
Very high unemployment rate of 24,1% (June/2013),
even worst in youth population which exceeds 50%
Labour market demand for ICT and intellectual services (e.g. consulting, lawyers, designers, financial consultants, business planers, Bloggers, independent associations, NGOs)
Serbia is 4th ranked amongst the oldest world populations (16% of citizens are >65y)
Large scale of various vulnerable groups, with limited access to the labour market
(e.g. refugees/internally displaced persons (60k), persons with disabilities (800k), youth 15-24y,
women, older citizens 50-64y)
No main competition (direct/indirect) to the brand/project,
competitors in 5 main pillars mapped
* Source: FREN (2010), research paper “Position of vulnerable groups in the labour market’
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SWOT Analysis for In Centar
One stop shop for entrepreneurs
Sustainable social enterpreneurhip model based on coathing, education and continuos
support
Accesable, affordable and inspirational business space 4 ALL
Recruitment of people who share the values of social enterprise
Focal point of CSR oriented companies
Civil/Business/Public sector multi-engagement in fostering social
entrepreneurship ideas and inclusive society
Curbing of unemployment in vulnerable groups
Collaboration with business sector to overcome fees due to unemployment
of persons with disabilities
Building up a wide network of referral partners, and
advertise/advocate through this network
Low penetration of successful social entrepreneurship ideas in Serbia
Strong advocacy needed to explain core mission & vision
Making the transition to employment can be difficult for people who face barriers to working
Competent Law might impose state protectionism in social entrepreneurship and “kill” the business inside
General apathy amongst unemployed population & vulnerable groups, causes lack of energy/scepticism to make a new start or further to educate
People who are excluded from the labour market may be less productive than others
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Porter’s 5 Forces Analysis for Serbian Social Entrepreneurs & IN Centar
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1. Threat of potential entrants – low to medium
- Business oriented NGO’s are rare- Unique combination of one stop shop services for entrepreneurs, social inclusion and business CSR-Foreign grants keen to support sustainability and employment, which might bring other entrants in the mid term
2. Treat of substitutes – low to medium- State may impose regulations with the Law on
social entrepreneurship, thus reducing real income and monopolising both educational service and financial support in the area of social entrepreneurship
3. Supplier power (service & materials providers) – medium- Need to be highly accountable on expenditures; always looking for optimization/operational efficiency -Suppliers might be turned into sponsors or partners (advertising, promotion, volunteerism)-Collaboration with NGOs may achieve optimization of resources-Volunteers can become the biggest advocates/partners, achieving reduced supply power
4. Buyer power – high- High unemployment both amongst broad population and vulnerable groups- CSR oriented companies are looking for long-lasting partnership with social entrepreneurs
5. Competitive rivalry – medium- Direct competitors- Indirect competitors
IN Centar Developing & Growing Model
DreamingBuilding awareness of IN Centar as focal point for entrepreneurship 4 ALL, through web site and social media
- Motivation
- Self Assessment
- Idea Generation
- Idea Formation
ExploringPilot phase, researching market for potential customers, testing feasibility of services in reality
- Feasibility
- Business planning
- Pilot
GrowingExpansion to new markets, enhancement of current services, additional equipment & capacity
- Plan Growth/Scale
- Implement Growth/Scale
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Starting upBuild enterprise and management capacity, moving towards stability and success in initial market- Launch- Survival- Profitability
Y 2000
Y 2013
Y 2014
Y 2015
Getting to Know IN Centar Market
Segmentation: potential customers for In Centar are ALL types ofentrepreneurs and/or people with entrepreneurial spirit.
Targeting: social entrepreneurs, freelancers, vulnerable groups andCSR oriented companies, as customers In Centar wants to focus onexclusively, based on capabilities and social objectives
Positioning: service to be perceived as inclusive entrepreneurship andcreation of a new generation of social managers
Core strategy:
1st year – advertising of 5 pillars,
2nd year – advertising of most profitable pillars + In Centar as umbrella brand
3rd year – advertising of In Centar brand only10
In Centar Customers/Prospects
Customer profiling:
Equally Men & Women
Mid-to lower income (Group A: 200-450€, Group B: 450-800€)
Educated generation with high technical proficiency*, open 4 new opportunities/collaboration, keen to risk in order to get (Group A: 25-35, Group B: 35-45y)
Both Social & Socially responsible person*
Most profitable customer groups require aggressive Mkt approach:
Professional Associations (Ass. of Business Consultants, Union of Employeers, etc)
Consulting agencies, including experts/freelancers
Civil society/NGOs (special focus on NGOs of persons with disabilities)
Micro companies offering high-tech services
Foreign Rep. offices
CSR oriented companies
Recognisable characteristics a typical profitable customer: high education, independency, movability, ability to keep OPEX low, sellers of intellectual services, trilled with service capability rather than brand
High upselling potential with achieving service excellency
* Sales drivers, with higher profitability potential
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Stakeholders’ Mapping
Primary
• CSR oriented companies
• Ordinary entrepreneurs
• Social entrepreneurs
• Civil society org’s
• Vulnerable groups
• Professional associations
• Edu-institutions
• Consulting agencies, foreign business consultants
• Freelancers
• Lawyers
• Students
Secondary
• Local governments, institutions (municipalities, City of Belgrade, Belgrade City Centre for Social Entrepreneurship)
• Media
• Agencies (e.g. PR/Events, Serbian & Belgrade Tourist Organisation)
Tertiary
• Public institutions (e.g. ministries, various agencies)
• International organisations (e.g. OSCE, UNDP, UN)
• Funds and donors (e.g. IFI’s, Embassies, think-tanks, foreign Foundations)
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In Centar Stakeholders’ Mapping vs Level of Influence
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Keep satisfied (prospects)
• Ordinary & social entrepreneurs• Foreign & domestic consulting
agencies/consultants• Freelancers• Lawyers • Professional associations• Edu-institutions
Engage Closely & Influence Actively
• CSR oriented companies• Civil society org’s• Local government institutions &
organisations
Monitor activities
• Public & state institutions • International organisations • Funds & donors
Keep informed
• Vulnerable groups• Students • Media • Agencies
Low Interest High
High
Power
Marketing Strategy – the Integrated Communications Plan
Product: In Centar has the most comprehensive portfolio focused on services for social entrepreneurs, acting as one stop shop
Price: measured in terms of IN Centar operational costs, trust/satisfaction for donors and inclusion rate for vulnerable groups. Low competition segments will become source of revenues; albeit below competitors pricing policy for high competition segments
Place: located in Belgrade downtown, with large/warm/functional space, which satisfies all accessibility standards, providing VIP office, Board, Educational and Conference rooms, with modern office facilities
Promotion: Each pillar will posses separate communications plans based on targeted customers. After market positioning, IN Centar will sell more via brand than sub-brands/service pillars
Process: well-developed website and support via social networks. Soft collection of customer managementdatabase to help relationship building & x-sell. Due to donor requirements, In Centar has adequate control and finance systems
People: Management team composed from young & creative professionals, dedicated to achieving high quality results in social businesses and development of social entrepreneurship. Ongoing open call for volunteers
Physical Evidence: existence of comprehensive/informative website, social networks profiles, helpline, POS material (distributing @events and partners’ premises)
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Marketing Strategy Efforts 4 In Centar
Capture the target
market attention
Persuade customers
that In Centar can meet their
needs
In Centarappealing in
terms of style
Speaking in a tone & voice that target
market prefers
Distribution through
channels most likely to reach target market
Indication how TG market can
access In Centar services
in most convenient way
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The integrated communications plan: Edu-program (1)
No direct competition mapped in Belgrade (Early bird)
Core edu-programs:
Enterpreneurship
Project management
Business (soft) skills
Extra edu-programs: outsocing trainings/seminars with reputable lecturers (e.g. social media, marketing, finance, presentation/communications skills)
USP: School for Social Entrepreneurs, from idea to own business generation
Source of client acquisition: National Employment Agency, High & Technical school graduates, companies with CSR orientation (e.g. responsible layoffs), OSCE Roma program, Belgrade City Centre for Social Work 16
Communication channels / Edu program
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Direct mailing tailored to the target group (KISS)
Advertorials & PR, endorsers: happy trained customers. Paid communication about services/events/ideas
through non-personal media
Internet campaign on job search sites (pay per click), partnership with head hunting agencies
Viral marketing
POS: extended brochure for the School, leaflet for the program
WoM driven by good customer service
Facebook ads, narrowed target group
Web page search optimization, google ad words
(key word: jobs, entepreneurs, trainings for unemployed citizens)
Documentary movie about School shared via YT & social networks
The integrated communications plan: Coworking (2)
Weak competition mapped in Belgrade; with 2 entrants in preparation. Indirectly, some organisations are offering service together with business incubators and office rent. “One man show” entrepreneurs are not aware of the service, which makes great potential for business generation
3 Core Packages, depending on the lease time:
“24”, daily lease
“24/7”, weekly lease
“24/30”, monthly lease
Target group: all kind of freelancers, designers, ICT & business consultants, translators, lawyers, small NVO’s, independent journalists, bloggers, social network administrators, social entrepreneurs
USP: accessible, affordable and fully equipped modern office accompanied with time-reduction services and transparent pricing policy (oposite to competition)
Source of client acquisition: APR base of micro entrepreneurs in the filed of creative, IT industry, architecture, design , translators, Yellow pages and other types of advertisements, dedicated Facebook profiles
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Communicational channels / Coworking
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Google ads campaign (extensive & long lasting)
Facebook & Twitter ads
Smartphone ads
Cold calling
Advertising on industry specific
web sites (e.g. @designed.rs, @Choomich)
Presentations in associations of
designers, journalists, @Blogomanija
Online & Personal sales: persuasive communication
(face-to-face or via telephone)
The integrated communications plan: Virtu Office (3)
Competition:
Sales via 3 packages:
Basic: company registration, postbox
Dynamic: basic services + bookkeeping, email management, phone management, office 4 rent
Superior: dynamic services + company registration, legal services, SMS info, currier service
Target group: all types of start-up businesses, training service firms, financial consultants, stock brokers, mortgage consultants, rating agencies, marketing/communications consultants, architects, lawyers, chartered accountants, management consultants, bloggers/social networks community administrators, writers, home workers, research analysts can work from their homes
USP: bonding of free professions with philanthropic/inclusive society goals
Source of client acquisition: APR, Yellow pages, community pages on social networks (Facebook) 20
Communicational channels / Virtu Office
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Google ads campaign
Online sales
Internet campaign on specific sites: e.g. Yellow pages, @Novosti-oglasi, @halo-
oglasi (target on defined freelancer professions), simple & eye-catchy banner
with call 4 action
Cold calling of contacts found on
internet & social media
Smart phone ads
WoM
The Integrated Communications Plan: Business Incubator (4)
Indirect competition exists, however questionable re-selfsustainability on the mid run
Within 1st years of operations, Incubator resembles a newly created company andshould pursue marketing concentrated on 3 areas:
Organization of the Incubator
Giving assistance and promotion to residents
Providing promotion & support for the network of companies
Marketing strategies of the companies/inhabitants and Incubator will overlap;resulting in joint promotional campaigns, e.g. Incubator open days as opportunity toaccumulate knowledge about P & S available in the Incubator, besides being anopportunity to build connections between consumers and suppliers
USP: 1st business incubator designed 4 ALL (fully accessible). Besides, reducinguncertainty connected with creating & running a business, constant service support, asense of independence and pride of being the owner
Source of client aquisition: National Employment Agency registrants, AISEC, Youthoffice, Association of Business Woman, Association of SME’s, etc.
Communicational channels / Business Incubator
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Documentary movie with share-ability potential
All kinds of social networks (Facebook, Twitter, LinkedIn, Youtube, Blog) in form of dialogue between In Centar,
customers and potentials
Special price reduction events by all incubator inhabitants
“Open Days” in the Incubator in order to present P&S offered by residents
Direct mailing to micro companies & enterpreneurs
Incubator Newsletter presenting P&S of residents with shared costs
The Integrated Communications Plan: Office 4 Rent (5)
Indirect competition exists, in form of numerous possibilities for office rent,but any of those has a CSR component integrated in the service
Service offer:
VIP office
Board room
Educational room
Conference room
USP: longer cooperation with companies & associations by promoting theirCSR orientation and over-come penatlies for non-employment of personswith disabilities
Source of client aquisition: business organisations with CSR orientation(AmCham, SAM, Naled)
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Communicational channels / Office 4 Rent
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Presentations to business associations
Direct mailing to CSR oriented companies (winners of Virtus, members of BLF and Global compact)
Smart SALES offer during high seasonality (e.g. budgeting time)
Professional photo album of space 4 rent on In Centar social networks + Instagram
Project Pillars vs Brand Enhancement
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Trenizi & Obuke Poslovni inkubator
Zajednički rad Virtu-kancelarija
Iznajmljivanje prostora
Author:
Nataša Krstić, PhD Candidate
Major in CSR, Sustainability, Communications, Marketing
20 years of professional experience in the financial sector services (Eurobank, Unicredit, Raiffeisen, Beogradska banka), Deloitte
Laureate of all major CSR awards in the country:VIRTUS (2008/2009/2010, including contribution on national level), “PRiznanje 2011” by Serbian PR Society, “CSR Company which marked the Decade” by Association of Business Journalists, “Biznis Planet”, “Golden Seal” by Association of Serbian Landscape Architects, CSR company of the Year 2010 by Serbian Chamber of Commerce and “Best of Serbia 2013” by Belgrade Chamber of Commerce.
Leading the NALED CSR certification process for Eurobank, as One & Only certified financial institution in Serbia
Serbian Global Compact networks BoD member (2 mandates, President of the Sustainability Working Group/Serbian Banking Association)
GRI reporting exterience 27
www.linkedin.com/pub/natasa-krstic/b/51/737
@krstic_natasa