2006 1st Place
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The document outlines a strategic plan for the Rainforest Action Network (RAN) to expand its campaigns and membership over the next 5 years. It proposes a "Triple-EX" strategy to 1) expand membership through various marketing efforts, 2) expose Exxon's negative environmental impact, and 3) excel RAN's human resources. Key elements include increasing the annual budget to $5 million, targeting Exxon for its climate change impact, and implementing employee training and benefits programs to reduce turnover. Financial projections estimate growing membership to over 20,000 members and achieving a positive net present value.
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The Membership Lifecycle by Tony Rossell
Three decades of partnering with associations and other membership organizations has given Marketing General Incorporated unique insights into the workings of successful membership growth management.
The people of MGI have drawn on their experience to develop a comprehensive membership marketing model we call the MGI Membership Lifecycle.
The Lifecycle helps organizations appreciate how an integrated membership marketing methodology can increase success in finding and keeping members.
The MGI Membership Lifecycle segments the membership experience into five consecutive steps:
Awareness … when prospects first discover you.
Awareness is developed through targeted messaging and multichannel brand recognition strategies. Go-to-market research and tactical analysis frame awareness campaigns that build recognition and generate new relationships through information exchange and lead generation.
Recruitment … when prospects choose to try you.
Recruitment utilizes many marketing disciplines that are consistently tested to discover the best performing strategies. This merges market segmentation, creative development, and value driven offers to maximize returns in the most cost-effective ways.
Engagement … when new members feel they belong with you.
Engagement is key to high retention rates and sustained membership growth. Successful engagement programs convert new members into active users of benefits and encourage involvement to build member loyalty. Engagement programs are a crucial lead-in to Renewal.
Renewal … when lapsing members decide whether to keep you.
Renewal is a confirmation of the value members feel they have received from their organization. It is a vote of confidence … or no confidence. Renewals are a critically necessary foundation for organizational growth that demand close attention to process and member communications.
Reinstatement … when former members agree to return to you.
Reinstatement programs offer opportunities for lapsed members to reconsider the decision to join when presented with fresh messaging and perhaps new offers. Reinstatements are a regular component of membership growth programs that every organization should have in place to bring the Membership Lifecycle full circle.
The MGI Membership Lifecycle is a framework to design and implement customized solutions that maximize recruitment, engagement, and retention to optimize membership growth.
Improve Membership Marketing Results One Test at a Time
Perhaps the number one mistake in membership marketing is not conducting marketing tests in each promotion. By not testing, organizations sub-optimize the effectiveness of their marketing. This presentation highlights the power of adding marketing tests in membership promotions and highlights high leverage testing opportunities.
ASBC-SVC Member Town hall slides
The document summarizes the agenda and strategic plan discussion from the Membership Town Hall 2021 meeting. The strategic plan for 2021 was developed with input from staff, board, membership, and a strategic planning committee. It focuses the organization's policy priorities on issues related to climate change, infrastructure, a circular economy, and advancing racial equity across all policy areas. Key campaigns and policy focus areas were identified based on membership survey results and the political environment. The organization will take a disciplined approach to campaign planning and evaluation to maximize impact.
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The document proposes a framework for accelerating economic development in Appalachia through collaboration among funders. It involves funders from the Appalachian Regional Commission, USDA Rural Development, and the Appalachia Funders Network identifying and jointly supporting promising initiatives in sectors like food systems, energy, and healthcare to create jobs and build local wealth. The framework's key benefits are seen as increasing the efficiency of investments, aligning objectives, and developing new economic opportunities for the region.
Mkt plan-Veterinary CA
This document outlines the objectives, vision, mission, market trends, and strategic plans of DVM Resources. The key objectives are to increase overall margin by 0.5%, increase brand awareness and sales of Company Brand A by 10%, maximize customer retention for a 15% sales increase, and reduce sales force turnover by 25%. The vision is to be the leading provider of animal health products and services worldwide, and the mission is to develop long term strategic relationships with customers and vendors. Market analysis shows growing demand for pet products and pharmaceuticals driven by more pets being treated like family members. Strategies to meet the objectives include securing higher margin products, evaluating pricing, educating sales reps, and offering promotions tied to margin growth.
DIGITAL STRATEGY EXXON MOBIL ANTHONY JOHNSON
Exxon Mobil has a large target audience but does not spend much on advertising. The document proposes a digital strategy to increase Exxon's online presence and website traffic through improved use of social media platforms like Facebook and YouTube, ensuring the company website provides transparent information, and monitoring website analytics to optimize performance across devices. The goals are to turn detractors into promoters by addressing criticisms and driving more visitors to Exxon's online properties.
Recommended
The Membership Lifecycle by Tony Rossell
Three decades of partnering with associations and other membership organizations has given Marketing General Incorporated unique insights into the workings of successful membership growth management.
The people of MGI have drawn on their experience to develop a comprehensive membership marketing model we call the MGI Membership Lifecycle.
The Lifecycle helps organizations appreciate how an integrated membership marketing methodology can increase success in finding and keeping members.
The MGI Membership Lifecycle segments the membership experience into five consecutive steps:
Awareness … when prospects first discover you.
Awareness is developed through targeted messaging and multichannel brand recognition strategies. Go-to-market research and tactical analysis frame awareness campaigns that build recognition and generate new relationships through information exchange and lead generation.
Recruitment … when prospects choose to try you.
Recruitment utilizes many marketing disciplines that are consistently tested to discover the best performing strategies. This merges market segmentation, creative development, and value driven offers to maximize returns in the most cost-effective ways.
Engagement … when new members feel they belong with you.
Engagement is key to high retention rates and sustained membership growth. Successful engagement programs convert new members into active users of benefits and encourage involvement to build member loyalty. Engagement programs are a crucial lead-in to Renewal.
Renewal … when lapsing members decide whether to keep you.
Renewal is a confirmation of the value members feel they have received from their organization. It is a vote of confidence … or no confidence. Renewals are a critically necessary foundation for organizational growth that demand close attention to process and member communications.
Reinstatement … when former members agree to return to you.
Reinstatement programs offer opportunities for lapsed members to reconsider the decision to join when presented with fresh messaging and perhaps new offers. Reinstatements are a regular component of membership growth programs that every organization should have in place to bring the Membership Lifecycle full circle.
The MGI Membership Lifecycle is a framework to design and implement customized solutions that maximize recruitment, engagement, and retention to optimize membership growth.
Improve Membership Marketing Results One Test at a Time
Perhaps the number one mistake in membership marketing is not conducting marketing tests in each promotion. By not testing, organizations sub-optimize the effectiveness of their marketing. This presentation highlights the power of adding marketing tests in membership promotions and highlights high leverage testing opportunities.
ASBC-SVC Member Town hall slides
The document summarizes the agenda and strategic plan discussion from the Membership Town Hall 2021 meeting. The strategic plan for 2021 was developed with input from staff, board, membership, and a strategic planning committee. It focuses the organization's policy priorities on issues related to climate change, infrastructure, a circular economy, and advancing racial equity across all policy areas. Key campaigns and policy focus areas were identified based on membership survey results and the political environment. The organization will take a disciplined approach to campaign planning and evaluation to maximize impact.
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The Director of the GL-CRSP, Dr. Montague Demment, introduces the GL-CRSP "End of Program Conference" in Naivasha, Kenya. The presentation provides an overview of GL-CRSP achievements, lessons learned, and conference objectives.
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The document proposes a framework for accelerating economic development in Appalachia through collaboration among funders. It involves funders from the Appalachian Regional Commission, USDA Rural Development, and the Appalachia Funders Network identifying and jointly supporting promising initiatives in sectors like food systems, energy, and healthcare to create jobs and build local wealth. The framework's key benefits are seen as increasing the efficiency of investments, aligning objectives, and developing new economic opportunities for the region.
Mkt plan-Veterinary CA
This document outlines the objectives, vision, mission, market trends, and strategic plans of DVM Resources. The key objectives are to increase overall margin by 0.5%, increase brand awareness and sales of Company Brand A by 10%, maximize customer retention for a 15% sales increase, and reduce sales force turnover by 25%. The vision is to be the leading provider of animal health products and services worldwide, and the mission is to develop long term strategic relationships with customers and vendors. Market analysis shows growing demand for pet products and pharmaceuticals driven by more pets being treated like family members. Strategies to meet the objectives include securing higher margin products, evaluating pricing, educating sales reps, and offering promotions tied to margin growth.
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Exxon Mobil has a large target audience but does not spend much on advertising. The document proposes a digital strategy to increase Exxon's online presence and website traffic through improved use of social media platforms like Facebook and YouTube, ensuring the company website provides transparent information, and monitoring website analytics to optimize performance across devices. The goals are to turn detractors into promoters by addressing criticisms and driving more visitors to Exxon's online properties.
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Inside Shell: Presentation
This document outlines a proposed digital communications strategy for Shell. It identifies challenges such as critics and past campaigns. The proposed solution is a campaign called "Inside Shell" that would use a landing page, prevention toolkits, info updates and infographics to showcase how Shell is protecting the environment, meeting energy needs, creating technology, and more. It would feature profiles of Shell experts and be promoted through a press conference, social media ads, and blogger outreach with the goal of changing public perception. The recommendation is to engage boldly and come out of Shell's shell to tell its story to the world.
Shell presentation
Shell is one of the private players allowed to market transportation fuels in India since 2002. It focuses on marketing petroleum products and does not have refining capabilities. While NOCs face issues like fuel adulteration and outdated infrastructure, Shell provides quality fuel and world-class infrastructure at its retail sites. It promotes its fuel brands and aims to generate customer loyalty through membership programs and social media engagement. Shell also focuses on sustainability and CSR initiatives to create positive brand equity.
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Exxon Mobil Corporation was formed in 1999 through the merger of Exxon and Mobil, which both originated from Standard Oil which was broken up in 1911. Standard Oil had formed in 1870 and grew through acquisitions until its antitrust breakup. Exxon Mobil operates as a functionally organized conglomerate with separate divisions for exploration, production, refining, marketing, and research, working together under the parent corporation's leadership.
Shell
Shell has over 100 years of history in the region. The report provides details on Shell's mission to meet energy needs in economically, socially, and environmentally responsible ways. It discusses Shell's vision to reinforce its position as a leader in oil and gas while providing competitive shareholder returns and meeting global energy demand responsibly. The report also gives a brief overview of Shell's worldwide and Pakistan-specific history, organizational structure, products/services, pricing, market trends, and current marketing strategy in Pakistan.
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This document provides an overview of ExxonMobil, the world's largest publicly traded international oil and gas company. It discusses ExxonMobil's history and business portfolio, including its upstream, midstream, and downstream operations. The document also includes a PESTEL analysis, SWOT analysis, Porter's Five Forces analysis, and BCG matrix analysis of ExxonMobil's various business segments. Key points covered include ExxonMobil's strategic acquisitions and divestitures, joint ventures, resources and capabilities, and corporate strategy focused on its upstream business.
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Exxon Mobil is an integrated oil and gas company headquartered in Irving, Texas. It explores for, produces, transports, and sells oil and gas and manufactures petrochemicals worldwide. Exxon Mobil operates in upstream, midstream, downstream, and chemical segments across over 30 countries. As the world's largest publicly traded international oil and gas company, Exxon Mobil faces risks from global economic, political, and environmental factors that influence oil and gas supply and demand.
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2006 3rd Place Peking University
RAN, an environmental NGO focused on rainforest protection campaigns, needs to adapt its strategy due to a changing environment. It is recommended that RAN launch a "Rainforest-Friendly" product labeling and ranking system to transform its business model from a conventional campaign approach to a more collaborative and knowledge-based operation. A multi-year plan is outlined to develop and promote the system within various industries to generate new funding sources and strengthen RAN's influence over time.
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More from McGill Management International Case Competition
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Cirque du Soleil proposes a three-pronged strategy of analyzing, negotiating, and expanding by partnering with Royal Caribbean cruise ships to perform resident shows. This would allow Cirque to enter the European market and leverage Royal Caribbean's large theater spaces on its cruise ships. The strategy involves negotiating a deal with Royal Caribbean to produce two new shows and have Cirque perform on two Royal Caribbean ships by 2014. This partnership would provide sustainable growth opportunities for both companies and increased revenues for Cirque du Soleil.
MMICC 2010 - USC
The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
MMICC 2010 - WSH
Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
MMICC 2010 - SFU
The document outlines Cirque du Soleil's strategic expansion plans into new markets like Macau, France, and Alegria arena shows. It discusses moving the Alegria show into arenas in Europe, expanding into the attractive French market through a partnership with Disneyland Paris, and continuing growth in Macau through the successful Wynn partnership model. Financial projections show strong returns from expanding into these new areas. The strategy aims to diversify Cirque's business model by utilizing arenas and new geographic regions to ensure future growth and stability.
MMICC 2010 - UCB
Cirque du Soleil is considering three recommendations to expand its business: 1) Expand resident shows through partnerships with MGM in new cities like Macau, Abu Dhabi, and Atlantic City. 2) Develop a nightlife business called "Soleil by Night" in areas with Cirque shows. 3) Launch a reality TV show called "The Artiste" to build its brand among new demographics. The recommendations aim to grow the resident show segment, increase spending per consumer, and attract new fans while maintaining Cirque's creative values.
MMICC 2010 - MCG
The document discusses recommendations to improve Cirque du Soleil's financial sustainability by diversifying its revenue streams. It recommends expanding resident shows to cities like Paris, Hong Kong, and Shanghai. It also suggests partnerships with Disney and developing a Wii game and brand extensions. Implementing these recommendations from 2010-2016 would increase Cirque's revenues by $12.2 to $24.5 million annually.
MMICC 2010 - NUS
The document discusses Cirque du Soleil's strategic plan to expand globally and deliver new forms of creativity through multisensory experiences. It analyzes expanding to London and Singapore through resident and arena shows while partnering with local organizations. It also considers developing an augmented reality platform through a technological partnership to create interactive performances. Financial projections show higher revenue and profits through this approach compared to focusing only on big top shows.
MMICC 2010 - 3rd Place - PEN
Cirque du Soleil should pursue new programs, partners, and places to extend its experience and drive growth. It should continue touring and resident shows while launching a nightclub experience and flagship theater. Expanding successful partnership models to hotels and introducing corporate sponsors for tours can further growth. Global expansion to cities like Dubai, Sydney, Berlin, and London will also push creative frontiers and profits. Pursuing the right programs and partners in new places can sustainably grow Cirque du Soleil.
MMICC 2010 - 1st Place - THM
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
MMICC 2010 - 2nd Place - HKU
Cirque du Soleil is considering expanding into Asian markets like China through touring shows, limited-run shows, resident shows, and partnering to develop resorts. A resort in Shanghai is recommended to diversify revenue and tap new opportunities in emerging Asian markets with strong economic growth and an increasing affluent population. Financial projections estimate the Shanghai resort partnership could generate over $100 million in annual profit within 5 years.
MMICC 2009 - 3rd Place - UC Berkeley
The document summarizes a consulting firm's presentation recommending strategies for Exeter Consulting to increase growth. It recommends that Exeter expand its education practice domestically and globally in India, create an energy sector focused on renewable energy, and restructure internally to support these initiatives. Over 5 years, this strategy is projected to more than triple Exeter's revenue growth rate and establish new long-term client relationships.
MMICC 2009 - 2nd Place - NUS
Exeter aims to expand its business by taking on new clients and projects in education. Its overall strategy involves enabling education through two initial projects with Tulane University and a large private university. It will then expand into India by opening an office in Bangalore and targeting private and public higher education clients. Exeter expects this strategy to significantly increase its growth rate and provide a net present value of over $12 million. It will implement this strategy over two phases from 2009 to 2014, first focusing on the two education projects and then expanding its operations and team in India.
MMICC 2009 - 1st Place - USC
The document discusses Exeter Consulting's strategy to engage current clients, enhance operations, and expand domestically and internationally over the next few years. It recommends focusing on the healthcare and higher education industries in the US and India. Key initiatives include strengthening project management, aggressively recruiting new talent, and opening new offices in San Francisco and Mumbai. Financial projections estimate $255-489 million in total revenues through 2014 depending on project success.
MMICC 2009 Rules Briefing
This document outlines the rules and procedures for the MMICC 2009 case competition. It details:
1) The appeals committee that will address any rule interpretations is composed of members from different participating regions.
2) Teams will make two presentations to different judging panels - once in the morning and once in the afternoon. Presentations are limited to 20 minutes plus 10 minutes of Q&A.
3) Teams can only use the provided materials and resources during their preparation time and presentations. Outside assistance, technology, or materials are prohibited.
4) Judges will rank the top teams after deliberations following all the presentations. Advisors cannot assist teams once they receive the case until after their second presentation is complete
2006 1st Place Thammasat University
The document outlines a strategic plan for the Rainforest Action Network (RAN) to expand its campaigns and membership over the next 5 years. It proposes a "Triple-EX" strategy involving expanding membership through various marketing efforts, exposing Exxon's environmental damages through fact-finding alliances, and excelling human resources through training and compensation programs. The plan sets objectives to increase membership 15% annually and broaden campaigns from rainforests to climate change issues. A timeline, financial projections, and assumptions are included to support the 5-year goals.
2007 3rd Place
The document discusses strategies for Shimano, a Japanese bicycle component manufacturer, to increase revenue and efficiencies. It identifies opportunities to capture more market share in climbing gear, diversify product lines, and optimize supply chain management through a new production facility. Recommendations include hedging currency risk, pursuing ISO certifications, and expanding marketing efforts globally.
2007 2nd Place
Sygma Consulting provided recommendations to Shimano on achieving growth while sustaining its dominant market position in bicycle components. The recommendations were to target growth in emerging markets like China by capitalizing on the 2008 Beijing Olympics, expand its product line into cross-country ski bindings, and implement a "tribal marketing" strategy to support enthusiast communities. A timeline outlined plans for the China strategy from 2006-2010 and product diversification from 2007-2010. The recommendation aimed to leverage Shimano's strengths in precision manufacturing and brand reputation to enter higher potential markets in a manner aligned with its environmental and quality values.
2008 2nd Place
The document outlines E+Co's vision and plans to increase its impact and scale of operations significantly by 2020. The key points discussed are:
- E+Co aims to increase its customer base from 3 million to 100 million and entrepreneur reach from 3 million to 42,235 by 2020.
- To achieve this, E+Co plans to increase the number of entrepreneurs it works with, attract more funding from various sources including carbon markets, expand to new geographical markets and sectors like water, while maintaining a strong business model and learning culture.
- The implementation plan outlined timelines and approaches for increasing entrepreneurs, funding, expanding globally and entering the water sector between 2008-2020 to achieve the ambitious vision and targets.
2008 3rd Place
E+Co is an organization that provides energy services and invests in small and medium enterprises (SMEs) in developing countries. The document discusses expanding E+Co's operations by increasing its investments in SMEs, especially in Africa, to serve more people while achieving strong financial returns. It proposes hiring local ambassadors to promote E+Co's services and recruit new entrepreneurs in rural areas. The strategies aim to empower local communities through sustainable enterprises while staying aligned with E+Co's mission.
2008 1st Place
Thammasat Consulting Group provides a summary of their business background and situational analyses of energy access in Africa and India. They identify issues in these markets and objectives to increase environmental/social impact. Strategies proposed include the Path Finding Strategy to invest in sub-Saharan Africa, the Peacock Strategy targeting reduced coal use in India, and the Fund Raising Strategy to generate more funds. Financial projections estimate $36 million cash available for investments by 2020.
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2006 1st Place
- 2. The Rainforest Action Network Manita Sirunya Tarin Chananun T HE H IGH T IMES
- 3. Company Profile Market Analysis Issues & Objectives Recommendations Time Line Financial Justifications Key Success Factors Conclusion T HE H IGH T IMES
- 4. Company Profile RAN: The Rainforest Action Network Mission: to protect the Earth’s rainforests and the rights of their inhabitants. Previous Success: Home Depot stop exploiting wood from old forest Citigroup deny funding extractive industries Member: 10,000 Annual Budget: $ 2.4 million Currently Old Growth Campaign Global Finance Campaign Jumpstart Ford Campaign Corporation to change Private policy Target
- 6. Market Analysis Most Promising Target III. Critical Environmental Issues Source: Compas for Health, Canada (March 2002) Trend towards Climate Change II. US Demographics Source: US Census Bureau 2002 Age Group Population (in thousand) Annual Income 15-24 6,611 27,828 25-34 19,055 45,330 35-44 24,069 53,521 45-54 22,623 59,021 55-64 16,260 47,203 65> 22,659 23,152
- 7. Current Position & Ultimate Objective Focusing on the Rainforest related campaign with the annual budget of US$2.4Million in 2004 Broaden the Campaign Scope ranging from Rainforest to Climate Changes with the total annual budget of over US$5Million in 2009 Current Position Ultimate Goal in 5 years
- 8. Issues to be solved… ISSUES OBJECTIVES Financial Limitations on Project Funding Increasing Difficulty in Targeting Company Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Identify the highest probability of success and most Influential Target available Develop proper Training program and value enhancement for employee
- 9. The Triple-EX Approach Triple-EX Strategy OBJECTIVES Financial Limitations on Project Funding Increasing Difficulty in Targeting Company Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Identify the highest probability of success and most Influential Target available Develop proper Training program and value enhancement for employee
- 12. Expose Exxon Triple-EX Strategy OBJECTIVES EXPAND Membership Base Increasing Difficulty in Targeting Company Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Develop proper Training program and value enhancement for employee Identify the highest probability of success and most Influential Target available
- 14. Expose Exxon: Alliance Support Exxon’s Damages to Environment Finding Strategic Alliance ? Potential Strategic Alliance
- 15. Excel Human Resources Triple-EX Strategy OBJECTIVES EXPAND Membership Base EXPOSE Exxon Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Develop proper Training program and value enhancement for employee Identify the highest probability of success and most Influential Target available
- 17. Timeline Expand Magazines Direct Mailing Event Marketing Expose ExposeExxon Excel Welfare Training Program Value Enhancement Network Expansion
- 18. Membership Base 20,038 members
- 19. Budget (figures in $) Revenue $5,163,433 Budget $5,128,544
- 20. Cost Estimation (figures in $) Total Cost in 5 Years $5,357,947 Financed by: Member Support and Public Donation NPV $778,787
- 21. Key Success Factors Strategic Alliance Human Resource Financial Support
- 23. Thank You
- 26. Pro Forma Income Statement (figures in $)
- 27. Assumptions on Income Statement
- 28. NPV Analysis
- 29. Cost Assumption
- 30. Market Share