Outward Bound Adventures (OBA) is a nonprofit organization that provides outdoor experiences and self-mastery skills training to underserved youth. Due to a merger with Outward Bound ending, OBA must rebrand and establish its independence. The strategic plan proposes rebranding simply as "OBA" to clarify its separation from Outward Bound. It also recommends updating OBA's mission, vision, and programs to expand its geographic focus and better serve youth and families. To address organizational weaknesses, the plan suggests hiring a Business Unit Director to oversee daily operations and develop new revenue streams, as well as a part-time Development Manager to assist with fundraising.

1. Outward Bound Adventures,dba OBA Inc.* Nature-Based Experiences and Self Mastery Skills for Underserved Youth The “New OBA” Strategic Plan By Wendell E. Hall Natural Knowledge, LLC January 2010 * OBA is a 501(c)(3) private non-profit charitable organization

2. Who?

4. http://www.linkedin.com/in/MotherNatureMarketing

5. http://www.facebook.com/MotherNatureMarketing

7. Community Service Bio Board Member, Heart of a Warrior Charitable Foundation (2007 – Present) Executive Director/CMO, Heart of a Warrior Foundation (2007 – 2009) Safety Committee Member, Outward Bound (2006-2009) Course Leader, Outward Bound Adventures (1997-Present) Board of Directors, Outward Bound Adventures (1997-2008) Instructor and Mgmt. Committee Member, Sierra Club-Angeles Chapter Wilderness Training Course (1999-2006) CPR/First Aid Certification Coordinator, Sierra Club-Angeles Chapter (2001-2005) Volunteer Leader and Indy Board “Committee” Member, Young Life Inc., (Cumulative 18 years of service in 4 Cities) - Indianapolis, IN / Dallas, TX / Chicago, IL / Pasadena, CA

8. For More Info See www.WendellHall.vpweb.com

9. Also Check Out My Blog at http://wendellhall.wordpress.com/

10. OBA Situation Assessment OBA is virtually a 50 year old local LA institution providing outdoor education and experiences to local underserved youth In 2006 OBA agreed to merged with OB As part of the merger agreement an “unwind” provision was created in the event that the 2 cultures were not compatible In November 2009 OB exercised the unwind provision

11. As of December 31, 2009 we are on our own “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” -- Winston Churchill

12. The OB Unwind = Opportunity Our separation from OB creates uncertainty and stress, but opportunity to: Strengthen the OBA brand Correct frustrations from the past Incorporate best practices from OB Serve our audience our way, unencumbered Emerge better and stronger than ever

13. Time Critical Needs

14. A History of Successful Re-branding Rebuilding the Brand is Job #1 Kentucky Fried Chicken KFC Pittsburg Plate Glass PPG Southwestern Bell SBC Gatorade - currently in “transform” process G

15. Who Should We Become… Outward Bound Adventures (dba,OBA) Becomes…… Simply branded as… OBA “Now New and Improved”

16. Rationale For Rebranding Negatives of “OBA” Brand Positives of “OBA” Brand Some in LA/Pas. remember what OBA stands for “Outward Bound” has high name awareness and broad recognition OBA already has local and outdoor brand awareness New audience, no ties to the original name Eliminates confusion between us and OB Reduces the need to explain the separation from OB “dba, OBA” is cumbersome OBA is crisp and memorable Clear, single communication message Simplifies branding efforts

17. How to Answer OBA Questions… Q- What does “OBA” stand for? A- We were founded as Outward Bound Adventures 50 years ago Q- Are you a part of Outward Bound? A- NO Q- Were you formerly part of Outward Bound? A- Yes, but not currently Q- Does “OBA” stand for anything now? A- Yes, we are still “Outward Bound Adventures”

18. Immediate Rebranding Communication Steps (First 60 Days)

19. Example of Effective E-Blast Strategy

20. Example of a Good Website

21. Example of Contemporized Logos ?

22. Strategic Messaging For the “NewOBA”

23. “New OBA” Vision Vision: OBA will be known for service to diverse underserved youth and their development into responsible, participative and productive leaders and citizens of the world. OBA will teach youth to care for natural environments and social communities in-need around the world, because we are all part of humankind in an interrelated, bio-diverse global community.

24. OldOBA Mission Purpose -- dedicated to providing challenging outdoor environmental experiences to urban youth. Community – provide multi-ethnic, low-income students in Los Angeles area inner cities with year-round programs of challenging outdoor environmental learning activities. Education -- using mountain, dessert, coastal tide pools and other locals as tools to educate youth about the natural environment and outdoor careers Self-esteem -- challenge youth to learn more about themselves through adventure experiences. Not to be read now. For reference only.

25. “New OBA” Mission Mission: OBA is the community service organization that serves underserved urban youth in Southern California and other select cities, and their families, by promoting self empowerment, dignity, accountability, community commitment and environmental stewardship. By seeking to establish deep relationships with participants, OBA strives to advance cultural, class and ethnic diversity and ensure equal access and opportunity for all to enjoy wilderness environments. Furthermore , OBA will upgrade student academic, social and self mastery skills that are applicable in all aspects of life, including: school, professional, outdoors, as well as in their home communities.

26. “New OBA” Purpose Purpose: To serve underserved urban youth and their families, to promote self empowerment, to inspire personal accountability, to teach a greater appreciation of the wilderness, self, family and community through meaningful contact with and exposure to nature.

27. “New OBA” Positioning Brand Statement: For underserved urban youth OBA is the fun, adventurous way to develop into productive peer community leaders and responsible citizens of the world. Brand Promise: Through use of outdoor environments, OBA will create experiences and build relationships that will positively impact participant’s lives.

29. Teach basic resource management, conservation and ecological concepts.

30. Promote teambuilding and leadership skills.

32. Family Communication Skills

33. Group Functioning

34. Family Goal Setting

35. Family Bonding

36. Cultural Celebrations

37. Employment and Life Skills

38. Job Readiness Preparation

39. College Prep

40. Outdoor Career Exposure

41. Fund Raising

44. Charismatic Leader

45. Strong Community, Local Govt. relationships and So Cal Outdoor Connections

46. Eco-Scientist Leadership

47. Large Alumni Following

48. Strong, Proven Programming

49. Proven Fee-for-Service Model

51. Weak Economy for Development

52. No Board Members with Direct Company Financial and/or Media Resources

54. Community, Local Govt. relationships already in place

55. Plan to Relaunch OBA

57. Crowded Social Service field vying for reduced dollars

59. Mitigation of Weakness/Threat As noted in the SWOT we depend on the ED for most of the elements ED is spread too thinly A Two Part Solution….

61. Oversee Day-to-Day Ops

63. Manage all Financials

64. Special Reports per Board Requests

65. 30%

66. 15%

67. 30%

68. 10%

69. 10%

71. Donation Campaigns

72. Grant Writing

74. Revenue Sources Corporate & Major Donor Philanthropy Disadvantage – Extremely weak economy Fee-for-Services (Client Agencies) Effective source of revenue but diminishing returns Donation Campaigns OBA friends are loyal but not significant givers Grant Writing Major grant giver portfolios are extremely depressed Annual Fund Raising Events Unproven and risky Plus -- A New Revenue Stream

76. Recommendations Immediately close gaps left by the unwind Board development that adds members that can activate financial resources Activate the BUD Strategy to oversee critical operating and marketing needs Employ a part-time development mgr. Activate the “Sister Co.” concept ASAP

77. Questions? Discussion?

78. Take 10: Intermission

79. Welcome back to… A New Presentation Clear your mind of the prior presentation. Think “NEW”.

80. OBA Gets a “Buddy”… Now it Needs a “Sibling” Introducing… The“NewCo” Concept

81. THE BUSINESS CASE

82. The “NewCo” Concept “NewCo” is merely a placeholder for the company name that will be chosen One of NewCo’s main purposes is to generate revenue that will help to financially support OBA The purpose/mission will be clearly stated in all marketing communications for transparency and altruistic appeal NewCo may be a for-profit or a non-profit company, depending on the analysis of tax favorability vs. profit upside NewCo board will be the Newco CEO, the OBA ED and an OBA interlocking directorate (a small subset of OBA directors, probably 3 to 5)

83. The “NewCo” Concept Continued NewCo will target adults, age 18 to 60, that have a love for active outdoor experiences, with financial means NewCo will offer vacation Excursions Excursions will be multi-day trips to compelling outdoor locations Locales will be in attractive eco-vacation destinations or challenging outdoor experiences Excursions will be non-technical Excursion will rely on a supply chain of professional outfitters or guides as contractors

85. Not include extreme conditions

87. Example #2 - BAWT & CFC

88. STRATEGIC MESSAGING

89. The “NewCo” Vision NewCo will be widely known as the outdoor excursion and eco-tourism outings provider that offers a variety of the most fulfilling outdoor experiences that delight adult vacationers.

90. The “NewCo” Purpose & Mission Mission: NewCo will provide unique outdoor vacation experiences for its clients while generating revenue that supports OBA’s “unrestricted” financial needs for operations, overhead and programming. Purpose: If For-profit: To provide a reasonable return to investors/owners To provide incremental funding to support OBA operations in serving underserved youth and their families.

91. The “NewCo” Brand Position Brand Statement: For adventure vacationers NewCo will add unparalleled comfort and convenience to the outdoor experience without robbing them of their outdoor adventure. Brand Promise: We will be the outdoor concierge for adventure vacationers.

93. Tactics

95. Prices will be within 15% of market pricing for similar programs

98. Trekking Toward New Horizons

99. Walkabout for Kids

100. Bright Sunrises ExcursionsOption: We could operate under the Natural Knowledge, LLC banner initially New ideas for names WELCOMED!

101. Business Startup Processes Select Name Incorporate Logo Design Phone System Website/Email/Domain Printing (business cards, letterhead/envelopes, signage, etc.) Bank Account(s) Board Development (Interlocking) Secure Startup Financing Augment Business Plan Finalize Marketing/Media Plan Develop a rolling 2 year Excursion Program schedule Vet the supply chain and test programs Contract Supplier services and deliverables Execute Media Strategy D&O and Liability Insurance

102. Program Goals Conduct 12 Excursions in the first 12 months working up to 18 per year by year 2 …or 36 by year 5 Define and vet the supply chain to support each type of excursion in year 1 Have 2 suppliers for each excursion type by year 3 Generate $33k for OBA in year 1… growing to $135k by year 3… $200k per year by year 5 Establish at least 3 promotion partners that supplies appealing products and/or services by year 1 Establish a relationship with at least 1 “trusted” travel agency partner to recommend to our clients for their travel plans before operations begin

103. Year 1 P&L - Lo/Med/Hi12 Mo. Forecast Based on trips at avg. $2,500 per Est. no “Multiple Trip Discounts” yr. 1 Based on trips at $1,000 GP Margin Based on avg. $1500 Cost $500 retail value, at 50% wholesale cost Seed money needed for CPC advertising Based on trips at $1,000 GP Margin . Add’l. investment (See Budget Details in the Appendix) Target 20% of PC for Salaries. . Estimate of 28% Tax rate after deductions . 100% of PBT to OBA up to $200,000, then a percentage over the target.

105. Based on cost reduction from yr 1 to $1200 per person

106. Minimum seed money needed (CPC)

107. Increased GP Margin to $1,300 per trip

108. See Budget Details in the Appendix.

111. Final Thought "The point of…being an optimist, is to be foolish enough to believe the best is yet to come." -- Peter Ustinov

112. Appendix .

113. Year 1 Budget

115. As the crow flies the distance between Mexico and Canada is over 2,500 miles

116. The PCT crosses the world-famous San Andreas Fault three times.

117. It pass through six out of seven of North America's eco-zones including high and low desert, old-growth forests, rain forests and arctic-alpine

118. The PCT passes the three deepest lakes in the nation; Lake Tahoe (1,645 feet), Crater Lake (1,932 feet) and Lake Chelan (1,149 feet)

119. within driving distance of San Diego, Los Angeles, San Francisco, Sacramento, Portland, and Seattle,

120. Offers the best of the West:

121. The Mojave Desert

122. the Sierra Nevada and Mt. Whitney

123. Yosemite National Park

124. Marble Mountain and the Russian Wilderness in Northern California,

125. The volcanoes of the Cascades including Mt. Shasta and Mt. Hood, Crater Lake, Columbia River Gorge, Mt. Rainier, and the remote Northern Cascades.