This document outlines the strategic plan for Thirty-One, a company that sells products through home parties and encourages women. The plan aims to increase sales consultants' average sales to $12,000, improve engagement and support for new consultants, and double leads each month. Key strategies include focusing on key relationships through segmentation, improving central resources for consultants, leveraging community and cultural events, and growing the business through regionalization. The plan also focuses on ensuring financial stability, prioritizing work, and developing talent and organizational structure.

1. Strategic Foundation
Our
Core
Our
Family
MissionThirty-One is more than just a company.
We are people who believe in encouraging women
for who they are. Through God's strength, we've built a
family of individuals who feel women deserve to treat themselves
and those around them to something special. Our commitment is to provide
women with a fulfilling, enjoyable and rewarding experience one person at a time.
Fun-Loving, Flexible, Hard-working
Authentic, Courageous, Accountable
Respectful, Thankful, Gracious
Purposeful, Passionate, Curious
Vision Give women tools to achieve financial freedom to support their personal "why" and to make the
path to that freedom simple, easy and fun and full of rewarding experiences.
Strategies & Initiatives
Values
Our
Growth
Our
Foundation

2. 2014 Strategic Plan
Increase average Personal Volume to $12,000
Move Consultants back to 2012 segmentation
% levels or higher
Solidify Field Leadership health and confidence
Improve Engagement with New Consultants
Increase Bookings
Double our leads each month from 5k to 10k
Deliver 20k Consultants from
regionalization efforts
Increase our Organizational Strength
Improve our employee benefits
Focus on Key Relationships through a
Consultant Segmentation Strategy
Help Her succeed through Peer Mentoring
Focus on making an effective central hub
(The House) for Her to get all of Her
sales tools (FKA: Criteria for Success,
Playbook, Consultant 411, TOT Rework)
Leverage C&Cs to create excitement and
build relationships
Focus and Simplify our Key Sales Messages
to promote Bookings (Selling & Recruiting
are secondary)
Leverage Marketing and Advertising Strategies
to drive leads and reach targeted markets
(i.e., Nurses and Teachers)
Grow our field through Regionalization
Strategies
Engage our talent in our culture
Employee Satisfaction Development
Build segmented communities
Conduct Regional Leadership Mtgs (May)
Implement National Mentoring Program for
Leaders and Sr. Consultants
TOT Rework (The House)
C&C Refresh
Order entry re-write and mobile
Opportunity Events - Tradeshow and
Home & Garden Events (Regionalization)
Tradeshow Booth & Event "In a box" for
ED & Above (Regionalization)
Execute marketing and advertising efforts that
focus on driving leads
Celebrate Nurses and Teachers during May
appreciation week and recognize at Conference
Ensure a financially healthy company with
minimum flat revenue and flat profit to LY
Develop a blended approach to clear through
targeted excess inventory
Focus business on priorities, re-align our
investments to those priorities and hold
teams accountable
Develop and implement brand-right
clearance strategies
Conduct a comprehensive business review to
prioritize our work and align our investment to
business priorities
Execute and track expenditure reductions as
a result of the business review
Modify Returns Policy
Execute a March In-season Clearance sale
Develop and implement brand-right annual
clearance strategy
Merchandise Planning System
Trend Analysis
Call Center Technology Road Map
Better Forecasting Tools
Product Life Cycle Management System
Global Sourcing Strategy
Solidify Commission Processing
Next Generation of Party Plan Research
Align organization structure to support
business priorities
Talent Development Process
Additional Benefits
Accountability
Our Core Our Growth Our Foundation Our Family
GoalsStrategiesInitiatives