Strategic Plan FY 2016

Prepared by:

Clover & Charm Communications

Colleen Muldowney, Public Relations Specialist

March 30, 2016

Table of Contents

Page
Executive Summary .....................................................................................................................3
Introductory Summary..................................................................................................................3
1.0 Organization Background .......................................................................................................4
1.1 Business definition ....................................................................................................4
1.2 Vision.........................................................................................................................4
1.3 Mission.......................................................................................................................4
1.4 Organization Structure................................................................................................4
1.4.1 Owner................................................................................................................4
1.4.2 Full-Time Employees........................................................................................4
1.5 History & Culture ......................................................................................................4
2.0 Situation Analysis....................................................................................................................5
2.1 Definition & Scope of Situation.................................................................................5
2.2 Stakeholders Effected ................................................................................................5
2.3 Competition ...............................................................................................................7
2.4 SWOT Analysis..........................................................................................................8
2.5 Key Message Platform...............................................................................................9
3.0 Plan ......................................................................................................................................10
3.1 Objectives, Strategies, Tactics…………………………………………………………………………... 10
3.2 Critical Success Factors ...........................................................................................11
3.3 Key Performance Indicators ....................................................................................12
3.4 Budget & Resource Allocations................................................................................12
3.5 Timeline....................................................................................................................13
3.6 Evaluation Method & Anticipated Results................................................................13
Appendices .................................................................................................................................14
A. Organizational Budget FY 2016................................................................................14
B. Timeline, FY 2016.....................................................................................................15

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Executive Summary

Beyond Normal LLC is a vintage and handmade boutique located in Uptown Normal that grew
out of one woman’s dream to own her own store. Founded on April 15, 2014, the business is now
two years old and ready become a leader in the industry. Joyce Hightower, owner of Beyond
Normal LLC, has worked day and night to create a store that offers a charming atmosphere. The
boutique provides a unique blend of vintage gifts, original artwork, handmade items, and new
home décor.

Beyond Normal LLC has great potential to grow financially and gain visible attention from
the Bloomington-Normal community. However, its lack of brand awareness and the amount of
similar competing businesses has created a problem, hindering company success. This plan
thoroughly addresses the situational problem and provides objectives that will boost Beyond
Normal LLC past its competition. The suggested objectives will be discussed alongside the given
timeline and budget allocations for the 2016 fiscal year, including:

 A plan to increase brand awareness by 36% among potential customers by December 31,
2016
 A plan to increase sales by 18% by December 31, 2016

If both objectives are met, Beyond Normal LLC will have garnered support from potential
customers, increased foot traffic, strengthened relationships with the community, and increased
needed sales for the company.

The plan will serve as a guide to carry out the remainder of the 2016 fiscal year to reach the
objectives Clover & Charm Communications has laid out for Beyond Normal LLC. All current
owners and employees should read and be familiar with the plan to maximize effectiveness. This
plan will serve as a basic guide to adjust needs that may arise for the next fiscal year. Compliance
with the plan after acceptance will provide Beyond Normal LLC a descriptive outline for the
future of its business and will allow the company to prosper in the Uptown Normal area.

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1.0 Organization Background

This section provides fundamental information about the core business of Beyond Normal LLC.
It includes the supplementary material crucial to understanding the situation analysis in section
2.0 and plan in section 3.0.

1.1 Business Definition

Beyond Normal is a limited liability company (LLC) offering a charming atmosphere and unique
blend of vintage gifts, original artwork, handmade items, and new home decor. The boutique
specializes in custom gift baskets, home decor consultations, and private parties and events.

1.2 Vision
To become an industry leader that can continually connect customers to new merchandise by
utilizing unique artisans to provide one-of-a-kind gifts and home decor, creating an evolving
customer experience.

1.3 Mission
To inspire community involvement through philanthropic efforts, offer quality and consistent
customer service, and provide customers with a unique shopping experience.

1.4 Organization Structure

Beyond Normal is a limited liability company (LLC). The organizational structure consists of one
owner and one full-time employee. The full-time employee currently reports to the owner. Below
are descriptions of both job roles.

1.4.1 Owner
The owner is responsible for ordering inventory, financial bookkeeping, planning and hosting
events, and making final company decisions. This position also handles all business
communication, home decor consultations, workflow, and community involvement.

1.4.2 Full-Time Employees

Beyond Normal LLC currently has one full-time employee. This position holds a variety of
essential responsibilities, such as opening and closing the store, overseeing daily store operations,
restocking shelves with inventory, handling the cash register, and maintaining store cleanliness.

1.5 History & Culture

Joyce Hightower, owner and founder of Beyond Normal LLC, has always had a passion for
serving the community and aspired to share local artists’ creative talents. Her aunt had a gift shop
in Arizona, and Joyce began to admire how she utilized her creative talents and interacted with
customers. This provided the inspirational foundation for Joyce to open her own vintage and
decorative boutique.

Fifteen years ago Joyce attended a Town of Normal meeting to outline their vision for renovating
Uptown Normal. With a lifelong dream of owning her own store, she decided that if the Town of
Normal could create the environment they outlined, it would be the perfect place for her shop.
After finding the perfect location for a boutique and extensively renovating the new space,
Beyond Normal LLC opened on April 15, 2014.

Beyond Normal LLC believes that it can bring family and friends together by offering unique and
original gifts to customers. The company enjoys forming strong relationships with clients and

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providing an exciting shopping experience for all. The small business has three core values listed
below:

 A commitment to serving the Bloomington-Normal community through philanthropic

involvement
 A commitment to provide exceptional customer
 A promise to maintain a fun-loving and welcoming atmosphere

2.0. Situation Analysis

Beyond Normal LLC faces a few external pressures from the environment that could
detrimentally harm the company if not addressed properly, making an analysis of its business
situation essential. This section provides pertinent information describing Beyond Normal LLC’s
business state by thoroughly analyzing the definition and scope of the situation, explaining
stakeholders affected by business decisions, discussing the competition, and detailing the
company’s strengths, weaknesses, opportunities and threats. This section also presents a key
message platform identifying factors that make Beyond Normal LLC stand out against its
competition.

2.1 Definition & Scope of Situation

Beyond Normal LLC has been in business for almost two years and has built a positive rapport
with the Bloomington-Normal community. The company has high customer satisfaction,
however, it is faced with external pressures that could determine the success or fate of the
business. Brand recognition and visibility are areas that need vast improvement. With no clear
product-to-brand association and lack of wayfinding signage in Uptown Normal, Beyond Normal
LLC faces a high threat of loss on investment and decreased sales.

Beyond Normal LLC specializes in home décor consultations, creating and hosting events, and
provides original artwork, handmade items, and a variety of unique gifts. Once customers are
drawn into the beautiful and quaint boutique, they leave with smiles on their faces and bags in
hand. Although customer satisfaction is high, brand recognition and visibility is low creating lost
opportunity for sales. Often new customers come into the store stating they had no idea the
boutique existed, or that more shops were located past Amtrak station.

The Town of Normal has approved a budget and plan for gateway signs marking the east and west
edges of Uptown, however, they have failed to recognize the lack of wayfinding signage
indicating more shops located passed the circle. This is causing small businesses east of the circle
to suffer. We want to establish Beyond Normal LLC as the premier location for small-business
shopping, as well as leading retailer selling a variety of unique gifts. As a team we plan to address
these issues by developing thorough objectives leading to opportunity for sales, and location
awareness and visibility for Beyond Normal LLC:

 We plan to increase brand awareness among potential customers by 36% by the end of
the 2016 fiscal year
 We plan to increase customer sales by 18% by the end of the 2016 fiscal year

2.2 Stakeholders Affected

Beyond Normal LLC has four primary stakeholders who determine the profitability of the
business and whom its success or failure is dependent on. While the owner, Joyce, has been a
major source of financial backing for the store she is not considered a stakeholder. Below is an

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analysis of each stakeholder providing their demographics, psychographics, and importance to the
company:

 Employees—Currently there is only one full-time employee, however, as the business

continues to grow there is potential for more to be hired. Having well trained employees
who can be trusted, who represent the mission and values of the company, and who are
outgoing are what drive sales and customer satisfaction for the business. Without
respectable employees to run the store it would cause stress on the owner to meet
customer demands, and could potentially harm the business beyond repair.

o Demographics
 Females
 Ages 24-40
 At least some college-level education
 Income paid at $14 an hour
o Psychographics
 Values philanthropic involvement and giving back to the community
 Strong customer service skills
 Outgoing and personable personality
 Leadership capabilities
 Lives an individual lifestyle

 Artists who Have Items Sold in the Shop—Currently the store has creations from over 25
artisans for sell in the boutique. The company values handmade and original
merchandise, and needs local artists who share the same values to fill inventory in the
store. Without artwork, décor, and jewelry from local artists, half of the inventory in the
store would be gone, decreasing sales and misrepresenting company values.

o Demographics
 Located in various parts of Illinois and surrounding states
 Male and Female
o Psychographics
 Artsy lifestyle
 Strong sense of community

 Customers—Customers include people who have a vested interest in the brand, and
follow through on buying store merchandise. They have the power to determine the
success or failure of the business through word-of-mouth and social recommendations,
and store sales. Beyond Normal LLC depends on customers to help spread brand
awareness and increase sales for the company.

o Demographics
 Male and Female
 Income ~ $40,000+
o Psychographics
 Individual lifestyle
 Trendsetters
 Values handmade and unique gifts

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  Students—Students consist of college scholars on university campuses such as Illinois
State University and Illinois Wesleyan University. The company is dependent on students
for their unique gifts such as jewelry, food, and tea items.

o Demographics
 College
 Ages 18-24
 Hourly minimum wage and above
o Psychographics
 Trendsetters
 Value homemade accessories
 Free spirited
 Creative and artsy lifestyle

2.3 Competition
Beyond Normal LLC has four main competitors in the Bloomington-Normal area who present a
challenge to the business. The competition is categorized below as either “very strong,” “strong,”
or “weak.” Very strong competition represents a serious threat to Beyond Normal LLC because
the companies offer similar services in the same price range to the same community
demographic. Strong competitors also offer similar products and services, however, there are one
or more elements setting Beyond Normal apart. Weak competition represents those in the same
industry, but whose businesses specialize in products and services to a different niche market and
demographic. Weak competitors pose the least threat to Beyond Normal LLC, however, if not
monitored and addressed have the potential to move to the strong category. The following list
presents the three levels of competition:

 Very Strong
o The Garlic Press—With brand history and awareness dating back 40 years, The
Garlic Press is considered a very strong competitor. Located in the heart of
Uptown Normal with strong visibility, the store offers individually unique
products and services that appeal to the same customer base as Beyond Normal.

The Garlic Press has market positioning appealing to consumers not just as a
boutique, but a market café providing a southern hospitality feel. In order to
remain relevant and move forward in the industry, Beyond Normal must establish
themselves as the top boutique retailer in the area and enhance their brand
awareness.
 Strong
o Uptown Gifts & Accessories—Uptown Gifts & Accessories sells a variety of
brand name merchandise containing similar elements to Beyond Normal LLC’s
products. While the store might have greater visibility, they focus more on top-
brand resale than handmade and original pieces. This can bring about separate
target audiences than Beyond Normal LLC, placing it in the strong category.

Uptown Gifts & Accessories has a market position focusing on selling only USA
made products in the store. They also have higher price points, whereas Beyond
Normal offers more affordable options in a heavily populated college area.
 Weak
o Fabulous Affairs—Fabulous Affairs is an upscale boutique offering hip and fun
items with an upbeat and outgoing store atmosphere. While they have similar

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 products, the focus is more on event planning and weddings, putting them in a
different niche market than Beyond Normal. The difference in target markets and
upscale pricing sets Beyond Normal apart as a unique boutique retailer with
affordable pricing, making Fabulous Affairs a weak competitor.

Fabulous Affairs has a market position as an upscale event planner and stationary
provider.

o Retrofit Culture—Retrofit Culture offers eclectic and wearable vintage clothing

and home décor, however, the lack of variety in products makes Beyond Normal
LLC stand out. Beyond Normal LLC is able to bring in more original and
handmade items for customers, making Retrofit Culture a weak competitor.

Retrofit Culture has a market position as an environmentally conscious retailer.

2.4 SWOT Analysis

This table analyzes Beyond Normal LLC’s strengths, weaknesses, opportunities, and threats
(SWOT) as an organization. Each SWOT item is specifically stated (i.e. aspect), defined in terms
of what it means to the company (i.e. implications), and addressed with possible actions of what
may work to improve each aspect for the benefit of the company.

Aspects Implications Possible Actions

Strengths Provides welcoming Enhances relationships Host a customer appreciation
atmosphere for between Beyond Normal event
customers LLC and its customers

Keeps items for sale  Appeals to Utilize unique selling

at an affordable and college student proposition of being
fair price environment affordable and unique in all
 Allows marketing efforts
customers to
purchase more
items
 Beats
competitor
pricing
Hosts events to draw  Strengthens Utilize radio, print, and TV
people to Beyond relationship with advertisements to increase
Normal LLC the community event awareness
and customers
 Improves
customer sales
Positive rapport with Improves corporate Volunteer time with local
local nonprofit social responsibility and nonprofits
organizations adds an additional value
to the company

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 Weaknesses Few employees to  Limits customer Greet every customer within
meet customers’ satisfaction 10 minutes
demands  Potential to
harm brand
reputation
No clearly defined Can limit store Clearly define the roles for
roles for employees productivity employees and owner
or owner

Owner reluctant to Reduces efficiency  Alleviate owner

delegate tasks responsibilities
 Start delegating
small tasks to
employee
Opportunities Increasing Creates awareness of the Utilize social media to
awareness of company mission and announce community events
community values adding to store Beyond Normal LLC will be
involvement individuality attending

Increasing store  Can help to Increase curb appeal to draw

visibility increase store customers’ attention to the
sales store

 Garner potential
consumers
Increasing brand Aids customers in
recognition choosing Beyond
Normal over local
competitors
 Create a social
media campaign
 Attend community
events

 Utilize experiential
marketing
Threats Similar competing Customers may choose Advocate Beyond Normal
businesses to be loyal to LLC’s uniqueness and
competitors affordability to the
community
Town of Normal Customers don’t venture Host a meeting with
neglecting lack of through the east side of businesses in Uptown
signage for east Uptown Circle harming brainstorming ways to
shops in Uptown company sales advocate for wayfinding
normal signage east of the circle

2.5 Key Message Platform

A key message platform (KMP) is essential in identifying key factors that make Beyond Normal
LLC stand apart from its competition. The KMP consists of two parts: (1) a persuasive marketing
theme that asserts Beyond Normal LLC’s unique selling proposition, and (2) proof points that
support the core idea of the theme through compelling competitive advantages.

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 1. Theme:
o Shop. Support. Save.
2. Proof Points:
o Wide variety of home décor, original artwork, and unique gifts by various artists
o Active in the community and supports Wishbone Canine Rescue and the Miller
Park Zoo
o Irreplaceable merchandise supporting up and-coming artists and the community,
all at affordable pricing
o Unbeatable customer service

3.0 Plan

This section utilizes the previous two sections to present a formalized and detailed plan of action
for Beyond Normal LLC for the remainder of the calendar/fiscal year (April-December 2016).
The plan is meant to provide the company with thorough guidance to make the necessary
improvements that will best fulfill its mission, and work towards its ultimate vision. The
following subsections outline the specific actions needed to bring Beyond Normal LLC to the
forefront of the industry within the local community.

3.1 Objectives, Strategies, Tactics

The following table encompasses objectives, strategies and tactics central to the plan, providing a
fundamental basis for the subsequent sections.

 Objectives are essential actions formulated based off research to provide the best possible
outcomes for an organization to achieve its vision. Benchmarks are provided as the
foundation for measuring a company’s progress throughout the campaign. Each objective
consists of four parts: a desired outcome or effect, a goal, a target audience, and a
specified date or deadline.
 Strategies categorize specific actions Beyond Normal LLC needs to take to fulfill the
desired objectives.
 Tactics are the specific actions utilized to accomplish each strategy that will fulfill the
objectives.

OBJECTIVES STRATEGIES TACTICS

To increase brand awareness
among potential customers
by 36% by December 31,
2016
Benchmark: The focus
among potential consumers
sets the benchmark at zero
Build advocacy and
engagement in the social
space
 Delete Twitter account
 Create Instagram account
 Create #featurefriday on
social media
 Utilize promoted posts on
Facebook

Rational: Awareness is a
critical success factor that
can increase the customer
base

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 To increase customer sales  Utilize  Cross promote content on
by 18% by December 31, experiential social platforms and website
2016. marketing  Host an event once a month
through audience in the store space
Benchmark: Estimated end participation  Host monthly “small business
of year sales for fiscal year Saturday” event
2015 are $72,500  Provide salient  Set up booth at Festival ISU
information
Rational: Increasing sales about company
would help garner revenue to and products
offset operating at a loss

3.2 Critical Success Factors

The following table lists four categories of critical factors that could affect Beyond Normal LLC
positively and negatively when attempting to fulfill its objectives alongside the implications
related to each category.

 Opportunities include situations where Beyond Normal LLC can take advantage to
increase customer support and build its company image
 Barriers include but are not limited to structural, attitudinal, or social opposition to
Beyond Normal LLC
 Environment can consist of internal or external factors that influence Beyond Normal
LLC’s operations
 Resources are comprised of employees and materials required to fulfill the stated
objectives

OBJECTIVES OPPORTUNITIES BARRIERS ENVIORNMENT RESOURCES

To increase Increase store  Limited or  Operating at a Employee or owner to
brand visibility no access loss post on and monitor
awareness to internet social media
among  Strengthens
potential  Only one relationship
customers by employee between
36% by to work in company and
December 31, store and new customers
2016 handle
social
channels

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To increase  Increase  Limited Town of Normal  Employee or
customer sales merchandise parking lacking wayfinding owner to post
by 18% by turnover signage to shops east of on and monitor
December 31,  Only one the circle social media
2016.  Increase foot employee  Promotional
traffic materials for
hosted events
 Employee and
owner to work
events
 Branded
material to give
away at Festival
ISU
 Booth to set up
at Festival ISU

3.3 Key Performance Indicators (KPIs)

KPIs are measurements taken by Beyond Normal LLC along the way to track progress toward
company goals and ensure the path to success. For each listed objective, specific measurements
will be taken by the owner periodically and compared to the benchmark, or level prior to
progress.

 Objective 1—To increase brand awareness among potential customers by 36% by

December 31, 2016
o KPI—Engagement on Facebook and Instagram should increase by 4% every
month over the eight months after implementing the objective in May
 Benchmark: The focus among potential consumers sets the benchmark at
zero
 Objective 2—To increase customer sales by 18% by December 31, 2016.
o KPI—Sales should increase by 2% each month starting in May
 Benchmark: Estimated end of year sales for fiscal year 2015 are $72,500

3.4 Budget & Resource Allocations

Beyond Normal LLC is a fairly new business and required numerous large expenses when first
starting the company in April 2014. It is crucial for the organization to have proper budget and
resource allocations for the plan, as described throughout previous sections, to be implemented
effectively. Without being given a specific budget for the strategic plan from Beyond Normal
LLC, figures from the 2015 fiscal year estimations suggest that about $12,000 is used for
advertising and promotion. However, the plan in its entirety only seeks to utilize $5,000 and
would urge the business to reduce promotional costs. The $5,000 budget is broken down to offer
Beyond Normal LLC an itemized list of expenses for specific tactics (see Appendix A). Some of
these tactics may be used annually and will incur costs from the given budget on a yearly basis.
Future planning for the use of these tactics may need to be adjusted for inflation. The budget also
includes proposed end of year sales for fiscal year 2016, estimated gross profit, other operating
expenses, and operating income all based off of fiscal year 2015 estimations and tactic
implementation.

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Utilizing the specified budget for this plan will allow Beyond Normal LLC to reach new
audiences, gain brand awareness, and increase sales. The company cannot simply rely on word-
of-mouth to attract new customers, and as such Clover & Charm Communications has suggested
the use of social platforms and promoted posts which can reach between 1,000-2,000 potential
consumers a day. In order to maintain a successful business, Cover & Charm Communications
has also suggested an increase in sales by 18% by hosting events, posting on social media, and
attending Festival ISU. The use of these tactics would help bring Beyond Normal LLC to its
fullest potential.

If objective one is met, Beyond Normal LLC will have increased awareness by 36% among
potential consumers, garnering support and store visibility. If objective two is met, return on
investment would propose a gross profit margin of $26,932.70, a possible increase of $7,690.68
from the previous fiscal year (See Appendix A).

3.5 Timeline (beginning with the proposal’s acceptance/approval)

To ensure progress of the plan and provide a visual outline for its effectiveness, a timeline has
been created as a guideline for when each suggested tactic for all listed objectives should be
implemented (See Appendix B).

While many tasks occur throughout the remaining fiscal year, the beginning implementation of
the objectives during the months of May and June prove highly crucial. The timeline is designed
with the owner and employee’s current schedule and limited time in mind.

3.6 Evaluation Method & Anticipated Results

To determine the overall effectiveness of this plan, Beyond Normal LLC will have to evaluate the
efforts of the plan among the measurements provided. See section 3.3 for KPIs and benchmarks.

 Objective 1—To increase brand awareness among potential customers by 36% by

December 31, 2016
o If by the end of the eight months an increase in brand awareness by 36% is
present, then objective one was met
o If objective one was not reached, modify the operations for fiscal year 2017
o To measure: Utilize Facebook insights and analytics, as well as analyzing
information from Instagram

 Objective 2—To increase customer sales by 18% by December 31, 2016

o If customer sales have increased by 18% by the end of fiscal year 2016, objective
two was met
o If objective two was not reached, modify the monthly increase in sales
percentages for fiscal year 2017
o To measure: Compare sales from the starting benchmark to total sales at the end
of December

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Appendices

A. Organizational Budget FY 2016

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B. Timeline, FY 2016

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