Bike  &  Build     2015 Strategic Marketing Plan

                                   Dr.  Janée  Burkhalter                                           May  5,  2015                          

 

      Saint  Joseph’s  University,  Erivan  K.  Haub  School  of  Business  

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TABLE OF CONTENTS  Executive Summary………………………………………….…………………………… 3 Internal Analysis………………………………………………………………………….. 4 Background Information…………………………………………………………. 4 Segments, Markets & Positioning ……………………………………………….. 4 Financial Analysis………………………………………………………………... 4 Strengths & Weaknesses…………………………………………………………. 6 External Analysis………………………………………………………………………… 7 Industry Analysis…………………………………………………………………. 7

Competitor Analysis……………………………………………………………… 8 Opportunities & Threats………………………………………………………….. 10

Primary & Secondary Research Analysis………………………………………………… 12 Strategic Issue Identification……………………………………………………………... 14 Bike & Build Objectives & Goals………………………………………………………... 14 Organizational Objectives………………………………………………………… 14 Marketing Objectives……………………………………………………………... 14 Bike & Build Marketing Budget………………………………………………………….. 14 Marketing Strategy Proposal……………………………………………………………… 15

People, Product, Price, Place & Distribution, Promotion Evaluation & Control …………………………………………………………………….. 19 Conclusion…………………………………………………………………………………. 20 Appendix…………………………………………………………………………………… 21 Saint Joseph’s University Marketing Team Contact Sheet………………………… 21

Competitor Financial Comparison Table…………………………………………… 21 Projected Growth in Demand for Non-Profit Institutions in the U.S. ……………… 22 Key Primary Research Survey Results (Graphs/Charts)……………………………. 22 FY2015 Bike & Build Marketing Budget (provided by Bike & Build)…………….. 26 Bike & Build Sample Social Media Marketing Schedule…………………………… 26 Sample Social Media “Mock-Up” Content & Reasoning…………………………… 27 Garmin & Strava Prospective Sponsor Proposal Letters……………………………. 30

University Student Life & Bike Club Contact Sheets………………………………. 32 SWOT Matrix………………………………………………………………………... 34

Bike & Build Performance Metrics…………………………………………………... 35 Bike & Build Input-Impact Model……………………………………………………. 36

Bibliography…………………………………………………………………………………… 37

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EXECUTIVE SUMMARY Bike & Build is an independent 501 (c)(3) nonprofit organization that was founded in 2002 by Marc

Bush, previously a leader for the Habitat Bicycle Challenge (Bike & Build). The Bike & Build mission is to benefit the affordable housing cause in the United States and empower the young adult population nationwide to engage in community service initiatives as well as spread awareness about the affordable housing cause.

The Bike & Build Program consists of recruiting riders between the ages of 18-25 to learn about the affordable housing cause, bike cross-country and stop along bike routes to rebuild homes/spread awareness to local communities about the affordable housing crisis in the U.S.

Our marketing team was asked to strategize and develop a marketing plan in order to help the organization in the recruitment process. Specifically, we were asked to develop marketing tactics to spread awareness, and subsequently increase the number of participants from the West Coast/ Western region of the U.S. Currently, Bike & Build has recruited very well from the East Coast, however, from the West Coast they have not seen many new participants join the program. Bike & Build currently relies heavily on word-of-mouth from alumni riders as a way to spread awareness about the cause and the program; due to this heavy reliance on alumni word-of-mouth, Bike & Build has struggled to gain brand recognition and a prominent presence on the West Coast/Western region of the U.S. An extensive internal analysis of the current status of the Bike & Build program was conducted in addition to an external analysis to identify what competitive forces or opportunities exist in the American market place that could be capitalized on to spread awareness and increase participants from the Western U.S. We continued by conducting primary and secondary research to identify top issues that need to be addressed and ways to overcome those challenges. Primary research methods included in-depth- interviews with West Coast/Western U.S. 18-25 year old young adults. Each interview was recorded via Skype and submitted in the form of video and transcript as raw data. We also launched one survey to West Coast and East Coast 18-25 year olds focusing on what aspects of the Bike & Build program are of most concern and possibly deter the participants from joining the program; we also gained insight from respondents regarding best ways to spread awareness to this target age group, and asked what other alternatives to biking they would like to see that would make them more inclined to join. After surveying both West and East Coast young adults, we ran several ANOVA tests to determine if there were any statistically significant differences in opinions between the two coastal populations—there were not, so we combined results to make for a more representative population. Finally, in addition to primary research, we engaged extensive secondary research on the latest social media and fitness trends, as well as looking at the demand for non-profit organizations and community service activity for this age demographic overall. After research was combined and analyzed, we identified the top issues to be addressed in our marketing plan; the issues centered on time commitment, opportunity costs of summer work to participate, finances, biking abilities and distance biked, and the desire for alternative ways of participating in the Bike & Build program.

Combining all of that knowledge, we set marketing goals and objectives in line with the organization’s given objective and mission. We then strategically developed a marketing mix to be implemented between now and year-end 2016. We decided to add two (2) new target markets of less-intense/non-biking populations and redeveloped the Bike & Build program to offer enticing programs/activities for each target market. Prices for each program were determined using the current full, cross-country and 3-Week bike tours as pricing benchmarks. Promotion initiatives to spread awareness and engage current riders/prospective participants included the use of social media marketing, sponsor acquisition and team-ups with the listed set of 13 universities given. Finally, the team brainstormed a set of metrics in order to constantly measure the success, effectiveness and efficiency of the marketing plan so as to ensure progress can be made in the coming year(s).

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INTERNAL ANALYSIS

Background Information Bike & Build is an independent 501 (c)(3) nonprofit organization that was founded in 2002 by Marc

Bush, previously a leader for the Habitat Bicycle Challenge (Bike & Build). The Bike & Build mission is to benefit the affordable housing cause in the United States and empower the young adult population nationwide to engage in community service initiatives as well as spread awareness about the affordable housing cause.

Bike & Build carries out its mission through a total of eight (8) different cross-country summer-long bike tours, with each bike route starting and ending at different points along the east and west coasts of the U.S. The organization has also begun to offer two (2) shorter-distanced, 3-week bike tours known as “Regional Drift” that start and finish on the same coast. Riders must be between the ages of 18-25 and can range from beginner’s level to experienced/expert level cyclists.

These bike tours benefit the affordable housing cause in multiple ways. First, in order to participate, riders are required to raise a minimum of $4,500—if they fail to meet the $4,500 threshold, riders are not permitted to participate in the bike tour. Primarily, the funds that are raised by the Bike & Build riders goes to support various affordable housing organizations and their efforts to mitigate the crisis in the U.S. Additionally, throughout each bike tour, riders will cycle long distances and then stop along the way at various building sites to assist builders in rebuilding homes and other construction efforts for various housing projects. Finally, the Bike & Build participants are advocates and educators about the affordable housing cause, and actively engage with local community members at their different rest locations and building sites along the way.

Over its twelve (12) summers as an established nonprofit organization, Bike & Build has contributed over $5.1M to fund projects and support affordable housing groups across the nation, and has successfully recruited over 2,600 riders to participate in its program.

Markets, Segments &Positioning Market: Bike & Build is established in the non-profit sector of the American marketplace. Within the non-profit sector, they are humanitarian advocates supporting the affordable housing cause and working to better the lives of Americans by spreading awareness of the crisis, rebuilding homes and giving people safe, reasonable conditions in which to live. Segment: The Bike & Build Organization currently searches for participants within the athletically inclined, service-oriented, young-adult U.S. population segment of the U.S. Target Market: Specifically, the organization aims to recruit participants who are active, comfortably strong bike-riding, community-service oriented young adults between the ages of 18-25, bike leaders eligible up to age 28. Positioning: To the physically active, adventurous, charitable 18 to 25 year old American bike rider, Bike & Build is a leading non-profit organization that combines biking, building, and educational awareness, while simultaneously fostering growth and empowering each rider to be a leader and advocate for the affordable housing crisis at large. Financial Analysis

[See Appendix for Competitor Financial Comparisons] Based on a 5-Year Average from 2009-2013, Bike & Build brings in an average annual income of

$1,351,609 (Bike & Build). The income comes predominantly from “contributions” which, for the most recent 2013 audited financial statements encompass (89% or $1,239,921), a positive indication that the organization is raising a significant amount of money to be contributed towards its cause, and an indication that it has a positive relation with stakeholders. Based on the same 5-Year Average from 2009-2013, Bike & Build expenses amounts to $1,360,382. Notably, “grants” make up approximately (46% or $620,662) with “programming” (42% or $564,331) following close behind.

The “grant” category is comprised of the Bike & Build competitive grant program in which the organization elects to donate proceeds from summer bike tours to various affordable housing groups nationwide

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that are organized, planned, and led by the young adult and student population through age 28. Also within the “grant” category: pre-arranged gifts that fund housing construction projects and organizations (RI, CO, VA, FL, NC and PA), rider-designated grants, On-the-Road donations to host sites, Chris Webber Memorial Contributions and Fellowships to Bike & Build members and housing projects (Bike & Build).

The “programming” category comprises expenses from bike trips, all on-road expenses (food/fuel for medical vans/accommodations/van repairs, etc.), Bike & Build apparel, van/trailer cost, first aid training, gear, director travel, liability insurance, auto insurance, van storage, program director salaries and benefits, and leader stipends (Bike & Build).

After examining these average annual expenditures, it is positively shown that 46% of funds are, in some form, going towards the affordable housing cause and related groups.

In addition to this internal financial audit, our team compared Bike & Build’s finances against its five (5) top determined competitors so as to examine their level of expenditures and to what or where their funds are going. Top competitors were determined based on several factors of consideration (See Competitor Analysis section of report below). Each competitor’s program, administrative, and fundraising expenses are expressed as a percentage of the organization’s total functional expenses to empirically assess and compare Bike & Build’s organization across the competitive landscape. According to database Charity Navigator, charitable organizations should aim to have program, administrative and fundraising expense percentages as follows in order to be considered an appropriately efficient and legitimate charitable organization (Charity Navigator). • “Program Expense Percentage” or PEP refers to the percent of total operating expenses that an

organization spends on its programs and services. A high percentage (>75%) indicates that an organization is allocating its charitable income efficiently.

• “Administrative Expense Percentage” or AEP refers to the percent of the total operating expenses that an organization spends on its management-related activities. A low percentage (<20%) indicates that an organization is allocating an appropriate amount of its charitable income towards its management.

• “Fundraising Expense Percentage” or FEP refers to the percent of total operating expenses that an organization spends on its fundraising-related activities. A low percentage (<15%) indicates that an organization’s fundraising efforts are appropriately scaled to the amount of charitable income it generates.

After examining each of these percentages, we created a point system in which these organizations could be ranked overall. The organization with the highest PEP was given a score of 6 and the lowest was given a score of 1. The organization with the lowest AEP was given a score of 6 and the highest was given a score of 1. The organization with the lowest FEP was given a score of 6 and the highest was given a score of 1. Those organizations in between the max and min were then given appropriate scores in relation to their rank in each particular segment. Each organization’s score was then totaled and the organizations accordingly ranked with possible scores ranging from a maximum of 18 to a minimum of 3 points. The results were as follows:

1. Rebuilding Together (17) 2. Habitat For Humanity (11) 3. Solutions For Change (10) 4. Bike & Build (8) 5. Climate Ride (8)

This analysis concluded that with a high score of 17 Rebuilding Together was the overall most efficient organization in terms of how appropriately it allocates its expense costs in relation to the amount of contribution’s to causes it makes. Bike & Build was tied for last place with Climate Ride with each organization only totaling 8 points. These results show that Bike & Build, while performing efficiently enough to be considered a legitimate charity, is not operating as efficiently as it could be in relation to its competition, especially within the program and administrative expense categories where it earned the lowest possible score of 1 in each. While this may look unattractive for Bike & Build, they scored higher in the FEP segment where they earned the highest possible score of 6—a positive indicator for fundraising methods.

Listed below is Bike & Build and their competitor’s ranked highest to lowest in terms of their total operational expenses, as well as their corresponding efficiency points:

1. Habitat For Humanity…….(11)………..$260,600,000

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2. Rebuilding Together………(17)……….....$25,093,441 3. Solutions For Change……..(10)…………....$3,737,956 4. Bike & Build………………(8)…………..…$1,043,357 5. Climate Ride………………(8)…………….….$953,098

Based on this list, our team believes that Bike & Build can become more competitive in their industry by either reorganizing their management structure so as to allocate a smaller fraction of their total operational expenses or by working to decrease their total program expenses in relation to the amount of money they actually donate to their cause.               Strengths & Weaknesses   [See Appendix for SWOT Matrix] Strengths: While our consulting team has identified a number of strengths, we have chosen to elaborate on what we believe to be the top four strengths, and moreover resources to be capitalized on going forward with the Bike & Build marketing campaign:

1. Alumni Database Network: Over the twelve (12) years that Bike & Build has been actively contributing to the affordable housing cause via bike tours, the organization has reported over 2,600 young adult participants. Alumni are a valuable resource to the organization as they help Bike & Build to spread awareness about the organization and act as brand ambassadors across the country. Bike & Build relies heavily on alumni riders to help recruit and connect with prospective as well as current Bike & Builders. There is a Bike & Build Alumni Facebook group as well as an Alumni Council database that is accessible to any Bike & Build alumni. Ideally, we hope to utilize the extensive alumni network to spread awareness and become actively involved in the recruiting process by attending Bike & Build events.

2. Riders: Evidenced by the extensive alumni network, Bike & Build has successfully recruited over 2,600 young adults to participate in bike tours over its twelve years. These tours have been effective ways to raise money (each rider is responsible for fundraising a minimum of $4,500) for affordable housing organizations across the country and continue to fulfill its mission in rebuilding homes and spreading awareness among local building site-community members nationwide. The ultimate goal is to continue to recruit riders from all over the U.S. to continue to grow the Bike & Build community and one way to do so is to utilize those past riders to advocate for the cause and organization’s efforts.

3. Funds Raised and Distributed: Bike & Build has proudly raised and contributed over $5.1M to affordable housing organizations by means of empowering their young adult riders and giving them the power to spread awareness and gain support for the affordable housing cause. This is a strength to Bike & Build as potential new donors, existing donors, and/or prospective participants will likely view the organization more positively. A charity that has raised and distributed a high monetary amount of funds is helpful in terms of how stakeholders perceive the organization and its efforts entirely.

4. Sponsors: Bike & Build’s corporate partnerships help prospective riders to participate. These relationships with Giant, Bokoo Bikes, Hincapie Sportswear, Earth Balance, Cascade Designs and Smith Optics, allow more young adults to consider participating in bike tours. Essentially, without these partnerships, the cost of participating in a Bike & Build ride would be much greater which would potentially decrease the number of applicants and the funds that are donated each year. Therefore, these partnerships and sponsors are valuable to the mission of the organization and provide unique products/services specifically designed for Bike and Build riders and bike trips.

Weaknesses: Same as above, our consulting team has chosen to elaborate on what we believe to be Bike & Build’s top four weaknesses that need to be addressed in order to improve and continue to fulfill its mission and goals.

1. Duration of Bike Tours: Currently, Bike & Build offers eight (8) cross-country bike tours that are summer-long. Only two shorter coastal tours, “Regional Drift” bike tours are offered that take place over

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a three (3) week period of time. As will be shown below in our primary research, such long-lasting time commitments are of concern to many young-adults between 18-25 as they typically have job and/or educational commitments whereby taking such long blocks of time off to participate in Bike & Build is of strong concern. This concern of prospective riders must be addressed if Bike & Build’s goal is to attract more young adults to join their efforts; if left unaddressed, this weakness may continue to deter prospective riders who cannot afford to take such blocks of time away from their lives.

2. Distance of Bike Tours: Bike & Build summer tours span the U.S. beginning on one coast and ending at the other. Three-week tours, while staying on the same coast still is no easy task for a biker of, say for example, beginner’s level. Currently there are two (2) three-week “Regional Drift” tours, one on each coast, that involve biking 830-950 miles in three (3) weeks. Another area of concern to prospective riders, more specifically those at the beginner/intermediate cycling level, may lack confidence in their abilities to bike such great distances. This is a weakness in that prospective riders may be deterred by the fact that they would have to bike such long distances that they would opt out of participating in the Bike & Build program.

3. Poor Brand Recognition and Top of Mind Awareness: As exhibited in our primary research survey results and in-depth-interviews, Bike & Build does not have the level of brand recognition it could potentially and ideally achieve. When participants in our market research studies were surveyed and interviewed, the percentage (%) of young adults 18-25 who had heard of Bike & Build was significantly lower than, say, a like-organization such as Habitat for Humanity. Particularly this is of concern if the goal of Bike & Build is to continue to expand its reach and attract new riders into its community. First, if people do not know what Bike & Build is, or have never heard of it, then it cannot possibly attain a top-of-mind awareness, and this may hurt the organization in terms of recruiting new riders.

4. Limited Means to Actively Participate in the Organization’s Service Activities: The only way in which young adults can actively participate in Bike & Build’s service activities is by going on long-distance bike trips and building homes along those routes at designated building sites. After surveying and interviewing our target market, which is shown below in the research section, young adults would be more inclined to actively participate the Bike & Build service endeavors if there were other options offered as ways to be actively involved. Currently, the way Bike & Build is positioned is exclusive to the athletically inclined, young-adult, and biking population. This positioning could be expanded to include other young adults who may not feel confident in their biking skills, but would be interested in doing some other sort of activity to help contribute to the cause, even if it is on a more local level. Therefore, the limited means of participation should be revaluated and expanded to allow for a broader young adult population to be more inclined to participate in the program. If left unaddressed, the organization may lose potential recruits.

EXTERNAL ANALYSIS Industry Analysis

The  U.S.  nonprofit  sector  is  composed  of  roughly  60,000  established  organizations  bringing  in  a  combined  yearly  income  of  around  $120  billion  (First  Research).  Additionally,  the  fifty  largest  U.S.  nonprofit  organizations  are  responsible  for  bringing  in  more  than  25%  of  the  industry’s  revenue  overall.      Also  important  to  note  is  that  to  be  given  nonprofit  status,  the  primary  purpose  of  the  organization  must  be  religious,  charitable,  scientific,  literary,  or  educational  in  nature;  their  purpose  must  be  to  serve  the  public  good  versus  a  private  interest.  Furthermore,  nonprofit  institutions  include  grant-­‐making  foundations,  giving  services,  advocacy  groups,  civic  clubs,  and  social  organizations.    

Today  worldwide,  nonprofits  still  continue  to  recover  from  challenges  brought  by  the  recent  economic  crisis.  The  increase  in  the  number  of  people  classified  as,  “in  need,”  is  one  of  the  main  concerns  nonprofits  have  today.  Essentially,  in  order  to  satisfy  the  increasing  demand  for  services  using  relatively  “flat”  funding,  organizations  more  recently  have  had  to  tighten  their  budgets.  However,  domestically  speaking,  the  demand  for  nonprofits  is  forecasted  to  grow  at  an  annual  compounded  rate  of  5%  between  

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2015-­‐2019—a  positive  external,  environmental  factor  for  the  Bike  &  Build  nonprofit  organization  as  they  actively  try  to  recruit  more  riders  and  participants  to  join  the  cause.  [See  Appendix  for  Industry  Trend]  

Competitor Analysis The  ever-­‐expanding  non-­‐profit  segment  of  the  U.S.  marketplace  holds  competing  organizations  

that  Bike  and  Build  competes  with,  both  directly  and  indirectly.    In  order  to  determine  the  key  competitors  of  Bike  &  Build,  our  team  analyzed  several  non-­‐profit  organizations  based  on  these  key  variables:  the  main  cause  related  to  the  organization,  the  type  of  volunteer  programs  and  opportunities  offered,  and  the  organization’s  financial  information  related  to  their  program’s  efficiency.  After  our  research  and  competitive  analysis  of  various  non-­‐profit  organizations,  we  identified  five  organizations  as  competitors  to  Bike  &  Build:  Habitat  For  Humanity,  Rebuilding  Together,  Climate  Ride,  and  Solutions  For  Change.  Based  on  the  aforementioned  considered  variables,  these  four  (4)  organizations  have  been  determined  to  be  most  closely  competing  with  Bike  &  Build.    Our  team  selected  these  organizations  because  they  each  possess  one  or  more  of  the  following  characteristics:  an  organizational  focus  on  the  affordable  housing  crisis,  a  similar  type  of  volunteer  fundraising  structure  to  Bike  &  Build,  a  similarly  sized  organizational/fundraising  capacity  to  Bike  &  Build,  the  Millennial  age  cohort  level  of  passion  for  the  organization’s  cause,  supported  cause  resonates  highly  with  Millennials  throughout  the  Western  U.S.  or  some  combination  of  those  characteristics.    1.  Habitat  For  Humanity  Habitat  For  Humanity  is  a  key  competitor  because  of  their  focus  on  supporting  the  affordable  housing  crisis  both  nationally  and  internationally.    It  was  founded  in  1976  and  is  dedicated  to  building  simple,  decent,  and  affordable  housing  all  over  the  world  for  those  who  cannot  afford  to  help  themselves  (Habitat  For  Humanity).  Habitat  helps  families  in  need  by  building  decent  homes  that  can  be  paid  through  their  affordable  loan  program.         Habitat  funds  their  organization’s  mission  through  individual  and  corporate  donations,  and  has  building  projects  in  over  70  countries.    Habitat  has  vast  network  of  affiliates  (national  and  international),  to  which  families  seeking  Habitat’s  aid  must  apply  in  order  to  receive  aid.    Family  applications  are  considered  based  on  the  family’s  level  of  need,  their  willingness  to  become  a  partner,  and  their  ability  to  repay  the  affordable  loan.    Since  1976,  Habitat  has  served  over  a  million  families  across  the  globe,  and  in  2014  they  positively  affected  over  3.2  million  individuals.  To  fulfill  their  mission,  Habitat  utilizes  many  different  volunteer  programs  for  the  nearly  two  million  volunteers  in  their  network.    • “A  brush  with  Kindness”  is  a  locally  operated  program  designed  to  help  low-­‐income  homeowners  

with  exterior  home  maintenance  services  such  as  painting,  minor  repairs,  landscaping,  weatherizing,  and  yard  cleanup.      

• “Global  Village  Trips”  are  groups  of  8-­‐15  volunteers  who  travel  to  locations  of  their  choice  for  1-­‐2  weeks  where  they  help  to  build  affordable  housing.    Trip  leaders  help  to  organize  trips  through  Habitat’s  Headquartered  Global  Village  Department.  

• “National  Service”  is  a  program  designed  to  help  local  Habitat  affiliates  operate  more  effectively  and  build  more  homes  by  increasing  their  volunteer  capacity.    They  engage  with  the  Americorps  national  service  program  and  helped  go  build  over  2,000  homes  in  2009.      

• “Youth  Programs”  engage  youth’s  between  ages  5  and  25  to  help  fulfill  Habitat’s  mission.      o Campus  chapters  are  student-­‐led  organizations  that  function  to  build,  fundraise,  advocate,  and  

educate  through  volunteer  work.      o The  Collegiate  Challenge  engages  students  ages  16-­‐25  that  wish  to  volunteer  during  one  of  

their  school’s  weeklong  breaks.    The  program  has  had  over  240,000  volunteers  and  raised  over  $25  million  dollars  since  its  inception  in  1989.      

2.  Rebuilding  Together     Rebuilding  Together  supports  the  U.S.  affordable  housing  crisis  in  America.    It  was  started  in  1973  in  Texas  with  the  vision  to  provide  a  safe  and  healthy  home  for  every  person  (Rebuilding  Together).    The  

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organization’s  mission  statement  is  to  bring  people  and  their  “communities  together  to  improve  the  homes  and  lives  of  low  income  homeowners”  and  they  value  collaboration  with  other  similar  groups  (Rebuilding  Together).    Rebuilding  Together’s  100,000  volunteers  complete  an  average  of  10,000  building  projects  across  America  every  year  and  credits  this  success  to  their  teamwork  orientation.  In  2013,  Rebuilding  Together  projects  totaled  over  $86  million  and  helped  reach  over  570,000  people.         In  addition  to  building  and  repairing  homes,  facilities,  and  community  spaces,  Rebuilding  Together  actively  supports  legal  reforms  that  aid  their  cause  as  well  as  others.  Rebuilding  Together  officials  regularly  meet  with  members  of  congress  to  address  the  housing  crisis  and  discuss  their  projects.    In  2013,  Rebuilding  Together  had  over  100  elected  officials  (including  12  members  of  Congress)  their  projects.  Finally,  to  encourage  volunteerism,  Rebuilding  Together  has  developed  two  different  programs:    • “Capacity  Corps”  60  full-­‐time  members  serving  31  affiliates  in  19  states  who  help  to  build  capacity  of  

grassroots  programs  by  recruiting  and  managing  volunteers,  performing  home  repairs  and  outreach  activities,  and  building  new  programs  and  partnerships.    In  exchange  for  an  education  grant  of  $5,730,  Capacity  Corps  members  serve  Rebuilding  Together  projects  full-­‐time  for  a  whole  year  while  gaining  valuable  professional  experience  in  the  Non-­‐profit  sector.      

• “Summer  Corps”  Members  serve  a  minimum  of  300  hours  over  the  summer  at  seven  different  Rebuilding  Together  sites  around  the  US  in  a  watered-­‐down  version  of  Capacity  Corps.    In  exchange  for  their  time,  Summer  Corps  members  receive  an  educational  grant  of  $1,195  as  well  as  marketable  volunteer  experience.        

3.  Climate  Ride     Our  team  identified  Climate  Ride  as  one  of  Bike  &  Build’s  key  competitors  because  of  the  similarities  between  the  two  organizations’  sizes  and  volunteer  fundraising  structures.    In  addition  to  their  similar  organizational  structures,  42%  (the  majority)  of  Climate  Ride’s  participants  hail  from  the  Western  US,  part  of  Bike  &  Build’s  current  target  geo-­‐demographic.    Climate  Ride  was  created  in  2008  and  began  organizing  charitable  multi-­‐day  bike  rides  and  hikes  with  the  mission  to  “Inspire  and  empower  citizens  to  work  towards  a  new  energy  future”  (Climate  Ride).    Climate  Ride’s  goals  are  to:  raise  money  for  projects  and  organizations  related  to  climate  change,  clean  energy,  active  transportation,  and  sustainable  infrastructure,  raise  awareness  of  how  the  climate  crisis  is  effecting  environmental  issues,  engage  with  elected  members  to  foster  civic  duty,  and  promote  the  bicycle  as  green  transportation  option  through  their  multiple  Climate  Ride  events.           Since  their  inception  in  2008,  Climate  Ride  has  contributed  over  two  million  dollars  worth  of  grants  to  over  100  different  beneficiaries  of  participants’  choosing  with  total  grants  exceeding  $725,000  in  2014.    35%  of  Climate  Ride  Grants  go  towards  “Bike  Coalition  and  Active  Transportation  Advocacy”  groups,  34%  go  towards  “Sustainability  and  Environment”  groups,  27%  go  towards  “Climate  Change”  groups,  and  4%  of  grants  are  donated  towards  “Renewable  Energy”  groups.         Climate  Ride  currently  offers  three  bike  trips  and  two  hikes,  and  like  Bike  &  Build,  participants  must  meet  a  fundraising  minimum  to  be  eligible  for  participation.    Climate  Ride’s  three  bike  tours  each  span  four  to  five  days  and  over  300  miles  with  participants  riding  an  average  of  60-­‐80  miles  per  day.    In  order  to  participate,  members  must  meet  the  fundraising  minimum  of  $2,800  and  secure  a  $500  donation  a  month  before  the  ride  to  secure  a  spot  in  the  group.    Climate  Ride’s  Northeast  ride  spans  from  Maine  to  Boston  on  September  17th,  the  California  Ride  spans  from  Fortuna  to  San  Francisco  on  May  17th,  and  the  Midwest  Ride  spans  from  Grand  Rapids  Michigan  to  Chicago  on  September  27th.    During  the  day  the  participants  on  Climate  Ride’s  bike  tours  are  aided  by  the  Climate  Ride  support  team,  which  provides  meals,  snacks,  bike  support,  and  baggage  transportation  to  all  riders.    At  night,  riders  are  treated  to  speaker  series  events  in  which  speakers  discuss  the  topics  of  renewable  energy,  climate  science,  and  bike  infrastructure.         Climate  Ride’s  two  hikes  each  span  five  days  and  between  30-­‐40  miles  with  participants  hiking  and  average  of  6-­‐15  miles  per  day.    In  order  to  participate,  members  must  also  meet  the  fundraising  minimum  of  $2,800  and  secure  a  $1,000  donation  a  month  before  the  hike  to  secure  a  spot  in  the  group,  which  has  a  maximum  of  30  people.    Climate  Ride’s  Glacier  National  Park  hike  begins  on  August  24th  and  their  Bryce  Zion  Nation  Park  hike  begins  on  October  6th.    Hikers  participating  in  Climate  Ride’s  hikes  as  

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well  as  their  bike  tours  will  have  access  to  three  meals  per  day  with  snacks  and  water,  lodging,  support  team  which  carries  luggage,  sleeping  equipment,  hot  showers,  Climate  Ride’s  sophisticated  fundraising  software,  and  a  Climate  Ride  Jersey.      4.  Solutions  For  Change         A  U.S.  study  published  in  2012  by  dosomething.org  concluded  that  Millennials  residing  specifically  within  the  western  U.S.  cared  most  about  issues  relating  to  homelessness  (dosomething.org).    Our  team  therefore  identified  Solutions  For  Change  as  competitor  of  Bike  &  Build,  again,  because  of  the  geo-­‐demographic  and  high  likelihood  for  Millenials  to  shift  their  volunteer  hours  or  donation  dollars  in  favor  of  this  organization  over  Bike  &  Build.         Solutions  For  Change  aims  to  provide  a  solution  for  “family  homelessness  across  the  San  Diego  area.    It  helps  homeless  families  with  children  find  permanent  solutions  to  end  their  homelessness  through  a  model  that  blends  affordable  housing,  educational  opportunities,  employment  training,  and  health  solutions.    Solutions  For  Change  developed  a  three-­‐part  system  that  has  fulfilled  their  mission  for  750  families  and  1,450  children  since  its  inception.    The  programs  they  developed  work  in  tandem  to  make  their  families  not  only  survive,  but  thrive:  • “Solutions  University”  is  the  only  full  service  leadership  development  program  for  homelessness  in  

the  US.    This  program  equips  parents  with  the  skills,  knowledge,  and  resources  to  end  their  homelessness  in  a  1,000  day  long  program.    Skills  and  knowledge  gained  include  career  training,  work  experience,  leadership  training,  teamwork,  family  management,  personal  development,  and  accountability  with  housing,  education,  healthcare,  and  employment  all  being  provided  for.      

• “Solutions  Enterprise”  is  the  organization’s  revenue  generating  program  where  all  profits  gained  are  reinvested  in  Solutions  For  Change  programs.    Members  of  the  Solutions  For  Change  program  gain  work  related  training  by  building  homes  that  serve  families  in  the  program,  as  well  as  by  growing  sustainable  produce  in  the  organization’s  aquaponic  farm.      

• “Solutions  in  the  Community”  integrates  members  of  their  program  into  the  community  of  San  Diego  by  purchasing,  rehabilitating,  and  operating  affordable  housing  projects.    Through  the  community  outreach,  members  of  the  Solutions  For  Change  program  engage  leaders  in  implementing  the  Solutions  For  Change  Model.  

  Furthermore,  Solutions  For  Change  welcomes  volunteers  who  have  a  desire  to  help  the  homeless  in  their  community.    They  have  a  prepare  a  meal  program  in  which  groups  of  3-­‐6  volunteers  can  arrange  to  cook  a  dinner  for  40  members  of  the  Solutions  For  Change  program  at  the  Solutions  For  Change  Intake  Access  Center  on  their  campus.    They  also  encourage  volunteers  to  set  up  fundraising  programs  to  raise  money,  as  well  as  encouraging  volunteers  to  use  their  own  professional  skills  in  any  way  they  can  to  help  out  their  cause.       Opportunities & Threats Opportunities: The following are the most significant opportunities we have chosen to elaborate on for our plan going forward with the Bike & Build marketing campaign:

1. Increased Use of Social Media Tools by American Millennials: Out of all Internet users in the U.S., individuals between the ages of 18-29 are shown to have the highest percentage of social networking site use compared to the other age demographics (Adweek social times). Not only is social media on the rise, but also Millenials are increasingly accessing social media via mobile devices and smartphone apps (Adweek social times). Specifically, the leading social media apps among this age demographic as of June 2014 are Facebook (75.6%), Instagram (43.1%), Snapchat (32.9%) and Twitter (23.8%) among others (Adweek social times). This national, upward trend in social media and social media smartphone app usage corresponds to our primary research surveys in which an overwhelming majority of those Millenials surveyed responded that social media is where they primarily derive information about the different “goings-on” within their communities as well as current events happening state or nation-wide. While Bike & Build does have a presence on social media (Facebook, Instagram, Twitter) they need to more actively spread awareness and increase their frequency of posts/tweets to keep their followers

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constantly updated. This can help keep Bike & Build in the “top-of-mind-awareness” as their followers continue to see pop-up posts, advertising the organization, its cause, and program at large. Essentially, knowing that the age demographic that Bike & Build is targeting for recruits is actively using and accessing social media will give Bike & Build a definite tool to reach more people.

2. Increasing Number of American YouTube viewers ages 18-34: In addition to the most widely used social media tools listed above, recent data shows that the number of YouTube viewers among U.S. young adults ages 18-34 is increasing. In fact, according to recent research, YouTube reaches more U.S. adults within that same age demographic than any other cable network (Fast Company). This presents an opportunity for Bike & Build for an Internet, online video advertising tool. If more young adults ages 18-34 are watching YouTube videos, Bike & Build can create a 15-second advertisement to launch while the person’s video is buffering. Again, it is another way to get the Bike & Build mission in front of the desired age demographic.

3. Rise of Community-Oriented Fitness Regimens for Millennial Population: According to an annual report released in 2011 by the Sporting Goods Manufacturers Association, instead of competitive fitness activities, Millenials are now more inclined to exercise through group-oriented activities where they can exercise with friends as a combined effort to stay healthy, fit and have fun doing it (The Millennial Workout). Shown in 2011, Millennial participation for group cycling and aerobic classes rose by 30% and 20% respectively (The Millennial Workout). Also more recently popular for young adult Americans ages 18-34 is participating in obstacle races (i.e. Tough Mudder), marathons, and utilizing Smartphone fitness apps to achieve and track fitness goals. These Millennial fitness trends are opportunities because Bike & Build can potentially attract participants by offering alternative ways to become actively involved in the cause other than doing summer-long or three-week bike tours.

4. Rise in wearable fitness bands: Data shows that American young adults ages 18-34 are investing in wearable technology such as fitness bands and currently compose about half of all fitness band owners (Millennials: Staying Fit and Focused). The fitness bands are used to track calorie burn and connect with friends and other fitness app users to compare latest fitness accomplishments and, in general, track their own fitness progress. This could be an opportunity for Bike & Build to possibly partner up with fitness brand manufacturers and get them to sponsor the Bike & Build program as their riders train and embark on cross-country or coastal bike tours.

Threats: The following are the most significant threats we have chosen to elaborate on to caution as we continue with our plan going forward for the Bike & Build marketing campaign:

1. Competing Non-Profit Organizations: As shown in the competitors’ analysis, Bike & Build faces a number of competitors that are either involved with supporting the affordable housing cause or are popular charitable organizations amongst the target West Coast population of young adults. These competing organizations are a threat to Bike & Build because young adults on the West Coast could easily join their program as a means to support the cause. Bike & Build faces competition in terms of time, potential participants for the program, and funds to support the affordable housing cause and the Bike & Build program. Additionally, the fact that some of these competing organizations may offer more variety in terms of ways participants can become actively involved with their mission, that could pose a threat to Bike & Build since they currently only offer a summer-long bike tour, or a three-week option.

2. A Volatile Economy May Inhibit Fundraising Efforts: The U.S. took an economic hit with the recession in recent years, but is now showing positive trends towards recovery. With the hope that the economy continues to recover and rebuild, the fact is that the economy is still quite volatile and Bike & Build must be prepared to find alternative ways to fund programs or raise money for the cause. When the economy is unstable, people will spend less and donate less. That could harm their program’s ability to run and therefore contribute to the affordable housing cause.

3. Threat of New Entrants (New Charitable Organizations) imitating the Bike & Build program: Bike & Build’s program involving bike tours to spread awareness and raise funds for the affordable housing

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cause is not imperfectly imitable—that is, any organization can take that concept and do it better or alter it to make it more accessible to young adults (or whoever their targeted population is) and potentially steal participants from Bike & Build.

4. External Environmental Circumstances and Concerns: Weather and Safety: Severe weather conditions can pose a threat along Bike Tours and could either prevent or significantly delay efforts to get riders to destination point building sites, or even to safe shelter. In the mind of prospective riders this could raise concerns that may deter them from joining the Bike & Build program.

PRIMARY & SECONDARY RESEARCH ANALYSIS In  an  effort  to  identify  areas  in  which  Bike  &  Build  can  grow  and  subsequently  improve  its  

presence  on  the  West  Coast  our  team  conducted  primary  research  through  11  in-­‐depth-­‐interviews  with  West  Coast  18-­‐25  year  olds,  and  a  survey  launch  with  respondents  from  both  the  East  and  West  coasts.  Secondary  research  was  then  conducted  to  analyze  the  latest  social  media  and  fitness  trends  of  the  American  millennial  population.  All  research  findings  led  our  team  to  develop  the  strategic  marketing  plan  presented  later  in  this  document.         The  recruiting  process  for  our  primary  research  methods  was  through  convenience  samples,  which  should  be  factored  into  the  representativeness  of  the  results.  Additionally,  for  the  interview  recruiting  process,  there  was  a  snowball  effect  in  which  one  interviewee  would  bring  another  friend  or  acquaintance  to  be  interviewed  as  well.         The  survey  launched  to  each  population  focused  on  current  undergraduate  students  and  recent  college  graduates  with  an  age  range  of  18-­‐25.  We  took  the  raw  data  for  each  coast  and  ran  ANOVA  tests  (see  Raw  Data  Submissions  for  ANOVA)  and  found  there  were  no  significant  statistical  differences  between  East  Coast  and  West  Coast  respondents’  opinions  on  each  question  asked.  Therefore,  we  have  combined  the  east  coast  respondent  pool  with  the  west  coast  respondent  pool  to  create  one  larger  population  and  set  of  statistics,  which  in  turn  makes  our  data  results  more  accurate  and  representative.  (NOTE:  ALL  RAW  DATA  FROM  BOTH  COASTS  WERE  SUBMITTED  PRIOR  TO  THIS  REPORT,  SEE  RAW  DATA  SUBMISSIONS  IF  NECESSARY)           The  following  analysis  is  centered  on  what  we  believe  to  be  the  most  important  themes/topics/concerns  from  our  population  of  respondent’s  and  secondary  research.    Bike  &  Build  Routes       Based  on  the  respondents’  answers  to  the  questions  regarding  their  fitness  and  cycling  abilities  there  are  few  respondents  that  would  be  highly  interested  prospective  participants  for  Bike  &  Build.  Many  respondents  were  turned  off  by  either  the  time  commitment,  distance  of  the  ride,  or  a  combination  of  the  two.  This  result  was  expected  so  we  designed  questions  to  try  and  identify  alternative  ways  for  students  and  recent  graduates  to  participate  in  Bike  &  Build.       We  asked  respondents  how  inclined  they  would  be  to  participate  if  given  an  alternative  to  a  bike  tour  lasting  the  entire  summer:  50%  strongly  agreed  and  23%  agreed  that  they  would  rather  participate  in  an  alternative.  We  then  asked  how  respondents  would  feel  about  the  alternative  being  a  shorter  distance  bike  tour  over  less  time  and  the  responses  were  nearly  the  same:  77%  of  respondents  agreed  or  strongly  agreed.     In  an  effort  to  narrow  down  the  concerns  that  our  respondents  had  with  Bike  &  Build  we  asked  them  to  rank  a  series  of  six  (6)  common  concerns:  Distance  Biked,  Food/Shelter,  Safety,  Work/Education  obligations,  fundraising/personal  finances,  and  the  time  commitment.  Respondents  felt  that  their  prior  obligations  to  job/work  and/or  school,  and  the  time  commitment  were  the  first  and  second  most  concerning  factors  of  participating.  The  fundraising  goal  and  personal  finances  were  a  close  third  in  both  groups  of  respondents.  We  feel  that  in  addition  to  having  to  raise  $4,500,  respondents  also  must  give  up  three  months  of  working.  Food  and  Shelter  was  the  second  least  concerning  factor  for  respondents.  The  least  concerning  factor  was  the  distance  biked.  While  this  may  be  surprising  given  that  the  distance  biked  was  such  a  concern  in  previous  questions,  we  believe  it  is  more  attributed  to  the  opportunity  cost  of  forgoing  jobs  and  school.  These  survey  results  regarding  top  concerns  were  the  same  top  concerns  

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mentioned  across  all  interviewees,  saying  that  those  top  concerns  caused  them  to  feel  some  apprehension  or  uncertainty  about  joining.    Cause  &  Brand  Awareness         In  order  to  find  out  how  much  our  respondents  knew  about  Bike  &  Build  we  asked  respondents  three  (3)  questions  to  see  if  they  were  aware  of  The  Affordable  Housing  Crisis,  Habitat  for  Humanity,  and  finally  Bike  &  Build.  Surprisingly  only  53%  of  respondents  were  aware  of  the  Affordable  Housing  Crisis  that  exists  in  the  United  States.  About  94%  of  respondents  answered  that  they  were  aware  of  Habitat  for  Humanity.  When  asked  about  Bike  &  Build  only  6%  of  respondents  had  heard  of  the  organization.  Similarly,  most  interviewees  when  asked  the  same  question  could  not  identify  the  logo  of  Bike  &  Build  in  addition  to  what  their  purpose  is.    Respondent  Participation     After  bringing  awareness  to  respondents  of  the  Bike  &  Build  program,  we  wanted  to  determine  who  would  participate,  and  for  those  who  would  not,  what  alternatives  would  interest  them.       We  first  asked  whether  or  not  the  respondents  would  participate  in  a  summer-­‐long  cross-­‐country  route.    Only  9%  of  respondents  said  that  they  would  likely  participate  with  0%  of  respondents  choosing  very  likely  to  participate.  This  illustrates  the  need  for  Bike  &  Build  to  introduce  additional,  shorter  routes  or  other  local  programs  to  increase  participation.       We  next  asked  how  likely  our  respondents  were  to  participate  in  a  3-­‐Week  cycling  tour.  About  31%  of  respondents  would  be  likely  to  participate  in  the  shorter  rides.  It  is  assumed  that  reducing  the  opportunity  costs  and  removing  constraints  such  as  big  time  commitments  helped  to  increase  interest  for  respondents.       Because  participating  with  Bike  &  Build  is  such  a  unique  program  with  which  to  volunteer,  we  anticipate  that  many  of  our  respondents  would  be  uninterested  in  undertaking  a  cycling  tour  spanning  weeks  or  several  months.    As  a  way  to  gauge  general  interest  in  the  program,  we  asked  how  likely  our  respondents  were  to  participate  in  local  community  events  focused  on  raising  funds  or  awareness  for  Bike  &  Build  and  its  cause;  49%  of  respondents  were  interested  in  a  5k  run  or  walk,  48%  were  interested  in  a  weekend  cycling  event,  and  46%  indicated  that  they  were  interested  in  a  stationary  cycling  (spinning)  event.  This  shows  that  our  respondents  are  open  to  participating  in  activities  close  to  the  core  values  and  activity  of  Bike  &  Build  but  with  smaller  commitments  of  time.  These  results  coincided  with  our  secondary  research  discoveries  regarding  recent  fitness  trends  for  the  millennial  population  listed  in  the  “Opportunities”  section  above.  It  also  corresponded  with  the  interviewee  responses  saying  that  they  would  be  more  inclined  to  participate  in  the  program  if  given  alternatives  to  biking  long  distances.    How  to  Build  Brand  Awareness  

In  order  to  build  brand  awareness  for  Bike  &  Build  we  asked  a  series  of  questions  to  our  respondents  about  their  social  media  habits  and  asked  them  to  suggest  methods  for  getting  the  word  out  about  organizations.       We  first  asked  our  respondents  whether  or  not  they  were  avid  users  of  social  media;  53%  of  respondents  strongly  agreed  and  36%  agreed  totaling  93%  of  respondents  who  identify  as  avid  social  media  users.  About  9%  were  neutral  and  only  2%  of  respondents  disagreed.   We  also  found  that  social  media  is  the  main  source  of  information  for  respondents.  Of  all  respondents,  43%  strongly  agree,  36%  agree,  and  16%  are  neutral  to  using  social  media  as  their  main  source  of  information.  Only  5%  disagreed.  The  respondents  were  asked  to  rank  the  social  media  platforms  that  they  used  most.  Facebook  was  the  most  popular  followed  by  Instagram  and  Twitter.       When  asked  directly  what  the  best  way  to  spread  awareness  would  be  the  respondents  of  both  pools  answered  very  similarly.  For  this  we  did  not  use  any  pre-­‐populated  answers,  but  rather  had  the  respondents  type  their  suggested  idea;  86%  of  respondents  answered  “social  media”  and  9%  of  the  respondents  named  Facebook  specifically;  3%  of  respondents  felt  that  word  of  mouth  would  be  the  best  approach.  One  respondent  answered:  “social  media  i.e.  ice  bucket  challenge”  but  we  feel  that  the  Ice  Bucket  Challenge  was  a  phenomenon  and  is  nearly  impossible  to  replicate.  The  survey  results  corresponded  to  our  interview  responses  as  nearly  all  interviewees  said  social  media  should  be  used  coupled  with  some  form  of  word  of  mouth  presence  on  college  campuses  would  be  the  best  way  to  

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spread  awareness.  Additionally,  secondary  research  suggests  that  Millenials  are  avid  users  of  social  media  and  in  general,  overall  use  of  social  media  and  social  media  apps  by  this  population  is  continuing  to  increase  quickly  (Adweek  social  times).    [See  “opportunities”  section  above]      

STRATEGIC ISSUE IDENTIFICATION Issue Identification After conducting extensive primary and secondary research, it can be concluded that Bike & Build currently faces three main issues:

1. Narrow, Exclusive Target Market: Bike & Build currently focuses too narrowly on a target population of biking-intensive, service-oriented, 18-25 year olds that have a surplus of free time and have the confidence to embark on either 3-week regional or summer-long, cross country bike tours. This is a problem because the organization is excluding a significant pool of prospective 18-25 year old participants that maybe are non-bikers or are less confident in biking abilities in addition to those with less or no free time to bike such long periods of time

2. Concerns About Current Bike & Build Program: Research investigations showed that prospective participants are concerned about the program requirements and participation methods currently offered by Bike & Build. Top concerns of this age demographic [on both tested coastal populations] include:

a. Career/Job/Internship or other Educational Obligations b. Time Commitment c. Money/Fundraising/Self-Financing

3. A Demand For Alternative Ways To Participate: People expressed their interest in, and inclination to participate in the organization’s program if given alternative ways (other than biking such grand distances for such extensive periods of time) to participate. There is a demand for more localized events/programs with little time commitment.

BIKE & BUILD OBJECTIVES AND GOALS Bike & Build Organizational Objectives

Organizational Goal: Bike & Build’s organizational goal is to continue to support the affordable housing cause in the U.S. through its program offerings as well as continue to grow communication with, and recruit young adult participants from all over the U.S. to help fulfill their charitable mission. Organizational Objective: Increase the number of participants to the Bike & Build program by 20% by year-end 2016.

Bike & Build Marketing Objectives The challenge Bike & Build faces today is centered on the concept of brand awareness. In order to continue to recruit more participants to the program, the organization relies heavily on word-of-mouth power of alumni riders speaking to/sharing experiences with college students and other friends between the ages of 18-25. This word-of-mouth method of spreading awareness and recruitment has done well on the Eastern region/East coast of the U.S., as many of their participants are currently from that part of the U.S. However, the organization has not recruited well from the Western U.S. states/West coast. Therefore, word-of-mouth capacity to spread awareness is extremely low. Marketing Goal: Given a list of 13 Western U.S. Universities, [See Appendix G] Bike & Build’s marketing goal is to target, reach and increase communication with this Western/West Coast market of young adults, subsequently attracting them to participate and join the Bike & Build program. Marketing Objective: The marketing objective for this campaign is to increase the number of participants from the Western region/West Coast of the U.S. by 10% by year-end of 2016. BIKE & BUILD MARKETING BUDGET [See Appendix for Bike & Build Budget] The Bike & Build marketing budget was sent directly by Director of Operations and Outreach Justin Villere. The budget provided reflected a total rough marketing fund allocation

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of $14,950 for FY2015. We decided to take that rough estimate of about $15,000 and built a marketing plan that can be implemented at or under budget. The main costs included in our proposed marketing plan are: the Hootsuite social media marketing coordinating tool ($119.88/year), campus print flyers for on-campus events at target universities (500 flyers for $290.00 multiplied by the 13 Western target universities), finally if Bike & Build decides to run a weekend 5K, the determined cost is estimated at around $4,245.

THE MARKETING STRATEGY: “Taking The Wild West” The Three (3) Prong Campaign Solution “Taking The Wild West” In an effort to achieve our marketing objective, we have structured our marketing strategy around three key components:

1. Maintain current target market for Bike & Build participants with current program offerings 2. Add two (2) additional target markets composed of less-intense and/or non-biking population 3. Redevelop the Bike & Build program and marketing mix to appeal uniquely to all three (3) markets

The Marketing Mix People Segment: The segment of the U.S. population that this campaign will aim to engage is a population determined both by geographic location and demographic characteristics. Specifically, the campaign is trying to engage the geo-demographic segment of young adults ages 18-25 (bike leaders up to age 28) that currently reside, go to school, and/or are employed on the Western Coast or Western region of the U.S. Target Market Breakdown: Identified above, one of Bike & Build’s current problems is that it excludes much of the young adult 18-25 year old Western Coast/ Western U.S. population simply because it is attracting only the biking intensive population with an abundance of free time to spend on extensive trips across the country or along the coast. We have therefore decided to add two (2) additional target markets that are broken down based on behavioral characteristics and psychographic characteristics. Behavioral characteristics are based on the young adult’s level of engagement with bikes and cycling. Psychographic characteristics are based on the level of comfort and overall confidence biking abilities, in addition to the general feelings and attitude towards taking time off to join the Bike & Build program. These are the three (3) determined target market groups: 1. “The Weekend Cruiser”: This person engages in physical fitness activities on a daily basis and is health-oriented. He or she either has just recently begun to take interest in biking or is a novice level in terms of cycling skills/knowledge. This person has a curiosity and interest for what it would be like to do a group bike trip, but is not comfortable in cycling more than two or three nights on a local trail or route for safety and security concerns. Additionally, this person is also not receptive to the idea of dedicating three-weeks and/or a full summer to bike the region or cross-country—they are not into biking on that level or just don’t have that sort of free time to offer. 2. “The Regional Drifter”: This participant is an upper-novice to intermediate level biker with an overt interest in biking; this person has a basic understanding and knowledge about bikes and cycling in general. He or she enjoys frequent rides for recreation with friends/family, or simply to relax and go for long “joy rides”. Since this person tends to bike more often, they have developed a stronger skillset and higher level of confidence in their cycling abilities. He or she would be willing to embrace more adventure and would be interested in donating one-to three weeks of their free time to longer bike trips along the West Coast; Time is still a factor of concern for this prospective rider but has some flexibility to opt into a 1-3 week tour. 3. “The All-American Country Rider”: This person is an intermediate to expert level biker with a passion for adventure, biking, service, and the American people. He or she is an avid biker, maybe has participated in bike clubs or local races and has substantial insight into the biking industry and/or sport overall. Finally this person is nearly 100% confident in his or her riding abilities, and views the summer-long or three week tours as a once-in-a-life-time experience/opportunity to help a good cause and also fulfill biking goals. Product: Program Redevelopment Given these three, newly defined target markets, Bike & Build must be able to build upon, expand and redevelop their current program so as to provide more alternatives and ways in which prospective participants

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can participate. Given the aforementioned descriptions of each type of potential participant, and in combination with the organization’s current program offerings, these are some suggestions that were determined through our conducted interviews, surveys and secondary research. Programs For “The Weekend Cruiser”: • Weekend Bike & Build retreats biking a total of 160 miles for the weekend • Local community home-building opportunities • City rides to support local city projects and spread support for the affordable housing cause Programs for “The Regional Drifter”: • 5 to 7-Day “Autumn Ride” and "Spring into Action” 300-mile bike tours beginning and ending at given list

of targeted college campuses to be coordinated with individual campus service or biking organizations for Fall and Spring Break Weeks

• 3- Week “Regional Drift” anywhere from 830 to 950-mile bike tours. Regional drifts are currently offered on each coast, however it could be beneficial to offer these 3-week tours more often with more options in the Western region of the U.S.

Programs for “The All-American Country Rider”: • 3-week regional drifts up and down the West Coast • Cross-Country Summer-long tour biking about 80 miles/day with stops along the way, spending about 190-

hours on each building site. Price: Cost to Participate

The current cost to participate in the Bike & Build program is based on their established cross-country and 3-week tours. For the cross-country tour, each rider must fundraise at least $4,500. The 3-week tours are currently priced at a minimum fundraising amount of $2,250 with a similar fundraising model. Bike & Build donates the majority of the raised funds to youth-led affordable housing projects across the country. In addition, the money fundraised will contribute to trip expenses including: bike and basic attire/equipment, food, and fuel for the support van.

After reflecting on Bike & Build’s current pricing model, some questions were raised from a enrolled college student/recently graduated/newly employed young adult’s perspective. For this age group and given the current economic situation in the U.S. with the economy slowly rebounding from its years of recession, money is not typically in abundance. In fact, many students currently must take out and repay loans for their education, or are on some sort of financial aid/scholarship to offset such high educational costs.

That said, the idea our team has is that the newly added shorter and more localized program opportunities can be offered at lower costs to the rider. Essentially, expenses could be cut down in terms of food and fuel costs, and safety staff would not need to be paid for such long periods of time as the cross-country/3-week tours. The varied programs can make the Bike & Build program more attractive to the prospective rider in terms of monetary and time commitment since different people have different personal situations and financial statuses.

Keeping the current cost structure of the cross-country and 3-week tours, the following are prices that our team developed for the proposed shorter/alternative program offerings: Cost to Participate: “The Weekend Cruiser” • 2-3 day tour roughly around 3/7 of the cost to ride a one week tour: $325/rider Cost to Participate: “The Regional Drifter” • 5-7-day tour about 1/3 of the 3-week tour: $750/rider • 3-week tour currently priced at $2,250/rider Cost to Participate: “The All-American Country Rider” • Summer-long cross-country tour: $4,500/rider Place & Distribution: Bike and Build’s current headquarters is located in Philadelphia, PA, and has been at this location since 2006, after relocating from their offices in New York. Additionally, based on Bike and Build’s expanded target audience and goals to increase participants from the West Coast/Western Region of the U.S., we believe that

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there may be a new need to create a satellite office on the West Coast/Western region of the U.S. to better, and more directly serve their new participants. Promotion: The purpose of promotion is to spread awareness and promote Bike & Build programs. Three promotional initiatives will be used: social media marketing, sponsor acquisition, and teaming up with the listed target school campuses.     1. Social Media Marketing: In order to engage prospective and current riders through social media platforms, Bike & Build should specifically focus on the Viewing, Creating, and Moderating levels of social media participant engagement. Viewing refers to getting the message in front of prospective and current Bike & Build participants; it is about making them aware of the organization and its latest adventures. Creating refers to actually asking people to create content by posting pictures, videos, or basic comments and attaching the Bike & Build hashtags. Lastly, moderating is trying to generate conversations between Bike & Build and its followers such as asking for opinions and sparking discussion about new creations for the program.

Simply put, it is not only necessary to spread awareness by posting content about the organization and what it does, but it is also important to create an environment in which the target market feels comfortable in interacting with the brand via social media. A brand can attract its target market by creating engaging content that people can participate in. For example, Bike & Build can create photo contests, ask for opinions regarding potential new bike routes, or even start a conversation with the public using a countdown to the next big uniform reveal. For sample “mock-up” social media content (and subsequent explanations) that would engage followers on each of the three aforementioned levels of social media engagement, please refer to the appendix. In addition to In order to receive the most traffic on social media posts, it is essential to know the best times to share content. According to research, the following times are considered “high traffic” or “busy” times and have the potential to reach the most users: • Early morning (7 to 9 a.m.): Many people quickly check in as they hurry themselves and their families out

the door for the day. • Lunchtime (11 a.m. to 1 p.m.): Lunch break is a primary time to check social media. • Midafternoon (1 to 3 p.m.): An "after lunchtime" lull often occurs when people check their social media

platforms in between tasks. • Early evening (7 to 9 p.m.): As people settle down after dinner, they tend to go through their social media

accounts before bed (Dummies). Keeping in mind list of targeted schools, Bike & Build should focus on posting their content for Pacific

Time. If they wanted to reach both coasts at the same times of the day, there are conveniently times considered “high traffic” or “busy” times that overlap. For example, a mid-afternoon post for the East Coast would fall in the “high traffic” lunchtime for the West Coast. In addition to what time of day is best for posting content, the frequency of posting must be considered; in the world of social medial, the average number of posts per day varies depending on the platform: • Facebook: Users tend to get frustrated when organizations post too frequently on Facebook. Therefore, it is

necessary to have engaging and valuable content. The idea is to have quality posts over quantity of posts. At the minimum, posts should occur 3 times per week and 10 times per week at the maximum (Constant Contact).

• Twitter: One can share more frequently on Twitter because it is a fast paced platform and the feed was built to update frequently. The content must still be relevant and interesting to the followers. Tweets should be posted at a minimum of 5 times per day and there is no maximum (Constant Contact).

• Instagram: A typical company posts to Instagram an average 1.5 times per day. Again, content should be relevant and interesting for the followers (Buffer App).

To see a sample social media marketing schedule employing the aforementioned social media marketing tactics, please refer to the appendix. The schedule demonstrates a sample of what a typical week of social media marketing looks like, as well as the amount of social media content that should be included.

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To manage and post content on specific days and times of the week, Bike & Build can utilize a social media marketing tool called Hootsuite. Hootsuite allows organizations to schedule specific content to be posted at specific scheduled times across various social media platforms. Our team suggests Hootsuite “Pro” for Bike & Build because it is a tool geared towards smaller organizations. Hootsuite Pro is only $119.88 per year and includes a free first month trial. In addition to managing and scheduling automated posts across various social media platforms, Hootsuite delivers enhanced analytics reports that analyze the effectiveness and level of engagement that the organization’s content generates at the time of posting in order to determine which posts, times, platforms, etc. are, in fact, the most engaging (Hootsuite). 2. Sponsor Acquisition: [See appendix for sponsor proposal letters]: In  addition  to  providing  funding,  Bike  &  Build  also  looks  for  sponsors  that  are  in  line  with  their  values  and  can  provide  products  or  services  to  the  organization.    Bike  &  Build  currently  has  number  of  official  sponsors  in  certain  categories.  A  notable  sponsor  is  Giant,  the  official  bike  sponsor.  Giant  provides  the  bikes  for  all  Bike  &  Build  riders  that  they  are  then  able  to  keep  (Bike  &  Build).  Providing  a  bike  for  participants  helps  to  lower  the  cost  to  participate  drastically.  Our  proposed  sponsors  will  help  provide  Bike  &  Build  with  funding,  product,  as  well  as  exposure  for  college  students.    

First,  Garmin  is  a  multinational  producer  of  navigation  equipment  (Garmin).  The  company  operates  in  many  segments  including  Outdoor/Fitness.  Garmin  is  extremely  popular  amongst  cyclists  for  their  superior  GPS  enabled  cycling  computers.  Garmin  is  a  company  with  a  long  history  of  sponsoring  athletic  events  and  partnering  with  non-­‐profit  organizations  (Garmin).    Our  goal  for  partnering  with  Garmin  is  to  create  a  mutually  beneficial  relationship  that  will  continue  on  indefinitely.  We  would  ask  that  Garmin  become  the  Official  Navigation  Sponsor  of  Bike  &  Build.  

Garmin  has  clearly  stated  guidelines  for  sponsorship  candidates  on  their  website.  They  include  Timeliness,  Product  Placement,  Non-­‐Profit,  National,  and  Competition  (Garmin).  The  following  information  was  taken  from  Garmin’s  guidelines  for  sponsorship.  Garmin  requires  at  least  six  weeks  prior  to  the  event  to  begin  working  on  sponsorship  arrangements.  For  this  reason  Garmin  would  be  a  target  for  the  2016  Bike  &  Build  campaign.  As  far  as  product  placement,  Garmin  is  always  searching  for  new  and  innovative  ways  to  get  their  products  in  front  of  consumers.  Garmin  proudly  donates  to  501(C)(3),  tax-­‐exempt,  charitable  organizations  whose  ideals  align  with  their  mission.  Garmin’s  Mission  is  “To  be  an  enduring  company  by  creating  superior  products  for  automotive,  aviation,  marine,  outdoor,  and  sports  that  are  an  essential  part  of  our  customers’  lives”  (Garmin).  Garmin  sponsors  events  or  people  with  a  national  presence  that  will  facilitate  national  activation  of  a  marketing  promotion.  Garmin  tends  to  sponsor  national  and  regional  sporting  events/organized  races  that  offer  the  ability  to  reach  large  groups  of  people.  (Garmin)  

We  will  be  requesting  three  (3)  things  from  Garmin:  Cycling  computers,  volunteers,  and  monetary  donations.  Bike  &  Build  currently  mandates  that  all  riders  must  purchase  cycling  computers  prior  to  their  tour.  Garmin  providing  computers  would  eliminate  an  additional  expense  that  Bike  &  Build  riders  currently  have,  as  well  as  provide  a  way  to  keep  track  of  their  mileage.  Bike  &  Build  could  also  pre-­‐load  these  computers  with  the  route  so  that  everyone  would  have  a  real-­‐time  map  with  turn-­‐by-­‐turn  directions.    

We  would  also  like  to  capitalize  on  the  fact  that  the  Central  US  route  passes  right  by  Garmin’s  operations  headquarters  in  Olathe,  Kansas.  Garmin  has  an  extremely  competitive  summer  internship  program  in  Olathe  that  consists  of  80  interns  from  around  the  country  (Garmin).  When  Bike  &  Build  riders  pass  through  Kansas,  we  would  like  to  have  a  build  day  in  the  Olathe  area  where  Garmin  interns  and  Bike  &  Build  riders  work  together  to  build  a  house.  This  would  allow  Bike  &  Build  to  expose  its  mission  and  programs  to  80  college  interns  from  around  the  country.    

In  exchange  for  Garmin’s  partnership  and  the  above  mentioned  items,  Bike  &  Build  is  able  to  offer  Garmin  exposure  through  a  descriptive  blurb  on  their  website,  a  mention  in  the  annual  report,  and  make  the  Garmin  logo  be  featured  on  their  kits.  We  would  also  like  to  give  Garmin  the  opportunity  to  be  title  sponsors  and  attend  1-­‐day  events  that  would  be  held  on  campuses  in  an  effort  to  recruit  riders.  These  events  would  be  5k  races,  spinning  events,  and  other  types  of  events  that  align  with  the  products  and  

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mission  of  both  Bike  &  Build  and  Garmin.  Finally,  we  would  like  Garmin  to  become  the  title  sponsor  of  the  Central  US  route  and  rename  the  route  The  Garmin  Route.  

Strava  is  a  hybrid  fitness  tracker  and  social  media  platform  offered  in  both  mobile  applications  and  website  (Strava).  Strava  is  similar  to  apps  like  “Map  My  Ride”  but  is  geared  more  towards  serious  athletes  as  opposed  to  casual  runners  or  cyclists.  Strava  has  a  feature  where  groups  are  able  to  virtually  train  together,  and  charities  have  used  this  feature  as  a  way  to  challenge  participants  in  fundraising  (Strava).  Strava  is  a  San  Francisco  startup  that  has  grown  rapidly  and  now  has  a  large  headquarters  in  San  Francisco  as  well  as  an  office  in  New  Hampshire  (Strava).  We  would  ask  that  Strava  become  the  Official  Training  Sponsor  of  Bike  &  Build.  

We  would  like  to  create  a  Strava  group  where  Bike  &  Build  riders,  alumni,  and  supporters  can  share  their  training  activities,  encourage  one  another,  and  take  part  in  friendly  competition.  Each  month  we  would  create  a  challenge  and  request  that  Strava  makes  a  donation  for  those  challenges  being  accomplished.    For  example,  Strava  could  challenge  the  Bike  &  Build  group  to  collectively  ride  5,000  miles  in  one  month,  and  if  this  were  accomplished  they  would  make  a  donation  to  Bike  &  Build.  This  would  create  a  scenario  where  supporters/participants  completing  activities  at  the  core  of  the  organization’s  mission,  provide  Bike  &  Build  with  another  source  of  funding.         The  Connecticut  to  California  route  begins  in  relatively  close  proximity  to  Strava’s  New  Hampshire  office  and  ends  in  Half  Moon  Bay,  which  is  just  past  Strava’s  headquarters  in  San  Francisco  (Strava).  We  would  like  to  begin  and  end  the  trip  with  a  build  day  in  which  Strava  employees  volunteer  alongside  Bike  &  Build  riders  to  build  houses.  We  will  provide  Strava  with  the  same  things  that  we  would  offer  Garmin.  We  would  sell  the  naming  rights  and  call  this  the  Strava  Route.  In  addition  to  the  exposure  from  having  the  route  named  the  Strava  Route  and  placement  on  our  website,  kits,  and  annual  report,  this  relationship  would  provide  Strava  with  new  users.  This  is  extremely  valuable  to  Strava  as  they  are  increasing  efforts  to  grow  their  user  base.   3. University Presence at Target Schools [See Attached File for University Contact Information]: Bike and Build’s current challenge is that they have recruited well from universities on the East Coast, but they are having difficulties recruiting from many of the universities on the West Coast. Based on this challenge, Bike and Build identified thirteen universities on the West Coast that they identified as potential recruiting sources, and asked us to conduct research and develop marketing tactics to help recruit more West Coast/Western participants to the Bike & Build program. We used the results from our primary research initiatives (in-depth interviews and survey results), combined with the secondary research found on the latest millennial fitness trends, to determine how to increase awareness/presence of Bike & Build’s program opportunities on the given list of college campuses. Overall, the feedback from our respondents was that Bike and Build’s program requires too much of a time commitment for them to participate, and many respondents did not feel confident enough in their biking skills to bike across country. Instead, they suggested three alternative participation activities. The top alternatives to the Bike and Build summer-long program (mentioned in both interviews and survey responses) that would interest them were: a weekend 5K and 10K Walk/Run, Bike Race Weekend Charity Event, and Spinning/Stationary Cycling fitness event. Through our research, we were unable to find average costs to run Bike Race Weekend Charity Events, or Spinning/Stationary Cycling fitness events due to organizations’ unwillingness to release their budget for these events, but rather highlighting how much money they raised for the cause. However, Delta Sigma Pi, the Saint Joseph’s University Business Fraternity recently hosted a 5K Run on campus for a brother that passed away, and the total disclosed cost for this event was $4,224 (Delta Sigma Pi Saint Joseph’s University Chapter). This cost reflects a 5K with over 150 participants, food, tables, medical personnel, t-shirts, as well as all of the other incidentals that go along with organizing a 5K event. This is a great benchmark for Bike & Build because it involves the target audience that they are pursuing, in addition to the fact that it was held at the a university— something that Bike and Build has already identified as a want. EVALUATION & CONTROL

The  performance  of  our  team’s  strategic  objectives  for  Bike  &  Build  will  be  measured  in  a  number  of  different  ways  to  best  gauge  whether  our  marketing  objectives  have  been  achieved.    All  of  our  team’s  

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social  media  objectives  can  be  controlled  through  analytics  provided  by  the  subscription  to  Hootsuite.    Bike  &  Build  will  be  able  to  measure  the  success  factors  of  our  team’s  social  media  campaign  initiatives  with  the  specialized  analytics  their  program  provides.    Hootsuite’s  software  will  allow  Bike  &  Build  to  see  the  percent  change  in  conversation  rate  such  as  the  number  of  audience  comments  per  post.    Bike  &  Build  can  also  observe  any  percent  change  in  amplification  rate  such  as  the  number  of  shares  or  retweets  per  post.    Finally  Bike  &  Build  will  be  able  to  see  any  percent  changes  in  applause  rate  associated  with  their  posts  by  monitoring  the  number  of  likes  or  favorites  per  post.    

In  addition  to  these  social  media  analytics  from  Hootsuite,  Bike  &  Build  can  monitor  its  progress  of  adoption  of  west  coast  volunteers  from  our  team’s  strategic  initiatives  in  a  number  of  ways.    Percent  of  total  Bike  &  Build  volunteer  associates  from  the  west  coast  can  give  an  accurate  description  of  how  well  the  strategies  have  been  implemented  if  change  is  viewed  in  a  year-­‐over-­‐year  format.    Also,  Bike  &  Build  can  conduct  surveys  issued  to  students  in  the  schools  executing  their  5k  runs  to  measure  any  overall  change  in  brand  recognition  post-­‐strategy  implementation.    These  techniques  utilized  will  help  Bike  &  Build  analyze  the  overall  success  of  these  initiatives,  but  our  team  wanted  to  develop  a  set  of  metrics  that  would  allow  Bike  &  Build  to  see  if  these  strategies  have  also  positively  impacted  their  overall  organization.    In  order  to  do  this,  our  team  developed  an  Input-­‐Impact  model  of  Bike  &  Build’s  overall  organization  from  which  we  derived  a  number  of  specific  metrics  that  can  help  to  understand  whether  our  programs  have  benefitted  Bike  &  Build  as  a  whole.      

 An  Input-­‐Impact  breaks  an  organization  down  into  five  core  components  (Inputs,  Activities,  Outputs,  Outcomes,  and  Impacts)  and  helps  to  show  the  elementary  cause  and  effect  relationships  between  these  organizational  components.    In  the  model,  Inputs  represent  the  mission  statement,  vision,  strategy,  structure,  systems,  resources,  and  the  general  internal  environment  of  the  organization  (Epstein,  Buhovac).    These  inputs  flow  into  the  organizational  activities  which  are  the  actions  taken  that  allow  inputs  to  be  mobilized  into  specific  organizational  outputs  (Epstein,  Buhovac).    The  organization’s  outputs  are  the  products,  capital  goods,  and  services  that  result  from  the  activities  completed  by  the  organization  and  are  represented  as  both  Internal  and  External  Outputs  (Epstein,  Buhovac).    Next  come  the  Outcomes,  which  are  basically  the  short  to  medium-­‐term  effects  directly  resulting  from  the  organization’s  outputs  and  can  be  characterized  by  a  change  in  development  conditions  (Epstein,  Buhovac).    Finally  come  the  Impacts,  or  the  actual  and  intended  changes  in  human  development  as  measured  by  people’s  well  being  (Epstein,  Buhovac).    Our  team  created  a  model  specific  to  Bike  &  Build  from  which  we  derived  a  list  of  20  metrics  relating  to  each  one  of  the  five  components  of  the  Input-­‐Impact  model  that  we  believe  can  be  used  to  understand  the  total  value  that  our  team’s  strategic  initiatives  bring  to  Bike  &  Build  as  a  whole.    This  model,  as  well  as  our  list  of  performance  metrics,  can  be  viewed  in  the  appendix  of  this  document.       CONCLUSION Bike & Build is a non-profit charitable organization that aims to help and spread awareness to the affordable housing crisis. They recruit and empower young adults to actively bike cross-country and rebuild/educate local communities along the way. Our task was to determine a way to increase the number participants and the overall presence of Bike & Build on the given list of 13-targeted universities. Our team conducted primary and secondary research to determine the top issues facing the organization’s ability to recruit. (Those identified issues centered on the current, overly narrow target market (those 18-25 year olds that are confident and avid bikers with substantial free time to donate to riding for long periods of time and over great distances. We therefore used behavioral and psychographic characteristics (factoring in biking confidence/abilities and overall attitudes towards spending much of their free time cycling cross-country) to create two additional less- biking intensive target markets. With three (3) markets of participants, we redeveloped the Bike & Build program so as to give each market an enticing program feature, priced accordingly, and thought of three ways to promote based on primary and secondary research on best ways to spread awareness to this American age demographic. Finally, we developed logical metrics to measure and analyze the effectiveness of our marketing initiatives.

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APPENDIX Saint Joseph’s University Marketing Team Contact Information:

Competitor Financial Comparisons (NOTE: We have not described the organization “Humane Society” in detail for the sake of page limitations to this document, however we do recommend reading about this organization as a competing charitable organization)            

     

   

Name   Phone     Email    

Alexis  Grieco   973-­‐525-­‐2377   alexisnicolegrieco@gmail.com  

Daniela  Rampa   610-­‐717-­‐6679   daniela.rampa521@gmail.com  

Gabe  Fox   717-­‐599-­‐9642   gfox93@gmail.com  

Matt  Fahey     610-­‐316-­‐6557   matthewsfahey@gmail.com  

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Projected  U.S.  Non-­‐Profit  Industry  Demand  Growth  Trends                                                Copyright 2015 Hoover’s, Inc. First Source Database

                                                 http://mergent.firstresearchlearn.com/industry_detail.aspx?pid=92&chapter=8

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Based on a spectrum from 1 (Most Concerning) to 6 (Least Concerning)

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Distribution of Respondent Universities

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FY2015 Bike & Build Marketing Budget Provided by Bike & Build

Sample Social Media Marketing Schedule Sample Social Media Content:

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                 Here  is  a  sample  tweet  of  a  photo  contest  during  a  summer  tour.  The  post  also  engages  with  the  rest  of  the  nation  since  it  deals  with  Independence  Day.  If  users  look  through  the  hashtag  #AmericaTheBeautiful,  they  can  see  this  post  about  Bike  and  Build  and  brand  awareness  will  occur.          This  post  adds  personality  to  the  brand.  Everyone  loves  a  good  love  story.  This  is  an  example  of  a  couple  who  met  eachother  on  their  tour  and  fell  in  love.    

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The  hashtag  #WhyIRide  can  help  Bike  &  Build  gain  a  personal  brand  face.  Users  can  post  a  photo  and  describe  their  reason  for  riding.  It  will  be  interesting  to  see  the  varying  answers  such  as  fitness,  adventure,  volunteering,  making  friends,  etc.      This  post  creates  friendly  competition  between  the  two  coasts.  For  example,  the  coast  that  raises  the  most  money  could  win  a  free  Fitbit  Surge.    The  hashtags  used  for  the  competition  will  be  #BikeandBuild  and  then  #WestCoast  or  #EastCoast  to  sort  the  users.    

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   This  is  a  sample  post  of  other  content  that  can  be  added.  Bikers  are  generally  healthy  and  fit  people.  Posts  with  healthy  snack  ideas,  new  workouts  excerises,  and  even  just  a  reminder  of  the  benefits  of  sunscreen  can  appeal  to  Bike  and  Build’s  target  market.      The  following  is  what  the  YouTube  page  should  look  like.  It  is  crucial  to  make  sure  that  all  social  media  platforms  have  the  same  image  to  reinforce  brand  identity.  Originally,  Bike  and  Build’s  cover  photo  was  a  plain  gray  screen  and  the  profile  picture  was  not  consistent  with  the  rest  of  the  accounts.  However,  something  positive  about  the  YouTube  channel  is  the  video  content.  There  are  multiple  videos  created  by  participants  that  show  the  day  in  the  life  of  Bike  and  Build.  The  organization  should  link  these  videos  to  their  other  social  media  accounts  because  they  would  gain  more  traffic  and  it  would  be  more  beneficial.    

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Student Life Office Websites

Contact  Information  for  Bike  &  Build's  Target  Universities                

Universities   State  Student  Life  Contact  Phone  Number  

           University  of  New  Mexico   NM   (505)  277-­‐0952  UCLA   CA   Not  listed  University  of  Utah   UT   Susan  Miller:  (801)  581-­‐8898  

Arizona  State   AZ   (480)  965-­‐9665  

University  of  Illinois   IL   (217)  333-­‐1300  

San  Diego  State   CA   (619)  594-­‐5221  Brigham  Young  University   UT   (801)  422-­‐2731  San  Francisco  State  University   CA   (415)  338-­‐1111  Colorado  State  University   CO   (970)  491-­‐5312  University  of  Tennessee   TN   (865)  974-­‐7449  University  of  Kentucky   KY   (859)  257-­‐1911  Iowa  State   IA   (515)  294-­‐8081  Louisiana  State  University   LA   (225)  578-­‐8607  

Student  Life  Email  

   

ovpsa@unm.edu  

webmaster@saonet.ucla.edu  

smiller@crs.utah.edu    tempeclubs@asu.edu  Anna  Tsai:  annatsai@illinois.edu  

sll@mail.sdsu.edu  

deanofstudents@byu.edu  

sfsuinfo@sfsu.edu  

vpsa@colostate.edu    

studentlife@utk.edu  

N/A  sac@iastate.edu  

studentlife@lsu.edu  

Website      http://studentaffairs.unm.edu  http://www.studentaffairs.ucla.edu  http://campusrec.utah.edu  https://eoss.asu.edu/dos/campus_life  http://studentaffairs.illinois.edu  http://studentaffairs.sdsu.edu/SLL/  https://deanofstudents.byu.edu/content/what-­‐student-­‐life-­‐0  http://dos.sfsu.edu/student-­‐life  http://www.studentaffairs.colostate.edu  http://studentlife.utk.edu  http://www.uky.edu/StudentAffairs/#  http://www.sac.iastate.edu/en/clubs_and_organizations_new/  http://students.lsu.edu/studentlife?destination=node/156  

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Universities      University  of  New  Mexico  UCLA  University  of  Utah  Arizona  State  University  of  Illinois  San  Diego  State  Brigham  Young  University  San  Francisco  State  University  Colorado  State  University  University  of  Tennessee  University  of  Kentucky  Iowa  State  Louisiana  State  University  

Bike Club/Organization Website Bike  Club/Organization  Website  

 Inactive  http://www.bruincycling.com/home  N/A  http://asucycling.org  http://illinicycling.org  https://arc.sdsu.edu/cycling/  http://bicycle.byu.edu  http://sfsucyclingteam.blogspot.com  http://www.ramscycling.com  http://recsports.utk.edu/Programs/Outdoor%20Rec/Bikes/resources.html  http://sweb2008.uky.edu/StudentOrgs/Cycling/UKY_Cycling_Team/Welcome.html  https://www.stuorg.iastate.edu/site/163  http://lsucycling.com  

Bike  Club/Organization  Phone  Number   Bike  Club/Organization  Email    

   Inactive   Inactive  

Jason  Zeck:  (310)  206-­‐5575   uclacycling@gmail.com  801-­‐581-­‐3797  (ask  for  Utah  Cycling)   N/A  

N/A   Constantin.Schreiber@asu.edu  

Contact  through  website   Contact  through  website  Contact  through  Sports  Club:  619-­‐594-­‐7842     sportclubs@sdsu.edu  

N/A   byubicycleclub@gmail.com  

N/A   SFSUcycling@gmail.com  

N/A   CSURamsCycling+subscribe@googlegroups.com  

N/A   nbankhea@utk.edu  Must  contact  via  Google  Group  on  website   Must  contact  via  Google  Group  on  website  

(515)  240-­‐6326   ahershey@iastate.edu  

Contact  via  Website   Contact  via  Website  

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BIKE & BUILD SWOT MATRIX

35        

Categories     Performance  Metrics     Metrics  relation  to  Objectives    Inputs   • %  Of  strategic  priorities  that  are  directly  aligned  

with  the  mission/vision  statement  • Helps  to  measure  whether  our  

team’s  initiatives  have  been  integrated  into  the  core  goals  of  the  organization    

Activities   • Program  Expense  percentage  change  • Fundraising  Expense  percentage  change  • Administrative  Expense  percentage  change  

• Helps  to  understand  whether  our  team’s  initiatives  made  B&B  more  financially  efficient    

Outputs   • Number  of  people  participating  in  related  programs  directly  offered  by  Bike  &  Build  

• Number  of  communities  being  impacted  by  related  programs  directly  offered  by  Bike  &  Build    

• Number  of  total  hours  Bike  &  Build  participants  volunteered  at  build  sites    

• Amount  of  total  money  raised    • Number  of  grants  awarded    • Number  of  community  presentations  given/youth  

engaged    

• Helps  to  measure  the  impact  of  our  team’s  initiatives  on  the  aggregate  level  of  B&B  activities    

Outcomes   • %  Of  Bike  &  Build  beneficiaries  reestablishing  themselves  within  their  communities    

• %  Of  Bike  &  Build  beneficiaries  reporting  major  life  improvements    

• %  Of  Bike  &  Build  participants  planning  another  trip  in  the  future  

• %  Of  Bike  &  Build  participants  planning  more  volunteer  work  other  than  a  Bike  &  Build-­‐related  program    

• Number  of  members  in  the  Bike  &  Build  alumni  network  

• Helps  to  determine  the  impact  of  our  team’s  initiatives  on  the  total  number  of  people  directly  impacted  by  B&B  

Impacts   • %  Of  people  living  in  an  “affordable  home”  in  the  US  

• %  Of  renters/homeowners  considered  to  be  “severely  burdened”  by  housing-­‐related  issues  

• %  Of  people  living  in  homes  considered  to  be  “physically  adequate”  

• %  Of  youth/young  adults  volunteering  within  their  communities  

• %  Change  of  knowledge  of  the  housing  crisis  among  the  general  public    

• Helps  to  determine  whether  our  team’s  initiatives  aided  B&B  in  their  overall  organization  mission    

Social  Media   • Using  Hootsuite’s  analytics  to  measure:    • %  Change  in  conversation  rate  (number  of  

audience  comments/post)  • %  Change  in  amplification  rate  (number  of  shares  

or  retweets/post)  • %  Change  in  applause  rate  (number  of  likes  or  

favorites/post)  

• Helps  to  measure  overall  performance  of  our  team’s  proposed  social  media  initiatives    

Other     • %  of  new  participants  from  the  west  coast  • Bike  &  Build  brand  recognition  among    of  college-­‐

aged  men  and  women  (west  coast  &  US)  

• Helps  to  measure  overall  performance  of  our  team’s  west  coast  initiatives  

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