LinkedIn emplea cookies para mejorar la funcionalidad y el rendimiento de nuestro sitio web, así como para ofrecer publicidad relevante. Si continúas navegando por ese sitio web, aceptas el uso de cookies. Consulta nuestras Condiciones de uso y nuestra Política de privacidad para más información.
LinkedIn emplea cookies para mejorar la funcionalidad y el rendimiento de nuestro sitio web, así como para ofrecer publicidad relevante. Si continúas navegando por ese sitio web, aceptas el uso de cookies. Consulta nuestra Política de privacidad y nuestras Condiciones de uso para más información.
As the Fall 2012 marketing and public relations intern for The Queen's Foundation, I was able to create a new marketing campaign for the organization with the executive director, Nadia Shirin-Moffett. I utilized my knowledge of the social media networks and created a social media plan that would attract more advocates, interns, volunteers and mentors to this organization.
4Executive SummaryIn a competitive industry where nonprofits are vying for limited resources andshowcasing their services online, nonprofits must differentiate themselves wheretheir current and potential stakeholders reside; social media. The Queen’sFoundation (TQF), which serves a population that is also served by various local,state and national nonprofits, must be a leader in its niche and differentiate itselffor this reason.In this social media marketing plan, exploration of the key strengths andopportunities of TQF, its current social media strategy and its plan fordifferentiation in the social media environment will be executed in order for TQFto be branded as the premier leadership organization for girls in North Carolina.2013 Social Media PlanGoal of the Plan: Drive Awareness of The Queen’s Foundation resulting in: New Mentors New Volunteers/Interns New Advocates New Stakeholders (Donors)The organization’s key objectives, as outlined in the plan, will not be achievedwith these four key support areas. The 2013 Social Media Campaign’s purposewill be to build statewide awareness in order to achieve its objectives.The 2013 Social Media Plan for TQF will focus on differentiation from othernonprofits with a strong emphasis on a “call to action” it its ultimate stakeholder;women. The 2013 Social Media Plan is and ACT NOW Campaign called: “DearLady Who Leads”Why “Dear Lady Who Leads?”The Dear Lady Who Leads Campaign speaks to the Ultimate Stakeholder,women. The goal of the campaign is to address this target marketing in ameaningful way.A strategic approach to innovatively address the ultimate stakeholder, ”DearLady Who Leads” is not only a call to action to adult women to becomeinvolved with the organization, but it is designed to come from the mostimportant aspect of the organization; the girls that are served by TQF.
5Target Audience For The Campaign: The Ultimate Stakeholder – Women,specifically 20-50+ that can serve as volunteers/interns, advocates, mentors andstakeholders.With imagery of real girl faces servedby TQF, the campaign will focus onhighlighting the girls, their stories andin their words, ask ultimatestakeholders: “Dear Lady WhoLeads, I want to be just like you. Love,(Girls’ name)” and a draw to thewebsite as provided.WHY “ACT NOW?”Goal of Social Media Plan:Through all social media outlets, the audience will beprovided a key message with an action item. This action item is to drive the audienceto the new website for TQF. When the audience goes to the new site, there is a directACTION to drive readers to become involved in one of the following ways: Mentors Stakeholders Volunteers/Interns AdvocatesNew website, will serve as the key source for all social media to drive the audience tovisitconsistent social media presence on: Facebook Twitter Instagram YouTubeOutlines for individual strategies for each outlet will be provided in this plan as theorganization prepares for a statewide expansion in two new regions in North Carolina in2014.
6Situational AnalysisClient ProfileHistory:The Queen’s Foundation (TQF) is a statewide non-profit organization founded in2010 by Miss NC USA 2010 Nadia Moffett; it was created to assist girls and youngwomen in realizing their full potential by teaching them to be queens in life andservant leaders in their community. TQF has currently served150 girls across thestate of North Carolina in six counties, launched a new mentor-internshipprogram, awarded over a dozen scholarships, and created several newcorporate and community partnerships all in the effort to guide young womento become powerful change agents in their community.Mission:The mission of TQF is to inspire women for greatness. The Queen’s Foundationnurtures and challenges young women (ages 10-18) at every stage ofdevelopment to reach their maximum potential for greatness through characterbuilding, life-skill development, and servant leadership programs to enhance thelives of girls, women, and communities.Vision:The organization’s vision is to develop young women of virtue and success thatare purposeful and powerful servant leaders serving their community and world.Purpose:The purpose is to provide programs and opportunities to young women toachieve the vision of the organization.Values:Beauty | Character |Talent | Confidence | Accountability | VisionClient Population & Demographics:The client population since inceptionis 150 young women, with an expectationof providing services to an additional 50 new clients in 2013, making theexpected total population 200young women. The demographics for Make Mea Queen and PowerHouseProject programs are girls and young women ateither high-achieving or at-risk stages of development, age 10-18, from the state
7of North Carolina. Demographics for the I AM Woman Campaign are NorthCarolina women professionals, from age 25 to retiredGeographical Service Area:The Queen’s Foundation is a statewide nonprofit in the state of North Carolina.While the organization serves young ladies across the state, PowerHouse Projectfocuses its service area on the Triad with plans to immerse itself into theCharlotte-Mecklenburg and Triangle markets in 2014. The Make Me A Queenprogram, however, is operating in rural counties only with Edgecombe andNash, with strategic plans to branch out to other rural counties in the state,particularly in the northeast part of the state.Current Programs & Services:Make Me A Queen Program Developed to inspire at-risk young women to reach their full potential inlife by offering a series of six themed experiencesthat define the sixcharacteristics of a “queen.” Designed to ensure young women are equipped with the skills andexperiences in order to make the right choices in life and understand theiruntapped potential Programs are a minimum of one year, designed to hold participantsaccountable to becoming servant leaders in their community All participants are paired with a professional mentor upon completion ofthe programPowerHouse Project A mentor-internship program for high schooljunior and senior youngwomen who are on the path to greatness. These young women are thetop of their class, nominated by the faculty of their school and ready toexcel. The program has three major components: Leadership Academy, Mentor-internship, and civic engagement. The program includes a scholarship, aweek-long intense leadership development trainingrequiredprior tobeginning their internships, 6-week internship with a paired femaleprofessional, and an intern-lead community engagement project Program is also a minimum of one year, holding participants accountableto become servant leaders
8I AM Woman Campaign An initiative that focuses on uniting women and the state and localcommunity for empowerment and support of our mission One way TQF engages adult women is through a social media campaignthat highlights women and their stories From this movement the organization gains mentors, board members, andadditional stakeholdersCurrent Partnerships & Collaborations:TQF offers programs to communities through partnerships that align in missionand client-base. Communities In Schools – Drop-out prevention program (nationalorganization) Boys & Girls Clubs – Youth development program (national) County Based School Systems Goodwill Industries of Central North Carolina Several local community based nonprofits serving lower income familiesand communities (such as Passage Home)Funding Sources: Corporate Sponsorships (Bayer CropScience, Cargill, Ward Black Law) Individual Donors: Mentors, Board Members, StakeholdersEmployers/Volunteers: One paid staff person; Executive Director 7 Board of Directors members that meet monthly; all professional womenin Triad 35 trained program volunteers Interns (2 interns for Spring and Fall Semesters and 1 over summer)
9SWOT Analysis:STRENGTHS WEAKNESSESProgramsImpact/Results from clientsBrandBusiness model for growth (internaland external stimuli)Number of Staff (building capacity)Branding consistencyNew organizationOPPORTUNITIES THREATSDeepened partnerships with schoolssystems and partners (sharing inmarketing budgets)Regional expansionAdditional stakeholders throughprogram expansionLeveraging mentors for stakeholdersMore established organizations thattarget similar client baseCompetition for limited resourcesgeographicallyBelow are the three strategic components reviewed when determining theMarketing Plan: Research Differentiation Decision on ChannelsThe Queen’s Foundation just completed a year of growth for the organization -not only from a services standpoint, but in impact to the community. TheQueen’s Foundation will be expanding its programs to parts of the state thatmay have little to no prior knowledge of the organization. As it continuesexpansion in 2013, it is important that it determines how it can keep its brandconsistent and develop a strong introduction in its new markets through socialmedia.Goals and Objectives of the Organization (as outlined in its Five Year StrategicPlan): Programs: Young Women 10-18, at-risk/high-achieving, womenprofessionals (25+) and women-based philanthropic organizations Partnerships: Communities In Schools, Boys & Girls Club and SchoolsSystems Talent: Young professionals ages 21+ (undergrad, graduate, doctorateand professionals), Professionals (board membership), womenprofessionals (mentors)
10 Capital: Corporations, Foundations, State and Federal Grants, individuals(affluent professionals and retirees across the state), in-kind donors Branding: State-wide news stations (News 14), State and regional women-based trade magazinesOrganizational Resources: The Queen’s Foundation currently owns three computers and staffs oneemployee (executive director). In addition to paid staff, the organizationhas a board of directors of six professionals (including two professionalsthat specialize in marketing), one strategic planning & operations intern, avolunteer program director, volunteer administrator and 15 dedicatedvolunteers. The Queen’s Foundation is a member of the Guilford Nonprofit Consortiumand attends training sessions regularly, including information on marketingand branding. In addition, TQF’s executive director’s background inmarketing serves as a vital role in their strategic planning of theorganization. The projected budget for 2013 is preliminarily $200,000, which is a drasticincrease from last year’s budget of under $100,000.Marketing Work Force:Currently, interns manage the marketing function of the organization in order tokeep costs low. The risk to this is that when the organization does not haveinterns in place to manage the marketing side, it creates some inconsistencies inthe marketing schedule. During intern off seasons, the organization relies on theexecutive director and volunteer staff to manage this essential function of theoperation.In the coming year, the organization plans to hire a full time administrativeassistant that will be in charge of basic marketing activities. Until then, theexecutive director and interns will manage this function.
11Primary ResearchInterviews conducted with Board Members at Annual Board RetreatQuestions, Concerns & Issues: Very little labor force to keep up with marketing initiatives What would be the biggest value-maximizer, marketing-wise? (Quantityvs. Quality) How does TQF differentiate itself from other organizations that mayappear similar?Marketing Research: What are the other organizations that people tend to compare to TQF,and how is TQF different from them? How can TQF differentiate itself through verbal and written channels,types of activities, etc.? In each target marketing area/city/county, what are the most visiblepublications, sites, groups, etc. for TQF’s marketing? What are the best connections that TQF can leverage for marketingpurposes?Short-Term Marketing Goals:Short-term goals for the marketing plan include raising public awareness of theorganization, expanding the programs to new unreached communities throughregional advisory committees in the state, and increasing the number mentorsand potential mentors available to serve youth clients. Another short term goalis to increase the number of community partnerships and outreach opportunitieswhich will be achieved by narrowing the amount of programs offered.Long-Term Marketing Goal:The long-term goal of the social media plan is to enable girls to turn site visits byaudience into long-term stakeholders in one of four key areas: stakeholders(donors), volunteers, mentors, and advocatesCompetitor Analysis/Industry OverviewCompetitors:Some examples of national competitors include Girls, Inc. and Girl Scouts ofAmerica. Other local competitors are the SHIELD Mentor Program based inGreensboro and E-Girls in Winston Salem. As the PowerHouse Project looks toexpand to Charlotte, its competitors will include Precious Gems MentoringProgram and Girl Talk.
12Competitive Advantages: The Queen’s Foundation sets itself apart as being incredibly inclusive,catering to girls at all stages of development, regardless of ethnicity orsocio-economic status. Working with both at-risk and high-achieving girls Providing community mentors for all stages of a girl’s life – accountabilitypartners that meet with them monthly Strong strategic planning in making the most out of resources,partnerships, etc.o E.g., serving Make Me A Queen in higher risk counties, etc. Show impact of programs on girls’ lives as well as on the community at-large Do research to make what TQF says is different from what otherorganizations communicateDirect Competitors are any nonprofit that serves or “seems” to serve the samepopulation of clients in the “same” demographic areas. While competitioncame come in various forms, it is most identified that any nonprofit is acompetitor vying for the same limited volunteers and donor dollar. TOcounteract this competition, The Queen’s Foundation has a strong emphasis onpartnerships with nonprofits that serve the same demographic in addition toserving areas and clients not otherwise being served and marketing thisstrategically.Some Organizations for The Queen’s Foundation to Differentiate From:Girls Inc. Girls Incorporated is a nonprofitorganization that inspires all girls to bestrong, smart, and bold strategicmarketing through a network of localorganizations in the United States andCanada. The network of local Girls Inc. nonprofitorganizations serves 150,000 girls ages 6-18 annually at over 1,400 sites in 350 citiesacross the United States and Canada.Girl Scouts Girl Scouting builds girls of courage,confidence, and character, who makethe world a better place. Branded bybadges earned, troops doing serviceprojects and the stigma this is the girlorganization of America!
13GirlTalkCharlotte, NC To empower today’s girls to becomeleaders of tomorrow Encourage positive and critical thinking,build character, promote self-respect,teach life skills, teach leadership skills,serve as a network of support for younggirls ages 11-18 Annually impacts approximately 700 girlsthrough programming and special events 5 programs: tailoring teens for success,college tour, teen summit, prom project,“loving my body” fitness campE-Girls Empowering girls in real life situations Provides access to a positive female rolemodel within a structured partnershipfocused on the needs of young girls To mentor girls as they learn important lifeskills, develop leadership skills, andbelieve that they are specialIn general, direct competitors can be outlined below:Teen Leadership Programs (various within businesses and orgs) Several small corporate ran programs and programs adopted byother non-profits teach girls to be leaders, none of which arelong-termWhat’s unique about The Queen’s Foundation? What should it focus onhighlighting in Social Media for Differentiation? Reaches girls at every stage of development (at risk and high-achieving) Long-term commitment to the lives of girls it reaches (minimum of oneyear program) Provides opportunities for adult women to be involved Programs teach young women to be change agents (serves the girls andthe communities in which they live) Literacy Movement Queen Curriculum: Beauty, Character, Talent, Confidence,Accountability, Vision Reaches rural and urban parts of the state
14 Focuses on middle and high school aged young women Creates partnerships with existing non-profit organizations (to support, notcompete) TQF serves a diverse group of girls (not just African Americans or minorities) TQF works with high-achieving girls to be influencers in their communityand to other young women Mentors and volunteers (high caliber screening, peer facilitators) Mentor Commitment Contract Internships Scholarships Does not cost girls/organizations (open to all)What makes The Queen’s Foundation appear similar to other organizations?(Items not to highlight in Social Media – Will make TQF appear to be similar) TQF serves girls (middle and high school) Leadership training for girls Self-esteem programs to help girls Helping at-risk girls reach their full potential Working in the community to serve others (Girls Scouts)Strategy & TacticsAnalysis of Already Existing Social Media UseAs a newer organization, TQF’s social media presence has beendevoted todefining TQF’s image, rather than an emphasis on mass marketing with basicinformation about the foundation. The goal has been to define the organizationas the premier organization for teen girls in North Carolina and to differentiateitself from similarly marketed organizations that would be consideredcompetition for limited resources.Activities Included: YouTubeo I AM WOMAN Videos: A social media initiative to drive the networksof powerful women interviewed by TQF, highlighting values of theorganization. Success of this has been limited due to consistency ofvideos posted
15 Facebooko Fan Page of 550+ followers with an emphasis on recent news,mentor/mentee success stories and recent news coverage of TQFo Photo Albums of all recent eventso Streams to Twitter Twittero All news from Twitter feed from Facebooko Not updates as often outside of information fed from Facebook.Results of current Social Media Presence:The Queen’s Foundation has had results in the four key focus recruitment areas(mentors, stakeholders, advocates and mentors) from social media presence. Inthe last six months, TQF has had the following as a result of its current socialmedia strategy: Average 7 new volunteer applications online Averages of 4 mentor inquires via information email account (fromwebsite) Additional speaking opportunities requested for Executive Director viafacebook account. No intern inquiries via social media No donations from social media pushThe Queen’s Foundation believes that these results are direct results to socialmedia activities.Critique and Opportunities for ImprovementIn the research, there were four key areas that needed improvement for theSocial Media Plan: Consistency – Better schedule for posting and interaction with potentialstakeholders “ACT NOW” Approach for Stakeholders – Current message not clear whataction TQF desires for its audience. Instead of “Support TQF” it would use”“Read our Success Story of a Mentor and Become a Mentor” System to Leverage Prospective Mentors– Streamlined approach that isintuitive for audience to become involved in one of the four key ways Not Highlighting All Successes of the Organization – The organizationmade several successes in 2012, none of which are clearly time lined andhighlighted for the audience to see and understand. These successeslegitimize the organization and would support its social media goals.
16New Strategies & TacticsThe ApproachACT NOW Marketing CampaignThe MessageDear Lady Who Leads InitiativeGoals of the Social Media PlanDrive Awareness of The Queen’s Foundation resulting in:New MentorsNew Volunteers/InternsNew AdvocatesNew Stakeholders (Donors)The organization’s key objectives, as outlined in the plan, will not be achievedwith these four key support areas. The 2013 Social Media Campaign’s purposewill be to build statewide awareness in order to achieve its objectives.The 2013 Social Media Plan for TQF will focus on differentiation from othernonprofits with a strong emphasis on a “call to action” it its ultimate stakeholder;women. The 2013 Social Media Plan is and ACT NOW Campaign called: “DearLady Who Leads”Why “Dear Lady Who Leads?”The Dear Lady Who Leads Campaign speaks to the Ultimate Stakeholder,women. The goal of the campaign is to address this target marketing in ameaningful way.A strategic approach to innovatively address the ultimate stakeholder, ”DearLady Who Leads” is not only a call to action to adult women to becomeinvolved with the organization, but it is designed to come from the mostimportant aspect of the organization; the girls that are served by TQF.Target Audience For The Campaign: The Ultimate Stakeholder – Women,specifically 20-50+ that can serve as volunteers/interns, advocates, mentors andstakeholders.With imagery of real girl faces served by TQF, the campaign will focus onhighlighting the girls, their stories and in their words, ask ultimate stakeholders:“Dear Lady Who Leads, I want to be just like you. Love, (Girls’ name)” and adraw to the website as provided.
17WHY “ACT NOW?”Goal of Social Media Plan:Through all social media outlets, the audience will beprovided a key message with an action item. This action item is to drive the audienceto the new website for TQF. When the audience goes to the new site, there is a directACTION to drive readers to become involved in one of the following ways: Mentors Stakeholders Volunteers/Interns AdvocatesNew website, will serve as the key source for all social media to drive the audience tovisit consistent social media presence on: Facebook Twitter Instagram Pinterest YouTubeThese channels were selected due to TQF current presence on these channels andthe high traffic of potential donors and relationships already built through this currenttools. TQF expressed its believe that with additional focus and strategies, theircurrent tools can be exploited to support the goals of the organization prior tointroducing several new channels.Website Goal:o Drive people to continuously visit the website and recruit to one of thefour focus areas to become a stakeholder (volunteer, advocate,mentor, stakeholder –donor)o Organization educationHow to Achieve?o Main page access: immediately when the audience visits the main TQFwebsite, access to the whole marketing campaign is available.o Access to the overall marketing campaign through additionaltabs on the website.o Facebook/Twitter/additional media facets also included in themarketing campaign page | live streaming feed of action(Twitter/Facebook) that is occurring up to the current moment.
18 Allow for additional commentary right off of the websitepage.Facebook Goal:Educate Audience. Develop Campaign Awareness.Drive Audience to Website.Dear Lady Who Leads”: with the tagline, “dear lady wholeads”, use a several a diverse young girls for thecampaign in a variety of graphics (placed into photoalbums, and/or wall). The graphics will have the young girlspictures on one side, and in a letterform says, “Dear LadyWho Leads, I want to be _______ just like. Show me theway. Love, ______”. This will not only directly speak to thewomen of power in the community, but also give it an actnow sensation.Competitors Campaign: a campaign line that exemplifieswhat The Queens Foundation does and makes it unique incomparison to other non-profit organizations.o Short to the point (compelling statement)o A series of these types of images would beuploaded on Wednesdays & Sundays.These images can also be used on TwitterExamples of DLWL Image on left, Competitors Campaign on right.
19Twitter Goal: Gain more followers Drive target markets to the website.How are we going to achieve them? Hash-tag Slogan: consistent throughout entire campaign.Incorporated within Twitter and Facebook.#ShowMeTheWay#DearLadyWhoLeads or #LadyWhoLeado Every week has a question about leading ladies ineveryday life, “who are the leading ladies in yourlife?” have the followers able to tweet TQF’s pageback with a picture attached. Photo of the Day: each day we could put up different girl(promotes diversity) with a different career aspiration to keepour campaign relevant and consistent. Always have a hash tagincorporated into the tweet to make a trending topic (TT). “Show Me The Way” Sunday’s: Every Sunday or Saturday wetweet about the website, the unique characteristics of theorganization, positions available and where to gain moreinformation. Also, we would/could want to tweet about leadingwomen in our community; and even what the past participantsare doing with their lives after the program. (website). Alwayshave a hash tag incorporated into the tweet to make a trendingtopic (TT).YouTube Goal:o Brand Awareness. More subscriberso Drive them to the websiteContent:Dear Lady Who Leads Videos recorded at Queen’s Conference 2012(Pro Bono Sponsorship by MMI to video record these for YouTube Clips)1. Have each girl say, “Dear Lady Who Leads, I want to be __________.Just like you.”2. Each girl says a different word that they aspire to be3. Collage of past photos and silent video of past events with the girls.4. During the collage of past photo and video, girls voices in thebackground of words that they wish to be and why…5. The conclusion of the video, a collection of voices in a black filledbackground says, “We want to be ___________. Just like you”6. Logo flashes and website under the logo.Begin taping the girls at The Queen’s Conference (December 15, 2012)
20Will also highlight any news stories, program videos and endorsementvideos for TQFI AM WOMAN Video Series – NC Women InterviewsInstagram Goal:Everything sameas twitter.Pinterest Goal:Increaseshares/pins. Drive audience towebsite. Share photos withpromotion of #hashtags#ShowHerTheWay#LadyWhoLeadsExample to Right:Budget Explanation$5,000 of the annual budget is outlined for marketing (broken up between basicoperations and programs) however this does not include online social mediaand website enhancements. The amount allotted for online marketing,technology upgrades, software and website is an additional $2,200, totaling abudget for marketing at $6,200 annually. There are no additional funds allottedto social media.The 2013 preliminary budget includes the following for Marketing/PR/SocialMedia. While the budget has allotted funds as outlined below, the funds may beleveraged for “marketing” within social media tools. TQF has flexibility to later itsbudget to fit any budget needs for the social media planBudget Marketing: $5,000 With SocialMedia/Technology: $6,200Website (New Design) $1000PR Contractor (To DevelopNews Stories to Post onYouTube)$3500Technology - Videography $1000Social Media Tools $700
21The current budget is a re-allotment of current funds already budgeted formarketing and branding related expenses. Currently, the social media plandoes not include any budgetary needs outside of any videos produced by TQFfor YouTube and Website development.Other Costs: TimeWhile time is not a budget line item, the plan will require several billed workhours. The internship program provided for college students each semester willbe leveraged to provide support to the plan without the expense. IT isrecommended that the intern oversees this campaign for the internsdevelopment and for the project management success of this plan.Implementation & EvaluationLeadership Responsible for Implementation of 2013Social Media Plan:The Queen’s Foundation’s Executive Director will serve in a leadership role forthe implementation of the plan, but will engage the board of directors andintern team in the implementation. The Strategic Planning committee, which isa committee of the board of directors for TQF, has already reviewed andapproved the social media plan and madeseveral small amendments prior tothis final document being created.Implementation:During the implementation phase of the plan, specific tasks will be delegated tothe Executive Director, Board of Directors and internal internship staff. While theorganization has little staff on payroll, it does utilize interns as a way to providemarketing experience to students while assisting to meet the organization’smarketing objectives.During the summer months, TQF will be selecting interns to solely focus on theimplementation of this plan, starting with the website. The timeline outlinedbelow will highlight the project plan, key benchmarks and desired outcomes.
22Timeframe: First Quarter Implementation PlanTimeframe Social Media ActivitiesJanuary 2013 Website LaunchBillboard Design CompletedSocial Media Plan BeginsMarketing Intern OrientedFebruary 2013 Update Website (News andContent Related)Billboard Campaign beginsPinterest Site LaunchesMarketing Intern Takes OnScheduling All Social Media(YouTube, Facebook, Twitter,Pinterest, Instagram)YouTube Site LaunchesMarch 2013 All Social Media FullyFunctional
23Weekly Schedule – Note Twitter/Instagram host same information.
24Evaluating the PlanStrategic Planning Committee:The board of directors has four committees, including the strategic planningcommittee. The strategic planning committee has board members that handlemarketing objectives of the organization as well as the strategic plan thatoutlines five year branding and marketing objectives. These five objectives are:Programs, Partnerships, Capital, Talent and Branding (which includes marketingobjectives). This committee will annually review the success of all brandingefforts, including the social media plan measurables.MeasurablesTo Determine Success of the Plan:All comparisons will be conducted in July (after first six months of plan launch)Awareness Traffic to TQF Website (google analytics)TQF will compare 2012 visits to 2013 visits forthe six months of the launch of the plan tomeasure brand awarenessMentors Number of Mentors that sign up for intereston the website. Numbers will becompared to the number recruited onlinein 2012Volunteers/Interns Number of volunteers that sign up forinterest on the website. Numbers will becompared to the number recruited onlinein 2012Stakeholders Dollars raisedonline. Numbers will becompared to dollars raised in 2012.
25ConclusionThe Queen’s Foundation has proven to be an effective organization and worthycause for the state community. Its ability for long-term success and growth willreside in its ability to rise in a saturated social media nonprofit market. The ACTNOW campaign, and “Dear Lady Who Leads” Initiative is not only supportive ofthe organization’s mission to drive more stakeholders in 2013 in the four keyareas, it will ensure that the state community is aware of this valuableorganization.With the plan already being approved by the board of directors, It is now timefor the organization to prepare for the launch of the website; the center of theorganization. Once achieved, the goal in 2013 will be to begin the social mediaoutlet implementation.Dear Lady Who Leads, is not only an innovative approach, it is an approachthat will drive the desired results of the organization. After the first six months andevaluation time approaches, the results of the plan, if executed as outlined, willbring significant support to The Queen’s Foundation.