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Team Non-Profit Organization Project:

The Boys & Girls Club of Santa Cruz County

Kevin Chen

Crystal Dawana

Anne Litton

John Nguyen

December 1, 2016

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Table of Contents

I. Marketing Plan…………………………………………………………………………… 3

II. Promotional Campaign…………………………………………………………………. 20

III. Implementation…………………………………………………………………………. 21

IV. Legacy…………………………………………………………………………………... 22

V. Participation…………………………………………………………………………….. 23

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I. Marketing Plan

1. Executive Summary

The Boys & Girls Club of Santa Cruz County (BGCSCC) is a youth service organization

promoting youth guidance through educational, vocational, recreational, social, and character

development to children ages 6 to 18. With a mission to enable all young people, especially those

that need them the most, to reach their full potential as responsible, caring, productive citizens,

the staff at the BGCSCC are trained to provide leadership through individual assistance, small

group, and drop-in activities. The BGCSCC is the only youth service organization in the greater

Santa Cruz area providing daily after school programs five days a week, summer day camp,

spring break day camp, and a youth basketball league. The downtown location provides an

enormous facility equipped with an indoor basketball court, indoor pool area, homework area,

dance room, kitchen, and play areas that can be utilized by all members. As a branch of the

nationally recognized Boys & Girls Club of America, the BGCSCC is able to provide services

and programs that the other few smaller, local youth service organizations are unable to offer.

Being located in an area where the youth service market is largely ignored, paired with a trusted

brand name and highly differentiated services, the BGCSCC was able to successfully capture the

majority of the market share and establish its position as market leader. The target market

includes children ages 6 to 18 who are typically left at home lacking adult care and supervision.

In order to sustain their competitive advantage over the market, the BGCSCC must work towards

expanding their customer reach and brand awareness as well as gaining additional support from

Community Partners and generous donors in order to fund the branch’s programs.

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2. Situation Analysis

The Boys and Girls Club of Santa Cruz County(BGCSCC) has been around since 1969,

promoting youth guidance through educational, vocational, recreational, social and character

development of girls and boys ages 6 to 18. The club is the only youth service organization in the

Santa Cruz area providing daily afterschool drop-in programs five days a week. The club serves

approximately 150 children a day and 1700 a year.

BGCSCC is highly dependant on donations. Without donations, the club would not be able to

function. Over the years, the organization has been receiving a steady amount of donations.

However, most donations come from the elderly(45 years and older). Donations are needed from

younger donors.

The Boys and Girls Club has already established itself as a well known non profit organization.

Thus, it does not need to market to build its brand. However, marketing will be key to raising

awareness of crucial fundraisers and encouraging people, especially younger donors, to make

much needed donations.

2.1 Market Summary

The Boys and Girls Club of Santa Cruz County has a consistent set of elderly donors. Most

donors are parents of the children that are part of the club, people who support other nonprofits,

and elderly that support the Santa Cruz community. They have a good idea of who is most likely

to donate and how to get them to do so. BGCSCC wants to target younger donors. However, they

lack information regarding this market. They do not know how to appeal to the younger crowd

and get them to donate.

Target Markets

● Teens (13-19)

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● Adults/college students (19-45)

● Elderly (45+)

2.1.1 Market Demographics

The profile for the typical Boys and Girls Club of Santa Cruz County donor consists of the

following geographic, demographic, and behavioral factors:

Geographics

● The Boys and Girls Club of Santa Cruz County’s geographic target area is Santa Cruz

County.

Demographics

● 90% of donors are 45 years and older

● Equal ratio between male and female donors

● Frequent donors are involved with other nonprofits

● Most donors work with social services

Behavior Factors

● Donors give because they think it is a good cause

● Donors give because they want to support the wellbeing of the people of their local

community

● People attend fundraisers because they are able to get something that they desire as well

as support a good cause

● People attend fundraisers to support friends and family

● People make donations because they feel emotionally or morally obligated to do so

● Most people have the tendency to donate and attend fundraisers during the holiday

season

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2.1.2 Market Needs

The Boys and Girls Club of Santa Cruz County provides the children of the Santa Cruz

Community with a safe place to learn and grow. It helps keep children out of trouble.

Involvement in this after school club results in reducing the potential to become involved in

drugs, crime, and gang-related behaviors. In order to continue to serve the Santa Cruz

community, BGCSCC needs donations. Thus, BGCSCC tries to satisfy the needs and wants of

donors by including the following:

● Convenience. Donors want donating to be as easy as possible. They want the ability to

be able to donate simply online or be able to mail a check instead of having to physically

go out of their way to drive to the location to make a donation.

● Good Cause/Reason. Donors will donate if they feel obligated to do so. They need to be

convinced that their money is going to a worthy cause. They want to know how their

donation will be used to benefit the children of the organization.

● Making a Difference. Donors want to know how effective their donation was. For

example, children often handwritten letters to donors to tell them how much they have

helped them.

● Personal. In order for donors to donate and continue to do so they need to feel

emotionally inclined to do so. The giving decision is ultimately based on emotion, not on

pure reason alone. Accordingly, there needs to be a face on the organization’s

beneficiaries. For example, the after school programs offered by BGCSCC will help

young men and women avoid trouble. A donor may feel strongly about this and thus

want to support these children. Thus, the donor feels obligated to continue to donate

periodically. In order to keep donors, we need to nurture our relationship with them.

Personally visiting them to ask for donations shows them how important they are to the

organization.

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2.1.3 Market Trends

The trend #GivingTuesday is a global day of giving to nonprofits fueled by the power of social

media and collaboration. Celebrated on the Tuesday following Thanksgiving and the widely

recognized shopping events Black Friday and Cyber Monday, #GivingTuesday kicks off the

charitable season, when many focus on their holiday and end-of-year giving.

During Giving Tuesday the Boys and Girls Club of Santa Cruz partnered up with local

businesses to carry out collaborative fundraisers in which 10-15% of revenue earned from

customers that state they have come to support the Boys and Girls Club of Santa Cruz goes

directly to the nonprofit.

Another trend are school fundraisers. There are many students seen tabling for a good cause

whether it be to fund their trip to help build homes in foreign countries or help fundraise for a

nonprofit they strongly support. When tabling students not only raise money by selling food,

items, etc. that they believe most people will buy, but they are also informing people about the

organization. For example, in the spirit of Thanksgiving, the Boys and Girls Club held a

pumpkin pie fundraiser at UCSC in a complex that students frequent.

2.1.4 Market Growth

The Boys and Girls Club of Santa Cruz County has had steady donations over the years.

Donations have mainly come from the elderly. If anything, there will soon be a decline in

donations from the elderly. Thus, we have to figure how to penetrate the younger market of

donors as soon as possible.

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2.2 SWOT Analysis

2.2.1 Strengths

What the Boys and Girls Club of Santa Cruz has definitely performed well on is differentiating

the organization itself from most other organizations in the Santa Cruz County. The BGCSCC

provides a wide range of activities for children during their adolescent years in order to bring out

their full potential as productive, caring, responsible citizens, by assisting them to overachieve

with their academics, as well as enhancing extracurricular activities such as basketball, soccer,

swimming, and so forth. The BGCSCC has done a great job in organizing its activities in such a

way that attracts parents and children, considering the wide range of academic and

extracurricular activities. Furthermore, it is the only youth organization of its kind within the

Santa Cruz County.

2.2.2 Weaknesses

The Boys and Girls Club of Santa Cruz County is definitely a captivating community for the

growth in children. It brings out the full potential in children, introducing and enhancing skill on

multiple subjects. The BGCSCC, nonetheless, does possess a few weaknesses in their marketing

sector.

Prior to teaming up with the BGCSCC, I have not heard of their presence here in Santa Cruz

County. After having lived here for almost 3 years, if it wasn't for us reaching out to the

organization, I would still not have known of their presence here. An organization that acquires

the best marketing skills do so by reaching out to people, not only to the targeted audience, but

also bypasses who might seem interested in participating or even helping out with the

organization.

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Despite having a great Facebook page, they lack presence within other social media websites and

applications.This, with in turn lead to the decline in outreach and may lose potential customers.

Furthermore, the BGCSCC does not partner up with restaurants, businesses, or other

organizations consistently enough for their own growth, and lacks innovative creativity that truly

seems align with the rapidly growing technology world today. This may result in parents not

wanting to send their children to the organization as much as they would for other competitors

such as the YMCA.

2.2.3 Opportunities

Although the Boys and Girls Club of Santa Cruz County have been doing a great job in

supporting their mission statement by countless activities, there are many ways they are able to

improve in the marketing stance. What the BCGSCC lacks is an active, energetic marketing team

that is determined to spread the word of the NGO.

The BCGSCC has a great Facebook page where they consistently and actively post pictures and

videos, updating parents on the progress of their children while displaying the success they have

achieved which were set forth by their mission statement, to potential customers. Nonetheless,

Facebook is its only presence on social media. People are evolving away from having just one

single social media presence; in order for the BGCSCC to spread its brand awareness, it must

innovate along the side of technology, and increase its social media presence on applications

such as Instagram, where they can likewise post photos and videos with captions and hashtags

(considering hashtags create an automatic word of mouth), twitter, where they can likewise

easily spread brand awareness by hashtags and daily comments, and Snapchat, for the younger

generation of parents who are active on technology and wants to see their children in real time.

Furthermore, the BGCSCC could invite celebrities such as basketball players from the Santa

Cruz Warriors, or CEO’s from local startups in order to provide inspiration for the children,

while attracting potential customers. The BGCSCC could also increase its opportunities to grow,

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by partnering up with not only restaurants, but recreational centers such as campsites, rock

climbing and such activities that are not normally provided by the BGCSCC, and being more

involved with the Santa Cruz community. This also potentially places the BGCSCC in a position

that goes head-to-head with its only potential competitor, Young Life, which is a similar

organization that specializes in outdoor activities.

The BGCSCC has a great potential to grow, yet it must do so by constantly adding new ideas

activities, technology, and facilities, with the help of a strong marketing team to attract potential

customers of the Santa Cruz Community.

2.2.4 Threats

Considering the wellness of the US economy, the Santa Cruz Boys and Girls Club do not face

any threats with people unwilling to spend discretionary income. However that does not mean

there are no threats at all. If the BGCSCC does not consistently innovate and keep up with the

latest technology and interests of the society and especially those of the Santa Cruz community,

the NGO may conceivably lose not only club members, but also potential targeted customers.

Since the BGCSCC may face potential threats from similar organizations such as the YMCA or

other after-school programs who are adding activities such as basic programming and coding for

children. If the BGCSCC does indeed lose members, the NGO would not be able to pay off their

fixed and variable costs, which may eventually result in a bankruptcy since donations may not

able to keep the organization afloat.

Furthermore, although there are not many youth organizations that are based upon same

activities, there are numerous organizations that specialize in specific activities that the NGO

offers, which may attract current members or potential customers in placing their children in the

hands of professionals. The BGCSCC must have a set semi-annual company check up to ensure

and maintain the high quality of current employees and guarantee their professionals are up to

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date. Since the BGCSCC is an organization that provides multiple activities, inside and out of the

classroom, not being able to specialize or keep up with the latest trends in the activities the

employees lead may become a potential threat. While the BGCSCC must consistently make sure

technologies and employees are up to date, employees may be hard to find under a given budget,

moreover professionals who specialize in specific fields.

2.3 Competition

The Santa Cruz Boys and Girls Club do not have much of a competition, since there aren't any

organizations which they are in direct competition with. Although there are organizations such as

boys and girls scouts for children to attend and participate, children could still possibly

participate in both organizations, since most of the activities provided by the BGCSCC are not at

all similar to those supplied by boys scouts and girls scouts.

The only real competition is Young Life organization. Young Life organizes outdoor activities

for children in their adolescent years that involves team building and bonding activities. Their

main purpose is to help children build bridges of authentic friendship through extracurricular

activities, while strongly improving their relationship with God. Considering that Young Life is a

religious organization, while providing only extracurricular activities, it is not hard to say that the

BGCSCC does not have a strong, direct competitor within the Santa Cruz County.

2.4 Product Offering

The Boys and Girls Club is national organization of local chapters that offers a series of

after-school programs organized to bring out the full potential among children. Their mission

statement, with the goal of “enabling all young people, especially those who need us most, to

reach their full potential as productive, caring, responsible citizens”, is supported through trained

employees with the purpose of guiding children in either academical activities, or extracurricular

activities in order to spark creativity and imagination.

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The Boys and Girls clubs provides a series of programs such as homework assistance, arts and

crafts/music, computers & technology, recreational swim, game room tournaments, gym &

sports activities, all for youth and fulfill its mission statement. Their free enhancement program

known as “power hour” is designed to allow children to excel in their academics by using

distribution points and incentives for homework completion, which can later be exchanged for

fun prizes. The arts and crafts/music sector are programs to develop self-expression, creativity &

appreciation of Santa Cruz’s multi-cultural heritage through crafts, woodworking, painting, clay

sculpting, collage, drawing, watercolor, and acrylic painting, while offering music programs such

as piano and guitar lessons and a recording studio for children to record their own music.

As the popularity of computers and technologies are coming to the rise, the BGCSCC provides

computers in a computer lab for children to do research, type papers, mini computer lessons.

Furthermore, the BGCSCC offers both an indoor pool and indoor gym, encouraging the

development of fitness goals, creative use of leisure time, appreciation of the environment, and

social and interpersonal skills, while providing lessons for each sport.

2.5 Keys to Success

In order for the BGCSCC to succeed and create a great marketing strategy, they must first start

by being part of the value delivery process from the very beginning of the planning process,

which includes experiencing the 3 phases of value creation and delivery sequences (choosing the

value, providing the value, and communicating the value), which, for the BGCSCC, is to create a

positive impact in children’s lives by assisting children to reach their full potential.

They must identify and select the appropriate target markets, the features and values of their

product, and most importantly, focus and reconstructing their outreach by the use of a sales

force, internet, or advertising. For years, the NGO has marketed to the demographics of 18-35

year olds, who are working parents that lack the time to take care of their children, and are most

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in need of a helpful community like the Boys and Girls Club. I believe the BGCSCC could

potentially reach out to a broader demographic, including ages 50-70. Since Santa Cruz is

commonly known as a retirement city, grandparents may sometimes lack the means to raise their

grandchildren to reach their full potential in life.

The BGCSCC do not have a concrete marketing team, and while success derives from splitting

the non-profit into departments, and how well each department performs its work, BGCSCC

must divide its employees into the the four organizational levels of companies, which includes

the corporate, division, business unit, and product levels, in order to conduct core business

processes. The core Business Processes is a series of processes that are extremely important in

the success of any business, especially those of a non-profit organization, which focuses on

gathering information about the market, researching and developing high-quality offers under

budget, customer acquisition process, the customer relationship management process, and

fulfilling the management process.

In order to further its success, the BGCSCC must focus on its core competencies, by providing

distinctive capabilities to eliminate competition and make their products and processes difficult

for competitors to imitate. The BGCSCC must also manage the company’s business as an

investment portfolio, assess the business’s strength and position in the market, while establishing

a concrete strategy for growth in the long run. While the BGCSCC’s mission statement and

vision is “to enable all young people, especially those who need us most, to reach their full

potential as productive, caring, responsible citizens”, the BGCSCC must establish SBU’s in

order to accentuate its goals by creating a process to success. The BGCSCC must also

understand that its customers, or in this case children who use the facilities and opportunities

provided and their parents, are the ones “in control”. They must shape the club around customer

needs and wants in order to create additional growth opportunities.

Furthermore, I believe the BGCSCC can restructure its corporate culture (which it should

consistently attempt to innovate), creating a more pleasurable and captivating feeling of the

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environment on both children and parents, which leads to the topic of marketing innovation.

What parents want to see in the Boys and Girls Club is the the creative and imaginative culture

and ideas that can be used to help children build up their own imagination and creative ideas.

This can easily be achieved by showing parents the usage of modern technology, while

incorporating traditional methods of teaching (which has proven through research sparks a more

vivid creative imagination in children).

Last but not least, the Boys and Girls Club of Santa Cruz must improve its outreach through

social media such as facebook, instagram, and partner up with restaurants such as what we did

for the BGCSCC, as well as investing more on advertisement, with an established marketing

team.

2.6 Critical Issues

Concerned with the rise in juvenile delinquency and unsupervised youth in our community, John

and Ruth Mallery founded The Boys’ Club of Santa Cruz to provide a safe and positive place for

kids 1965, and later changed it same to The Boys and Girls Club after recognizing the fact that

both Boys & Girls were welcome at the club.

Although the BGCSCC has been established for a few decades, there are still critical issues to

keep in mind while creating a strong marketing plan. These critical issues deals with the ability

of the BGCSCC to constantly monitor customer satisfaction (in regards to both parents and

children), and ensuring that their growth strategy is consistently up to date with no intention of

settling. While an NGO is doing well like the current BGCSCC, it is easy to go off tangent and

lose track of future potential growth and expansion of the business. This factor leads to another

factor of controlled growth, and its ability to acquire trained employees and the latest

technologies and programs while dictating that the expenses never exceed revenues. As an

organization that has been established for decades it is easy to believe that they are aligned with

the latest trends, technologies and desires from parents.

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3. Marketing Strategy

The key to the marketing strategy is focusing on breaking through in the 18-35 year-old

demographic in terms of donations. BGCSCC has little to no issue obtaining these donation in

the older demographics through banquets and social events. The younger demographic, on the

other hand, has trouble personally donating to nonprofits like the BGCSCC because of their

status as students (likely to not have a paid job, limited funds due to paying for college). While

the older demographic is steadily boosting the BGCSCC, we also look to increase opportunities

and channels of distribution for them.

3.1 Mission

The Boys and Girls Club of Santa Cruz’s mission is to enable all young people, especially those

who needs us most, to reach their full potential as responsible caring, productive citizens. Their

core beliefs of providing a safe place to learn and grow, ongoing relationships with caring, adult

professionals, life-enhancing programs and character development experiences, and hope and

opportunity reflect this mission.

3.2 Marketing Objectives

● Slowly penetrate the 18-35 year-old market

● Retain our steady flow of donations from the older demographic markets

● Brainstorm inventive and creative ways to drag the attention of the younger generations

towards the Boys & Girls Club

3.3 Financial Objectives

● Generate $1,000 per quarter from the younger demographic market

● R&D new and trendy ways to create fundraisers and events that appeal to our target

audience

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● Create a 5% growth in our target market every quarter for one year, concurrently with a

2% growth from other segments

3.4 Target Markets

With a population of a little bit under 270,000 people, nearly ¼ of that population composes the

18-35 year-old demographic we look to specifically target. Our aim to grow in this market

segment by creating general awareness that the BGCSCC is always looking for donations, big

and small, from this demographic. Most millennials do not have the mindset or understand the

desire to donate so we look to bring them in with more trendy ways of receiving donations. On

the sidelines is the older demographic, the 45+ year-olds. While they steadily boost our donation

funds, we can look to do more with them by combining our trendy fundraiser with a little

something for them such as a small impromptu banquet or a little wine-tasting on the side.

3.5 Positioning

The BGCSCC positioning itself as THE place for minors to go to for after-school programs. This

positioning has been accomplished because of the BGCSCC’s dedication to providing a safe,

friendly, and social environment for every single Club Member, no matter who they are. Their

40+ years of experience gives them the stability to give young minds exactly that while having

the leeway to experiment new and fun ways to be a part of a kid’s life.

3.6 Strategies

The main objective the BGCSCC has is to continue being an affordable place for kids, young

and old, by tapping into the 18-35 year-old demographic in the Santa Cruz county. The

marketing strategy will look to generate an awareness of the BGCSCC to this demographic

through social media applications. Curating their Facebook page will be a strong start in doing

so. Adding to their repertoire an Instagram and Twitter account can help maintain constant

interactions with the younger generation while putting on a hip and trendy spray on paint to the

BGCSCC.

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In addition, placing advertisement in common places where this younger demographic will be is

vital. Flyers and posters can be maintained through the Santa Cruz area. Ads taken out in UC

Santa Cruz newspapers and magazines such as the City on a Hill Press can be placed, creating

awareness of a Boys & Girls Club in the Santa Cruz area and additional opportunities for

seeking donations.

Partnerships with popular hangout spots for young adults in the Santa Cruz County such as

Woodstock's, Penny Hill Ice Creamery, Starbucks, Taco Bell, and others will further allow the

BGCSCC to tap hidden market segments that have flown under their radar.

3.7 Marketing Program

The BGCSCC’s marketing program will be formed by two criterion: Advertising & Promotion and

Donation Revenue

● Advertising & Promotion: Methods such as word-of-mouth, both in reality and virtually,

print promotion, and events will be used for advertisement and promotion The Club.

● Donation Revenue: The BGCSCC will strive to continually find donors who will help

provide future generations a brighter tomorrow.

3.8 Marketing Research

Being next to a University of California campus will provide the BGCSCC ample data on how to

crash through to the younger demographic market. Experiments with convincing young college

students can be both extensive and repeatable due to the close proximity. Since Santa Cruz is a

college town, methods used to attract the young demographic to the BGCSCC is not only

restricted to the campus; popular spots such as the downtown area, Mission Street, and the

copious beaches lining the West Coast are prime locations to gather information on how to

improve experiments.

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4. Controls

The purpose of the Boys & Girls Club of Santa Cruz County’s marketing plan is to serve as a

guide for the organization. The following areas will be monitored to gauge performance:

Revenue: Quarterly and annual. Priority on 18-35 demographic

Public Awareness

4.1 Implementation

Implementation of fundraisers and even will occur in a bi-monthly fashion, alternating between

the two main age demographics. This will provide each group a period of rest from emptying

their wallets.

4.2 Marketing Organization

● Crystal will be in charge of being the face of our marketing team, conversing with

different restaurants and businesses about fundraising for the BGCSCC

● Anne will be working the social and viral marketing aspect, spreading the word about the

BGCSCC’s attempts to generate donations

● John will work on the marketing strategies, looking for new market segments that can be

further examined for past, present, and future donations

● Kevin will work on generating inventive marketing campaigns that electrify the public into

reaching deep into their wallets

● In the future, any BGCSCC employee can undergo basic marketing training to run

further marketing campaigns and fundraiser events

4.3 Contingency Planning

Difficulties and Risks include:

The Boys and Girls club of Santa Cruz County are currently performing great and up to

expectations. Difficulties and risks that the organization may encounter is consistently

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performing up to expectations, but not above expectations. The values and desires of what a

Parent and child looks for in such a after-school organization as the BGCSCC are consistently

altering with accordance to the rapidly changing world. If BGCSCC does not periodically

perform beyond expectations, it could potentially lose members rapidly. If parents notice that the

BGCSCC are not kept up with the latests interests, trends, and technologies parents may find

other substitutes, which leads me to the next risk.

Although there are not many direct competitors with the BGCSCC, organizations such as the

YMCA could potentially recognize Santa Cruz as a profitable market and build up such a club in

the County, which will place the success of the BGCSCC at risk. With such a great and

renowned organization as the YMCA with a very prosperous central office, BGCSCC may be at

great risk if direct competitors decide to develop within this County.

Worst-Case Risks:

The risks mentioned above are risks that the BGCSCC can definitely strive to work hard to

improve on, for example searching for well trained employees, and keeping up with the latest

trends. However if the economy falls into a recession or an unfavorable source enables the

inability for families to provide the annual fees for the BGCSCC, the organization really cannot

do much to improve the situation. Considering that the annual fee for the BGCSCC is already

considerably low, lowering the annual fee in order to keep members will result in bankruptcy and

inability to provide the best services to members.

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II. Promotional Campaign

● We believe the best way to generate donations from the younger demographic was to

hold fundraisers at popular eateries around Santa Cruz. We obtained permission to hold

fundraisers at both Woodstock’s Pizza and the Capitola Penny Hills Ice Creamery.

○ Some ideas generate for making the fundraisers a success were to: work with the

restaurants to accept a BGCSCC wristband as a sort of members reward program,

giving whoever has and shows on to the restaurant on a certain day discounts and

freebies. It would be a symbiotic relationship since we could sell those wristbands

while the restaurant receives consistent business on certain days (possibly could

choose days and times where their business is historically sluggish), allowing

them to retain consumers and to convert them into buyers.

● Initial promotional campaign was to advertise with a table throughout the University of

California, Santa Cruz campus, primarily in the Bay Tree Quarry and the numerous

college dining halls spread around campus

○ We hoped to have visual attractions to help generate donations at our table That

meant monitors displaying real-time donations to create a desire to keep adding to

donations and to actual see what you’re doing is making a differences, pinwheels

littered with an assortment of prizes and freebies,

○ We also hoped to use emotional marketing in the form of the club members

making homemade cookies from the BGCSCC to really get people to give

● Later campaigns included guerilla marketing, placing posters all throughout the campuses

on bus stop billboards, libraries, outside campus dining halls, etc.

● Utilization of social media applications such as Facebook were used for viral marketing;

most students on campus use these applications to keep up with current news among the

students on campus.

● Behind the scenes, additional posters and flyers were being spread throughout the city,

primarily in the downtown area and at the Santa Cruz and Live Oaks Boys and Girls Club

branch

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III. Implementation

● A decent amount of our promotional campaigns were dead on arrival due to a multitude

of reasons:

○ Our idea of a wristband membership program could not be implemented in the

time constraint we had. Additional months are necessary to get that system in

order.

○ Our initial promotional campaigned failed due to the red tape surrounding the

process to obtaining a table to perform said task. The UC system said, with no

room for interpretation, that we had to be associated with an organization on

campus to be given a table anywhere on campus. Attempts to circumvent this

created poor results

■ This meant our visual flair approach would be nearly impossible to

employ.

● On the other hand, some of our marketing campaigns seemed to garner respectable results

○ Our bake sale in the nonprofit festival brought in nearly $100 in revenue. We had

a mixture of Costco-bought pumpkin pies and homemade cookies from Club

Members

○ Our guerrilla marketing seemed to generate some buzz on campus, with the foot

traffic at both fundraisers being a bit noticeable. Some marketing members noted

that they heard people at both locations mention they were here for the BGCSCC

fundraiser

○ Our social media campaign is hard to measure but we expect that it led to a slight

uptick in awareness for both the BGCSCC and their fundraisers

○ On the day before each fundraisers, we strategically placed ourselves at both Boys

& Girls Club branches in the Santa Cruz County and at several school throughout

the city such as Shoreline Middle School, Bay View Elementary School, and

Santa Cruz High School

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IV. Legacy

● Attempted to start a movement to create an organization on-campus to allow students to

work with nonprofits on building awareness of their organization while also providing

valuable research on this prime demographic.

○ Our time working with the BGCSCC has taught us that helping people for free

can be quite difficult due to legal issues. Any form of professional

human-to-human interaction is made impossible by our university. There must be

a legitimate route that any nonprofit can take to market themselves

○ We initially worked with the BGCSCC to create an organization that helps both

the BGCSCC and other nonprofits work and advertise on the UC Santa Cruz

campus. Unfortunately, any organization at UCSC must be sponsored by someone

within the UC system.

○ Our next plan-of-action was to contact the Student Organization Advising &

Resources, or SOAR, and set up an organization to do what we stated.

Unfortunately, we missed the deadline for creating an organization for the Fall

quarter. We hope to get the organization up and running by the Winter quarter or

Spring quarter at the latest.

● Helped create the 1st ever Nonprofit Festival at the University of California, Santa Cruz

○ Working with several other marketing groups, we helped build the Nonprofit

Festival which took place on November 18 from 12-5 P.M.

○ Again, since we had no organization to run this gathering through, legal obstacles

blocked our path again.

○ After many weeks of persuasion, we were able to convince the people at John

Baskin School of Engineering to allow us to set up nearby the courtyard.

○ While the festival was a success, a sub-optimal place and time (the Friday before

Thanksgiving) we could not reach our potential in advertising all the nonprofits.

○ We hope to continue this tradition on a nonprofit festival for years to come with

the help of the organization we are setting up.

23

V. Participation

● Crystal was charge of being the face of our marketing team, conversing with different

restaurants and businesses about fundraising for the BGCSCC. She worked the most

intimately with the BGCSCC, handling the flyers and goods provided by the generous

Club. She also wrote the Executive Summary, Legacy, and Control.

● Anne was in charge of working the social and viral marketing aspect, spreading the word

about the BGCSCC’s attempts to generate donations. She helped rejuvenate the

BGCSCC’s Facebook page, making sure they were in sync with the Live Oak branch’s

Facebook page as well. She was also the contact for the nonprofit festival and wrote the

Situation Analysis and Market Summary.

● John worked on the marketing strategies, looking for new market segments that can be

further examined for past, present, and future donations. He analyzed where the team

would most likely garner the most attention to the people who would most likely care and

donate to the BGCSCC. He also setted up Givelify for the Santa Cruz branch and wrote

the Marketing Strategy, Promotional Campaign, and Implementation.

● Kevin worked on generating inventive marketing campaigns that electrify the public into

reaching deep into their wallets. He made sure everybody in Santa Cruz knew what was

happening with the BGCSCC, finding ways to get people to lend their ears to what he

had to say. He also wrote the 2nd half of the, starting at the SWOT Analysis.