1

WBO Key Facts

Center for Women’s Business Research WBO Key Facts 2008-09

As of 2008, 10.1 million firms are owned by women (50% or more), employing more than 13 million people, and generating $1.9 trillion in sales

Three quarters of all women-owned businesses are majority owned by women (51% or more), for a total of 7.2 million firms, employing 7.3 million people, and generating $1.1 trillion in sales.

Women-owned firms (50% or more) account for 40% of all privately held firms.

1.9 million firms are majority-owned (51% or more) by women of color in the U.S; and employ 1.2 million people and generate $165 billion in revenues annually.

One in five firms with revenue of $1 million or more is woman-owned. 3% of all women-owned firms have revenues of $1 million or more compared with 6% of men-owned firms.

U. S. SBA Office of Advocacy“Gender & Establishment Dynamics, 2002-06”

Women-owned businesses are expanding faster than male-owned businesses in 80% of the states or 40 out of the 50 states.

Yet employment losses in existing female-owned establishments were more severe than those in their male counterparts’ establishments – minus 12% - compared with minus 9% - over the 2002-06 period.

The average four-year survival rate for all 2002 employer establishments was 70%; for female-owned, 66%; for male-owned, 72%; and for male and female equally owned, 69%. Women-owned business have the lowest survival rate at 66%.

Larger businesses had lower death rates, higher expansion rates, and higher contraction rates. On average, employer establishments that had closed by 2006 tended to have fewer employees, lower payroll per worker, and lower business receipts per establishment in 2002.

About NAWBO

ABOUT NAWBO

Founded in 1975 in Washington D.C. to advocate on behalf of women-owned businesses.

Only dues-based national organization representing the interests of all women entrepreneurs across all industries

7,000 members and 70+ chapters across the United States

Chapter members become automatic members of the national organization

Member of the Femmes Chefs d’Enterprises Mondiales (World Association of Women Entrepreneurs)

MISSION STATEMENT

National Association of Women Business Owners (NAWBO) propels women entrepreneurs into economic, social, and political spheres of power worldwide by:

STRENGTHENING the wealth-creating capacity of our members and promote economic development

CREATING innovative and effective changes in the business culture

BUILDING strategic alliances, coalitions, and affiliations

TRANSFORMING public policy and influence opinion

2020 VISION FOR NAWBO

• Must take ownership of our collective future, and shared responsibility for the growth and development of women entrepreneurs.

• The next frontier is to focus on providing tools and training to help take women-owned businesses to the next level of “growth.”

• Our mission is even more relevant, as we not only want to spur the economic growth of WBOs but their increased influence in political and social spheres of power.

• The future of the women’s enterprise community is interconnected – and we will make faster progress if we work TOGETHER and leverage our collective power.

MEMBER PROFILE NAWBO members own businesses for an average of 9.7 years

24.1% of NAWBO members have businesses that generate more than $1 million in revenue annually (much stronger than national average)

66% of NAWBO members report having at least one full-time employee.

Professional, scientific and technical service industries capture the highest percentage of NAWBO members at 21.7%

Top 3 business challenges for NAWBO members are cash flow (28.9%), business expansion (40.1%), and marketing (45.8%).

NAWBO members are more educated than the average business owner – with close to 50% with higher than a college degree.

45.8% are looking for increased business contacts and resources through NAWBO.

NAWBO REGIONAL BREAKDOWN (as of June 30, 2010)

Northeast & Atlantic Region = 17 chapters/18% of membershipMaine, New Hampshire, Vermont, Massachusetts, Rhode Island, Connecticut, New York, Pennsylvania, New Jersey, Delaware, Maryland, District of Columbia, Virginia, W. Virginia

Midwest Region = 14 chapter/26% of membershipWisconsin, Michigan, Illinois, Indiana, Ohio, N. Dakota, S. Dakota, Nebraska, Kansas, Minnesota, Iowa, Missouri

Southern Region = 22 chapters/21% of membershipNorth Carolina, South Carolina, Georgia, Florida, Kentucky, Tennessee, Mississippi, Alabama, Oklahoma, Texas, Arkansas, Louisiana

Western Region = 19 chapters/31% of membershipIdaho, Montana, Wyoming, Nevada, Utah, Colorado, Arizona, New Mexico, Alaska, Washington, Oregon, California, Hawaii

NAWBOStrategic Plan

2010 - 2013

Review of the Process and Plan Components

Helps organizations continue to grow successfully.

Helps organizations avoid the pitfalls that lead to under performance and even failure.

Helps focus development of competitive advantage.

THE PYRAMID OF ORGANIZATIONAL DEVELOPMENT™

CRITICAL TASKS OF ORGANIZATIONAL SUCCESS

Identification and definition of a viable market to serve

Development of appropriate products and/or services

Acquisition and/or development of resources required to operate and grow the organization

Development of the operational systems necessary for the organization to function on a day-to-day basis

Development of the management systems required for the overall functioning of the organization on a long-term basis

Development and effective management of the organizational culture

Pyramid of Organizational Development

Personnel:• Hiring• Compensation

Corporate Culture

Values Beliefs Norms

Management Systems

Planning OrganizationManagementDevelopment

Perf.Mgmt.

Operational Systems

Resources Management

Products & Services

Markets

Accounting:

• Billing• Payroll

Production:

•Shipping

Marketing:

• Selling

Financial Resources

Technological and Physical Resources

Human Resources

Develop Products (Services)

Define Market Segments and Niche

Business Foundation Business Concept Strategic Mission Core Strategy

© Management Systems Consulting Corporation, 2009. All rights reserved.

IMPLICATIONS OF THE PYRAMID

There are Six Key Building Blocks of Successful Organizations.

The Six Key Building Blocks must “fit together.”

Organizations compete at ALL levels of the Pyramid.

Name of the game: Develop Sustainable Competitive Advantages at all levels.

Long-term Sustainable Advantage is at the top three levels.

Long-term Sustainable Success requires complete and integrated development of the whole pyramid.

RESEARCH RESULTS

Approximately 75 % of Gross Margin is explained by the Pyramid.

Approximately 55% of EBIT is explained by the Pyramid.

Approximately 20% of ROI is explained by the Pyramid.

ALL RESEARCH STUDIES TO DATE HAVE SUPPORTED THE RELATIONSHIP BETWEEN DEGREE OF PYRAMID

DEVELOPMENT AND FINANCIAL PERFORMANCE.

17

Management Systems’ Strategic Planning Process™1 ENVIRONMENTAL SCAN

Market Analysis Competitive Analysis Trend Analysis

2 ORGANIZATIONAL ASSESSMENT

Culture Management Systems Operational Systems Resources Markets and Products

3 STRATEGIC ISSUE RESOLUTION

Business Foundation Issues Strategic Organizational Development Issues

5 BUDGETING4 STRATEGIC BUSINESS PLAN

Situation Analysis Business Definition Strategic Mission Strategy Key Result Areas Goals and Objectives Action Plans

6 QUARTERLY MANAGEMENT REVIEW

Reports Meetings

© Management Systems Consulting Corporation, 2009. All rights reserved.

18

The Strategic Planning Hierarchy

Business Definition/Concept

Strategic Mission

Core Strategy

Key Result Areas

Goals

Objectives

© Management Systems Consulting Corporation, 2009. All rights reserved.

NAWBO Business Definition

NAWBO is in the business of growing and promoting women’s entrepreneurship by:

Representing the interests of women business owners and influencing public policy nationwide

Building an organizational platform to deliver capacity-building, advocacy and brand management capabilities to support sustainable growth and development in the women business owner’s market

Expanding and maintaining strategic relationships with public and private sector partners to benefit both the women business owner’s market and stakeholders

Leveraging the NAWBO brand, knowledge, and expertise to advance women’s entrepreneurship globally

NAWBO Strategic Mission

By December 31, 2012, NAWBO will: Be a globally recognized brand for women entrepreneurs as measured by

strategic alliances, partnerships and customer/market engagement

Reach $3 million in annual revenues

Be the “Go To” Organization for topics/issues related to WBO’s

Expand the organization’s overall reach and influence within the business community.

Build the infrastructure needed to support programs and new business development on a national level.

NAWBO Core Strategy

Become the preeminent thought leader on issues that pertain to women-owned businesses

Provide growth-minded women business owners with the tools they need to take them to the next level

Use NAWBO’s dominance in the women entrepreneurship market to add value to key audiences and stakeholders

Develop and grow resources from sponsor and foundation by using our competitive edge of being the only business organization with the infrastructure to offer programs and initiatives nationally, regionally, and locally.

2011 PRIORITY OBJECTIVESby Key Results Areas

ORGANIZATION: Institute a new and expanded business model to support sustainable growth = NAWBO (C6) + Institute for Entrepreneurial Development (C3) + Political Action Committee (PAC)

MARKET: Develop key partnerships to expand our reach and impact in our target markets of women of color, younger generation and international

PROGRAMS/SERVICES: o Pilot launch up to two (2) pilot capacity-building educational programs

(Institute)o Leverage our clout/voice in public policy and influence decision

makers

2011 PRIORITY OBJECTIVESby Key Results Areas

RESOURSE MANAGEMENT: Invest in staffing infrastructure to support long-term organizational growth

OPERATIONAL SYSTEM: Develop and institute a multi-year chapter support/leadership development system to fuel chapter growth and transition to a professionally managed organization

MANAGEMENT SYSTEMS: Implement a strong succession plan for organizational/board leadership

FINANCIAL RESULTS: o Leverage new business model to maximize revenue opportunities for the

organizationo Increase and maximize corporate partner revenues

Q&A

Chapter Support Resources

NAWBO OPERATIONS TEAMHelen Han: President & CEOadmin@nawbo.org

Jen Earle: Executive Assistantadmin@nawbo.org

Joyce Lee: Chapter/Member Serviceschapterservices@nawbo.org

Suzanne Harmony: TechSupport techsupport@nawbo.org

NAWBO Communications/Publications: DDCCpublications@nawbo.org and media@nawbo.org

TOLL FREE PHONE: 800-55-NAWBO

ONLINE CHAPTER RESOURCE CENTER

o Chapter Operations Manualo Visual Resource Libraryo Forms & Templateso Chapter Best Practice Libraryo Bylaws & Policieso NAWBO Store

NOTE: NAWBO Strategic Plan Template also available in CRC

NAWBO COMMUNICATIONS PLATFORM

o NAWBO Website (61K page views per month)o NAWBO Publications

• NAWBO Focus (sent bi-weekly to 12K customers) • NAWBO SmartBrief (sent tri-weekly to 15K subscribers)

o Media/PR o Legislative Action Centero NAWBO Opinion Polls & Surveyso NAWBO Blogo e-Blasts & Announcements

NAWBO SOCIAL MEDIA

o NAWBO Facebook (1700 subscribers)o NAWBO Facebook Fans (824 subscribers)o NAWBO Linked-In (2930 subscribers)o NAWBO Twitter (1558 subscribers)o NAWBO YouTubeo Online Communities – Chapters Sign-Up Today!

CHAPTER ONLINE COMMUNITIES

o Discussion Boardo Pollso Calendaro Eventso Contacto Links – files/photo uploado Email Announcements

CHAPTER ONLINE COMMUNITIESChapter Participation Criteria

o Must submit Participation Interest Form (in CRC)o Must have a designated online facilitatoro Must participate in 2 hour Webinar training session and be

certified by TechSupport (quarterly)o Chapter to be responsible for driving users to sign-up for

their designated Chapter Communitieso Limited to 3 Communities per chaptero Must be willing to share evaluation and feedback about

user experience on a quarterly basis

NAWBO STORE

Order NAWBO Branded Collateral at NAWBO Store via Chapter Services:

o Brochureo Presentation Folderso Invitation Cardso Speaker/VIP Giftso And much more…

NEW! FALL MEMBERSHIP DRIVE 2010

Starts October 1 thru November 30New members receive $25 off National Dues

o NAWBO National will start marketing campaign as of October 1st

o Chapters are encouraged to take advantage of campaigno Chapters are encouraged to send members to the National Web site

to streamline the JOIN processo Must receive all membership applications from chapters postmarked

by November 30th to apply discount

UPCOMING EVENTSSave-the-Date

Regional Leadership Summits 2011Western Region – February 7, 2011, Tucson, AZ

Midwest Region – May 18, 2011, Kansas City, MOSouthern & Northeastern Region – TBA

FuturalliaKC2011

May 18-20, 2011, Kansas City, MO

Women’s Business Conference 2011September 29-30, 2011

Grand Manchester HyattSan Diego, CA

* Dates and locations are subject to change

Questions?

Public Policy Initiative

2010 PUBLIC POLICY UPDATES

Appointment of PAC Chair Identification of public policy positions and priority issue areas Launch and population of Legislative Action Center Board of Directors meets with Administrative officials and legislators Submission of Comments on SBA Women’s Contracting Rule WBC2010 Public Policy Programming Focus (Reception/Awards/Keynote

Speaker) Solidification of relationship with Small Business Committee Chairs in Both

Houses Sustained visibility and working relationship with the Administration Invitation to Pelosi press conference on Jobs Bill (6/16/10) and CNBC Town

Hall Meeting with President Obama (9/20/10)

STRATEGIC PLAN ALIGNMENT

NAWBO is in the business of growing and promoting women’s entrepreneurship by:

Representing the interests of women business owners and influencing public policy nationwide

Building an organizational platform to deliver capacity-building, advocacy and brand management capabilities to support sustainable growth and development in the women business owner’s market

Expanding and maintaining strategic relationships with public and private sector partners to benefit both the women business owner’s market and stakeholders

STRATEGIC MISSION ALINGMENT

By December 31, 2012, NAWBO will:

Be the “Go To” Organization for topics/issues related to WBO’s

Expand the organization’s overall reach and influence within the business community

CORE STRATEGY ALINGMENT

Become the preeminent thought leader on issues that pertain to women-owned businesses

Use NAWBO’s dominance in the women entrepreneurship market to add value to key audiences and stakeholders

2011 PRIORITY OBJECTIVES ALIGNMENT

Institute a new and expanded business model to support sustainable growth = NAWBO (C6) + Institute for Entrepreneurial Development (C3) + Political Action Committee (PAC)

Leverage our clout/voice in public policy and influence decision makers

SMART GOALSPublic Policy Engagement

Promote interactive public policy membership engagement by:

Maximizing Legislative Action Center on NAWBO Web site Create and e-blast LAC Tutorials to chapter leaders

Conduct quarterly policy briefing teleconference for general membership

Include substantive policy discussion in regional meeting agendas Take periodic (4-6 weeks) “snap shot” surveys to educate and solicit

membership opinions Expand member participation in DC Lobbying activities Incorporate PAC donations into the overall public policy

communications

SMART GOALSPAC Fundraising

Solicit PAC donations and provide opportunities for donor engagement:

$35, $350 and $3,500 suggested donor levels Provide monthly legislative briefings to Levels 1 & 2 donors Include PAC donation opportunity on all PP communications, including LAC

alerts “snap shot surveys, PP related blogs and on-line newsletter Provide scheduling and other assistance to Tier 1 PAC members meeting

with targeted Administration officials Extend Opportunity to serve on PAC Advisory Board to all Level 3 donors

Capacity Building Initiative

THE NEED

According to the 1997-2007 U. S. Census Bureau data, women-owned businesses lost their revenue-based market share by over 10% - representing just under 4% of total revenue share.

Past research point to the link between education – venture creation – and entrepreneurial performance. Currently, the majority of programs available to entrepreneurs are on how to start businesses.

According to the Center for Women’s Research, the most glaring “need” for women-owned businesses stem from lack of knowledge on how to grow a business form Point A to Point B, becoming an employer firm, and moving from being the technical firm to the business leader.

PROGRAM OBJECTIVES

To provide an educational program especially designed for women entrepreneurs to take their business from one stage to the next and increase their competitiveness.

To help women owned businesses understand their organizational capacity.

To help women owned businesses develop and implement a strategic organizational development plan to promote accelerated growth

To provide top-line revenue opportunities for women owned businesses. Provide opportunities for substantive engagement for sponsors and

stakeholders Ultimately - to design a train-the-trainer program model to be replicated

throughout the country…

PROGRAM TITLE & STRUCTURE

NAWBO Institute for Entrepreneurial Development (501c3) Presents…ACCELERATED GROWTH SERIES: Especially Designed for Women-Owned Businesses

Series 1: Assessing Your Organization’s Capacity (April 1-2, 2011 Launch – sponsored by Wells Fargo)

Series 2: Developing a Strategic Plan for Growth (June 3-4, 2011 Launch - sponsored by Wells Fargo)

Annual Conference: Case Study/Strategic Plan Presentation at WBC2011 with Expert Panel Feedback (September 29-30, 2011, San Diego, CA)

Series 3: Executing Winning Growth Strategies (2012 Launch – sponsor TBD)

SESSION STRUCTURE & FORMAT

SCHEDULE Day 1: Lectures 1:30 – 5pm + Workshops 6-9pm Day 2: Workshops 9-11am + Lectures 11-3pm

PARTICIPANT CRITERIA (APPLICATION BASED) Revenue Size: $500K or above Years in Business: 3 Years minimum Must be more than 50% woman-owned business with executive decision making Senior executives may attend with WBOs all sessions besides Session 1

SESSION SIZE Series1 – unlimited per class Series 2 & 3 - limited and pooled from Series 1 graduates WBC Presentation – up 12 per workshop

OUTREACH & MARKETING

NAWBO Web site: Over 215K visits per year with NAWBO Database: Over 35,000 customers NAWBO Chapters: Over 70 chapters – with 10 in California alone Women’s Business Conference: Over 600 attendees Sponsor Supplier Base Partner Organizations

SERIES 1 PILOT LAUNCH TIMELINE

November 1, 2010 – Program Announcement & Series 1 Open Enrollment

January 31, 2011 – Series 1 Application Deadline

February 15, 2011 – Series 1 Class Confirmed and Evaluation Surveys Sent

February 28, 2011 – Evaluation Survey Submission Deadline

April 1-2, 2011 – Series 1 Launch

PROGRAM DELIVERABLES

TO PARTICIPANTS : A comprehensive assessment of their organization’s capacity – valued at

$1500 A written strategic organizational development plan A process for ensuring effective implementation of their plan A process and tools to enhance their own and their management team’s

leadership effectiveness. Opportunity to present a Case Study of their Strategic Plan and get expert

feedback at annual conference. NAWBO National Annual Membership – valued at $200 Invitation to join the Accelerated Growth Online Communities

PROGRAM DELIVERABLES

TO CHAPTERS To gain access to a fully developed National educational initiative to be

offered at the local market with revenue-sharing opportunities To gain opportunity to expand member benefits with a long-term

educational initiative that helps grow member businesses To deliver high-quality engagement opportunities for non-members that

would not engage with NAWBO otherwise To gain substantive means for diversifying member base with the more

sophisticated businesses that are looking for ROI from NAWBO To tie national-chapter benefits to program participants – and national

conference to program deliverables Access to program evaluation data and research

PROGRAM DELIVERABLES

TO SPONSORS Partnership with NAWBO to further its core mission of propelling women

entrepreneurs into economic, social and political spheres of power. Opportunity to provide input and feedback during program planning phase. Build brand awareness among women – a fiercely loyal sector of the

economy who make 80% of all consumer purchasing decisions. Sponsor recognition in program promotional materials, Web site and onsite Invitation to participate in sponsoring session curriculum Opportunity to engage with program participants as a subject matter

expert pre- during- and post sponsoring session First right of refusal to host sponsoring session at sponsor venue for

additional brand awareness building Access to program evaluation data and research

Q&A and Discussion

55