PUTTING THE CLAY COUNTY REPUBLICAN PARTY ON TARGET

Rod D. Swartz Strategic Management, MBA599-MBOL3

St. Leo University, MBA Dr. Russell Clayton

Fall 1, 2014

By PresenterMedia.com

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Contents

• Executive Summary • Organization Introduction • EFE Matrix • CPM Matrix • IFE Matrix • SWOT Matrix • BGC Matrix • Current Strategy • Strategic Alternatives • Organizational Structure • Product Positioning Map • Financial Projection • Strategy Implementation • Milestones • Expected Results • Evaluation of Strategies and Objectives

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Executive Summary

• Organization History • Current Strategy • Recommendations

• Assign Specific Responsibilities to Assure Completion • Vision and Mission Statement Development • Timely Messaging to Attract Conservatives • Technology to Connect and ID Voters • Diversify Revenue Streams

• Key Implementation Components • Results Projected

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Organization Introduction

• Organization History • Vision & Mission Statement

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External Factor Evaluation

External Factor Evaluation (EFE) Matrix for Republican Party of Clay County, Florida

Opportunities Weight Rating Weighted

Score 1 Trend of population towards limited government 0.08 4 0.32 2 Stable donor and volunteer base 0.10 3 0.30 3 Brand image being highly regarded 0.08 3 0.24 4 Use new technology to deliver messaging 0.09 2 0.18 5 Ideology matches population's mindset 0.05 4 0.20 6 Connect with growing Latino population 0.05 1 0.05 7 Ideology appeals to all demographics, races, and genders 0.08 4 0.32 8 Growing population in Clay County 0.03 2 0.06

Threats 9 Division due to growth of other parties (competition) 0.10 2 0.20

10 Disdain for politics among population 0.02 1 0.02 11 Target market exists on little information 0.08 1 0.08

12 Multiple media sources distract from disseminating information 0.06 2 0.12

13 Transient population due to military leads to complacency 0.05 2 0.10 14 Internal dissension dilutes voter base 0.08 1 0.08

15 Lack of diversity creates perception of disinterest in minorities 0.05 2 0.10

Total: 1.00 2.37

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Clay Republicans Clay Democrats Tea Party Key Success Factors Weight Rating Weighted

Score Rating Weighted Score Rating Weighted

Score Advertising 0.20 2 0.40 3 0.60 1 0.20 Brand Recognition 0.05 4 0.20 2 0.10 1 0.05

Fundraising 0.20 2 0.40 3 0.60 1 0.20 Management 0.20 4 0.80 2 0.40 1 0.20 Finances 0.12 3 0.36 3 0.36 3 0.36 Loyalty 0.06 4 0.24 3 0.18 2 0.12 Registered Voters 0.05 4 0.20 2 0.10 3 0.15

Volunteers 0.12 3 0.36 2 0.24 1 0.12 Total 1.00 2.96 2.58 1.40

CCRP ranks superior to the Clay Democrat Party and the Tea Party organization.

Competitive Profile Matrix (CPM)

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Internal Factor Evaluation Matrix Internal Factor Evaluation Matrix

Republican Party of Clay County, Florida 2014

Key Internal Factors Weights Rating Weighted

Score 0.0 to 1.0 1, 2, 3 or 4 Internal Strengths 3 or 4

1 Cohesive management 0.09 4 0.36 2 Technology 0.05 3 0.15 3 Fundraising 0.07 3 0.21 4 Financials 0.10 4 0.40 5 Volunteer support 0.08 3 0.24 6 Fundamental beliefs 0.05 3 0.15 7 Diversity of backgrounds/gender 0.04 4 0.16

Internal Weaknesses 1 or 2 1 Fundraising diversity 0.10 1 0.10 2 Timely messaging 0.09 2 0.18 3 Reactive strategy 0.05 2 0.10 4 Relevance in local elections 0.10 1 0.10 5 Division within Party 0.04 1 0.04 6 Member activity 0.05 2 0.10 7 Diversity of race/ethnicity 0.04 2 0.08 8 Off-year activities to bolster engagement 0.05 1 0.05

Totals 1.00 2.42

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Current Strategy

• Product Development Strategy • seeks to increase influence by improving or modifying present

candidates as well as understanding and application of ideology • Market Penetration Strategy

• seeks to increase market share for present products or services in present markets through greater marketing efforts

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SWOT Matrix – Strengths / Weaknesses

SWOT Matrix Internal Clay County Republican Party Strengths Weaknesses

1 Cohesive management Fundraising diversity 2 Technology Timely messaging 3 Fundraising Reactive strategy 4 Financials Relevance in local elections 5 Volunteer support Division within Party 6 Conservative beliefs Lack of Member activity 7 Diversity of

backgrounds/gender Diversity of race/ethnicity

8 Off-year activities to bolster engagement

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SWOT Matrix – Opportunities/Threats External Opportunities SO Strategies WO Strategies

1 Trend of population towards limited government

Advertise and present at functions to stress Conservative beliefs (S6, S5, O1)

Diversify fundraising to include corporate donors, monthly giving, and multiple events annually (W1, O2)

2 Stable donor and volunteer base Use website, YouTube, and social media to bring attention to the Black and Latino population (S2, O6)

Hold "Welcome to Clay" events for newly registered Republican, NPA voters (W8,S8)

3 Brand image being highly regarded Tie Republican brand to conservative beliefs held in community (S6, O3)

Create conservative messaging that engages across races and sexes (W7,O7)

4 Use new technology to deliver messaging Coordinate website, social media, and mobile technology to push timely messaging to voters (S2, O4)

Create a list of specific activities with time requirements for volunteers and publish them expecting to be filled (W6, O2)

5 Ideology matches population's mindset 6 Connect with growing Latino population 7 Ideology appeals to all demographics, races,

and genders 8 Growing population in Clay County

Threats ST Strategies WT Strategies 1 Division due to growth of other parties

(competition) Focus on similarities that bring alignment (S6, T6)

Party should screen and endorse candidates and issues in Primary and General elections to provide voters clarity thus displaying unity in the Party (W4,T6)

2 Disdain for politics among population Capitalize on inexpensive viral media by producing comical and engaging messages which encourage involvement (S2, T2, T3)

Create consistent messaging across multiple media sources to inform voters (W3, T4)

3 Target market exists on little information Leadership needs to encourage cooperation with like-minded groups and seek to find common-ground (S1, T6)

Expand upon membership diversity by making concerted effort to reach out to Latino and Black voters (W7, T7)

4 Multiple media sources distract from disseminating information

Increase recruitment of military spouses to work regular shifts in the HQ and special events (S5, T5)

Have volunteers track what Democrats are doing to have forward looking messaging in place (W3, T1)

5 Transient population due to military leads to complacency

6 Internal dissension dilutes voter base 7 Lack of diversity creates perception of

disinterest in minorities

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BCG Matrix

Republican Democrat

Independent

Other

Popu

lati

on G

row

th

Relative Market Share

Dog

? Star

Cow

BCG Matrix DataClay County Republican Party (x) (y) (z)

Registrants 2014

Registrants 2012

Relative Market Share

Population Growth Registrants

Republican 72,980 72,211 0.54 1% 72,980 Democrat 31,461 31,373 0.23 0% 31,461 Independent 26,963 22,891 0.20 18% 26,963 Other 4,080 3,878 0.03 5% 4,080

135,484 130,353 1.00 4%

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Strategic Alternatives

• Creating proactive messaging about candidates and issues

• Community-building and voter outreach • Increase voters registering as Republicans

• Convert Independents • Connect conservative ideology held by

Democrats

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Organizational Structure

Structural Recommendations • Create culture accepting of change

• Embrace Educative Change Strategy

• Involve SCM/SCW in Precinct Development • Written policies and procedures manual • Conflict management and ethical standards • Regular volunteer engagement

Chairman

Strategy Fundraising

Vice Chairman

Program Special Projects

Secretary

Documentation Membership

Media Marketing

Treasurer

Budget Financial Records

Payments Audits

Executive Board

Members

Volunteers

Staffers

SCM and SCW

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Product-Positioning Map • CCRP is strong with Conservative ideology and relates to the Common voter • Opportunities exist with Conservative-Elitist as well as those who have grown up

Liberal but are more Common

Opportunity

Opportunity

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Financial Projections

2015 Remarks Fundraising Dinner Sales of tables will be transferred to partnerships

Due to transition to partnerships, some tables will still be sold Instead 75 individual tickets sold netting $25 each + 3 tables x $316 net

Donations More donations will be sought as monthly giving pledges Monthly Giving Goal of 5 pledges at $10/mo. and 5 pledges of $25/mo. Community Partnerships Goal of 4 partners at $1,000 annually

Projected Income Statement

Income Source 2013 2014 2015 Fundraising Dinner (net) 4,000 5,000 2,823 Donations 625 250 200 Refunds/Rebate 219 740 - Other (Sales of goods) 739 999 - Interest 42 26 30 Monthly Giving - - 2,100 Community Partnerships - - 4,000

5,624 7,015 9,153

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Financial Projections

2016 Remarks Fundraising Dinner Presidential cycle brings in a big name with a higher ticket charge

Dinner should draw 100 with a net income of $40 each Other (Sale of Goods) Local headquarters produces and sells election t-shirts, hats, buttons

2012 net income from sales accounted for nearly $18,000, increase by 10%

Monthly Giving Goal of 8 pledges at $10/mo. and 8 pledges of $25/mo. Community Partnerships Goal of 5 partners at $1,000 annually

Projected Income Statement

Income Source 2013 2014 2015 2016 Fundraising Dinner (net) 4,000 5,000 2,823 4,000 Donations 625 250 200 500 Refunds/Rebate 219 740 - - Other (Sales of goods) 739 999 - 19,800 Interest 42 26 30 35 Monthly Giving - - 2,100 3,360 Community Partnerships - - 4,000 5,000

5,624 7,015 9,153 32,695

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Financial Projections

2017 Remarks

Fundraising Dinner Off-year cycle means lower turnout Dinner should draw 75 with a net income of $25 each

Monthly Giving Goal of 10 pledges at $10/mo. and 10 pledges of $25/mo.

Community Partnerships Goal of 8 partners at $1,000 annually

Projected Income Statement

Income Source 2013 2014 2015 2016 2017 Fundraising Dinner (net) 4,000 5,000 2,823 4,000 1,875 Donations 625 250 200 500 250 Refunds/Rebate 219 740 - - - Other (Sales of goods) 739 999 - 19,800 - Interest 42 26 30 35 50 Monthly Giving - - 2,100 3,360 4,200 Community Partnerships - - 4,000 5,000 8,000

5,624 7,015 9,153 32,695 14,375

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Strategy Implementation

1. Action planning 2. Organizational structure 3. Human resource factors 4. Annual financial plan, 5. Monitoring and control 6. Linkage

Reference: Birnbaum, B. (2009a). Business Strategy Implementation: Six Supporting Factors. Business

Strategy Implementation: Six Supporting Factors. Retrieved October 7, 2014, from http://www.birnbaumassociates.com/strategy-implementation.htm

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Milestones

Action Item Timeline Vision and mission statement Jan 2015 Strategies to become more proactive Jan 2015 Commonalities with minorities stressed March 2015 Organize and coordinate regular volunteer tasks Feb 2015 Create culture accepting of change July 2015 SCM/SCW to oversee precinct development Nov 2014 Written policies and procedures manual Jan 2015 Conflict management and ethical standards Dec 2014 Use social media to push messaging June 2015 Incorporate website improvements to engage users May 2015 Data-mining to compile a voter database August 2015 Implement financial diversification program Feb 2015 Excess cash management planning April 2015 Enlist volunteers/hire firm to create internet messaging campaigns April 2015

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Expected Results

• Vision/Mission Statements: proactivity, inclusiveness, change • Workers will be clear, motivated and trained • Greater recruitment of volunteers and retention • Advertising messages will improve timely information and

goodwill • Building databases of potential voters will enhance impact • Income diversification and non-reliance on fundraising dinners • Disbursing excess cash to milestones returns more than interest

gained annually

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Strategies & Objectives Evaluation

1. Reviewing Bases of Strategy

2. Measure Performance

• Expected vs. Actual

3. Taking Corrective Action

(David, 2014, p. 311-316)

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