1. 2017 B2B Marketing Plan for the Webster House
Sam Marchetti, Liam Peluso, Ashley Seddon, Skip Spoerke
B2B Marketing: MKT 331
Professor Micheline Anstey
Fall 2016
2. Table of Contents
Executive Summary............................................................................................................ 1
Webster House Self-Assessment......................................................................................... 2
Mission Statement........................................................................................................... 3
Previous and Current Marketing Efforts......................................................................... 3
Analysis of Website ........................................................................................................ 4
Analysis of Form 990s.................................................................................................... 4
Business Supporters........................................................................................................ 5
Competitors..................................................................................................................... 6
Mission-related competitors........................................................................................ 6
Contribution competitors. ........................................................................................... 7
Marketing Objectives.......................................................................................................... 8
Unique Value....................................................................................................................... 9
Marketing Strategies and Tactics...................................................................................... 10
Positioning Statement ................................................................................................... 10
Minimum of Two Business Contacts per Month .......................................................... 10
Strategies................................................................................................................... 10
Tactics ....................................................................................................................... 10
Raise $50,000 from Business Contacts......................................................................... 11
Strategies................................................................................................................... 11
Tactics ....................................................................................................................... 11
Heighten Business Interest in Newly Founded “Legacy Fund” ................................... 12
Strategies................................................................................................................... 12
Tactics ....................................................................................................................... 12
4. Event Registries and House Database........................................................................... 27
Financial Ledgers.......................................................................................................... 27
References......................................................................................................................... 28
Appendix A....................................................................................................................... 30
Minimum of Two Business Contacts per Month .......................................................... 30
Tactics ....................................................................................................................... 30
Raise $50,000 from Business Contacts......................................................................... 30
Tactics ....................................................................................................................... 30
Heighten Business Interest in Newly Founded “Legacy Fund” ................................... 31
Tactics ....................................................................................................................... 31
Gain Media Exposure ................................................................................................... 31
Tactics ....................................................................................................................... 31
Appendix B....................................................................................................................... 32
Videos ........................................................................................................................... 32
Corporate Donation Matching ...................................................................................... 32
Corporate Volunteer Opportunities ............................................................................... 32
Testimonials .................................................................................................................. 32
5. 1
Executive Summary
The Webster House in Manchester, New Hampshire, is seeking B2B opportunities in
2017 to gain a minimum of two business contacts per month, increase media exposure, raise
$50,000 from business contacts, and heighten business interest in newly founded Legacy Fund. A
budget of $1,000 is provided to achieve these objectives.
The known expenses total $317, which include purchasing 200 targeted leads and the
printing and mailing costs of 100 newsletters. The remaining $683 is for covering the expenses
associated with hosting multiple business events. Event expenses are not estimated in this B2B
marketing plan.
Covered in this B2B marketing plan are the expectations for meeting the objectives
through the Webster House’s website, Facebook Page, newsletters, press releases, lists, and
events. The marketing team recommends hiring a Marketing or Communications intern to help
implement this plan. It is this team’s expectation that all four objectives can be met in 2017 with
the guidance of this marketing plan.
6. 2
Webster House Self-Assessment
Founded in 1884 as the Manchester Children’s Home (Catano, n.d., para. 1), the Webster
House is located at 135 Webster Street in Manchester, New Hampshire (“The Webster House,”
n.d.) and operates on a $1 million annual budget 21 (L. Catano, Personal communication "Initial
meeting," 2016). On average, it is home to 17-18 youths between the ages of 8 and 18 years; the
maximum rooming capacity is 21 (L. Catano, Personal communication "Initial meeting," 2016).
The board of directors and salaried executives from 2014 are listed in the table below.
Name (Alphabetical by Last Name) Position
Stuart Bernstein Board Member
Robert Carr Board Member
Lou Catano Executive Director
Sue Champagne Vice President
Jane Clayton Board Member
John Clayton Secretary
Michael Delaney Board Member
Bob Desmeules Treasurer
Kim Pillmore Board Member
Ed Ithier Board Member
Kathleen Jaworski Board Member
Debbie Landwehr President
Darlene Leclerc Conley Board Member
Scott Legasse Board Member
Leslie O'Neill Board Member
Ashley Scott Board Member
Sean Smalley Board Member
Michael Valentine Board Member
Table 1: board of directors and executives (Internal Revenue Service, 2014)
7. 3
Mission Statement
The Webster House exists to meet a condition that is prevalent in New Hampshire: youth
who are unable to live at home for some period of time. The Staff's intent is to address
four areas of the youth's life.
• Physical: By providing a safe home
• Social: By applying the norms of society
• Personal: Through counseling, activities and a wide range of interpersonal
relationships
• Family: By rebuilding the bonds and reuniting the family
(“Mission statement,” n.d.)
Previous and Current Marketing Efforts
• Website: http://www.websterhousenh.org
o Contains link for financial contributions
• Facebook Page: http://www.facebook.com/thewebsterhouse
o Does not contain link for financial contributions
• Semiannual newsletter (printed and digitally available as PDF)
• Annual fundraisers
o Raffle
o Blues festival
o Kiwanis auction
o Harley ride
o Combined Federal Campaign
• Letter campaigns to “Top 100,” as listed in NH Magazine
• Open houses (no longer held)
• Pancake breakfasts (no longer held)
• Featured on an episode of Chronicle in 2007
(L. Catano, Personal communication "Initial meeting," 2016)
8. 4
Analysis of Website
• Advantages
o Instantly recognizable URL
o Mobile-friendly
o Community involvement photos
o Easy-to-interpret links
o Easily understood by readers with a ninth-grade education (WebpageFX, n.d.)
• Disadvantages
o Incorrectly formatted HTML (W3C, n.d.)
o Irrelevant elements, like the Weather Channel Flash widget
o Non-standard font sizes (Typecast, 2014)
o Lacks white space (Typecast, 2014)
o Not all pages contain valuable information
o Missing calls to action
o No photos within the past 12 months
o Missing privacy policy
Analysis of Form 990s
The team’s in-depth review of the Webster House’s Form 990s for 2012, 2013, and 2014
indicated the following:
• Total salaries have increased at an average of 104 percent per year since 2011
• 2012 is the only year that lists professional fundraising fees ($12,350)
• Total fundraising expenses rose from $31,480 in 2012 to $41,639 in 2013 and
lowered slightly to $41,040 in 2014 (115.5 percent average increase per year)
• Total expenses have increased at an average of 104.1 percent per year since 2011
• Total contributions have averaged $260,647 since 2010 with an average increase of
114.1 percent per year
• 2013 contributions were well-above average at $411,828 due to an unsolicited
bequest (S. Spoerke & L. Catano, Personal communication “Questions for SNHU
B2B Marketing,” 2016)
• Total revenue has increased at an average of 113.5 percent per year since 2011
(Internal Revenue Service, 2012, 2013, 2014)
9. 5
Assuming that 2015 and 2016 have maintained the average increases, 2017 is expected to
reach these values:
• Total salaries: $908,447
• Total fundraising expenses: $63,234
• Total expenses: $1,224,767
• Total contributions: $400,425
• Total revenue: $2,077,790
Business-to-business marketing efforts are expected to generate $50,000 of the total
contributions at an increase to fundraising expenses of $1,000.
Business Supporters
Current donors
• Boston Red Sox
• Kiwanis Club
• Dunkin’ Donuts
• Home Depot
• Sherwin Williams
• Numerous local businesses
(L. Catano, Personal communication "Initial meeting," 2016)
Donors from 2015
• Associated Grocers
• BAE Systems
• Bank of New Hampshire
• Bishop’s Charitable Assistance Fund
• Boston Red Sox Foundation
• Bright Horizons
• Brookside Congregational Church
• Citizen’s Bank
• City of Manchester
• Coldwell Banker Residential Brokerage
• Combined Federal Campaign
• Dunkin Donuts
• From Out of the Woods Antiques
• Georges Apparel, Inc.
• Granite State Blues Society
• Granite United Way
• Interim Healthcare
• Kiwanis Club of Manchester
• Knights of Columbus
• Laundry Equipment Corp.
• Liberty Press
• Local Churches/Synagogues
• Manchester Harley Owners Group
• John Mann’s Guitar Vault
• Merchants Automotive Group
• Microsoft
• Morgan Health Global Impact
• New England Food Foundation
• People’s United Community Foundation
• St. Mary’s Bank
• Santander Bank Foundation
• Speedway Children Charities
• The Consolidated Lodge
• The Rowley Agency
• Union Leader Corporation
• Xerox Corporation
(Fall 2015 newsletter, 2015)
10. 6
Competitors
Zero competitors within a 30-mile radius closely match, both, the specific purpose and
operations of the Webster House. The team identified numerous organizations with related
missions and others that compete with the Webster House for business contributions.
Competitors are, therefore, identified as mission-related competitors and contribution
competitors.
Mission-related competitors. Mission-related competitors are defined as organizations
that align with the Webster House using the North American Industry Classification System
(NAICS) under “other residential care facilities”—code 623990. Child group foster homes,
delinquent youth halfway group homes, and similar facilities meet the classification requirements
(NAICS Association, n.d.). According to ReferenceUSA, the following 22 mission-related
competitors—after removing duplicated results—reside within a 30-mile radius of the Webster
House ("NAICS code 623990 search results," n.d.).
Company Name (A-Z) City State
Bailey Place Haverhill MA
Bridgewell Dracut MA
Brock Children's Home Pittsfield NH
Burnham Brook School Canterbury NH
Casey Family Services Lowell MA
Crotched Mountain School Peterborough NH
Fidelity House, Inc. Haverhill MA
Fidelity House, Inc. Methuen MA
Great Book Homes Antrim NH
Homecroft Newmarket NH
Lazarus House, Inc. Lawrence MA
Lifelinks, Inc. Dracut MA
Mental Health Association Lowell MA
11. 7
Company Name (A-Z) City State
Merrimack Assisted Living Bedford NH
Milestones Pediatric Therapy Center Bedford NH
N F I Massachusetts, Inc. Dracut MA
Nashua Children's Home Nashua NH
New Hampshire Department of Health Manchester NH
Nupath, Inc. Tewksbury MA
Safehaven Psychological Center Lawrence MA
Spectrum Health Systems, Inc. Methuen MA
Vinfen Corp Haverhill MA
Table 2: Mission-related competitors ("NAICS code 623990 search results," n.d.)
Contribution competitors. Contribution competitors are defined as organizations that
compete for financial and other support from businesses within a 30-mile radius of the Webster
House. In addition to the 22 mission-related competitors noted previously, the team identified as
many as 2,389 organizations that could match the contribution competitor criteria ("NAICS
search results for contribution competitors," n.d.). Organizations competing for contributions
likely match one of these NAICS codes:
• 624110—child and youth services
• 624221—temporary shelters
• 713990—all other amusement and recreation industries
• 813110—religious organizations
• 813311—human rights organizations
• 813319—other social advocacy organizations
• 813410—civil and social organizations
12. 8
Marketing Objectives
The Webster House has defined four business-to-business marketing objectives that it
wants to meet in 2017.
1. Minimum of two business contacts per month
a. Expect six to remain involved for at least a year
2. Raise $50,000 from business contacts
a. 45-50% cash
b. 50-55% other contributions
3. Heighten business interest in newly founded “Legacy Fund”
a. Dunkin’ Donuts is the only current contributor
b. Expected growth not provided
4. Gain media exposure
a. Has not received any non-advertising exposure in a few years
b. Expected gain not provided
(L. Catano, Personal communication "Initial meeting," 2016)
13. 9
Unique Value
The Webster House has provided a comfortable safe-haven for New Hampshire's at-risk
youths since its establishment by local churches and the Amoskeag Mills in 1884 ("A message
from the director," n.d.). The Webster House remains a vital component of the community by
aiding in the emotional, social, and educational development of its residents while supporting
family connections to create and sustain healthy relationships ("A message from the director,"
n.d.). No other group home has longer served the Manchester area—per ReferenceUSA search
results—nor operates in the same manner as the Webster House ("NAICS code 623990 search
results," n.d.).
14. 10
Marketing Strategies and Tactics
Positioning Statement
An historic landmark of Manchester, New Hampshire, the Webster House provides the
community with a residential safe-haven for at-risk youths and teaches the skills necessary to
develop healthy futures. Involvement with the Webster House allows business owners to directly
impact the futures of local at-risk youths and the community through tax-deductible
contributions.
Minimum of Two Business Contacts per Month
Strategies.
• Identify new opportunities to connect with local business owners
• Modify and restore B2B networking opportunities
Tactics.
• Website
o Create a contribution page for interested businesses
§ Highlight the benefits of contributing to the Webster House
§ Testimonial from a local business
§ Legacy Fund opportunities
§ List current needs and goals
§ How the most recent projects or events used business contributions
o Call-to-action on the homepage
§ Direct business traffic to the business contribution page
• Facebook Page
o Share business testimonials
o Send personalized messages to local businesses encouraging page likes
o Optional: upload videos of current needs and recent accomplishments
o Provide goals for upcoming projects
o Ask the community to share current needs and goals with employers
o Send personalized event invitations to business owners that display an
interest
o Ask matched local businesses for help meeting specific needs and goals
• Newsletters
o Encourage sharing of electronic newsletters
o Thank recent contributors by name in each newsletter
o Include progress to the current needs and goals in each newsletter
o Provide a call-to-action to get involved
15. 11
• Lists
o Personalize communication
o Use targeted lead lists
o Include the reason for matching the business with a current need or goal
o Call-to-action to receive more information
• Monthly business-focused events
o Examples:
§ Coffee hours
§ Business breakfasts
§ Business Luncheons
o Featuring:
§ Current needs
§ Progress reports on work-in-process
§ Results of recently completed projects
§ Networking opportunities
• Community-focused events
o Rent space for local business vendor booths
o Promote the event at local businesses
o Match local business contribution capabilities to event needs
• Third-party-hosted events
o Encourage host business to utilize its relationships
o Attend events to meet other local business owners
Raise $50,000 from Business Contacts
Strategies.
• Develop interest for helping the Webster House achieve event and project
financial goals
• Simplify the contribution process for businesses
• Assist the relationship development of like-minded business owners
Tactics.
• Website
o Call-to-action on the business contribution page to request more
information about the current needs and goals
o List the current business contributors per level (Gold, Silver, and Bronze)
on a webpage linked from the business contribution page
§ Gold: Contributions valued at $10,000 or more in a year
§ Silver: Contributions valued at $1,000 to $9,999 in a year
§ Bronze: Contributions valued at $999 or less in a year
§ Specific business contribution values should not be displayed
16. 12
• Facebook Page
o Calls-to-action for financial needs
o Specify how business contributions have been used
o Personalized messages to local businesses asking for help to meet specific
financial needs and goals
o Optional: project completion videos showcasing the use of business
contributions
• Business-focused events
o Encourage attendance by business owners
o Educate attendees on the use of recent business contributions
o Match current needs to business capabilities
• Community-focused events
o Charge admission and vendor booth fees
o Match local business contribution capabilities to event needs
• Third-party-hosted events
o Encourage attending business owners to host more third-party events
Heighten Business Interest in Newly Founded “Legacy Fund”
Strategies.
• Identify new methods to reach business owners to introduce the Legacy Fund
• Discover ways to educate business owners about the Legacy Fund
Tactics.
• Website
o Define the benefits of the Legacy Fund to the contributing business
o Place a call-to-action to request more information about the Legacy Fund
o Include list of current Legacy Fund contributors
• Facebook Page
o Introduce new business contacts to the Legacy Fund through personalized
messages
o Optional: include and specify contributions from the Legacy Fund in
project completion videos
o Highlight how the Legacy Fund is utilized to meet project needs and goals
o Post specific calls-to-action to enroll in the Legacy Fund
• Newsletters
o Thank current Legacy Fund contributors by name in each newsletter
o Include a call-to-action to become a Legacy Fund contributor
17. 13
• Lists
o Send personalized letters to one-time contributing businesses
o Include examples of how the Legacy Fund is applied
o Include call-to-action to receive more information
• Business-focused events
o Educate attendees on recent uses of the Legacy Fund
o Illustrate the value of contributing to the Legacy Fund
o Allow business owners to start contributing during the event
Gain Media Exposure
Strategies.
• Make it easy for journalists to share stories
• Create more newsworthy stories
Tactics.
• Website
o Create a media page for journalists to collect the required information and
resources for the nonprofit and upcoming events and projects
§ Web and print-ready graphics and photos
§ Press releases
§ Event and project detailed one-sheets
§ Form 990s
§ Contact information
o Place a call-to-action on the homepage and each event page to direct
journalists to the media page
o Update photos throughout the website at least once per year to reflect
changes
o Ensure that every photo in which a person is captured has an
accompanying release form (Rocket Lawyer Incorporated, n.d.)
• Facebook
o Post links to press releases
o Optional: upload videos of Webster House projects uniting the community
o Send personalized event invitations to local journalists
o Publicly share project success stories
• Press Releases
o Submit press releases about events, projects, and newsworthy stories to
local journalists
o Upload press releases for free distribution to pr.com and prlog.org
o Post current press releases on the webpage for media
18. 14
• Community-focused events
o Submit press releases to local journalists and to pr.com and prlog.org
o Publish event videos to the Webster House Facebook Page
o Contact local journalists to request event-day coverage
• Third-party-hosted events
o Utilize the host business to expand media connections
o Allow business owners to have self-serving motivations
o Support host business media requests
Note: See Appendix A (page 30) for additional tactics.
19. 15
Marketing Tools
Marketing/Communications Intern
The Webster House has an account through Southern New Hampshire University’s
Career Development Center and can use it to post internship openings—paid or unpaid. A
Marketing or Communications intern can help develop content for social media, the website,
newsletters, press releases, and personalized mailings. A Marketing intern can also help measure
and track the effectiveness of messages, create measurable calls-to-action, identify new
companies to target, and maintain mailing list databases.
Website
URL: http://websterhousenh.org
Alexa Internet, Inc. reports that websterhousenh.org is ranked 15,131,852 globally and
the average page views per visitor is 6.00. Websites that link to websterhusenh.org include
wmur.com, nhpr.org, guitarvaultusa.com, exteriordesigns.com, and granitestateblues.org (Alexa
Internet, Inc., n.d.).
Facebook Page
URL: https://www.facebook.com/pg/thewebsterhouse/
The Webster House has a public Facebook Page that is updated regularly and utilized to
promote events and fundraisers. As of November 21, 2016, the page has 522 likes, which is up
0.6% from the prior week (Facebook, Inc., n.d.). The B2B marketing team suggests that the
Webster House maintains and further develops its presence on Facebook, focusing equal effort to
attract local business and community interest.
Newsletters
The Webster House prints and mails semi-annual newsletters to its supporters and posts
those newsletters to the website in Portable Document Format (PDF). To preserve funds, the
B2B marketing team suggests that the printed newsletters be continued, but are reserved for
high-level donors, and personalized monthly electronic newsletters are introduced for
maintaining regular communication with every person that has an interest in the Webster House.
Press Releases
Press releases can be distributed for free through specific websites, like pr.com and
prlog.org, and can help the Webster House obtain promotional opportunities through local news
channels in radio, newspaper, and television. It is recommended that, for each event, project, and
newsworthy story, the Webster House submits press releases to local news channels and publicly
through the website and the use of a free press release distribution website.
20. 16
Lists
The Webster House maintains house lists of business donors from year to year (Catano,
n.d.). It is suggested that the house list is maintained electronically and minimally includes the
following information.
• Company
• Business type
• Contact name (first and last)
• Street address
• Mailing address
• Phone number
• Email address
• Preferred contact method
• Date of contribution
• Type of contribution (monetary,
equipment, etc.)
• Contribution value
• Contribution level (gold, silver,
bronze)
The Webster House’s B2B activities also require targeted lead lists. A business mailing
list, using only a 10-mile radius, produces 8,594 leads through InfoUSA. The size of the list can
be further reduced by many demographic factors to match specific campaign needs. The
“Complete Package” cost of 100 businesses is $99.00. Included information of the Complete
Package follows.
• Company name
• Address
• Contact name
• Title
• Contact gender
• SIC code
• Metro area
• Carrier route
• Delivery point bar code
• Phone number
• Website address
• Employee size
• Sales volume
• Credit rating score
• Office size
• Square footage
• Number of PCs
• HQ/branch
• Public/private
• Franchise
• Yellow Page ad size
(InfoUSA.com, n.d.)
InfoUSA Contact Details
URL: infousa.com
Contact: Jennifer Lillion
Title: Marketing Executive
Email: jennifer.lillion@infousa.com
Phone: (402) 836-1321 x 6132
(J. Lillion, Personal communication, November 21, 2016)
Note: InfoUSA also offers business email lists at similar rates. Jennifer Lillion can help
with both, mailing and email, lists.
21. 17
Events
The Webster House hosts several community-focused events each year that involve local
businesses, and the B2B marketing team recommends continuing those events. In addition to
those events, it is suggested that business-focused and third-party-hosted events are given high
priority in 2017.
Business-focused events. Monthly events specifically for businesses, such as coffee
hours, business breakfasts, and luncheons will be utilized to introduce new business contacts to
the Webster House, maintain current business relationships, increase funding, and develop the
Legacy Fund. Each event will feature the current needs, progress reports on work-in-process, and
the results of recently completed projects.
Third-party-hosted events. Some events can be planned and hosted on behalf of the
Webster House. These third-party events do not require much involvement from the Webster
House but will increase media exposure, add new business contacts, and raise funds.
Note: See Appendix B (page 32) for additional marketing tools.
22. 18
Messages
The marketing team developed four customizable messages that serve as examples to
help the Webster House meet its B2B marketing objectives. Each message indicates how the
company can help, what (specifically) is needed, the benefits to the contributing company,
reference to the unique value, and a call to action.
1. Sponsorship:
{Company name} can help guarantee healthy and happy futures for New Hampshire’s at-
risk youths by sponsoring {event/activity} for the Webster House. The following
sponsorship opportunities are available for this event/activity.
{financial or other contribution need} – Benefit to {company name}: {benefit}
• Include no more than three sponsorship opportunities ranked from the lowest to
highest commitment level.
• Examples of benefits to the sponsoring company: mention in press release, logo
and name on promotional material, value for tax deduction, links to website
Your commitment to better the lives of New Hampshire’s youths residing at the first
group home in the Manchester area by sponsoring {event/activity} serves as a reminder
to the children that our community cares about their welfare and futures. Proceeds from
the event/activity will be used to help the Webster House continue its mission.
{event/activity details}
Some event/activity details to include are below.
• Date/time
• Location
• What is it?
• What purpose does it serve?
• How many people are
expected to attend?
• Is it open to the public or a
private event?
• How much is the admission?
• Is it a recurring (how often?)
or a one-time function?
Please call me before {date} so we may further discuss how {company name} can help
the youth of our community.
Best regards,
{signature}
Lou Catano
Executive Director
Webster House
Ph: (603) 622-8013
Email: lcatano@wbesterhousenh.org
23. 19
2. Legacy Fund:
The {current number of residents} youths currently living at the Webster House need
your help. Can they count on {company name} to invest in their futures by contributing
$100 a month for the next 10 months to the Webster House’s newly formed Legacy
Fund?
The Legacy Fund ensures that the Webster House can continue its mission to provide a
safe and supportive home to youth who are unable to live at home. The Webster House is
a 501(c)(3) nonprofit organization, and all financial donations are tax deductible.
Please reply no later than {date} so that we may discuss a contribution schedule that
works for you.
Best regards,
{signature}
Lou Catano
Executive Director
Webster House
Ph: (603) 622-8013
Email: lcatano@wbesterhousenh.org
24. 20
3. Projects:
Since 1884, the Webster House has served as a landmark for our community. Today, the
{current number of residents} youths that live here are asking for {company name}’s
help with a home repair project to maintain the local property value and improve their
quality of life. The needs for this project are below.
{financial or other project need} – Benefit to {company name}: {benefit}
{financial or other project need} – Benefit to {company name}: {benefit}
• Include no more than three needs ranked from the lowest to highest commitment
level.
• Examples of benefits to the company: mention in press release, value for tax
deduction, links to website, branded sign
Please call me no later than {date} so that we may further discuss this project and
opportunities for {company name} to get involved and make a difference in the lives of these
young people.
Best regards,
{signature}
Lou Catano
Executive Director
Webster House
Ph: (603) 622-8013
Email: lcatano@wbesterhousenh.org
25. 21
4. Funding:
{Company name} matters. Our community matters. Our community’s children matter.
When {company name} does good for the at-risk youths living at the Webster House, our
community takes notice of your generosity.
The Webster House is seeking fundraising help from {company name} to strengthen the
bonds of our community and provide additional resources to Manchester’s at-risk youths.
Can we count on you to organize a fundraiser to help meet one of these needs?
{fundraising need} – Benefit to {company name}: {benefit}
• Include no more than three fundraising needs ranked from lowest to highest
commitment level.
• Examples of benefits to the company: community recognition, develop
relationships with community leaders, feeling good for giving back
Please let me know by {date} if you are interested in helping Manchester’s at-risk youths.
Best regards,
{signature}
Lou Catano
Executive Director
Webster House
Ph: (603) 622-8013
Email: lcatano@wbesterhousenh.org
26. 22
Budget, Timelines, and Resources
The budget for the 2017 B2B marketing plan has been established at $1,000 (L. Catano,
Personal communication, September 22, 2016). The anticipated B2B marketing expenses for the
year are included below.
Facebook
Required resources include the following:
• One hour per day (Monday through Friday)
• Recommended: Marketing or Communications intern
• Internet access from a computer, tablet, or another device
• Cash expense: $0
Monthly timeline for sending personalized messages to local businesses:
Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1
2
3
4
Communicate with one local business per highlighted day to increase page likes and
drive awareness of the Webster House. This schedule allows for a maximum reach of 10
businesses per month and 120 businesses throughout 2017.
Monthly timeline for Facebook Page status updates:
Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1
2
3
4
Status updates should be posted one time per day, Monday through Friday, throughout
2017. Reply to all comments the same day. Status updates can consist of, but are not limited to,
the following:
• Uploading and sharing a video
• Revealing new needs or goals
• Updating needs or goals
• Sharing a testimonial
• Sharing community news
• Answering a common question
• Asking a question of supporters
• Posting an event invitation
Use Facebook Page Insights to determine the most effective type of status update based
on reach and engagement and refine usage based on those results throughout the year.
27. 23
Newsletters
Required resources include the following:
Electronic Newsletters
• One hour per month
• Recommended: Marketing or Communications intern
• Internet access from a computer, tablet, or another device
• House list
• Cash expense: $0
o Mail Chimp: https://mailchimp.com
o Free for up to 2,000 subscribers and 12,000 emails per month
Printed Newsletters
• Six hours per year (three hours per newsletter)
• Recommended: Marketing or Communications intern
• Computer, tablet, or another device with a word processing application
• Printer and paper
• Envelopes
• House list
• Cash expense (estimated for 100 newsletters with six pages each): postage
stamps=$47; printing per page=$0.12; total=$119
Monthly timeline for electronic newsletters:
Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 10 AM
2
3
4
Legend Prepare Approve Send
28. 24
Annual timeline for print newsletters:
January February March April May June
1/23
1/25
1/27
1/31
July August September October November December
7/24 8/1 11/27 12/05
7/26 11/29
7/28 12/01
Legend Prepare Approve Print Mail
Note: December’s newsletters are intended to only include holiday needs, events, and news.
Press Releases
Required resources include the following:
• One hour per press release
o The quantity of press releases is dependent on the quantity of events, projects,
and newsworthy stories
• Recommended: Marketing or Communications intern
• Internet access from a computer, tablet, or another device
• Cash expense: $0
o Distributed through prweb.org and pr.com
Timeline for event and project press releases (newsworthy stories unlikely to follow schedule):
Prepare Approve Submit
First 1 month, 2 weeks prior 1 month, 1 week prior 1 month prior
Second 1 day after 2 days after 3 days after
Lists
Required resources include the following:
• Cash expense: $99 per list; total=$198
• Recommended: Marketing intern
Timeline for purchasing targeted lists
January February March April May June
July August September October November December
Total cash expenses, excluding events: $317
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Events
Remaining of the $1,000 annual budget is $683 that can be applied toward B2B events.
The cost per event dictates the number of possible events in 2017 and each event requires
specific planning and budgeting that cannot be determined for this B2B marketing plan.
Like the cash expense of each event, resource consumption is dependent on the hosted
event and cannot be determined before event-specific planning and budgeting is underway.
Expected resources include, but are not limited to, volunteer hours, facilities, branded materials,
and decorations for each event.
30. 26
Track and Measure Results
Website Analytics
URL: dependent on web hosting company; check with websterhousenh.org web host
Detailed statistical data can be obtained through the web hosting control panel for
websterhousenh.org. It is suggested that the Webster House utilizes the web hosting control panel
once per month to establish the following:
• How visitors have connected to the website
o Are they connecting through the desired channels?
o Are there undesirable external pages listed?
• Most popular search terms
o Are the search terms currently targeted by the Webster House?
o Are there more desirable search terms than identified by the list?
• Most popular pages visited
o Are the top results action pages?
o Do each of the other pages have a specific call-to-action linked to an action
page?
o Are visitors viewing multiple pages before leaving the website?
• Average duration each visitor spends on the website
o Are visitors presented with enough quality content to keep them interested?
• Geographic locations of visitors
o Are most visitors within or outside of the Webster House’s target area?
Facebook Page Insights
URL: https://www.facebook.com/thewebsterhouse/insights/
It is recommended that Facebook Page Insights is used every two weeks to measure
progress to social media goals and audience engagement per post. Some of the measurements
most useful to the Webster House include these:
• Actions on page: how many people clicked on the contact information or call-to-
action during the reporting period
• Page views: how many views the page received during the reporting period
• Page likes: how many likes the page received during the reporting period
• Reach: how many people may have seen posted content during the reporting period
• Post engagements: how many people liked, reacted to, shared, clicked, or commented
on posted content during the reported period
• Events: defines audience demographics and measures event reach, engagement, ticket
sales interest, etc. during the reported period
• Videos: how many people viewed videos and the time spent watching videos during
the reported period
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Event Registries and House Database
Event registries allow the Webster House to track attendees for business events to be
recorded in a house database after the event. The goal is to collect information that can be used
for further communication. The registry might include the following fields:
• Name
• Company
• Email
• Phone
• Is this your first time visiting the Webster House?
• Would you like to receive our monthly electronic newsletter?
Financial Ledgers
Financial ledgers are used to record and track all contributions of monetary value,
complete with the contributor’s name, company, and description of the contribution. A separate
financial ledger should be used to track the Legacy Fund, as those contributions are recurring.
Calculating the financial ledger totals provide the value of business contributions at any point
during the year.
32. 28
References
Alexa Internet, Inc. (n.d.). Websterhousenh.org traffic statistics. Retrieved November 21, 2016,
from http://www.alexa.com/siteinfo/websterhousenh.org
Catano, L. (2016, September 22). Initial meeting [Personal interview].
Catano, L. (n.d.). [List of business donors]. Unpublished raw data.
Catano, L. (n.d.). A message from the director. Retrieved September 28, 2016, from
http://www.websterhousenh.org/aboutus.htm
Facebook, Inc. (n.d.). The Webster House - likes. Retrieved November 21, 2016, from
https://www.facebook.com/pg/thewebsterhouse/likes/
InfoUSA.com. (n.d.). Choose your package. Retrieved November 21, 2016, from http://order-
app.infousa.com/Business/ChoosePackage.aspx
Internal Revenue Service. (2012). Form 990: Return of organization exempt from income tax
[PDF].
Internal Revenue Service. (2013). Form 990: Return of organization exempt from income tax
[PDF].
Internal Revenue Service. (2014). Form 990: Return of organization exempt from income tax
[PDF].
Lillion, J. (2016, November 21). It's been awhile [E-mail to S. Spoerke].
NAICS Association. (n.d.). NAICS code description. Retrieved October 5, 2016, from
https://www.naics.com/naics-code-description/?code=623990
ReferenceUSA. (n.d.). NAICS code 623990 search results. Retrieved October 5, 2016, from
http://www.referenceusa.com.ezproxy.snhu.edu/UsBusiness/Result/37f8d69efe874bf0819
b435e3bc2a5c3
ReferenceUSA. (n.d.). NAICS search results for contribution competitors. Retrieved October 5,
2016, from
http://www.referenceusa.com.ezproxy.snhu.edu/UsBusiness/Result/37f8d69efe874bf0819
b435e3bc2a5c3
Rocket Lawyer Incorporated. (n.d.). When photographers need a photo release. Retrieved
November 20, 2016, from https://www.rocketlawyer.com/article/when-you-need-a-photo-
release.rl
33. 29
Spoerke, S., & Catano, L. (2016, September 28). Questions for SNHU B2B Marketing [E-mail to
L. Catano & S. Spoerke].
Typecast. (2014, January 15). A more modern scale for Web typography. Retrieved October 08,
2016, from http://typecast.com/blog/a-more-modern-scale-for-web-typography
W3C. (n.d.). Markup validation service. Retrieved October 5, 2016, from
https://validator.w3.org/check?uri=http%3A%2F%2Fwww.websterhousenh.org%2Fabout
us.htm&charset=%28detect%2Bautomatically%29&doctype=Inline&group=0
WebpageFX. (n.d.). Readability test tool. Retrieved October 5, 2016, from
http://www.webpagefx.com/tools/read-able/check.php
The Webster House. (2015). Fall 2015 newsletter [PDF]. Manchester, NH.
The Webster House. (n.d.). Mission statement. Retrieved September 28, 2016, from
http://www.websterhousenh.org/ourmission.htm
The Webster House. (n.d.). The Webster House. Retrieved September 28, 2016, from
http://www.websterhousenh.org
34. 30
Appendix A
Additional Tactics
The following tactics are not required for this marketing plan. In the future, they can
prove beneficial to the Webster House.
Minimum of Two Business Contacts per Month
Tactics.
• Testimonials
o Online form to collect testimonials
§ Send link to business owners after their contribution has been utilized
o Feature testimonials on the website and Facebook Page
o Share testimonials in newsletters and personalized communication
o Frequently cycle through testimonials across all channels
§ Do not reuse the same testimonial in two newsletters in a row
§ CSS, JavaScript, and PHP scripts are readily available online for
randomly displaying testimonials on websites
• Most require advanced coding knowledge
• Examples
o CSS Keyframes:
https://designshack.net/articles/css/cycle-through-
client-quotes-with-css-keyframes/
o jQuery: https://codepen.io/mel/pen/sbtLl
o PHP: http://tutorialzine.com/2010/12/client-
testimonials-xml-php-jquery/
§ Share recent testimonials on Facebook as status updates
• Corporate Volunteer Opportunities
o Identify local business owners seeking opportunities to exercise goodwill
§ Facebook Audience Insights:
https://www.facebook.com/business/products/ads/ad-targeting
o Make the local business a part of the Webster House story
• Videos
o Showcase project developments from business contributions
o Give thanks for contributors by naming them in videos
o Encourage businesses to inspire competitor involvement
o Show the current needs in each video
Raise $50,000 from Business Contacts
Tactics.
• Corporate donation matching
o Encourage business owners to offer a donation match for a specific fundraiser
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Heighten Business Interest in Newly Founded “Legacy Fund”
Tactics.
• Videos
o Publicly thank Legacy Fund contributors
o Explain how the Legacy Fund works in the occasional video
Gain Media Exposure
Tactics.
• Videos
o Offer prepackaged videos to journalists for media use
o Share videos illustrating the community in action to Facebook
o Embed videos illustrating the community in action on the website
36. 32
Appendix B
Additional Marketing Tools
The following marketing tools are not required for this marketing plan. In the future, they
can prove beneficial to the Webster House.
Videos
Videos can be published to Facebook and embedded on the Webster House website. It is
suggested that the Webster House utilizes videos to help share needs and accomplishments with
potential business donors.
Corporate Donation Matching
Corporate donation matching will increase funds with few resources by piggybacking on
events and other fundraisers planned and organized by the Webster House.
Corporate Volunteer Opportunities
The Webster House can receive contributions from companies in the form of volunteer
hours to help with projects and events. Providing corporate volunteer opportunities will
introduce new business contacts and contribute to maintaining business relationships.
Testimonials
Testimonials can be shared across every marketing channel utilized by the Webster
House—Facebook, the website, newsletters, press releases, and business mailings. It is suggested
to feature testimonials that educate business owners on the impact of previous business
contributions, both, monetary and non-monetary.
