FOCUS FOR 2014-15 FINANCIAL YEAR. CHALLENGES Budgeted Operational deficit of $943k and a Net Deficit...

FOCUS FOR 2014-15 FINANCIAL YEAR

CHALLENGES

• Budgeted Operational deficit of $943k and a Net Deficit of $688k

• Demand for our courses

• Compliance

• Cultural diversity

Title

WHAT ARE WE DOING ABOUT IT

OUR FOCUS

• Our People:– Recognise that our People are our number 1 asset– A team that strives for continuous improvement in

everything we do, supported by excellent training and coaching

– A commitment to hiring the best people for the job– Clear consultative leadership at all levels of the

organisation– Recognise the need to grow diversity within our staffing

pool

OUR FOCUS

• Operational Excellence:– Processes and systems in place that provide for exceptional

course outcomes in a safe and supportive environment for both staff and customers.

– An absolute commitment to safety without compromise.– A commitment to have participants that match the mix of

cultures and social background of New Zealand.– Longitudinal research to measure what extent Outward

Bound is effective in achieving its core objectives in the longer term.

– Build a reputation for an environmentally sustainable operation.

OUR FOCUS

• Financial Sustainability– Rationalisation of our course offerings and develop a value proposition for

each course segment.– Align marketing, enrolment and delivery to match this rationalisation.– Focus on building right relationships.– Design and implement a relationship management model.– Seamless customer experience pre course, during course and post course.– Community relation strategy that will see us working with our community

partners to not only access students but to also promote Outward Bound.– Proactive course fill with a focus on enquiry and referral conversion.– Meet and exceed financial targets.– Continue to grow the Foundation.– Enhance our fundraising strategy so that it encompasses all donor bases and

links into our stakeholder communications: website, Cutter , MWM, e-newsletter.

How we are addressing these goals

STRATEGIES

• Our course offerings have been rationalised to focus on our core product offerings.• Our marketing strategy is focused on ongoing brand support and the generation of

quality referrals and enquiries for our core product offerings. • We have a “One Team” approach: marketing-enrolments-funding-delivery.• Regional Relationship Management Model is now underway.• Phase 2 website redevelopment underway with expected completion date 4th

Quarter 2014.• “Brand Awareness-Barriers” research completed, “Longitudinal” research

underway.• Growing our Business client base pipeline so we can rebuild the Business Sector. • Anakiwa focusing on safety, operational excellence and quality course outcomes.• “Value for Money” approach in everything we do.• Foundation Fundraising Strategy under development.

2014-15 TARGETS

• An Operational Deficit in the range of $400-$500k.

• A small annual Net Surplus or breakeven position.

• Fixed overheads as a % of operating revenue to be no greater than 70%.

• Gross Margin as a % of operating revenue to be greater than 60%.

Title

How are we tracking?

STATUS REPORT

• Can the Trust handle an operating deficit of $900k? Long-term no, short-term yes with the support of the Foundation. 2014-15 is a year of change. Will take 12-18 months for benefits of strategy to flow through.

• So where are we:– While sales are $60k down on budget, cost savings is seeing us tracking

ahead of budget for both Operating and Net Surplus/Deficits. – For July-August Gross Margin is up 5% on same period last year.– Future bookings on Classic, Discovery, Leaps and Bounds, MBS, Navigator

and Compass significantly higher than this time last year.– Classic still a challenge but under control, MBS summer courses virtually full – 72% of Business sector revenue already confirmed.

GOOD PROGRESS BUT A LOT OF HARD WORK AHEAD

MARKETING

Market Research: Awareness, interest and participation in Outward Bound

Outward Bound AGM September 2014

Research context and method

CONTEXT

•Steep decline in course enquiries and bookings

•Need to understand barriers and motivations to participation, to help

develop strategies for increasing quality enquiries, and booking

conversions

METHOD

1.One-to-one interviews with 14 recent alumni - what led them to Outward

Bound and what was their experience.

2.Findings used to create online survey

• 500 participants

• New Zealand residents aged between 16 and 34 years

• Nationwide

Research questions

• Brand awareness (previous research over 10 years old)

• Brand perceptions

• How people find out about OB

• Primary barriers and motivations to participation

• How these motivations and barriers differ by market segment

Who is most likely to be interested in Outward Bound?

Which are the most significant barriers?

Do certain sales messages resonate more strongly with certain

people?

Awareness

Awareness (unprompted)

Base: 500 participants. Multiple responses were permitted, figures add to over 100%

Awareness– prompted 19


Interest

Interest in Outward Bound

No difference in level of interest in Outward Bound by gender, age, ethnicity or region.

Personality and life-stage determines interest (not age, gender, ethnicity etc)

Base: 500 survey participants

The ‘very interested’ market segment

• Sporty, enjoy a challenge

• Outgoing, leaders, extroverts

• Think about the type of person they want to be

• Get on and do it (don’t wait around)

• Often involved in family / community activities

• Focused on wellbeing, diet, fitness

Perceptions

Who is Outward Bound for? 24


What is Outward Bound? 25

Base: 347 participants who had heard of Outward Bound. Multiple responses were permitted, figures add to over

100%

How people hear about us

How did you hear about Outward Bound? 27

Base: Those who were aware of OB (n=369), and those who were aware of Spirit of NZ / OPC

(n=381). Multiple responses were permitted, figures add to over 100%

Motivators and Barriers

Barriers - unprompted 30


Barriers - prompted

Overcoming Barriers - prompted 32

Summary and Recommendations

Awareness and perception 34

Awareness•The Outward Bound brand and product offering is very well known and understood•Word of mouth is a key awareness raising channel

Who OB is for•It is for adventurous, outdoorsy, outgoing people who are looking for personal development, a challenge and to learn new things •Interest is defined by time in your life / state of mind, not by age, gender, region

What’s appealing about OB•Fun and friendly, motivational support, opportunities for personal achievement and development, working alongside others, a scenic, natural setting

What helps people get to OB•Support from family, employer, tertiary institution, community group•Financial support•Personal referral – this course is right for you•A life “catalyst” – the time for OB is now

Next steps

Target the “very interested” segment and address barriers:

•“Whanau approach” – work with the individual’s key influencers to help

generate a booking

•Employer support – share employer stories to sell benefits of OB

•Alumni stories – use these to address specific barriers

•Fundraising programme – promote 3 step fundraising guide

•Partnerships – workplace, corporate, school, University, well-being sector

•Social media – ensure OB is “top of mind” and address barriers

•Website – content that directly addresses barriers

OUR KAUPAPA

OUTWARD BOUND NEW ZEALAND

OUR KAUPAPABetter People. Better Communities. Better World

OUR KAUPAPA

Ngā Uara I Values

Ngā Whāinga I Course Objectives

Ngā Mahi I What we do

Ngā Uara I Values

Compassion •Show aroha for yourself and those around you.

Greatness•Be your best self and realise your full potential.•Act with respect and integrity. Kaitiakitanga•Respect the interconnectedness of our world.


Realising potentialWorking togetherValuesEnvironmentService


Realising Potential•Develop self awareness and sense of identity•Understand and assume personal responsibility•Build courage and resilience•Increase confidence and motivation


Working Together•Understand and respect the diversity of people and cultures•Experience success as a member of a team•Offer and receive feedback•Develop communication and leadership skills


Values•Understand the concept of values•Identify your own values•Consider and respect other people’s values •Allow your values to guide your goals, decisions and actions


Environment•Develop an appreciation of the natural environment•Gain an understanding of kaitiakitanga •Consider our impact on the environment •Develop environmentally responsible practices

Ngā Whāinga I Course Objectives Realising Potential•Develop self awareness and sense of identity•Understand and assume personal responsibility•Build courage and resilience•Increase confidence and motivation Working Together•Understand and respect the diversity of people and cultures•Experience success as a member of a team•Offer and receive feedback•Develop communication and leadership skills Values•Understand the concept of values•Identify your own values•Consider and respect other people’s values •Allow your values to guide your goals, decisions and actions Environment•Develop an appreciation of the natural environment•Gain an understanding of kaitiakitanga •Consider our impact on the environment •Develop environmentally responsible practices Service •Experience being of service•Develop a service ethic•Become an active community member

Service •Experience being of service•Develop a service ethic•Become an active community member

Ngā Mahi I What we do

Engage individuals who are ready to make Outward Bound part of their journey.

Immerse them in a safe and supportive learning environment that has clear course objectives delivered by passionate and positive role models. Provide adventure and challenge mixed with physical activity and time for reflection in a significant natural place. Bring together people from diverse backgrounds to work together as a team.

Encourage integration of learning and continued community connection after their course has finished.

REGIONAL MODEL

Introducing Our Model& Our Relationship

Managers

Hawkes Bay

63% Male 37%

Female55 in total

Regional InformationPopulation: 155, 200 Annual Economic Growth 3.2% Annual Employment: 77,485 Unemployment Rate (%): 6.0 Industries: Wine, Agriculture, ManufacturingIwi:Ngāti PāhauweraMaungaharuru Tangitu Mana AhuririHeretaunga Tamatea

Hawke’s Bay has a small regional population with a 65+ and Maori population significantly above the national average.

Example of how w

e

will seek to

understand

opportunity

in th

e

regions

*This ethnic diversity graph is a sample

Where do we want to be?

•The right people booked on the right course at the right time, ahead

of time!

•Creating and maintaining strong relationships in order to build our

referral networks

•Growth (into our focus areas specifically but not exclusively)

•Increased diversity on our courses

•Understanding communities and how Outward Bound can help

them

Where are we today?We are planting Strong Roots!

4. Inviting the organisation to come on this journey with us

5. Developing a model that fits with our organisation

6. Knowing what is important and how we

can protect and nurture this

8. Knowing what success looks and feels like and how we will measure it

7. Understanding clearly the skills of the team where they will need support and what that looks like

9. Creating a culture where Results are

measured and constantly reviewed

and used to make decisions

10. Buds of success are

already visible!

……….Build and Maintain Strong Relationships to Deliver Our Vision ………

1. Website development Phase two - Streamlining the enrolment process

2. Researching customer motivation and barriers

3. Reducing complexity and course numbers while increasing focus on core courses

A closer look at our roots…

1. Website development Phase two

2. Researching customer motivation and drivers

3. Reducing complexity and course numbers while increasing focus on core courses

• Streamline the enquiry and enrolment process

• Improving the ability to capture customer information

• Post course engagement through ‘My Watchmates’

• Understanding barriers and motivations

• Importance of psychographics/ mindset

• Identifying awareness levels per region

• Reducing course types (focusing on core markets)

• Changing the way we work with MSD

A closer look at our roots…

4. Inviting the organisation to come on this journey with us

5. Developing a model that fits with our organisation

6. Knowing what is important and how we can protect and nurture this

7.Understanding clearly the skills of the team where they will need support and what that looks like

8. Knowing what success looks and feels like and how we will measure it

9. Creating a culture where

Results are measured and

constantly reviewed and used to make

decisions

• Open and honest engagement

• Managing change

• Dependence on the expertise of the team

• People/ Communities at the centre

• Youth focus• Community

focus• Key

supporters• Need• Opportunity

• Reducing complexity

• Maintaining focus

• Live and Breathe our funding mesasge

• Our Kaupapa

• Skill gap analysis• Training• Coaching• Performance

indicators• Performance

Management• Recruitment• Induction Plan

• Define destination

• Milestones• Celebrate

Success• Obtains

development

• Score card• Visible

targets• Tollgates/

Assessment points

7. Buds of success are already visible!

NORTHLAND

These results are driven from the focus Diane has

already had in this area.

42% increase in enrolments over a 12

monthperiod

WELLINGTON

These numbers have resulted from a strengthening relationships with

Wellington Schools

20 more MBS aged students

from previous

year

AUGUST 2014

Move to a shared ownership

approach to course fill

FORWARD BOOKINGSBecoming a future

focused

39 new students

booked on a Classic

Course in 10 days

15% increase in

future bookings (as at July 30 2014 vs

July 30 2013).

Happy BirthdaySarah.

Lots of love,Rubber Band ManXXX

WELLINGTON

With the winding down of catalyst

Sim has been able to move across into

building and strengthening

relationships in Wellington

Wellington - Seeing the opportunity first hand…

29% increase in

enrolments in the last 12

monthsAnd we are only just scratching

the surface

Strengthening Relationships

Building New Relationships•Makoura College

Examples of Huge Opportunity•Mental Disability - Active•Youth Development – Zeal

Great Support •Alumni•Members Council

STRIVE Wellington Schools

Wellington Zoo

Whitireia Victoria University

FOCUS FOR 2014-15 FINANCIAL YEAR. CHALLENGES Budgeted Operational deficit of $943k and a Net Deficit...

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Transcript of FOCUS FOR 2014-15 FINANCIAL YEAR. CHALLENGES Budgeted Operational deficit of $943k and a Net Deficit...