Thanks to everyone that has provided feedback. Let me try to clarify a couple of things.
First, I realize that I failed to include the organization's core competence and I'll have to go back and append that post. The way I see it, the AAVC's core competence is a skill at event management and promotion. An "event" in this context also includes organized group rides, training sessions, and skills clinics, in addition to the large organized races that the AAVC puts on. I struggled a little with defining this because I feel like what the AAVC is really good at is educating new riders and developing their racing skills, and the strategic assets that lead to this ability are the members of the organization that are experienced and have a lot of knowledge of the sport. But what it comes down to is that the AAVC is best at is giving these experienced members an outlet for sharing their knowledge with new riders through the events that we put on.
My goal with the stimulate demand portion of the strategic quadrant is to stimulate growth in the area of donors. As I mentioned in class (and have since confirmed with the organization) we have almost entirely "heart loyal" donors. My goal is to stimulate demand among some "head loyal" donors.
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I'm curious as to why you chose acquisition versus retention. Given your core competence of event planning/management and your heart-loyal donors, it seems like it might be most cost effective to milk your current donors for more money. All you have to do is plan a quality event and the floodgates open. Especially when we're talking wealthy heart loyals. Do you think you've already gotten all you can from them?
ReplyDeleteI think retention could be a good strategy, but you can also milk your current donors so much. I think since this is still a smaller organization, acqusition could be a reasonable goal.
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