2017

BUSINESSPLAN
LEADERSHIP IDENTITY
COMMUNICATION
GOAL SUCCESS
VISION SELF-ASSESSMENT COLLABORATION

PLANNING VALUES MEETINGS

M A N AG E M E N T C U S TO M E R S E M P LOYE E S SALES R E P R E S E N TAT I V E S
DESIGN WRITING CUSTOMER SERVICE MAILING PRINTING BINDERY PA P E R S TO C K VENDORS DELIVERY
BUSINESS
PLAN
SWOT ANALYSIS 1-2

OBJECTIVES
& STRATEGIES6 3 TOP 25 CLIENT SALES

4-5 GRAPHS
ACTION PLAN 7

MARKETING
PLAN
STRATEGY
9-10
IMPLEMENTATION 8 OVERVIEW &
MARKETING STRATEGIES
EVALUATION 10

SALES PLAN
11 SALES REP
DEPARTMENT PROSPECT PLAN
EFFICIENCY 12
 1 SWOT
analysis

STRENGTHS WEAKNESSES
National Client Base Small Management Team
CUA/RPC has clients in 10 states, removing us CUA/RPC management consists of Michael White
from volatility in Michigan’s economy. as owner, who oversees all departments. While
there are no production managers, the company
Latest Equipment/Technology relies on our talented CSRs.
We have continuously upgraded equipment and
software to stay current in today’s fast moving Lack of Communicated/Documented SOPs
business climate. There are insufficient documents to track various
production requirements and situations.
Committed Employees
CUA/RPC has many long-term employees who Lack of Department to Department
understand the needs and requirements of our Communication
clients. With the small management team and
no pressroom supervisor, it is difficult to
Strong Sales Force communicate needs between the prepress and
CUA/RPC has 2 sales reps that are dedicated to printing departments.
achieving goals and are knowledgeable in the
print & credit union industries.
Strong Client Partnering
Our clients have come to trust and rely on CUA/
RPC to provide services that they cannot or do
not have time to complete, helping to alleviate
commoditizing.
Cross-Trained Employees
All employees are cross-trained on their
equipment within their department and have a
willingness to learn new tasks.
Growing Client Base
Acquiring three print shops within the last three
years has increased our opportunity to work with
more clients.
SWO T
analysis
2

OPPORTUNITIES
Specific Client Niche
CUA is fortunate to have a national base of clients
who have a need for our services, which we are
knowledgeable about.
Additional Products to Offer
We have the ability to develop more products
than we currently offer.
Variable Data Initiatives
We will continue to focus on a variable direct
mail program this year, which includes various
personalized letters and postcards to prospects.
National Downturn in Printing/Competition
As the printing market continues to decline, it
puts us in a position to become more valuable
to our clients and be able to offer them more
products.
Ability to Partner with Larger Clients
With the addition of new equipment we are able
to handle larger projects, thus, enabling us to
work with larger clients.

THREATS
Shipping Time to Mail House
We ship to Mail Houses all over the country; the
farthest take 4 days in transit. If clients are running
behind it puts us at a disadvantage because of
shipping time.
Not Being “Local”
We are finding some clients and prospects that
rely on us for writing and layout, but prefer to
have their printing done locally.
Pricing Pressure
CUA is finding certain segments of the industry
that are increasingly unable to invest in the level
of products and services they had in the past.
Health Care Costs
Health Care premiums continue to rise at rates we
are unable to afford at the level of service we have
been providing.
Credit Union Niche
As online statements and paperless marketing
initiatives increase, print demand decreases.
 TOP 25 3 CL IENT
sales

2014 2015 2016

Client $000,000 Client $000,000 Client $000,000
Client $000,000 Client $00,000 Client $000,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Total $,0, $,0, $,0,0
% of Revenue by Top 25 59.93% 51% 48.4%
REV EN UE
breakdown
4

Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital
Format Items

$900

$800
2016 2
average $700 2015 2
IN VO I C E 2
$600
2014
$500

$400 2013 2
$300

$200

$100

$0
Invoice Amount Invoice Amount

4500
2
4500

4000 4000
2016
2013 3500 3500 2015 2
3000 3000
2014 2
2500
2
2500
2014 2000 2000 2013
1500 1500

2015 1000

500
1000

500

0 0
Number of Invoices Number of Invoices
2016
100% 20%
90% 15%
80%
10% gross/net
70%
5%
5 PROFIT
60%
50% 2013 2014 2015 2016
0% 2013 2014 2015 2016

Gross Profit Net Profit

new customer
SA LE S
BY SALES REP

Mike Chris Janet

Total $000,000.00

T R A I N IN G
& development

Next Level $6,000.00

Symposium $2,500.00
On-Site $7,500.00
Off-Site $1,500.00
Total $17,500.00
OBJ ECTIVE S
& strategies
6

OBJECTIVES
Increase revenue
to $2,453,000
Increase gross profit margin
to 80%
Increase net profit
to 15%
Increase current ratio
to above 2.0
Contain payroll
to less than 34% of revenue
Increase market share
of Reimold Printing
Reduce Receiveables
to under 10% over 60 days
STRATEGIES
Enhance networking activity
by actively using LinkedIn
Increase internal communication
with scheduled weekly production meetings
Increase communication with sales reps
via monthly meetings
Maintain social media sites on Facebook
to promote industry information
Implement comprehensive marketing plan
to support sales process and help us meet our 2017
objectives
Standardize pricing structure
for electronic art/graphics
Develop “Our Story”
Megan and Missy to re-visit proofs within 3 days of being sent

Chris to attend monthly chamber and business after-hours meetings

Janet to target specific credit unions in VA/NC

Mike to market mailing services to local printing companies and mail house 7 ACTION
plan
Cathy to send statements out by the 5th of every month

Mike & Cathy to evaluate hiring additional CSR

Mike to coordinate with part-time pressman to decrease production times

Mike to engage services of Creation Speak

 2017
MARKETINGPLAN
OVE RVIE W
& marketing strategies
8

OV E RV I E W The CUA/RPC 2017 Marketing Strategy Plan organizes our in-house

marketing efforts and provides us with an implementation plan in order
to meet our objectives for 2017. The plan is organized into strategies. Each
strategy has its own implementation plan, which includes completion dates.
CUA/RPC will evaluate the results of each marketing strategy.

M A RK E T I N G Send 1 email blast (email marketing) per month (12 emails total).
STR AT E G I E S Mail CUAdvantage quarterly newsletters at the beginning of each
month that follows our “quarterly” months (February, May,
August, and November).
Mail CUAdvantage prospect postcards the months the
CUAdvantage quarterly newsletter does not mail (January,
March, April, June, July, September, October, and December).
Order promotional items to give out to clients and prospects for
office visits and trade shows.
Attend industry trade shows.
 9 STRATEGY
implementation

Sending 1 email blast (email marketing) per month

TASK D E P T. R E S PONS I BLE COM PLE TI ON DATE S
Send email messages Design dept. January 27 July 28
February 24 August 25
March 31 September 29
April 28 October 27
May 26 November 24
June 30 December 29

Mail CUAdvantage quarterly newsletters at the beginning

of each month that follows our “quarterly” months
TASK D E P T. R E S PONS I BLE COM PLE TI ON DATE S
Layout newsletter Design dept. February 3
Mail newsletter Mail dept. May 5
August 4
November 3
Mail RPC prospects matrix postcards
TASK D E P T. R E S PONS I BLE COM PLE TI ON DATE S
Mail postcards Mail dept. March 3
April 7
June 2
July 7
September 1
October 6
Birthday Card Mailer
TASK D E P T. R E S PONS I BLE COM PLE TI ON DATE S
Print/Mail Design dept. Monthly
 Attend Trade Shows
S H OW AT TE ND E E S S HOW DATE S
Michigan Credit Union League Missy March 22-23, 2017
Lending and Marketing Conference
CUNA East Coast Marketing and Janet March 29-April 1, 2017
Business Development Conference
Virginia Credit Union League Janet April 26-28, 2017
Annual Meeting

STRATE GY
implementation
10

EVALUAT I O N
plan

CUA/RPC will evaluate the success

of each marketing strategy. Each strategy will be
reviewed according to timing (e.g. season, economy), feedback (if any)
we receive from recipients (i.e. credit union clients and prospects), and ROI.
 2017
SALESPLAN
Business Focus: To increase profits
In order to actively participate in the sale of our
products and services to increase profits and
business awareness, CUA/RPC will establish
strategic goals and objective plans.

11 SAL ES REP
prospect plan

GOAL: Sales Representative Prospect Plan

Sales reps will be held accountable for prospecting with weekly reports which Mike
will evaluate with them. Our goal is to reach 10 new prospects weekly. Prospect list will
be marketed to by direct mailings and email blasts. Effective prospecting will be our
number one goal for 2017.

To increase the success of sales prospecting,

representatives will learn what challenges or opportunities their prospects’ business currently have
and teach them how CUA/RPC products and services can help them overcome challenges or support
opportunities.
Representatives will learn and track
what products and services CUA/RPC can leverage for certain prospect groups, and we will develop
communication strategies that target our advertising to each prospect group.
 GOAL: Increase department
efficiency with accountability
PL AN OBJE C TI V E

Track production time weekly. Complete time sheets that track each action within
departments.

Evaluate production costs monthly. Review department time sheets and supply costs.

To increase the success of internal department efficiency,

managers will meet regularly with each department and review evaluations. Departments will have the
opportunity to brainstorm and develop action plans for managing any internal production issues quickly.

D EPARTM E N T
efficiency
12
NOTES
VISION
statement
Progressive Idea Development
& Client Partnerships

MISSION
statement
Providing the Most Innovative
& Creative Marketing Solutions
for Our Clients
re i m o l dpr i nt i ng. c om
c uadv an t age. com
5171 Blackbeak Drive | Saginaw, MI 48604
T 989.799.0784 | F 989.799.6446