Beruflich Dokumente
Kultur Dokumente
Julia Lange
Madeline Kolder
Mikyla Moya
October 2015
Table of Contents
Page
Executive Summary...3
1.0 Organization Background.4
1.1 Business definition...4
1.2 Vision...4
1.3 Mission.4
1.4 Value Proposition.4
1.5 Organization Structure..5
1.6 History and Culture..6
2.0 Situation Analysis7
2.1 Definition and Scope of Situation7
2.2 Stakeholders Affected..7
2.3 Competition..8
2.4 SWOT Analysis....8
2.5 Market Position.9
3.0 Plan.10
3.1 Objectives, Strategies and Tactics...10
3.2 Critical Success Factors..12
3.3 Key Performance Indicators....14
3.4 Budget & Resource Allocations..15
3.5 Timeline..15
3.6 Evaluation Method and Anticipated Results...16
4.0 Appendices......17
A. Revised Organizational Chart.17
B. Job Descriptions..18
C. Budget & Resource Allocations..19
D. Timeline...20
Executive Summary
Redlok Productions, Inc. is a fairly new full service production company located in
Schaumburg, Illinois that specializes in corporate and sporting events, as well as
concerts, audio and video production. The business has high potential to grow financially
and in visibility within the community. Since Redlok Productions has only been in
business since for eight years, it is still in a learning process.
The following plan is to help Redlok Productions in the next year, spanning from
December 2016 to January 2016. First, the business will be analyzed to review its values
and base operations thus far. Then, grown potential for the business will be discussed
along with potential problems hindering Redlok Productions success. A number of
objectives for the business along with many other details will be presented in the plan,
including:
To spread awareness of Campus Beats to 10 high schools by the end of the
2016 calendar year.
To increase Redlok Productions Inc., website interaction to increase event
bookings by 30% by December 2016.
To increase the number of events hosted by Redlok by 30% by December 2016.
To create 2 new opportunities for Redlok employees to improve their job-related
skills by December 2016.
This plan will act as a guide to carry out for the 2016 calendar year. All employees
should be familiar with and utilize the plan for it to impact Redloks success. Agreement
with the plan outlined below after its acceptance will bring Redlok Productions, Inc. the
successful changes it seeks to prosper as a production company.
1.1
Business Definition
1.2
Vision
Redlok Productions, Inc. strives to be the best-in-class full service event entertainment
and production company in Illinois.
1.3
Mission
Redlok Productions, Inc. provides our customers with a unique, personalized experience
through innovation, continuous improvement, acquisition and brand building while
keeping customer service a top priority.
1.4
Value Proposition
A value proposition is vital when analyzing the specific aspects of what makes Redlok
Productions, Inc. a unique and valuable organization. This is communicated through: (1)
a thesis statement explaining Redlok Productions, Inc. unique service and (2) proof
points, consisting of individual statements that support the thesis. The value proposition
is as follows:
Thesis: Redlok Productions, Inc. provides an efficient event service by being the onestop shop for all of its customers production needs.
Proof Points:
Redlok Productions, Inc. caters to individual customer needs by covering an array
of event types, from concerts, to sporting events and corporate events.
Redlok Productions, Inc. provides a variety of services to customers in order to
plan their event, from lighting and sound, video production, DJ services,
property/equipment, and special effects.
Redlok Productions, Inc. sets itself apart from similar event services in the area by
maintaining strong relations and the family-like atmosphere with its employees.
1.5
Organization Structure
Redlok Productions is a limited liability company (LLC), and its organizational structure
is comprised of one owner/president, five full-time employees, 10 part-time employees
and 50 seasonal employees (see chart below). Currently, all seasonal employees report to
the senior vice president and corporate counsel. The senior vice president and corporate
counsel have specified their responsibilities and each specific purpose in Redlok
Productions Inc. Below is a brief description of individual roles within the organization.
1.6
Redlok Productions Inc. has a strong belief that its employees are truly epic, with
each person serving a crucial role in its success. Its work environment is both creative
and dynamic. Its long term goals and short term strategies are guided by a set of core
values shared by each employee, which will lead towards its goal of continual growth.
Robert Kolder established Redlok Productions in 2008. He saw a need that was
not being met. Robert Kolder hired Sheryl Callison in 2006 as the senior vice-president
and corporate counsel. They formed the Illinois Recreational Cheerleading Association
(IRCA) and began reaching out to recreational cheerleading organizations throughout the
state of Illinois. In 2007, the IRCA had three member agencies and today (2015) there are
over 100 organizations, representing approximately 18,000 athletes. Additionally, the
IRCA provides members with resources to educate, promote safety, and enhance the
fundamentals of cheer and dance in a fun, safe, and educational format based on the
participants age and experience.
Although the IRCA was growing rapidly, Robert was still not satisfied. He
wanted more involvement with the production aspect of the competitions. Before his
involvement, cheerleading events were expensive, long, and unorganized. He wanted
family members to enjoy watching their athletes perform in a fun, safe, and affordable
atmosphere.
In 2008, Robert Kolder opened the doors to Spirit Spectacular Productions. The
first cheerleading and dance competition organized by Spirit Spectacular Productions
created a new standard of cheerleading and pushed Robert and Sheryl to continue
revolutionizing the sport and the events associated with it. By 2010, Robert Kolder and
Sheryl Callison were ready to expand even farther. Robert employed Phil Stahnke as the
vice-president of vendor/sponsor services. The name changed from Spirit Spectacular
Productions to Redlok Productions in order to appeal to a wider range of clients. Redlok
Productions transitioned into various other markets of production such as managing
large-scale sporting events outside of cheerleading, concerts, corporate events, weddings,
prop production, music and lighting, staging, clothing and much more.
At Redlok Productions Inc., customer service is most important, followed by the
treatment of all employees. This is the foundation of its success. Redlok Productions has
a "Disney" philosophy, meaning the company is continually striving to ensure guests the
best possible experience, with a high focus on attention to detail.
The continual success of Redlok Productions Inc., relies heavily of its attention to
detail. From props/decorations at themed events, to the way Redlok Productions,
packages clothing shipments to its customer, Redlok strives to make each customer feel
special.
2.3 Competition
As of now, there are a few organizations in the Chicago land area that Redlok
Productions competes with. Competition is categorized as very strong, strong, and
Strengths
Weaknesses
Aspects
Implications
Possible actions
Superior attention to
detail.
Cater to clients
specific needs,
making each
experience unique.
High employee
satisfaction.
-Strong Organizational
Leadership
-Positive working
environment
Lack of
communication
between employees.
No plan or execution
Fewer acknowledgements
Opportunities
Threats
Contact local
businesses
Other Local
Production
companies.
3.0 Plan
This section presents all of the details and actions that need to be taken in this plan for
Redlok Productions for the next calendar/fiscal year (January 1 to December 31,2016).
The section is related to the organizational background and situational analysis. Within
this section, we discuss the steps that are necessary in order to achieve or obtain the
objectives that Redlok would like to reach. This plan is divided into multiple sections
including objectives, strategies, and tactics; critical success factors; key performance
indicators; budget and resource allocations; an implementation timeline; and the final
evaluation and anticipated results.
Strategies
Social Media
Tactics
Utilize a social media plan:
Designate members to a social media
team
Utilize social media platforms such as
Twitter and Facebook to spread
awareness
Send out company newsletter via email
to customer database with info regarding
Campus Beats
Establish
connections with
surrounding high
schools
10
2. To increase Redlok
Productions Inc., website
interaction to increase
event bookings by 30%
by December 2016.
(Benchmark: Record
results based on the
increase of online traffic
to Redloks website and
compare with number of
new event bookings.)
Simplify website
Advertising
(Goal/Rationale:
Currently, Redloks
website is unorganized
and gives limited
information about what
the business really has to
offer.)
Community
Outreach
Advertisements
(Benchmark: In 2015,
Redlok hosted 55 events,
in order to reach 30%
more, Redlok would need
to host 73 events in
2016.)
(Goal/Rationale: While
Redlok is well-known for
its hosting of
cheerleading events, the
demand for other events
is at a high level and that
the 30% goal is realistic
based on the timeline at
hand.)
11
4. To create 2 new
opportunities for Redlok
employees to improve
their job-related skills by
December 2016.
Employee
development
(Benchmark: No
benchmark exists, and
this plan would establish
one for the future by
using customer surveys at
the end of events to
determine the skillfulness
of instructors and success
of the workshops
(Goal/Rationale: Redlok
has never held skill
related workshops for its
employees.)
Opportunities include times where Redlok Productions can utilize its situation to
build its image and gain support from customers and employees.
Barriers discuss potential problems that could restrict Redlok from reaching its
goals. This includes situational, attitudinal, and environmental opposition to
Redlok Productions.
Environment includes external and internal factors that could potentially affect the
success of Redlok Productions plan.
Resources include the employees of Redlok Productions and additional materials
needed for its plan to be successful.
12
Objectives
1. To spread
awareness of
Campus Beats
to 10 high schools
by the end of the
2016 calendar
year.
Opportunities
To be able to network
with new people in
the area
To expand to new
areas that Redlok has
not yet reached
Barriers
Spending time
on marketing
campus
beats can
potentially
take away
from other
business
marketing
needs
Environment
Build on already
existing
relationship
between Redlok
and surrounding
high schools
Brings in more
revenue since it is an
additional service
2. To increase
Redlok
Productions
website
interactions to
ncrease event
bookings by 30%
by December
2016.
3. To increase the
number of events
hosted by Redlok
by 30% by
December 2016.
Improve
allocation of
Redloks
additional
services
Opportunity
funds
eventually run
out
Spreads knowledge to
customers about
Redlok
Less
employees
needed
Limits the
amount of
time spent
advertising
other services
Redlok offers
Increase
recognition of
Redlok expanding
beyond the area
Increase
productivity
and efficiency
in event
bookings
Strengthens
relationship
between
customers and
employees
More
employees
will be needed
for the events
Increase
recognition of
Redlok in the area
13
Resources
Increase
employee
productivity
4. To create 2 new
opportunities for
Redlok employees to
improve their jobrelated skills by
December 2016.
Increase employees
skills that are
important for their
job
Can attract more
customers with better
employee skills
High demand
to participate
in workshops
leaving
employees
with no
opportunity to
improve
Builds the
relationship
between Redlok
employees and
professionals in
specified fields
Increase
employee
skills
14
15
16
Appendices
A. Revised Organizational Chart
17
B. Job Descriptions
New positions were created to give Redlok the opportunity to be successful within the
plan presented.
Public Relations Liaison- The public relations liaison, in cooperation with the
president, plans and directs public relation programs designed to create and maintain a
favorable public image for Redlok Productions. The PR liaison is also responsible for
creating marketing and promotional materials for both print and electronic mediums.
Tech Team- The tech team is responsible for developing a user-friendly database,
monitor record-keeping software, and help facilitate the most efficient means of
conducting regular business operations for Redlok Productions,
18
19
D. Timeline
20