IBUS6016: MILAANA

NGOs :

• We encourage for Hollie to consider improving her current system as well.

RAY

IBUS6016: MILAANA

INDUSTRY SNAPSHOT:

Impacts:

Staging: NGO Business

A Brief analysis on AIESEC's current offerings that impacts on Milaana's growth.

• 2013
• 40 Members
• Around 170 Projects
• Brisband & Gold Coast

VOLUNTEERING EXPERIENCE

Control the portions of traditional projects.

Workshops, Mentoring & collectively sharing learning experiences.

ORGANISATIONS

STUDENTS

Focused on the Advertising for in Sydney, Melbourne & Brisbane. Instead of National wide.

Continue with current Campus strategy.

RECOMMENDATION:

Pricing Models

& Impacts:

• Alternative Expanding options.
• Enhance Student collaboration & active involvement. (On & Off Campus)
• Improve current KPI Systems.

FINANCIAL MODEL 2:

FINANCIAL MODEL 1:

NGOs:

SMEs

BELLA

COST CALCULATIONS:

REVENUE =

$200 (Brochure fee) *7 (No. of Universities)

+$15000/12 (Software fee, the period of depreciation is supposed)

+∑X (Web-Hosting fee 60 x 150)

+ $300 (Office site fee )

+ $6500 (Supposed wages of one paid CEO and a specific CSR engagement officer)

+ $1000 (Assumed maintenance fee)

+∑$150 (Small organization Membership fee) * 60 (40 Existed non-profit org. + 20 potential Non-profit org.)

+ ∑50 (Supposed subscription fee) *60 (40 Existed non-profit org. + 20 Potential Non-profit org.) + Grants (If possible)

COST CALCULATIONS:

REVENUE =

$200 (Brochure fee) *7 (No. of Universities)

+ $15000/12 (Software fees/Period accounted for Depreciation)

+ $150 (Web-hosting fee)

+ $300 (Office site fee )

+ $6500 (Approximated wages of one paid CEO and a specific CSR engagement officer, $4000 and $2500 respectively. )

+ $1000 (Assumed maintenance fee)

+ ∑$150 (Small organization Membership fee)*X/6(40 (40 ≦X≦80, 80 = 40 existed non-profit org + 20 potential org. + 20 potential SMEs)

+∑Y (Supposed Subscription fee 50≦Y≦200) *80 (40 existed Non-profit org. + 20 Potential Org. + 20 SMEs)

+$1209 [$149*3 (Airplane return tickets from Brisbane to Sydney)

+$189*3 person (Accommodation fees)

+$ 15*3 (Bus ticket) + $50*3 (Food and Beverages)+$0 (Assuming current workshop operation is mainly promoted through online advertisement.)

• Same Membership Fee: $150 (6 Months)
• Subscription Fee: $50
• Profit Room is Narrow compared to SMEs.

AFTER CHANGE: CONTINUED

Membership Increase by 15%

• 20 New NGOs & 20 New SMEs.
• Same Membership Fees: $150 (6 Months)
• Different Subscription Fee based on actual Advertising influence.

Conclusion: Membership fee is charged the same to all organizations though it goes up as more organizations participate in Milaana , as a whole, it is less sensitive to profit than subscription fee.

MARKET OPPORTUNITIES TWO:

SME CSR

AFTER CHANGE:

BEFORE CHANGE

Conclusion :

Subscription fee is most sensitive to profit, because it is differently charged based on the increased number of organizations and the actual advertising influence of individual organization.

CINDY

FINANCE:

Handing it over to Hollie:

BUSINESS DEVELOPMENT:

• Working alliances: SMEs, NGOs, NSW Government's Commercial Divisions.

FINANCE: Improving Figures for effective forecasts.

• Compile & build your client/student & SME profiles to begin conducting a CRM Database.
• Allows Milaana to become an expert within the field within a shorter time frame.

MARKETING:

• @USYD: Establish Milaana club only for the purpose of final channel of Promotion as student hub.
• Consider final DC else where = i.e. ATP Innovations.
• @UTS: Early adopter + First Promoter for a social cause.

KEY SUGGESTIONS:

• In summary, to make more profit, Milaana should take different price standard to organizations. The charging standard can refer to organizations’ advertising influence (Fleischer 2007).
• Furthermore, Milaana should wisely introduce more potential organizations to achieve economy of scale (Kebede and Schreiner 1996).
• This can be beneficial to Milaana, in turn, this also can bring positive social image and reputation, broadening its business operations & influence.

• Milaana should focus on establishing long-term relationship with SMEs because this can bring it considerable profit compared to NGOs projects.

We advise Milaana FOR entering the SME & CSR market/landscape.

TEAM CONSULTANTS:

Large Corporations:

ASH

MARKET OPPORTUNITIES ONE:

Corporate CSR

Growth Opportunities:

We advise Milaana AGAINST attempting to enter the Corporate CSR market/landscape.

SMEs

Large Corporates

Ashley Medway: SID: 430597747

Ray (Ruibo) Sun: SID: 440566223

Bella (Jie) Ma. SID: 440068772

Cindy (Yu Han) J. SID: 430053092

NGOs

Mission & Vision:

Evaluating current value propositions:

Milaana

• Started in 2013.
• Major Milestones achieved during July 2014.
• Milaana = Hindi translation: "To Connect."

Key Objectives:

• Introduction: Milaana + Mission & Vision
• Growth Opportunities (Including 2x case studies.)
• Recommendation: Improved Strategy