STRATEGIC GOODWILL

2020 Strategic Plan

PLAN
Team DRTHJ
Darin Godby

Rebecca Martz

Tracie Renner

Holly Mueller

Jacob Mueller
Content
Introduction:Our History 3
Mission, Vision, And Values:What We Stand For 4
S.W.O.T. Analysis 5
Strategic Plan Summary: Areas Of Focus 6
Employees: Investing In Our Employees And Culture 7
Customers: Building Stronger Relationships 8
Marketing Strategies: Competing In A Growing Market 9
Financial Stability And Growth: Ensuring Organizational Security 10
INTRODUCTION :OUR HISTORY

History
Goodwill was originally founded in 1902 by Edgar J. Helms, a Christian minister
residing in Boston, Massachusetts. At the start, Minister Helms would accept and
gather donations from the wealthier parts of the city and allow those less fortunate
citizens to repair or upgrade the goods for their use. Helms’ motto was that those in
need should extend a “hand up” instead of seeking a hand-out.

In his words, Goodwill was created to be an “industrial program as well as a social

service enterprise […] a provider of employment, training and rehabilitation for
people of limited employability, and a source of temporary assistance for individuals
whose resources were depleted.”

Goodwill at its core seeks to rid the world of poverty by giving those in need an
opportunity to take the hands of those more fortunate. As long as there are
individuals in poverty that are willing to change their destiny alongside Goodwill
stakeholders, there is still work to be done.

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MISSION, VISION, AND
VALUES:WHAT WE STAND FOR
Mission Statement:
E


mpowerment Goodwill works to provide every
person an opportunity to receive
goods and services needed to feel
empowered while working with
T alent employees that treat them with
respect and maintain the character
and founding values of Goodwill.

H ospitality

Our Vision:
I nnovation
Empowering every person to
reach their full potential

C haracter

S tewardship

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 S.W.O.T . ANALYSIS



- Goodwill has spent 100 - There is very little social - With increased - When seen as a thrift
years building its media/online presence. marketing and store and nothing more,
reputation and is known awareness, more there are MANY similar
by many. - Technology is slightly competitors that are
donations and public
outdated, resulting in more up-to-date (i.e.
private grants could be
- To date it is a $5 billion marketing deficiencies. Platos Closet).
given to Goodwill..
nonprofit organization.
- Being a nonprofit, there - Goodwill has - Primary financial assets
- There are over 3,000 are limits in budget in come from donations,
established
physical stores open to what can be used to which fluctuate.
relationships with
the public. improve physical store
companies such as
appearance, invest in - Retail stores, such as TJ
- Goodwill has created marketing, etc.
Amazon and eBay
Maxi, Ross, and
partnerships with some which could increase its
Marshalls offer many
of the world’s top brands - There are little to no online/eCommerce
items at less-than-retail
in order to better serve employees focused on reputation.
costs.
its customers. the continual innovation - Many young people - Goodwill is at risk of
of the industry; no
- Goodwill has entered the designated research and
(Millennials/Gen X) are
becoming outdated if
global marketplace, with passionate about
development (R&D) technology and
facilities in 12 other making a difference in
team. marketing are not
countries. the world; recruitment
improved.
- Recruiting passionate should seek out these
- Its board of directors is employees is difficult as individuals - Because of lack of
committed to extending nonprofits are often not marketing, many people
help to those in need. - Goodwill is a name
among the most high- are aware of goods
known by most anyone.
- Goodwill has many paying organizations. offered but unaware of
Therefore, it has the
services offered by
established - There is little awareness opportunity to really
Goodwill (again, leading
stakeholders, among public of all hone in on its larger
to lack of donations).
employees, and services that Goodwill mission (outside thrift
customers. offers. shops) with marketing.

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STRATEGIC PLAN SUMMARY:
AREAS OF FOCUS
Summary
As Goodwill has evolved to brick-and-mortar thrift stores and an employer, its
strategies include the improvement of marketing to reach a broader audience and to
create a more vivid online image. Additionally, in the near future, Goodwill would like
to update its stores and create more meaningful tactics for increasing customer
retention. Employee retention also needs improvement; passionate people should
remain at the core of Goodwill’s services. Lastly, as Goodwill reaches net worth of $5
billion, it is seeking innovative ways to increase revenue.

Employees Customers
• Implement practices to • Build and foster
maximize employee satisfaction, relationships with customers
skill development, and to, in turn, drive sales and
performance to create a culture profits
of goodwill for all

Marketing
• Develop new online platforms
and update existing ones to
better fit the growing online
market as well as reach new
audiences.
Finances
• Utilize a variety of methods
to maintain and increase
funds in order to ensure
organizational security and
solvency.

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EMPLOYEES: INVESTING IN
OUR EMPLOYEES AND
CULTURE
Goal: Implement practices to maximize employee satisfaction, skill development,
and performance to create a culture of goodwill for all.


 Critical Team Members: Rebecca Martz - Committee Member; Diana Burley - Board
of Directors; Erika Miles - Director of HR
Objective: Maintain a positive work environment
- Increase employee satisfaction to Very Satisfied or above from baseline of 60% from
organizational survey

- Each manager will routinely engage in employee acknowledgement and appreciation

practices

- Leadership will host quarterly employee engagement activities to increase teamwork

practices

- Each employee will participate in diversity training once per year

- A yearly all employee celebration will be planned to recognize all staff

Objective: Improve communication structures

- Each manager will meet daily with team members at the start of each shift to provide
new information and updates on work assignments, plans and goals

- A quarterly all employees meeting will be instituted for all employees to learn about
new information, new initiatives, and progress on the strategic plan directly from the
president and leadership

Objective: Provide professional development and growth opportunities

- Each employee will be assigned 8 hours of professional development per year as
agreed to by manager

- Each employee will volunteer 4 hours per year in another area or capacity at Goodwill

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CUSTOMERS : BUILDING
STRONGER
RELATIONSHIPS

Goal: Build and foster relationships with customers to, in turn, drive sales and
profits.

Critical Team Members: Holly Mueller - Committee Member; Diana Burely - Board
of Directors; Tony Bell - Board of Directors

Objective: Increase Customer Loyalty

- Create a rewards system where customers can receive special discounts/deals by
presenting a card that is obtained by presenting an email address.

- Host customer appreciation events quarterly to those who have signed up for the
rewards system

- Increase employee training on customer engagement

Objective: Increase Customer Satisfaction

- Plan a more effective store layout that is visually appealing and more positively
influences customer behavior

- Decrease the feel of wait times by implementing hue-lines that the customers can
interact with (i.e. shop while in line, view information about the organization, have
television ads about the organization playing, etc.)

- Increase employee training on effective time to resolution tactics and expectations

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MARKETING STRATEGIES:
COMPETING IN A
GROWING MARKET

Goal: Alter public perception and target new customer bases by developing new
online platforms and updating existing ones to better fit the growing online market
and reach new audiences

Critical Team Members: Jacob Mueller - Committee Member; Diana Burley - Board
of Directors; Ryan Kuhn - Chief Marketing Officer

Objective: Improved Online Platform

- Make changes to the current online platform to transform it into a shopping experience
more reminiscent to the shopping experience at a brick and mortar Goodwill store.

- Increase awareness of and drive attention to the new online shopping platform by
launching an online marketing campaign across Facebook, Twitter, and Instagram as well
as increasing advertisement within Goodwill stores

- Increase online customer acquisition and retention by developing a credit-based

program for those that donate to brick and mortar locations

Objective: Improved Social Media Presence

- Plan and launch a new social media campaign that brings more attention to the
Goodwill funded programs focused on career development for individuals with
disabilities, college education for non-traditional learners, and wide-spread community
outreach

- Develop a new sense of brand loyalty by acquiring and retaining new customers who
choose to shop at Goodwill as a way of supporting the community programs funded by
sales

- Increase local Goodwill store’s social media presence by creating online platforms for
each location to advertise new and interesting donations to drive more customers into
brick and mortar stores

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FINANCIAL STABILITY AND
GROWTH: ENSURING
ORGANIZATIONAL
SECURITY

Goal: Utilize a variety of methods to maintain and increase funds in order to ensure
organizational security and solvency.

Critical Team Members: Darin Godby - Committee Member; Diana Burley - Board of
Directors; Jeffrey McCaw - Chief Financial Officer

Objective: Create more direct opportunities for charitable contributions

from both large corporations as well as local communities.
- Host at minimum two large scale yearly charity events across 5 high-income areas (San
Jose, San Francisco, Washington D.C., Bridgeport, Boston) to generate at least 15%
additional revenue from charitable donations

- Create a more streamlined system for individual donors to donate directly to their local
stores through a donation via payroll deduction as well as updating the direct to store
shipping method for individuals to have a more accessible method to donate clothes than
what the system provides.

Objective: Reduce overhead expenses across stores and adjust the

investment of excess profit that is generated within stores.
- Reduce general overhead expenditures by 10% by investing in more cost-efficient
energy systems within stores

- Inject a larger portion of store generated revenue directly back into the store to assist in
the cost of updating both the store and energy systems. Excess profit will be reinvested
into maintaining these upgrades.

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 2020 Strategic Plan

Team DRTHJ
Darin Godby

Rebecca Martz

Tracie Renner

Holly Mueller

Jacob Mueller

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