STRATEGIC trading PLAN

Strategic Marketing Plan

Strategic Marketing Plan

Executive Summary

This Strategic enterprise & trading design hunts for to create a long-range design for the economic development and expansion of the diverse businesses operating inside the CGAuxA, as well as an application into chosen new businesses. It will define the CGAuxA structure, goals, and methods to rendezvous the claims put upon theU. S. Coast Guard Auxiliary and the Association by the increasing capital obligations. This funding need is being generated by the normally increasing number of customary missions and administrative charges affiliated with operating the Auxiliary. In supplement, there will be foremost funding needs in support of the Maritime Homeland Security program (MHLS), such as Operations Patriot Readiness III, Waterway Watch program, etc.

The design will gaze at the present five CGAuxA businesses:

Educational Products

Boating Courses

Boating Products

Fundraising

Dues

And at the five general markets for the products generated by these businesses:

Auxiliary Members

Boaters

Course Providers

Re-Sellers

Government

Sections of the plan will address the association of the CGAuxA from the National association through to the locality and Flotilla circulation network. It will be significant to assure that the organizational structure really carries the purpose of the CGAuxA. In supplement, the plan will propose that a enterprise advisory assembly be formed. To be entitled the boss Board of Trustees, the group will supply recommendations on the every day and long period business procedures of the CGAuxA.

The American marketplace for marine products and services is huge. The CGAuxA needs to

look at the whole marketplace,

decide what products and services it can convey to the market/s,

design and evolve up to date, effective, and timely products,

create an effective production and circulation scheme, and

move hard-hitting to change the present enterprise into a dynamic, ahead thinking and portraying organization.

Environment

The Coast Guard Auxiliary Association was formed to supply capital and earnings for internal and external purposes that are not financially sustained by the Coast Guard. This encompasses the day-to-day total cost of Association and Auxiliary operations, as well as much of the RBS activity. The Association is a 501(c)(3) non-profit association and functions as a small enterprise in support of the Auxiliary. The members of the Association reflectors Auxiliary members, with the Board of controllers being composed of all locality Commodores and the boss board members (essentially the identical as NEXCOM). The Coast Guard has negligible interest in the day-to-day operation of the Association; its oversight is limited to the legal matters pertaining to the connection of the Auxiliary to the Association. Prior to 9-11-2001 the Association, while mostly thriving in its function of making earnings, was under critical market stresses to take activity to avert declining, or static, levels of income. These market-driven stresses were exacerbated by the events of 9-11 in that Auxiliary personnel who, as constituents of the Association, do the work that makes the earnings, were hard at work in the rush obligations essential to support the Coast Guard. Operation Patriot Readiness III will extend to aim vigilance on MHLS issues. Market stresses came from ever increasing state initiatives to provide boater safety learning exactly to ...