Recommendations

Anonymous
timer Asked: Nov 20th, 2016

Question description

i need a total of 18 pages and i want you to divide it individually part one 8 pages and part tow 10 pages pleas foucas in them

it is gonna be about girl scout i will attache the case pleas read it carefully.

Recommendations

The third major section of the paper is the Recommendations. These are your recommendations a s group about what you think the company should do to improve its competitive position.

This section should have the following three subsections:

1.Start this section out by reviewing the critical strategic issues facing the firm. This is where the SWOT analysis comes together since these strategic issues should be based on your previously identified opportunities, threats, strengths and weaknesses. Use the bulleted lists at the end of the Industry and Company Analyses to develop a SWOT table and discuss the implications of the table. Be clear about which strengths, weaknesses, opportunities and threats you are focusing on in the recommendations. i need 8 pages

2.Based on the SWOT table, offer clear and realistic recommendations in order of priority (present recommendations in order of perceived importance). Since the client has specified the key issue to be considered here you should start with the recommendation and fully develop your plan for this recommendation. i need 10 pages

“We’re the preeminent leadership development organization for girls. And with programs for girls from coast to coast and across the globe, Girl Scouts offers every girl a chance to do something amazing.” www.girlscouts.org/en/about-girl-scouts/who-we-are.html Introduction Girl Scouts of the United States was a non-profit organization founded in 1911 in Savannah, GA. By 2015 it had grown to about 1.9 million girl members and about 800,000 adults worldwide. Adults and girls aged 5 – 18 joined Girl Scouts because they wanted to contribute to the mission: “Girl Scouting builds girls of courage, confidence, and character, who make the world a better place” (girlscounts.org). Nationally, the Girl Scout organization was divided into over 100 regions or “councils.” Each council was managed independently by a professional management team and a volunteer board of directors. The councils were responsible for supervising all the Girl Scout troops in their region, which were neighborhood groups of girls and volunteers. Typically, a troop had a weekly meeting to socialize, work on progress toward mastering a skill, and plan events together. In 1912, a year after the Girl Scouts were founded, the second Girl Scout troop was formed with an adult leader and nine girls in Tampa, FL. By 2015 the Girl Scouts of West Central Florida (GSWCF) was serving about 9500 adult members and 18,500 girl members in the eight counties of Tampa Bay (Citrus, Hernando, Hillsborough, Marion, Pasco, Pinellas, Polk and Sumter). For the fiscal year 2015, it had total revenue of about $7m, total expenses of about $6.8m, and total assets of about $10.3m. Almost all non-profit, social service organizations were heavily dependent on charitable giving. Monetary donations were provided by corporations, foundations, individuals, and government grants. Many non-profits had some ability to earn revenue from the sale of goods and services, but the majority of total revenue was from charitable giving. However, the Girl Scouts had become increasingly self-reliant by virtue of selling its famous Girl Scout cookies. At GSWCF, about 65% ($4m) of annual revenue was generated from cookie sales. Another 20% ($1.4) was contributed by grants from individuals, corporations, government agencies, and other non-profit organizations like the United Way. See the audited financial statements on Blackboard.com for more information. 1 Industry Overview: Civic, Social, and Youth Organizations GSWCF was a non-profit organization, but its leaders still considered it to be part of a fiercely competitive industry. “We see our ‘competition’ coming from two sources. First, we compete for fundraising with other non-profits in the Tampa Bay region. We want donors to know the importance of our mission so they will help us accomplish it. Second, we compete for the leisure time of girls. Children have an incredible number of options for spending their leisure time” (Johnson, 2016a). Fundraising: Many people who are unfamiliar with the non-profit sector don’t appreciate the competitive nature of the business. Any large US city had hundreds of charities, nonprofits, and agencies that were constantly seeking to raise funds from individuals, companies, and foundations. According to Guidestar.org there were 3435 non-profit organizations vying for donations in Tampa during 2015. Jamie Renee was the Chief Development Officer of United Way in Tampa (the largest non-profit organization in the region). She described her view of the competition in the industry. “We think of our competitors in two large groups. First are the ones that are similar to us. They provide human social service to people in need. Those organizations are Metropolitan Ministries, Feeding America Tampa Bay, HeadStart, and others that help underprivileged people. The other category contains organizations that support the arts, the environment, military, education, or animals. Typical ones are the Florida Orchestra, The Florida Aquarium, or Wounded Warrior, or River Quest of Florida” (Renee, 2015). Regardless of a non-profit’s mission, raising financial support was a constant concern. Financial support was usually dependent on the economy. “Revenue is highly correlated with general economic conditions, especially investment returns, disposable income and corporate profitability. Contributions … typically trend in line with fluctuations in corporate profit and individual wealth. Private contributions, gifts and grants make up the largest source of industry revenue, accounting for an estimated 44.8% of the total in 2015. These contributions include donations made by private-sector organizations and individuals that often have some personal affiliation with the organization. Corporate donations are heavily dependent on profit, because businesses are less likely to give during periods of poor financial performance. As a result, the industry has benefited from burgeoning corporate profit since the recession, growing at an estimated annualized rate of 4.5% over the five years to 2015. Similarly, individual donations often come in the form of stock or other equity securities, with individual donors often donating their financial assets to foundations” (Hoopes, 2015:8). Change had come to all non-profits, as charitable organization competed for scarce resources and attempt to transform themselves to be relevant to all generations of donors (Weisbrod, 2000). Here in Tampa, there were several examples of non-profits that were raising funds in creative ways. The Florida Aquarium hosted a New Year’s celebration, the Museum of Science and Industry (MOSI) hosted high school proms, while Lowery Park Zoo held a “feast” to diversify revenues and consequently began competing with local bars and restaurants. The implications of these changes in revenue sources were not clear and could be of concern to the tax payers who help subsidize these nonprofits (Weisbrod, 2000). 2 Leisure Time: The global impact of social media on commerce, education, and personal relationships was also having an unprecedented effect on the “leisure industry.” As participation in social media grew, many other categories of leisure became less popular. Both adults and children have become fully engaged in social media leisure as a replacement for more traditional forms of leisure. The Pokemon Go craze that started in July of 2016 was the latest example of using cell phones for entertainment and socializing with friends. IBIS World published a report on the trend. “In recent years, the industry has increasingly fallen victim to competition from other leisure activities. According to the Bureau of Labor Statistics, watching TV accounts for more than half of all leisure time and is the most popular leisure activity for Americans younger than 18. This has hurt membership rates in the past five years for youth organizations like the Boy Scouts of America and the Boys and Girls Club of America. Generally, an increase in leisure time spent on other activities, such as watching TV, signals a decrease in time spent participating in civic, social and youth organizations. Digital forms of entertainment have increasingly dominated Americans’ leisure time, hurting organization membership numbers. Social media sites like Facebook, Twitter and Instagram have enabled people to communicate with like-minded individuals and experience a sense of a community without joining an industry organization. Civic or social involvement can now be attained through keeping a blog or commenting on a news article, rather than attending industry activities. The widespread use of social media has thus reduced membership rates for industry organizations” (O’Hollaren, 2015:7). According to research by Žumárová (2015) children spent about 2.5 hours per day in electronic leisure on weekdays, and 3.5 hours per day on weekends. Other threats to traditional social clubs and children’s organizations were team sports, music lessons, longer school hours, and academic tutoring. See Figure 1 (Haislip, 2016). Figure 1: Childrens’ Extracurricular Time 3 Current Strategy and Performance From its inception, a key feature of the Girl Scouts experience had been a focus on helping girls go outdoors and experience our natural world. Through membership in Girl Scouts, girls were given exposure to activities like hiking, canoeing, camping, cooking outdoors, rock climbing, and stargazing. See Figure 2 (Girl Scout Research Institute, 2012). Figure 2: Girl Scouts Emphasis on Outdoor Experiences The Girl Scouts had over 50 million living alumnae, and 80% of senior woman executives and business owners had been Girl Scouts (Cloninger & Soltes, 2011). No other organization had such an impact on girls over the past 100 years. Although most non-profits measured success with monetary donations, the Girl Scouts measured their success in a large part by the number of girls in their programs (Sawhill & Williamson, 2001). Grade levels for a Girl Scout troop included Daisies (grades K-1), Brownies (grades 2-3), Juniors (grades 4-5), Cadettes (grades 6-8), Seniors (grades 9-10) and Ambassadors (grades 11-12). Often troops had strong membership until middle school, or Juniors, then the ranks tended to thin out as girls resigned and troops dissolved. Daisies and Brownies troops were usually full, then when the girls should move on to the Cadet level, they stopped girl scouting. Troop leaders and moms of girls gave several reasons for this flight, including other opportunities, such as sports, band and other extra-curricular activities (Girl Scout Moms, 2013). Furthermore, there was a vocal minority of adults who complained about the bureaucracy of the Girl Scout organization (O’Keefe, 2014). In recent years, the Girl Scouts made major strategic changes in an effort to stay relevant and offer more interesting activities to girls. The changes created less emphasis on traditional outdoor activities, replaced by lessons on leadership, STEM curricular events, entrepreneurship, and environmentalism. Furthermore, the cookie selling fundraiser moved to a digital format in 2014. The forty one percent of the young people in Generation Z 4 (those born from 1995 on), spent over three hours a day using computers for things other than school work, up from 22% in 2004. (Sparks & Honey, 2014. P. 39). Under the modernized program, each Girl Scout was encouraged to set up her own website to sell cookies. Customers could place orders and have their cookies shipped directly to them. Organizationally, many small troops in the US were merged to reduce costs and streamline decision-making. Many camp properties throughout the US were sold when their deferred maintenance became too expensive. For example, the only Girl Scout camp property in Broward County, FL was scheduled to close in 2017 (Wallman, 2016). In spite of the strategic changes, the organization experienced a decline in girl memberships, adult volunteer members, and donations. Hall and Perry (2013) collected information on the struggles facing the Girl Scout. See Figures 3 and 4. Figure 3: Declining Membership 5 Figure 4: Declining Donations The Future of the Girl Scouts of West Central Florida The GSWCF wanted to examine why girls were leaving and why troops were dissolving. The bigger question was how to reverse this trend and keep the adult volunteers (mainly troop leaders) and the girls involved. Kris Johnson believed GSWCF had many strengths: a fantastic reputation in the region, excellent facilities, solid financials, and dedicated leaders. Somehow, the Girls Scouts needed programs, activities, events, adventures, and lessons that appealed to contemporary girls. “I wonder whether we are doing enough to engage girls at the very beginning of their membership. I think a girl’s experience in the first few months is a strong predictor of how long she will remain a Scout. Of course there are standards and expectations set at the national level, but the regional councils and individual troop leaders have autonomy to manage the troops” (Johnson 2016b). What should the GSWCF strategy be for encouraging both young girls and adults to remain engaged with girl scouts? The winning team in the MGT 431 Case Study Competition will create a strategy that emphasizes how to increase the numbers of adult volunteers and girls remaining in their troops. 6 This case was written by Jody Tompson and Deirdre Dixon in the Sykes College of Business at The University of Tampa. Thanks to Kristen Johnson, Chief Administrative Officer at GSWCF for providing information for the case. References Cloninger, Kathy & Soltes, Fiona. (2011).Tough Cookies: leadership Lessons from 100 years of the Girl Scouts. Edison, NJ: John Wiley and Sons. Girl Scout Moms. (2013, June 16). When do girls leave Girl Scouts and Why that age/grade? Retrieved from http://community.babycenter.com/post/a42684904/when_do_girls_typically_leave_ gs_and_why_at_that_gradeage Girl Scout Research Institute (2012). More than s’mores: Successes and surprises in girl scouts’ outdoor experiences. Available from: www.girlscouts.org/research/pdf/GSRI_More_than_SmoresOutdoor_Experiences.pdf Haislip, B. (2016). Girl scouts’ plans for modernization and the digital cookie. Wall Street Journal. Accessed 7/30/16. http://www.wsj.com/articles/girl-scouts-plans-formodernization-and-the-digital-cookie-1464660182 Hall, H. & Perry, S. (2013). Girl scouts’ financial and leadership woes threaten 100-yearold group. Chronicle of Philanthropy. April 13. Accessed 7/21/16. https://www.philanthropy.com/article/FinancialLeadership-Woes/155055 Hoopes, S. (2015). IBISworld industry report 81321: Donations, grants & endowment in the US. Available at www.ibisworld.com Johnson, Kristen. Chief Administrative Officer, GSWCF. (2016a). Personal communication with the author. 6/10/16. 7 Johnson, Kristen. Chief Administrative Officer, GSWCF. (2016b). Personal communication with the author. 8/15/16. O’Hollaren, K. (2015). IBISworld industry report 81341: Civic, Social & Youth Organizations in the US. Available at www.ibisworld.com O’Keefe, K. (2014). Why this Troop Leader Quit the Girl Scouts., The New York Times, Retrieved from http://www.nytimes.com Renee, J. (2015). Chief Development Officer, United Way Suncoast. Personal interview, 8/3/15. Sawhill, J & Williamson, D. (2001) Measuring what matters in non-profits. McKinsey Quarterly, (2), 98-107. Sparks & Honey. (2014). Meet Generation Z: Forget Everything You Learned About Millennials p. 39. Retrieved 7 August 2016. Wallmann, B. (2016). Girl Scouts closing only camp in Broward. Sun Sentinel. Accessed 8/5/16. http://www.sun-sentinel.com/local/broward/fl-camp-telogia-closing20160211-story.html Weisbrod, Burton A. (2000). To profit or not to profit: The commercial transformation of the nonprofit sector. Cambridge University Press. Žumárová, M. (2015). Computers and children´s leisure time. Procedia - Social and Behavioral Sciences, 176: 779 – 786. 8

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