2015

Business Plan
 SWOT ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

TOP 25 CLIENT SALES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

GRAPHS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5

OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

STRATEGIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

ACTION PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

MARKETING PLAN
OVERVIEW. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

MARKETING STRATEGIES. . . . . . . . . . . . . . . . . . . . . . . . . . . 9

STRATEGY IMPLEMENTATION. . . . . . . . . . . . . . . . . . . 10-11

EVALUATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Vision Statement
Progressive Idea Development & Client Partnerships

Mission Statement
Providing the Most Innovative & Creative
Marketing Solutions for Our Clients
 SWOT ANALYSIS
STRENGTHS
National Client Base
CUA/RPC has clients in 20 states, removing us from volatility in Michigan’s economy.
Stable Industry Client Base
Working with credit unions affords us stability not found in many industries nationwide.
Latest Equipment/Technology
We have continuously upgraded equipment and software to stay current in today’s fast moving
business climate.
Committed Employees
CUA/RPC has many long-term employees who understand the needs and requirements of our
clients.
Strong Sales Force
CUA/RPC has 4 sales reps that are dedicated to achieving goals and are knowledgeable in the print
& credit union industry.
Strong Client Partnering
Our clients have come to trust and rely on CUA/RPC to provide services that they cannot or do not
have time to complete, helping to alleviate commoditizing.
Cross-Trained Employees
All employees are cross-trained on their equipment within their department and have a willingness
to learn new tasks.

WEAKNESSES
Small Management Team
CUA/RPC management consists of Michael White as owner, who oversees all departments. While
there are no production managers, the company has begun to rely on our talented CSRs.
Management Not Cross-Trained
Michael White is the only individual who is adequately proficient in PrintSmith; ongoing training is
in place for CSRs to enter jobs into production.
Lack of Communicated/Documented SOPs
There are insufficient documents to track various production requirements and situations.
Lack of Department to Department Communication
With the small management team and no pressroom supervisor, it is difficult to communicate
needs between the prepress and printing departments.

PAGE 1
 SWOT ANALYSIS
CONTINUED

OPPORTUNITIES
Specific Client Niche
CUA is fortunate to have a national base of clients who have a need for our services, which we are
knowledgeable about.
Additional Products to Offer
We have the ability to develop more products than we currently offer.
Variable Data Initiatives
We will continue to focus on a variable direct mail program this year, which includes various
personalized letters and postcards for our credit union clients.
National Downturn in Printing/Competition
As the printing market continues to decline, it puts us in a position to become more valuable to
our clients and be able to offer them more products.
Ability to Partner with Larger Clients
With the addition of new equipment we are able to handle larger projects, thus, enabling us to
work with larger clients.

THREATS
Shipping Time to Mail House
We ship to Mail Houses all over the country; the farthest take 4 days in transit. If clients are running
behind it puts us at a disadvantage because of shipping time.
Not Being “Local”
We are finding some clients and prospects that rely on us for writing and layout, but prefer to have
their printing done locally.
Pricing Pressure
CUA is finding certain segments of the industry that are increasingly unable to invest in the level of
products and services they had in the past.
Single Industry Client Base
Recent economic situations have proven that the financial industry is not recession proof.
Health Care Costs
Health Care premiums continue to rise at rates we are unable to afford at the level of service we
have been providing.
Employee Wage Increases
Long-term employees and annual raises will make it more difficult to continue to keep payroll at
the level we desire for profitability.

PAGE 2
 CLIENT SALES

2012 2013 2014

LERN $00,000 LERN $000,000 Miracle Ear $000,000
Client $00,000 Client $00,000 Client $000,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Client $00,000 Client $00,000 Client $00,000
Total $0,000,000 $0,000,000 $0,000,000.00
% of Revenue by Top 25 51.64% 56.07% 59.93%

TOP 25
PAGE 3
 REVENUE BREAKDOWN

2
2
2
2

Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital
$850,000 Format Items
$800,000
$750,000
2014
$700,000
$650,000 2013
$600,000
2012
$850,000
$550,000
$800,000
$500,000
$750,000
2014
$450,000
$700,000
$400,000
$650,000
$900

$800
2011
2013 2014
$350,000
$600,000
$850,000
$300,000
$550,000
$800,000
$700
2012
2014 2013
$250,000
2012
$500,000
$750,000 $600

2011
$200,000
2013
$450,000
AVERAGE INVOICE
$700,000
$150,000 $500
$400,000
$650,000
$100,000
$350,000
$600,000 $400
2011
$850,000
$50,000
$300,000
$550,000
$800,000
$0
$250,000
$500,000
$300 2012
2014
$750,000
$200,000
Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital

2011
$200

2013
$450,000 Format Items
$700,000
$150,000
$400,000 $100
2014
$650,000
$100,000
$350,000
$600,000
2012
$50,000 $0
$300,000 Invoice Amount
$550,000
$0
$250,000
$500,000 Creative Prepress Printing Bindery Mailing
2013
Large Writing Promo E Marketing Digital
$200,000
2012 2011
Format Items
$450,000
$150,000
$400,000 4000
$100,000
$350,000
$50,000 2011
3500
2014
$300,000
$0
$250,000
Creative Prepress Printing Bindery Mailing 3000 Writing
Large Promo E Marketing Digital
2013
$200,000
2012
Format Items
$150,000 2500
$100,000
$50,000 2000 2011
$0
Invoice Amount 1500
Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital
Format Items
1000

500
4000

3500
2014
0
Number of Invoices
3000
2013
2500 2012
2000 2011
PAGE 4 1500

1000
 GROSS/NET PROFIT

B Y P E R C E N TA G E

100% 20%
90% 15%
80%
10%
70%
60% 5%

50% 2011 2012 2013 2014

0% 2011 2012 2013 2014

Gross Profit Net Profit

NEW CUSTOMER
SALES
BY SALES REP

TRAINING
& DEVELOPMENT

Mike Missy Jill Janet Chris Next Level $6,000.00

Symposium $2,500.00
Total $000,000.00 On-Site $7,500.00
Off-Site $1,500.00
Total $17,500.00

PAGE 5
 OBJECTIVES

Increase revenue to $2,270,000

Achieve revenue growth of $330,000
(forecasting decrease of $148,000 with current clients)
Maintain gross profit margin of 80%
Contain payroll to less than 36% of revenue
Increase market share of Reimold Printing through increased marketing
Complete fully functioning PS Vision

STRATEGIES
Get
Create market awareness
by attending 7 industry trade shows
Enhance networking activity
by actively using LinkedIn
Increase internal communication
inspired!
with scheduled weekly production meetings
Increase communication between sales reps
with monthly phone meetings
Increase industry awareness
by reading CU Times, Creditunions.com and cuna.com
Maintain social media sites of Facebook & Twitter
to promote industry information
Implement comprehensive marketing plan
to support sales process and help us meet our 2015 objectives
Migrate sales reps
to pipedrive.com
Standardize pricing structure
for electronic art/graphics

PAGE 6
 ACTION PLAN
Sales department
to research potential opportunities with all leagues within their territory
Join Clare, Mt. Pleasant & Harrison Chambers of Commerce
by February 2015
Designers to complete variable data prospect initiatives
throughout 2015
Reimold topics:
Direct Mail; Printing; Ad Specialties; Our corporate culture/what we do
CUAdvantage topics:
Quarterly Newsletters; Email Marketing; Onboard Direct Mail/email; Mergers;
Conversions; Lobby elements — posters, banners, monitor graphics; Billboard design;
Prescreened offers — variable mailing; Interior signage
Hold open house spring of 2015
Jill & Chris
to actively market large format
Market to all tradeshow attendees
with e-mail & postcards throughout year
Sales department to identify and reach
at least 40 prospects per month (each rep)
Sales rep training to be complete with pipedrive.com
by March 2015
Mike to develop rpcpolitical.com
by December 2015
Mike & Chris
to target county political parties in Northern Michigan for 2016 Elections

PAGE 7
 NOTES

PAGE 8
 2015
Marketing Plan
OVERVIEW

The CUA/RPC 2015 Marketing Strategy Plan organizes our in-house

marketing efforts and provides us with an implementation plan in order
to meet our objectives for 2015. The plan is organized into strategies. Each
strategy has its own implementation plan, which includes completion dates.
CUA/RPC will evaluate the results of each marketing strategy.

MARKETING
STRATEGIES

Send 1 email blast (email marketing) per month (12 emails total).
Mail CUAdvantage quarterly newsletters at the beginning of each month that follows our
“quarterly” months (February, May, August, and November).
Mail CUAdvantage prospect postcards the months the CUAdvantage quarterly newsletter
does not mail (January, March, April, June, July, September, October, and December).
Order promotional items to give out to clients and prospects for office visits and trade shows.
Attend industry trade shows.

PAGE 9
 STRATEGY
IMPLEMENTATION

Sending 1 email blast (email marketing) per month

TASK DEPT. RESPONSIBLE COMPLETION DATES
Send email messages Design dept. January 30
February 27
March 27
April 24
May 29
June 26
July 31
August 28
September 25
October 30
November 27
December 25

Mail CUAdvantage quarterly newsletters at the beginning of each month that

follows our “quarterly” months
TASK DEPT. RESPONSIBLE COMPLETION DATES
Mail newsletter Mail dept. February 6
May 1
August 7
November 6

Mail CUAdvantage prospects matrix postcards

TASK DEPT. RESPONSIBLE COMPLETION DATES
Print & Mail postcards Design dept. March 6
April 3
June 5
July 3
September 4
October 2

PAGE 10
 STRATEGY
IMPLEMENTATION
Attend Trade Shows CONTINUED
SHOW ATTENDEES SHOW DATES
Tidewater Chapter Conference Janet March 14, 2015
Michigan Credit Union League Missy February 10-11, 2015
Marketing/Lending Conference
ECUC Annual Conference Missy February 13-16, 2015
CUNA East Coast Marketing and Janet March 25-28, 2015
Business Development Conference
Virginia Credit Union League Janet April 15-17, 2015
Annual Meeting
Michigan Credit Union League Missy, Wally April 17-19, 2015
UP Chapter Conference
Montana Credit Union Network Megan, Maria May 13-15, 2015
Annual Meeting
MCUL Annual Convention & Expo Missy June 4-6, 2015
CUES Director Development Missy September 16-18, 2015
Summit

EVALUATION PLAN

CUA/RPC will evaluate the success of each marketing strategy. Each strategy will be reviewed
according to timing (e.g. season, economy), feedback (if any) we receive from recipients (i.e. credit
union clients and prospects), and ROI.

PAGE 11
 NOTES

PAGE 12
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