Strategic Plan For One Life Gallery & Boutique: Prepared By: K.A.E. Communications

Strategic Plan for
One Life Gallery & Boutique
Prepared by: K.A.E. Communications
Khia Donald, Adrienne Fox, Emily DeLeon
April 2018
One Life Gallery Art Gallery & Boutique Proposal 2
Table of Contents
Page
Executive Summary .......................................................................................................... 3
Introductory Summary ....................................................................................................... 3
1.0 Organization Background .......................................................................................... 4
1.1 Business definition .......................................................................................... 4
1.2 Vision ............................................................................................................... 4
1.3 Mission............................................................................................................. 4
1.4 Value Proposition............................................................................................. 4
1.5 Organization Structure ..................................................................................... 4
1.6 History & Culture ........................................................................................... 5
2.0 Situation Analysis ....................................................................................................... 5
2.1 Definition & Scope of Situation ...................................................................... 6
2.2 Stakeholders Effected ..................................................................................... 6
2.3 Competition ..................................................................................................... 6
2.4 SWOT Analysis ............................................................................................... 7
2.5 Market Position ................................................................................................ 8
3.0 Plan ............................................................................................................................ 9
3.1 Objectives, Strategies & Tactics ...................................................................... 9
3.2 Critical Success Factors ................................................................................ 11
3.3 Key Performance Indicators ......................................................................... 16
3.4 Budget & Resource Allocations..................................................................... 17
3.5 Timeline ......................................................................................................... 17
3.6 Evaluation Method & Anticipated Results .................................................... 17
Appendices ...................................................................................................................... 19
A. Budget and Resource Allocation..................................................................... 19
B. Timeline .......................................................................................................... 20
References.........................................................................................................................21
Executive Summary
One Life Gallery & Boutique was built to provide a wide range of merchandise that cultivates
different forms of creativity, while supplying an urban ambience to Bloomington-Normal.
Through preparing this strategic plan we have been presented with a promising business, that
will give Bloomington-Normal a stage for exclusive urban streetwear—a fashion sector that is
rarely accessible in the community. This analysis addresses One Life’s current position, and the
possible course of action that could be taken to sustain and mitigate its plight.
This plan will ideally assist One Life in constructing its foundation considering it is a new
business. The boutique is faced with lack of awareness of the store and several internal issues.
These circumstances are relieved through three objectives presented in this plan:
• To acquire more media coverage and awareness.
• To increase inventory and brand partners.
• To expand the amount of staff at One Life.
This strategic plan can be implemented by One Life’s staff over the academic year, including the
summer months. The progression can be evaluated and measured using the key performance
indicators provided in this document.
1.0 Organization Background
The organizational background is used to gain insight on One Life’s business model and
practices. This inviting and eclectic store is in Normal, Illinois, where One Life features
exclusive brands in the store that are not easily accessible by retail in this metropolitan area in
central Illinois.
1.1 Business Definition

One Life Gallery & Boutique is a brand represented by an everlasting knot, which signifies the
world’s endless opportunities for success. One Life embodies this concept and hopes to create an
environment that fosters an urban and eclectic culture. One life does not have any specific
markets because they welcome everyone.
1.2 Vision
One Life’s vision is to create a comfortable environment for local creatives to shop, socialize,
network and showcase their abilities. One Life’s hopes to spread its message to social media
platforms and other locations across the country to help foster a culture that is inclusive for all
creators.
1.3 Mission
One Life’s mission is to cultivate a space where people of the community can come to shop
exclusive brands and expand their creative vision. The boutique provides a safe space where
others can become surrounded by art, clothing, and music from various genres and backgrounds.
It offers the ability to influence, strengthen, and advocate diversity and inclusion in its local
community.
1.4 Value Proposition

The value proposition is pinpointed to show One Life’s uniqueness and explains how the
boutique is incomparable to its competition. It incorporates a thesis statement—the initial selling
point, and proof points which is the evidence to support it.
• Thesis: One Life offers the opportunity for young people to come together, where they
can help others network and enhance their own creative minds—through the convenience
of local and high fashion streetwear and exclusive artwork.
• Proof Points:
o One Life encompasses a warm and inviting atmosphere that allows customers to
shop comfortably and expose customers to all aspects of the artistic urban culture
One Life represents.
o One Life hosts events where young people are given the chance to meet others in
the community who share the same style as them.
o One life offers opportunities to local youth to sell their own items in the store. The
store allows these young creatives to keep their profits.
1.5 Organization Structure
Since the store yields a small inventory, a plethora of employees may not always be necessary.
However, maintaining a consistent staff of reliable employees is paramount to the future success
of One Life. The following graph is the hierarchy of One Life’s employees. This store has had a
high turnover rate due to personal differences and the stores rocky status. The organizational
chart key is as follows:
• Grey/Strikethrough – Former Employee
• Blue – Current Employee
• Red – Positions to Fill by End of Year.
Taylor Aaron
Perring Francis
Co-Owner Co-Owner
Second
Keith Harris Manager
Manager Manager
New Store
Street Team Associates
3-5 Unpaid Interns 2-3 Paid Sales Associates
Brandon Ross
Jeremy Doe
Smith Johnson
Sales Associate Sales Associate Media Coordinator
If suggested adjustments are made, the dispersal of duties would be more evenly distributed.
Having more help would make it easier to accomplish the plan within the given timeline. Other
suggested employees would be, graphic designer, creative director, photographer, videographer.
1.6 History & Culture
The store opened January 20, 2017. Entering the second year. The store has temporarily closed
two or three times during its first year because of the loss of the co-owner, Taylor Perring.
Original employees at One Life eventually parted ways due to differing commitment levels, and
overall intentions. This has given One Life reason to refocus its hiring process to ensure that
applicants are focused on maintaining One Life’s vision. One Life always has been and always
will encourage a close-knit family culture. Its theme of support helps strive to maintain and
encourage uplifting healthy relationships within the organization. The support and love that has
been shared by the employees and owners of One Life is infectious. Those vibes permeate
throughout the entire store. Every customer that comes in has a similar experience. The
terminology being used in some areas are to translate the opinions and emotions of One Life
employees and customers.
2.0. Situation Analysis
2.1 Definition & Scope of Situation

One Life Gallery and Boutique is relatively niche when compared to other boutiques and retail
stores in town because of its inventory of rare and desirable clothing that is unlike what their
competitors offer. This situates One Life in a good place in the local market. The brands of the
merchandise sold are not easily available in most towns farther from the Chicagoland area.
Brands like Supreme, Yeezy, and hand-picked vintage, collectable apparel help secure One Life's
image as a fresh, new-age store.
Uptown Normal lacks the urban-culture element that attracts young adults to venture and explore
their own style. One Life is working to expose and share the urban streetwear lifestyle in all
forms of art—working to inspire creation and hope. One Life is an establishment that fosters all
artistic and fashion apparel needs for everyone.
Having a very diverse staff helps One Life significantly because staff members reflect the kinds
of customers that would enjoy the products and services One Life offers. However, the amount
of staff is small and if three-to-four more people were hired there would be more prominent
support of the business. The owner involvement with staff and customers could additionally be
improved. One Life lost a co-owner, Taylor Perring, to her untimely passing, which has resulted
in the store struggling because of insufficient support. Co-owner Aaron Francis grieving the loss
of his fellow co-owner, who was also his significant other, has also contributed to the lack of
some critical business structure. Given the circumstances and the necessary grieving time, ideally
Francis will resume his duties appropriately. With proper planning, the boutique can make up
any loss resulting from these circumstances.
The organizational structure can use readjustments because the position titles and roles are not
established. Store operations are sound, which helps customers to have similar experiences upon
each visit—feeling welcome and engaged.
Store inventory could be increased to make use of available storage space for seasonal inventory
adjustments. Social media use is effective and has contributed to an increase in traffic to the
store. The store is doing well with maintaining the “chill” environment that attracts and
encourages people to “come and hangout,” as the manager Keith Harris states. While this can be
perceived as loitering in some places, One Life welcomes people to take a seat outside its store
and talk with people. This is a specific element that the store wants to continue to support. The
prices, while affordable compared to their retail costs, are considerably higher than what most of
the target market can afford. This price point limits the number of customers who would actually
make purchases once they are in the store. The store’s entrance is somewhat hidden, and the low
light inside makes the store appear closed. Which may be taking away some business away. Lack
of consistency in hours makes it hard to maintain reliable customers who can depend on set
hours to make their visits and purchases. If there isn't a significant increase in paying customers,
inventory, and internal support, there is a strong possibility that One Life Boutique and Gallery
may reach a critical condition that could result in its closing. However, as of now, it is in a
growth period. Things can get exceptionally better, if the correct measures are taken.
2.2 Stakeholders Effected
The stakeholders are the people involved with One Life who are implicated with the success or
the collapse of the boutique. The most evident stakeholders are the designers and artists who
offer their merchandise to the boutique, and the owner of One Life. There is also an emphasis on
the effect of the employees and the community. This section explains how they are effected by
One Life’s success or failure.
Stakeholders Why they are affected

• The artists and designers who
display their work in One Life
can lose a platform for their
Designers/artists clothing if the shop closes.
• Less awareness of the store offers
less revenue for the
artist's/designer's work.
• Loss in revenue can affect overall
business, and loss of employees
Owners
• Inability to grow as a brand will
cause a decrease in profit.
• Community views One Life’s
image to be somewhat like
Uptown Normal community
Chicago streetwear boutiques,
such as Fat Tiger or Jugrnaut.
• Employees can depict the brand
in a positive or negative light
One Life Staff
depending on how they treat
potential or returning customers.
2.3 Competition
One Life Gallery and Boutique specializes in urban street wear brands, which offers a unique
advantage over the competition. One Life does not have many direct competitors that carry urban
streetwear in the Bloomington-Normal area. However, One Life still faces competition. It is
important to identify current and potential competition. One Life can make any strategic
adjustments necessary to compete better. Competition is categorized as weak, strong, and very
strong.
Business Description Level of Competition

The Pod is in Uptown Normal.
The Pod It is a specialty art and gift Very Strong
boutique offering trendy urban
clothing
Ohmfit is in Uptown Normal.
Ohmfit Activewear It offers active and leisure wear Strong
for women
Apricot Lane is in Uptown

Apricot Lane Boutique Normal. It offers trendy, Strong
causal, and dressy wear for
women.
This boutique is in Downtown

Bloomington. It is geared
Gigi Bottega toward college students and Strong
young professionals offering
business casual clothing and
going out clothing.
Varsity Sportwear Varsity Sportwear is in Uptown

Normal. It is a custom t-shirt Weak
store.
Burpo’s Boutique Burpo's Boutique is in

Downtown Bloomington. They Weak
carry women's clothing.
2.4 SWOT Analysis
This section covers the strengths, weaknesses, opportunities, and threats (SWOT) of One Life’s
current business situation. This analysis covers One Life’s strong factors, deficiencies,
advantages and disadvantages; and the associations of each.
Aspects Implications Possible Actions

• Promoting
Rebranding: One Life • One Life change in store
was able to successfully promotes all through visual
change and re-style the forms of social media
desirably after being creative platforms, such
closed for two weeks. visions and as Instagram.
• Good visual influences in • Trying various
merchandising Bloomington- visual
Strengths • Reasserting of Normal. merchandising
One Life’s theme layouts and
monitoring
which ones
offer a
welcoming
energy
advocated by
the store.
• Monthly emails
that inform
brand partners
about pop-up
Relationship with opportunities to
brands: One Life has show case
different designers/artists merchandise or
in the store and has • One Life other methods
maintained good business supports local of physical
relationships with them. designers/artis representation
• Variety of ts and their of brand.
clothing and clothes/art • Establish
jewelry that can • One Life individual
reach to other brings monthly
interests in our different meetings that
target audience forms of art go over sales of
• Reliability and together their
trust between merchandise
brand partners is and what
consistent actions need to
be done to
increase them
as a designer in
the store.
• Three
employees
limit the
ability to
Employment: One Life establish
only has three employees hierarchy
including the owner. within One
• Three employees Life and
to cover sales, limits the
merchandise, ability of
Weaknesses marketing, human growth in the
Include in the budget
resources, business
how much it would
finances, and internally
cost to hire on at least
other facets of the • Certain
two retail/sales
business employees
associates
could be
doing more
than others
• Less
employees
creates
restrictions on
store hours
New: One Life was • After being

established in 2016 and closed
was closed for two weeks unexpectedly • Events to
during 2018 causing a it is hard for promote
loss in revenue and set- the business rebranding, re-
back for the store. to get back opening, and
• The store had a good into new One Life
opening start to the business— theme
store but had to close especially in • Promote sales
• A sudden close for the middle of or giveaways
two weeks without winter through social
public notice could • No notice of media
have caused a when the store campaigns to
miscommunication would be re- increase traffic
issue between brand opened until of coming into
partners and re-opening the store
customers of One party
Life announcement
• No media
exposure
prevents the
informational
awareness of
the boutique.
Media • Media
Coverage/Exposure: coverage
One Life has little to no would allow
Feature story in school
coverage in local media. for the public newspapers such as the
of
• The boutique has Vidette, NCHS
Bloomington-
only been featured in Inkspot, and TV-10
Normal to
the Vidette and ff
learn more
briefly in the
about the
Pantagraph
purpose of
One Life
Gallery and
how it
contributes to
the
community in
a cultural
sense.
College town: It is easier • Students are more (If approved in
to segment age group of willing to shop budget) Promote
18-24 (Generation Z and somewhere that employee
Millennial) students has fashionable opportunities at
when located right next clothes, jewelry, One Life to further
to a college campus. and art that awareness in well-
• Located in Uptown promote their known hang-out
Circle, easier to style through One areas such as
attract ISU students Life dorms, coffee
Opportuniti
since it does not • Gives those who shops, etc.
es
require vehicle are big on urban • Analyze One
transportation to get wear in this age Life’s specific
to One Life group the audience on social
• This age group opportunity to media, through
presents the urban, have an urban- Facebook
eclectic style in vibe shop in a Analytics and
college and high small, more rural Instagram
school college town Analytics.
• Promotion
through media
and other forms of
Loss of Business: If One
awareness such as
Life cannot meet a
flyers, and RSO
certain financial goal by
partnering
the end of the year, the
boutique could close. • Getting involved
One Life customers
with Uptown
• Low awareness can could assume that
Partners (through
lead to decrease in One Life was a
Threats Uptown Normal)
sales. failing business,
that involves
• Low finances to tainting the brand’s
being included in
keep the shop, pay reputation
Uptown Normal’s
employees, and
website for
continue marketing
promotion on
One Life Gallery.
events and more
information about
One Life
2.5 Market Position
This section provides information regarding where the organization is positioned in the market.
Essentially what differentiates the business and makes it unique. One Life would be considered a
niche occupier. A niche occupier is a specialty option that targets a narrow brand or interest in a
market.
Organization’s differentiators include local urban streetwear and offering an atmosphere that
cultivates art and creativity. The strengths and weaknesses of the organization also factor into
market position. Strengths include the rebranding of One Life and positive relationships with
other brands. Weaknesses include lack of employment, media coverage/exposure, and the fact
that the store has not been in the community long.
One Life is perceived as a unique clothing store in Uptown Normal offering a variety of urban
clothing for men, women, and children. The target customers are Generation Z and Millennials
located in the Bloomington-Normal area. The target customers consider themselves loyal to
urban brands and have an interest in fashionable clothes. The target customers also have sense of
style behaviorally, resulting in purchasing urban streetwear.
The results of the organization’s most recent competition include a lack of strong competition in
the area. Businesses in the area do not sell strictly urban streetwear in the Bloomington-Normal
community. This makes One Life unique and puts them at an advantage because there is not a
business that offer the similar apparel.
One Life wants to be positioned in the market as bringing people together in the community
through providing a comfortable environment and promoting everyone’s own form of art and
creativity. One Life intends to be the leading provider for trendy, comfortable, and affordable
urban wear clothing for the community. The necessary resources are provided to achieve this
goal. It is all a matter of utilizing these resources and proper execution to reach desired results.
3.0 Plan
This section covers the plan created by K.A.E. Communications that would improve the overall
success of the store. The plan is highly detailed and laid out in a way that is easy to navigate for
the One Life family. The plan is set to function for the full calendar year. The bulk of the spring
and fall months will be maintaining the preplanned events, and other important activities
expressed in this plan. This section will discuss the objectives, strategies, and tactics, critical
success factors, key performance indicators, a budget, a timeline, and the evaluation methods.
3.1 Objectives, Strategies, and Tactics
Below are the objectives, strategies, and tactics that form the plan. It is important to have these
components to help execute the plan and develop a clear course of action. Objectives, strategies,
and tactics help reach the overall goal of the organization.
Objectives Strategies Tactics

1. Increase awareness and Host marketing events (pop • Create event
media coverage of One Life up, fashion show, open space, description with
in the Normal-Bloomington skating event) that can be components, create
budget and timeline,
area by 45% by January promoted on social media create event graphic

2019. platforms and market for desire
event at least one
month before event.
• Consistent posts on
various social media
Benchmark - Awareness is platforms
currently at 25%; One Life has • Create engaging
been featured briefly in the posts using
Vidette and in Pantagraph questions, humor,
Rationale - Media coverage and social media
provides awareness of One Life contests
which will improve traffic and • Engage with
increase sales while building followers by
relationships with local media Improve social media and responding to
outlets store website questions and
comments
• Develop and update
website
• Devise One Life
“Street Team” –
group of
ambassadors who
endorse One Life on
campus through
photo and vlog
promotion
• Send press releases
for newsworthy
content (big
announcements,
feature story, new
Build relationships with local inventory, etc)
newspapers, radio stations, • Create media/contact
and other media list
• Develop a strong
and compelling
personal story
(Original story,
startup, etc)
2. Increase inventory and brand • Incorporate "Buy a

partners by incorporating at rack" where
least three new items from designers buy a rack
three other brands within the weekly or monthly.
next six months. Reach out to brands, Major sellers will
specifically local, through receive discount and
social media and personal will create
Benchmark - One Life currently connections permanent
works with four brand partners. installation in store
Rationale - The more local brand
partners involved with One Life
the more uniqueness added to
the One Life brand in its
merchandise, and more
opportunity to grow inventory.
3. Increase number of team • Create job postings

members by adding at least on popular job
two additional members Hire additional workers search engines, put
within the next six months. in local newspaper,
post flyers, etc.
Benchmark – There are three • Partner with local

employees for the store who university career
handles all aspects of the centers to promote
company. internship
Create internship opportunities with
Rationale – As the company opportunities for college One Life
expands, additional help will be students • Create and post
needed to ensure store runs internship
smoothly. information on
college
internship/job
postings website
3.2 Critical Success Factors
The critical success factors are aspects of the objectives that can potentially can contribute to the
success or downfall of One Life. These factors are almost necessary to identify to help One Life
accomplish its mission. They are broken down into four categories:
• Opportunities: These are the occurrences that assist One Life in its success, and advocate
for the growth of the business
• Barriers: These are any factors that hinder or prevent One Life’s favorable outcome or
goals
• Environment: The environment focuses on the climate of the business itself, and the
aspects that supplement any destruction or achievements One Life has had internally or
externally
• Resources: Resources are any elements that aid carrying out specific plans or objectives
Objectives Opportunities Barriers Environment Resources

• 97% of likers on Lack of • Encompasse • Uptown
Facebook are awning d by other Partners
already signage in local • Students of
followers of front of businesses Illinois State,
One Life page boutique • Great amount Illinois
Increase • Employee of youth that Wesleyan,
awareness of understanding supports Heartland
One Life in of social media End of the local art in Community
the Normal- presence/fashion semester the College
Bloomington trends is causing most community
area apparent students to
• One Life store leave
location in campus for
Uptown the summer
Normal—a
known college
• Access to • Costs to • Encouraging • ISU Fashion

students on hire community Design and
campus who more for Merchandising
need part-time staff community Program
jobs involvement • Heartland
• Located in a Community
Increase hub for part- College Fashion
number of time Club
team employment • ISU Career
members in Uptown Center
Circle • Heartland
• Students are Community
active media College Career
users when Connections
seeking for • IWU Hart Career
employment Center
• Social • One Life’s • Local media

media openness • Social media
• Plenty of
format for and platforms
potential artists
and designers
showing eagerness • ISU Fashion
Increase off work to work Design and
willing to sell
inventory • Still with other Merchandising
and brand their work in
gaining a brands Department
One Life
partners larger • Slower • ISU College
• Student artists following profit being of Business
• Current social
• Targeting made • IWU School
media exposure because of
specific of Business
to designers lack of
artists and
work presently awareness
designers
in store
3.5 Key Performance Indicators (KPIs)
The Key Performance Indicators (KPIs) are used to measure and evaluate the progress of each
objective to assure the plan is on track. KPIs are identified to make sure that the plan is being
implemented in the desired way, and follows what objectives and strategies are working or not to
make necessary modifications. This section will provide the KPIs necessary to monitor One
Life’s progress towards the intended goal.
Objectives Benchmark KPI Timing

Measurement
• Social
media
survey
• In-store Quarterly
tracking of
Increase awareness of One 25% awareness; customer
Life in the Normal- featured briefly traffic
Bloomington area in Vidette and
Pantagraph • Amount of
media
coverage in Every six months
print/online
media
• Logs of each
Increase inventory and Four local brand and its
brand partners brands within success Monthly
One Life within the
store
• Human
Increase number of team Three resource
members employees records of
including the interns/sales
owner associates
• Survey
administered to
employees for Quarterly
retention
• Track
engagement of
job postings on
LinkedIn and
Facebook
through
business
analytics tools
3.6 Budget & Resource Allocations
The budget is represented in appendix A. This document is used to serve as a guide for One Life
to understand what expenses would be necessary if this plan is implemented. Understanding the
biggest asset is for One Life to try to embed itself into the community and utilize what free
resources and connections are readily available. The budget somewhat factors this in but the
suggested expenses are based on knowledge of resources already easily accessible to one life.
Certain expenses such as graphic designers or photographers could be supplemented by hiring
employees who already possess those talents. The structure of the budget is loose to make it
adjustable considering the lack of internal fiscal information. Resource allocations will be based
on availability of resources. Specific forms attached to budget on appendix A.
3.7 Timeline (beginning with the proposal’s acceptance/approval)
The timeline is shown in appendix B. The timeline includes the specific objectives and their
strategies and tactics. Key performance indicators are also incorporated here shown in dark red
when accomplished and lighter when a checkpoint is needed. These are all positioned and label
based on when they should be implemented. Adjustment periods are somewhat accounted for.
The timeline starts in January 16, 2018 and ends January 31, 2019. The reason is to allow One
Life excess time for their grieving process as well as a grace period for review and the end of
January 2019.
3.8 Evaluation Method & Anticipated Results
An evaluation of strategic plan must be done to measure progress. This will determine if plan has
shown positive results. If evaluation does not show expected results, changes will be made
accordingly. See section 3.5 for KPIs and benchmarks.
Objective 1 - Increase awareness and media coverage of One Life in the Normal-Bloomington
area by 45% by January 2019.
• If by the end of January 2019 awareness was able to increase by 7% each month (after
plan begins) or totals 45%, the plan was successful.
• If the plan was not successful, adjusts strategies and tactics as necessary and or decrease
goal by 5-15%.
Objective 2 - Increase inventory and brand partners by incorporating at least 3 new items from
other brands within the next six months.
• Evaluations for this includes if an additional new brand was added every two months
(after plan begins) or totals in three new items added to inventory, One Life was
successful.
• If three new brands were not added to the inventory of the store, adjust timeline and
strategy of research and communication between different brands, and/or expand goal to
three additional months resulting in nine months total.
Objective 3 - Increase number of team members by adding at least two additional members
within the next six months.
• If two additional members has joined the One Life team through internships or hiring
process within six months, One Life was successful.
• If two additional members have not joined One Life, postings for job and internships
must be sent out immediately and interviews must take place within the next four weeks.
If followed, this strategic plan projects a positive outcome for One Life. This plan will result in
significant increases in sales and productivity while simultaneously supporting itself and its
customers while they accomplish their creative goals. If key performance indicators are not being
met by at least fifty percent accuracy by September, adjustments should be made.
Appendices
A. BUDGET & RESOURCE ALLOCATION SPREADSHEET
One Life : Monthly Operational Budget for SPP

ACCT EXPENSES Reccourance TOTAL NOTES
100 Objective 1: Increase awareness of store and Social Media.
110 Tactic - Events
Pop-up Fashion Show 1 $500
Open Space Event 2 $200 Food beverages, and Dj.
Skating Event 2 $500 $20 sound amplification application fee. Dj, Graphic Designer, Bouncy houses, skating equipment,food,drinks.
120 Tactic - Increase social media
Monthly website fees and subscriptions maintenance. Photoshop, Indesign, Big Cartel, Stock Photos.
Create Website $40
Hire Photographer + Videographer $200 Photoshoots, Vlog, editing costs, labor.
Giveaways to entice followers. $100
130 Tactic - Build relationships with local media outlets.
200 Objective 2: Increase inventory and brand partners.
210 Tactic - Buy a Rack Amount varies depending profits. Ideally this tactic will yield very little expense cost to One Life.
300 Objective 3: Increase store team.
310 Tactic - Street Team $250 Benefits: Meals, Outings, free merchandise
320 Tactic - Internship $350 Benefits: Meals, Outings, free merchandise
330 Tactic - New Hires $3,000 Salary: Minimum wage. Benefits: Meals, Outings, free merchandise.
Total $4,800 Rounded to account for adjustment.
Comparisons
Income v. Expense ** Amount is unknown due to lack of fiscal documents supplied by the owner.
*All amounts are including tax*
Links to forms for local events:
• Application for street closure permit:

https://www.normal.org/DocumentCenter/Home/View/1254
• Amplified noise permit:
http://www.normal.org/DocumentCenter/View/11266
• Specific event permit:
https://www.normal.org/FormCenter/Police-10-10/Sound-Amplification-Permit-62-62
B. TIMELINE
One Life Timeline

Jan-18 February March April May June July August November December Jan-19
Plan Accepted
Objective 1: Increase awareness of store and social media.
Tactic 1: Hosting events in the store.
Pop Up Fashion Show
Open Space Event
Skating Event
Tactic 2: Increase social media engagement.
Create Social Media Post
Engage with Post
Create Website
Manage Website
KPI: Media and Contact list.
KPI: Social media survey and in-store customer tracking.
Tactic 3: Build relationships with local media outlets.
Create media/contact list.
Develop strong origin story.
Send Press Release
KPI: Increased coverage in print/online media.
KPI: Awareness increased by 45%
Objective 2: Increase inventory and brand partners.
Tactic 1: "Buy a Rack."
Develop discount plan.
Reach out to brands on social media.
KPI: Log success of brans in store.
KPI: Three new brands.
Objective 3: Increase store team by at least two.
Tactic 1: Reevaluate organizational chart and job descriptions.
KPI: Hiring and internship advertisements.
Tactic 2: Hire new employees based on need.
Training sessions.
Tactic 3: Create internship.
Partner with schools.
Tactic 4: Assemble street team volunteers.
Discounts for Volunteers
KPI: Added two new team members.
KPI: Team evaluations.
References
One Life Gallery. (2018). Website. About. Retrieved from http://onelifegallery.bigcartel.com/

Town of Normal. (2018). Website. Main Page. Retrieved from http://www.normal.org/
Shaffer, James. C. (2002). Open book management: How companies are enhancing performance
through financial openness. Melcrum Publishing. Retrieved from
https://reggienet.illinoisstate.edu/access/content/group/544fa86e-83c4-4935-9f71-
939ba8909e6d/Extra%20Sources/Shaffer_OpenBookMgmt.pdf
Smith. D, (2005). 10 Insider tips for retail success. Entrepreneur. Retrieved from
https://www.entrepreneur.com/article/76368
Smuddle, P (2014). Managing public relations: Methods and tools. New York: Oxford
University Press

Strategic Plan For One Life Gallery & Boutique: Prepared By: K.A.E. Communications

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Strategic Plan For One Life Gallery & Boutique: Prepared By: K.A.E. Communications

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Strategic Plan for

One Life Gallery & Boutique

Prepared by: K.A.E. Communications

Khia Donald, Adrienne Fox, Emily DeLeon

1.0 Organization Background

1.1 Business Definition

1.4 Value Proposition

1.5 Organization Structure

1.6 History & Culture

2.0. Situation Analysis

2.1 Definition & Scope of Situation

2.2 Stakeholders Effected

Stakeholders Why they are affected

Business Description Level of Competition

Apricot Lane is in Uptown

This boutique is in Downtown

Varsity Sportwear Varsity Sportwear is in Uptown

Burpo’s Boutique Burpo's Boutique is in

2.4 SWOT Analysis

Aspects Implications Possible Actions

New: One Life was • After being

2.5 Market Position

3.1 Objectives, Strategies, and Tactics

Objectives Strategies Tactics

area by 45% by January promoted on social media create event graphic

2. Increase inventory and brand • Incorporate "Buy a

3. Increase number of team • Create job postings

Benchmark – There are three • Partner with local

3.2 Critical Success Factors

Objectives Opportunities Barriers Environment Resources

• Access to • Costs to • Encouraging • ISU Fashion

• Social • One Life’s • Local media

3.5 Key Performance Indicators (KPIs)

Objectives Benchmark KPI Timing

3.6 Budget & Resource Allocations

3.7 Timeline (beginning with the proposal’s acceptance/approval)

3.8 Evaluation Method & Anticipated Results

A. BUDGET & RESOURCE ALLOCATION SPREADSHEET

One Life : Monthly Operational Budget for SPP

*All amounts are including tax*

Links to forms for local events:

• Application for street closure permit:

One Life Timeline

One Life Gallery. (2018). Website. About. Retrieved from http://onelifegallery.bigcartel.com/

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All amounts are including tax