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Business and Strategic Plan 2015 - 2020

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Business and Strategic Plan 2015 - 2020 Business and Strategic Plan 2015 - 2020 William Morris Society Public version November 2014 Contents 0.Summary _____________________________________________________________________________1 1.Vision, aims and objectives _____________________________________________________________2 2.Context and achievements ______________________________________________________________4 3.Business model ________________________________________________________________________6 4.Markets and brand proposition ___________________________________________________________7 5.SWOT analysis _________________________________________________________________________8 6.Strategy ______________________________________________________________________________9 7.Financial plan ________________________________________________________________________15 8.Marketing strategy ____________________________________________________________________17 9.Risk analysis _________________________________________________________________________19 10.Contact and administrative information _________________________________________________20 Acknowledgements This Plan has been prepared for and with William Morris Society by Simon Daykin (www.simondaykin.com). Valuable input and guidance has been gratefully received from Penny McMahon, Martin Stott and Helen Elletson. All pictures and images © William Morris Society / Helen Elletson. Pg 1 Summary 0. Summary 0.1 This business plan has been prepared to provide strategic direction for the business and commercial activity of William Morris Society in a time of change. Its starting point is the Society’s clear vision and aspirations, and develops a business model that uses them to take advantage of market opportunity. This in turn generates growing revenues, profits and financial sustainability. 0.2 At all times, this plan aims to remain true to the core values of the Society, and the legacy of William Morris – taking what the Society does well and what it stands for, and making the most of them in a challenging business environment. 0.3 There is a critical and growing need for the Society to protect its cash reserves through sustainable profits. This drives the proposed business model. Revenues need to increase, and be balanced with cost cutting in areas such as production and distribution of membership materials. Whilst the Society’s overall financial position is strong, its cash position could become vulnerable within a few years unless consistent profits are generated. 0.4 The plan therefore proposes a more commercial attitude towards trading and revenue generation, by developing the Society’s assets and positioning them in the marketplace more assertively. This applies most keenly to membership – the largest single revenue stream. 0.5 Partnerships with others, whether with Emery Walker Trust through the Arts and Crafts Hammersmith project, or other like-minded organisations, are key to success. They will unlock new revenue potentials, and/or take advantage of economies of scale in costs and purchasing. 0.6 Fundraising features ever more strongly as a revenue stream. The legacy of the Arts and Crafts Hammersmith project, in addition to increased organisational capacity and skill, will open up opportunity for charitable funds and donations, if a strategic approach is taken. 0.7 In financial terms, the plan: 0.7.1 Returns increasing profits year on year 0.7.2 Aims at commercial profits from trading, retailing, licensing and commercial hires 0.7.3 Increases membership revenues, from growing numbers of members and increased subscription 0.7.4 Reduces the costs of servicing membership substantially 0.7.5 Reduces the ratio of overheads to revenue 0.8 The plan also aims to offer value for money to all members, funders and supporters 0.9 In delivering the plan, the Society - and therefore its staff, trustees and volunteers - will go through change and transition. It is essential that the levels of support and skills development are sufficient to create capacity to deliver. Strong, consistent and appropriate governance is essential. Pg 2 Vision, aims and objectives 1. Vision, aims and objectives The William Morris Society’s vision is to promote the contemporary relevance of the life and work of William Morris to a wide range of audiences across the UK and worldwide The charitable objects of the Society are: a) to improve and diffuse knowledge of the life, work and influence of William Morris b) to preserve and make available to all the works of William Morris. The core aims of the Society are to 1) Focus on an educational understanding of Morris and get more people to engage with it 2) Be the leading authority on the understanding and use of Morris’s work in a contemporary context 3) Increase the impact of our presence and public profile 4) Be financially responsible The Society will achieve these aims through 1) Promoting and servicing an active and growing membership 2) Offering wide public access to the heritage at Kelmscott House and its collections and archives 3) Delivering learning and participatory activities that draw inspiration from Morris’s life and work 4) Taking full advantage of the opportunities to generate commercial revenue and other income to ensure the long term sustainability of the Society and its assets 5) Taking a pro-active position in the marketing and promotion of services and benefits and developing closer relationships with new and existing audiences and partner organisations 6) Ensuring that the organisation’s staffing, governance and resources are sufficiently robust to deliver and sustain the business 7) Active participation in and support for the Arts and Crafts Hammersmith project, as a catalyst for growth, development and positive change 8) Responding to the needs of an ever demanding and discerning customer base By close adherence to core values of • Conviction • Collaboration • Intellectual rigour • Creativity • Respect William Morris Pg 3 Vision, aims and objectives Business objectives 1) Protect and grow the Society’s financial sustainability and cash reserves, through financial breakeven in 2016, and consistent and increasing net profits from 2017 2) Increase Society members to 1,500 by 2017, and aim for a 6% annual increase in membership revenue from then onwards 3) Increase visitor numbers to Kelmscott House to in excess of 8,000 (30% increase) by 2020 4) Increase annual profits from commercial activities (rentals, hires, retailing and licensing) by at least £20,000 by 2019 5) Develop fundraising as a reliable and growing income stream, to deliver an annual income in excess of £28,000 by 2020 6) Seek operational economies to maintain margins and keep overheads to below 65% of income by 2020 7) Raise the profile of the Society and its work through structured and strategic marketing, promotional and communications activity, to deliver business objectives Supporting financial information is provided in summary in Section 7. Schools’ workshop, Kelmscott House Pg 4 Context and achievements 2. Context and achievements Background 2.1 William Morris Society (‘the Society’) was founded in 1955 and exists to make the life, work and ideas of William Morris as widely known as possible. The Society aims to tell the story of Morris & Company’s important contribution to interior design and to explain the relevance of Kelmscott House in relation to the valuable contribution made by Morris through design, crafts, socialism, poetry and literature. This is achieved by collecting, preserving and displaying a collection of artefacts that represent the history of Morris and Morris & Company, for the benefit of local people and visitors to the area. This is further enhanced and broadened through a range of learning and educational work and community engagement, and through works in publishing, research and dissemination through a membership base worldwide of approximately 1,300 individuals and as a body of academic relevance and stature. Partnerships and networks are also key to delivery of key objectives; as is the Society’s extensive research and reference library and its national accreditation as a museum within the basement and Coach House at Kelmscott House. The Society is a registered charity no.261437, and has plans to incorporate in 2015. 2.2 Over the Society’s recent history, its main achievements have been: a) A reasonably stable worldwide membership of over 1,300 with international bases and links b) Over 6,000 visitors to Kelmscott House, comprising organised tours, visits from schools and educational parties and drop-in visitors c) A well-received participatory workshop programme, including full advantage of the refurbished Print Room and the original Kelmscott Press, made possible through legacy endowment in 2012 d) Improvements to the Kelmscott House library and archives, offering unique resources to students e) A regular and well received programme of conferences, events, exhibitions and lectures f) A high reputation for the quality and stature of publications and periodicals g) The strengthening of the operating partnership with Emery Walker Trust and collaborations in the sharing of resources and project development (see below) h) An increasing presence in partnerships and collaborations with others to promote Morris’s life and work, including the William Morris Network and London Small Historic Houses (Shh) i) External advocacy, and support to others who further Morris’s vision through the biannual Peter Floud Memorial Prize and contribution to the SPAB William Morris Craft Fellowship j) Financial
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