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CMBA - Connecticut Motorsports Business Association

Strategy and Implementation Summary

CMBA will focus on three major projects: Winter Conference combined with Motorcycle Show, SuperRide, and Annual Awards Banquet.

Other revenue will come from monthly dinner meetings (profit on dinner plus sponsorship) and sale of advertising in the monthly newsletter.

5.1 Strategy Pyramid

Our main strategy is the growth of membership. A large membership base provides revenue from dues and also positions CMBA as the true representative of the Connecticut motorsports industry.

The tactics to grow the membership are:

  1. At least twice-annual visits to all potential members within the state, and at least twice-annual telephone to potential associate members outside the state by the executive director,
  2. Creating value of membership to encourage potential members to join, and
  3. Building awareness of the Association and the value of membership.

Programs to support these tactics are:

  1. Association advertising and promotions to bring customers to member locations,
  2. Special events such as Winter Conference, Motorcycle Show, SuperRide, and Awards Banquet,
  3. Support and development of places for our customers to use their equipment and get training,
  4. Legislative and government agency activity and education, and
  5. Mutual legal aid and support.

5.2 Value Proposition

Our members operate with the knowledge and experience of many businesses over many years instead of trial and error. The opportunity to network with peers as well as industry and government leaders provides value far in excess of the cost of membership.

Our members share in the power of numbers when dealing with insurance carriers, distributors and manufacturers, and other vendors. They have the opportunity to tap into each others inventory for better customer service.

5.3 Competitive Edge

Dealing with highly independent small-business owners requires an aggressive presentation of the value of membership to encourage prospects to spend their time and money with the Association.

Direct on-site presentations by the executive director (and possibly members of the Membership Committee) accompanied by presentation materials that clearly demonstrate value of membership will be used to reach membership size objectives.

Increasing the meeting schedule from twice-yearly to monthly-–always at the same location and same day of the month-–will enable more members and prospective members to attend more meetings. This will build fellowship and trust among competing businesses to raise the standards of the whole industry. In addition, upgrading the newsletter to a monthly publication–-along with fax and email notices-–will improve the flow in critical information and raise the awareness of the benefits of membership.

5.4 Marketing Strategy

As shown by the Funding Forecast table and chart, the major sources of funding will each have its own strategic plan.

  1. The Winter Conference combined with the Motorcycle Show will be marketed to motorsports businesses throughout New England and New York. Planning the Conference and promoting it to the industry begins in July. The Motorcycle Show is either done in association with an independent show promoter or, lacking one, we’ll do it ourselves.
  2. Preparation for the annual SuperRide begins immediately after the previous SuperRide, soliciting early reservations by vendors and development of sponsors. Promotion to the general public begins after Labor Day and hits its peak in March.
  3. The Awards Banquet planning is already in place and will be marketed initially within our membership, then to the industry within Connecticut, and then to the motorcycling public in Connecticut.

5.4.1 Fundraising Programs

Our fundraising programs include monthly objectives with a financial bonus incentive to the executive director to exceeding each month’s objective. The executive director will report to the president and the board of directors each month, and the officers and directors will communicate among themselves, either by meeting or telephoning (also fax or email), at least once a month. The executive director will conference with the president at least weekly.

5.4.2 Funding Forecast

The following table and chart give a run-down on forecasted funding. With a full-time executive director in place, we expect first-year funding to jump dramatically over previous years and then grow incrementally as membership and member services increase.

Revenue assumptions are based on past history plus adjustments for this new initiative:

  1. Conference revenues are based upon conferences done in years past, enhanced by the support of the Association.
  2. Motorcycle Show revenues are based upon the past three years of experience, enhanced by new “partners.”
  3. SuperRide revenues are based upon ten years of experience, enhanced by the support of the Association.
  4. Awards Banquet revenues are based upon the best estimates of the committee members.
Nonprofit trade association business plan, strategy and implementation summary chart image

Nonprofit trade association business plan, strategy and implementation summary chart image

Funding Forecast
FY 2000 FY 2001 FY 2002
Dues $12,500 $15,000 $15,000
Monthly Meetings $6,000 $14,000 $15,000
Motorcycle Show $21,000 $25,000 $27,000
SuperRide $107,300 $120,000 $150,000
Awards Banquet $17,000 $20,000 $25,000
Conference $30,000 $30,000 $30,000
Newsletter $1,200 $1,200 $1,200
Total Funding $195,000 $225,200 $263,200
Direct Cost of Funding FY 2000 FY 2001 FY 2002
Dues $150 $200 $200
Monthly Meetings $4,800 $12,000 $12,000
Motorcycle Show $19,000 $20,000 $22,000
SuperRide $74,700 $80,000 $100,000
Awards Banquet $13,500 $16,000 $18,000
Conference $15,500 $17,000 $17,000
Newsletter $900 $900 $900
Subtotal Cost of Funding $128,550 $146,100 $170,100

5.5 Milestones

The accompanying table lists important program milestones, with dates, responsible parties, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.

What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold follow-up meetings every month to discuss the variance and course corrections.

Nonprofit trade association business plan, strategy and implementation summary chart image

Milestone Start Date End Date Budget Manager Department
Fifty members for FY2000 9/30/1999 8/31/2000 $12,500 Essenfield Membership
400 at Awards Banquet 11/13/1999 11/13/1999 $17,000 D’Occhio Banquet
200 at Conference 9/30/1999 2/20/2000 $30,000 Essenfield Events
Other 9/30/1999 5/5/2000 $110,000 Essenfield Events
Totals $169,500