2016

BUSINESS PLAN
BUSINESS PLAN

1-2
SWOT ANALYSIS
3
TOP 25
4-5
GRAPHS
6
OBJECTIVES
CLIENT SALES

6
STRATEGIES
7
ACTION PLAN

MARKETING PLAN

8
OVERVIEW
8
MARKETING
9-10
STRATEGY
10
EVALUATION
STRATEGIES IMPLEMENTATION

SALES PLAN

11
SALES REP
12
DEPARTMENT
PROSPECT PLAN EFFICIENCY
 SWOT analysis

STRENGTHS
National Client Base
CUA/RPC has clients in 10 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 3 sales reps that are dedicated to achieving goals and are knowledgeable in the print
& credit union industries.
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.
Growing Client Base
Acquiring two print shops within the last two years has increased our opportunity to work with
more clients.

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.
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.
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.

PAGE 2
 CLIENT sales

2013 2014 2015

Client $000,000 Client $000,000 Client $000,000
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 Client $00,000
Total $0,000,000 $0,000,000.00 $0,000,000
% of Revenue by Top 25 56.07% 59.93% 51%

TOP 25
PAGE 3
 REVENUE breakdown

2015
2014
2013
2012

$850,000
Creative Prepress
$800,000
$750,000
Printing Bindery Mailing Large
Format
Writing Promo
Items
E Marketing Digital 2015
$700,000
$650,000 2014
$850,000
2015
$600,000
$800,000
$550,000
$750,000
$500,000
2013
$700,000
$450,000
average INVOICE
$650,000
$400,000 2014
2012
$600,000
$350,000
$850,000
$550,000
$300,000
$800,000
$500,000
$250,000
$750,000
2015
2013
$450,000
$200,000
$700,000
$900
$400,000
$150,000
$650,000 2015 2014
2012
$800
$350,000
$100,000
$600,000
$850,000 2015
$300,000
$50,000
$550,000
$700
$800,000
$250,000
$0
$500,000
2014 2014 2015
2013
$750,000
$600
2013 2013 2014
2012
$200,000 Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital
$450,000
$700,000 Format Items
$500
$150,000
$400,000
$650,000
$100,000
$350,000
$600,000
$400
2012 2012
$50,000
$300,000
$550,000
$300
$0
$250,000
$500,000
2013
2012
$200
$200,000 Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital
$450,000 Format Items
$150,000
$400,000
$100
$100,000
$350,000
$0
$50,000
$300,000 Invoice Amount
Invoice Amount
$0
$250,000
Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital
$200,000 Format Items
$150,000
4000
$100,000
3500
4000 2015 2015
$50,000
3000 $0
3500
2014 2014
Creative Prepress Printing Bindery Mailing Large Writing Promo E Marketing Digital
2013
3000
Format Items
2500
2500 2013
2000
2000
2012 2012
1500
1500
1000
1000
500
500
0
Number of Invoices

4
0
Number of Invoices
PAGE
 gross/net PROFIT

B Y P E R C E N TA G E

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

50% 2012 2013 2014 2015

0%

Gross Profit

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

50% 2012 2013 2014 2015

0% 2012 2013 2014 2015

Gross Profit Net Profit

new customer
SALES
BY SALES REP

Mike Missy Jill Janet Chris

TRAINING
Total $000,000.00 & development

Next Level $6,000.00

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

PAGE 5
 OBJECTIVES

Increase revenue to $2,400,000

Achieve revenue growth of $327,000
Increase gross profit margin to 80%
Increase net profit to 13%
Increase current ratio to above 2.0
Contain payroll to less than 36% of revenue
Increase market share of Reimold Printing through increased marketing

STRATEGIES

Create market awareness

by attending 7 industry trade shows
Enhance networking activity
by actively using LinkedIn
Increase internal communication
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 2016 objectives
Standardize pricing structure
for electronic art/graphics

PAGE 6
 action PLAN
Sales department
to research potential opportunities with all leagues within their territory
Designers to complete variable data prospect initiatives
throughout 2016

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 2016
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)
Mike & Chris
to target county political
parties in Northern Michigan
for 2016 Elections

PAGE 7
 2016
MARKETING PLAN

OVERVIEW

The CUA/RPC 2016 Marketing Strategy Plan organizes our in-house

marketing efforts and provides us with an implementation plan in order
to meet our objectives for 2016. 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.

Send 1 email blast (email marketing) per month (12 emails total).
Mail CUAdvantage quarterly newsletters at the beginning of each
MARKETING month that follows our “quarterly” months (February, May,
strategies 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 8
 STRATEGY
implementation

Sending 1 email blast (email marketing) per month

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

Mail CUAdvantage quarterly newsletters at the beginning of each month that

follows our “quarterly” months
TASK DEPT. RESPONSIBLE COMPLETION DATES
Layout newsletter Design dept. February 5
Mail newsletter Mail dept. May 6
August 5
November 4

Mail RPC prospects matrix postcards

TASK DEPT. RESPONSIBLE COMPLETION DATES
Mail postcards Mail dept. March 4
April 1
June 3
July 1
September 2
October 7

PAGE 9
 STRATEGY
implementation
CONTINUED

Attend Trade Shows

SHOW ATTENDEES SHOW DATES
Michigan Credit Union League Missy February 9-10, 2016
Marketing/Lending Conference
Tidewater Chapter Conference Janet March 12, 2016
CUNA East Coast Marketing and Janet March 20-23, 2016
Business Development Conference

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 10
 2016 SALES PLAN

Business Focus: To increase profits

In order to actively participate in the sale of our products and services to
increase profits and business awareness, CUA/RPC will establish strategic
goals and objective plans.

SALES REP
prospect plan

GOAL: Sales Representative Prospect Plan

REP PLAN OBJECTIVE

Jill’s top 5 prospects are NetSource One, After each monthly mailing, Jill will follow up with
Garpiel Landscaping, OrthoTech Orthopedics, promotion item sample delivery, and continue to provide
Gohm Restoration Saginaw, and LaFontaine information about our products and services.
Automotive Group.

Chris’ top 5 prospects are Morbark, Bandit Chris will continue to attend Business After Hours through
Industries, Special Olympics of Michigan, the Mt. Pleasant Chamber and the Clare Chamber and
Rawlings Sporting Goods, and Diamond request referrals from current clients. He will also reach out
Sports. to potential local political candidates by contacting them.

To increase the success of sales prospecting,

representatives will learn what challenges or opportunities their prospects’ business currently have
and teach them how CUA/RPC products and services can help them overcome challenges or support
opportunities.
Representatives will learn and track
what products and services CUA/RPC can leverage for certain prospect groups, and we will develop
communication strategies that target our advertising to each prospect group.

PAGE 11
 DEPARTMENT
efficiency

GOAL: Increase department efficiency with accountability

PLAN OBJECTIVE

Track production time weekly. Complete time sheets that track each action within
departments.

Evaluate production costs monthly. Review department time sheets and supply costs.

To increase the success of internal department efficiency,

managers will meet regularly with each department and review evaluations. Departments will have the
opportunity to brainstorm and develop action plans for managing any internal production issues quickly.

NOTES

PAGE 12
 VISION
statement
Progressive Idea Development
& Client Partnerships

MISSION
statement
Providing the Most Innovative
& Creative Marketing Solutions
for Our Clients
re i mo ldp r i nt i ng. co m
c ua d va ntage. c o m
5171 Blackbeak Drive | Saginaw, MI 48604
T 989.799.0784 | F 989.799.6446