NLI: From Scarcity to Abundance

Feasibility Study
September 2015 - December 2015

Project Manager
Emily Renne

Junior Consultants
Aaron Epling, Ian Foley, Bahram Hormozdyaran,
Gabe Huttner, & Tal Torovezky

Team Contacts
Feel free to contact any of the consultants with questions about material within the study.
Emily Renne
e:
erenne1@ithaca.edu
P: (315) 436-1637
Aaron Epling
e:
aepling@ithaca.edu
Ian Foley
e:
ifoley1@ithaca.edu

Bahram Hormozdyaran
e:
bhormoz1@ithaca.edu
Gabe Huttner
e:
ghuttne1@ithaca.edu
Tal Torovezky
e:
ttorovezky@ithaca.ed

Table of Contents
Executive Summary.. 3
SWOT Analysis.. 4-5
Public Relations & Media... 6-11
Networking with IC Community.. 6
Using Social Media.... 6-11
Potential Markets.... 12
Overview... 12
Market Characteristics & Trends..... 12
Specific Markets in the Northeast Region.. 13-16
Competitor Analysis 17-21
Creating a Niche in the Market.. 22
Target Audience. 23-24
Audience Characteristics... 23
Potential Local Target Audiences.... 24
Resources & Projected Costs 25-28
Scenario Analysis.. 29-31
Market Penetration... 29
Market Development 30
Service Development 30
Diversification... 31
Final Recommendations. 32-34
Appendix 35-42
A: Sample Flyer. 35
B: Sample Press Release...... 36
C: Media Contacts...... 37-38
D: Potential Donors. 39-42

Executive Summary
The Natural Leaders Initiative of the Cornell Cooperative Extension is looking to expand their
interactive workshop series,
From Scarcity to Abundance,
into larger scaled and longer
workshops that will draw people in from outside of Ithaca. These workshops are designed to
operate over a 5-day basis, but the facilitator has also designed shorter versions of the
workshop that can take place over a full day or half day span. These workshops are renowned
for providing a safe, inclusive place to understand difficult questions regarding diversity in the
workplace.
The workshops were first piloted in 2014 with board members from 14 different
sustainability-based organizations in the local area. In 2015, the workshops were conducted
again but with less staff members and only 8 different organizations from the local area. The
2015 series found an incredible amount of passion within this diversified group. One third of
2015s participants were people of color, with a broad age demographic ranging from early 20s
to 60s, and workers of various titles from entry-level workers to executive directors.
The 2015 series proved to have a greater impact and received greater recognition
community-wide than the 2014 series. This workshop series propelled the participants
understanding of sustainability and social justice. Participant responses were evidence of
changes in attitude, behavior and understanding toward diversity, and that the workshops and
its facilitators assisted in their growth in this area. Given the past success of Scarcity to
Abundance workshops, NLI wishes to expand their recognition to the national level.
The SCNO team has conducted research so that NLI will have a better idea of the feasibility of
expansion, where and when NLI should reach out to new markets, and how NLI may
implement expansion. The following is a compilation of the research and recommendations
for NLI and the From Scarcity to Abundance workshops made by the SCNO team.

SWOT Analysis
Strengths
NLIs most notable strength is the positive feedback that the workshops have received
from its participants. This has been proven with exceptional testimonials provided by
participants, and complimenting insights offered to the facilitators of the workshops.
This correlates with another huge strength of the workshops, which is evidence that they
are
effective
. Given that the workshops have only been offered for the past two years, the
fact that these workshops have already achieved growth and learning as a result of
attendance is outstanding. Another positive attribute of From Scarcity to Abundance is
the versatility of the workshops. The week-long, full-day, and half-day options
accommodate more people with differing schedules and time constraints.

Weaknesses
There is not a significant amount of awareness of the workshops in areas outside of
Ithaca. It is also hard for NLI to reach far away markets due to NLIs low presence on
digital and social media. NLIs presence on traditional media outlets such as local
newspapers could also be improved to achieve greater recognition in the local area. The
workshops are currently functioning on a small-scale level, and in order to expand and
continue functioning, NLI will need to maintain a healthy budget. The only other
weakness the team believes NLI should consider is the possibility of dissolving. This is
due to NLIs shifty financial state, as its services are effective and well received by
participants and shouldnt be of concern. Dissolving is usually a back burner threat for
most nonprofits. Although the organization has admirable services and goals, an
inflexible budget is not typically easy to work with or depend on.

Opportunities
First and foremost, EXPANSION! This is probably the most exciting opportunity for NLI
and its workshops, as well as the purpose behind this study which will hopefully give the
organization a better idea of how to do this. Ideally, NLI will achieve national expansion,
but the team also considered regional expansion in the Northeast. NLI should further
reach out to the two universities, which are businesses with large networks and have
progressive values similar to NLIs. Current diversity issues at IC may be a problem that
NLI and its workshops could solve. Getting in contact with the college may be an
opportunity for NLI, as these workshops could help achieve common ground for

5
opposing sides of the schools diversity discussion. Another opportunity NLI could grasp
is partnering with local businesses that would benefit from the Scarcity to Abundance
workshops, other nonprofits (local and national) with similar goals as NLI, and Cornell
and/or IC clubs that may have common goals as NLI and may do fundraising for NLI
within their organizations. NLI could also expand its current services and workshops so
that it will have a relative advantage over competing workshops and organizations to find
its niche in the market.

Threats
Competition would likely be NLIs biggest threat. While there are few workshops offering
services similar to From Scarcity to Abundance in the local area, there are a plethora of
such workshops in the national nonprofit arena. NLI may find it challenging to tap into
this market if its current services are not developed and expanded so that they have an
advantage over competing organizations.

Public Relations & Media

Networking within the Ithaca Community
The team recommends that NLI reach out to local media to promote its From Scarcity to
Abundance workshops. There is a sample press release provided in Appendix B and a
list of contacts for local newspapers within the community and on the two campuses that
NLI should consider reaching out to in Appendix C. The team has also designed a flyer
attached in Appendix A that NLI may choose to post in local businesses or at the Ithaca
Chamber of Commerce to spread awareness about its upcoming workshops.
The team suggests that NLI consider collaborating with university clubs who might do
fundraising for NLI within their own organizations. The following are organizations on the
IC campus that might be interested in collaborating with NLI/From Scarcity to
Abundance:
1. ICProgressives:
an organization in the Ithaca College community that is
based upon many concepts such as; democracy, gender equality, respect
for diversity, on-violence, and more.
a. Facebook page:
http://www.facebook.com/ICProgressives

b. Email:
ICProgressives@ithaca.edu
2. Created Equal:
LGBTQA activist organization that emphasizes the coalition
to express perspectives from different races and ethnicities, sexual
orientation, and other identities.
a. Facebook Page:
https://www.facebook.com/ICCreatedEqual/?fref=ts
b. Email: iccreatedequal@gmail.com, contact name: Ken Robertson
3. IC Life Without Borders:
promoting values of life, non- violence, and
community through support groups.
a. Website:

www.lifewoborders.org
b. Email: jkelly6@ithaca.edu, contact name: Joshua Steele Kelly

The Impact of Social Media

More and more people are beginning to use social media, whether it is for personal or
educational purposes. Using social media is a great way to reach out to specific target
audiences among a broad range of ages, especially faraway audiences. It is important to
make sure the pages and feed are updated daily with new stories and events so that
people are aware of new things happening. Ideally, new stories should be constantly
posted. NLIs feed should consist of 5-12 posts a week.

The team decided to focus on organizations among the Ithaca College and Cornell
community to showcase effective usage of social media. Although there are many
organizations, each organization uses social media to get the word out about the
message they are releasing or event they are promoting. Organizations among IC and
Cornell, such as WICB, ICTV, and the Cornell Sun are actively involved in social media. Not
only do these organizations have a Facebook page, but they keep their information
updated on Instagram and Twitter too. Relay for Life, a non-profit organization, uses all
three social media (and more) to attract their target audience and keep their information
updated on each page. This allows prospective members or employees to be updated
and understand what is happening in the Relay for Life community.

Along with choosing local organizations, we decided to focus on bigger nonprofits. Relay
for Life is commonly known outside and inside the Ithaca community, just like the
Natural Leaders Initiative. As opposed to Relay for Life, the Diversity Leadership Institute,
an organization that provides tools for leaders on how to manage intercultural changes,
is not strong when focusing on the social media aspect. When looking up the Diversity
Leadership Institute, there was no social media use found. If someone were to want to
look up campaigns they are running or information about the company itself, it would be
difficult because nothing is posted on their social media sites.

Below, the team has collected examples of the previously mentioned organizations that
use social media in effective and strategic ways.

The Cornell Daily Sun: Instagram and Facebook

The Cornell Sun is very active in their social media. They post on average 15 times a day,
which gets the attention of their followers of what is going on throughout the campus.
Instagram:
Post pictures intermittently throughout the day; once every 4-5 hours. Make
sure to provide hashtags so people can see what other people are posting to get a better
idea of the event. Post pictures about what is to be expected and what is going on during
the event. The picture caption should not be too long; usually up to 300-400 characters.

The Ithacan: Twitter

Twitter:
Tweets should be posted every hour/every other hour, and tweets should
consist of up to 140 characters. This is a simple, easy to use platform, yet it is getting the
message across. Always use a hashtag!
Ex/ Whos ready for our second half of the day!? Tweet a picture with a representative
from an organization!
Hashtags: #FSTAWorkshop, or current hashtag, #NLIGradsInspire

10

Relay for Life: Facebook

Facebook:
Compose posts constantly, usually every hour or every other hour, beginning
at 9AM and ending around 10PM. Lunchtime (12pm-1pm) are also effective times to
update your feed. It would be helpful to provide links to event pages, pictures, and
outside links prospective people can look at about the organization. For Facebook, it is
okay for the caption to be lengthy unlike Twitter.

11

Diversity Leadership Institute

No information is presented on social media about this organization, which hinders the
organizations awareness and promotion of its image.

12

Potential Markets
Overview
There are a plethora of potential markets around the United States that would benefit
from a workshop such as From Scarcity to Abundance. However, the team recommends
that NLI view expansion through a realistic lens in assessing the organizations ability to
remain effective while expanding its horizons. It is for this reason that focusing on cities
within the Northeastern region first, particularly the New England region may be the
most strategic move for NLI.

Market Characteristics & Trends: New England Region

The New England region contains six states including Connecticut, Maine, Massachusetts,
New Hampshire, Rhode Island and Vermont. Within the region, there are approximately
14 million people, of which around 50% are male, and 50% are female. About 80% of the
population is white, while about 7% of the population is black. Those of Hispanic ethnicity
comprise about 7% of the population.
The market trends for this region are experiencing positive development, as payroll
employment has grown about 2.1% in one year. This is the first time this region has seen
job growth above 2% since 2001. The fastest growing job sector in this region is in
professional and business services, where the lowest growing is in government jobs and
positions. Unemployment rates have declined 1.2%, making the unemployment rate 4.6
% which is even lower than the national unemployment rate. Given that professional and
business services are growing the most, this offers a unique opportunity for NLI to bring
its workshops to these growing businesses.
Although the entire region could use the help that NLI offers via its workshops, it may be
most efficient and effective for the organization to first focus on marketing to cities
within Massachusetts. Massachusetts makes up about 48% of the overall population of
the New England region. Cities such as Boston, Springfield, Lynn, Worcester, and
Cambridge, are renowned for being particularly progressive cities. From Scarcity to
Abundance may also find that it will have more success in urban markets, which tend to
be comprised of more diverse populations and progressive people than rural markets.
The following is a collection of markets in the Northeast region the team researched and
think would make a good match for NLI and its services.

13

Specific Markets in the Northeast Region

When identifying potential markets, the team considered the following factors:
Proximity to Ithaca
Current economies of each individual market
Political leanings (the team chose liberal, progressive cities over generally
conservative cities)
Presence of universities (college administrations would likely be interested in
diversity inclusion workshops)
Diversity within markets

Syracuse, NY
The team looked into the Syracuse market for its proximity to Ithaca, its diverse
population relative to other cities in Central NY, and because it is a large collegetown.
Syracuse is only about an hour and a half drive north from Ithaca. About 57% of the
Syracuse population is white, while about 30% is black, 5.5% is Asian, and 1% is Native
American. The Syracuse market is home to two renowned colleges, Syracuse University
and LeMoyne, with administration that may be interested in having the workshops come
to their campuses. Colleges have commonly been known for being home to some of the
most progressive and forward-thinking people, including both students and professors.
The biggest downside to the Syracuse market would be its economy. The unemployment
rate in Syracuse is 6.3%, with a negative job growth of -0.85%. The median household
income is $31,459, with an average income per capita at $18,869. Given this, businesses
and their management may not be able to afford the cost of attending or sending
employees to the workshops.

Buffalo, NY
The team looked into the Buffalo market for similar reasons behind researching the
Syracuse market, including geographic proximity to Ithaca, its diverse population, and
that it is a large collegetown.
About a 3 hour drive west of Ithaca, Buffalo is a city consisting of about 51% white
people, 38% black people, 3.3% Asian, and 0.5% Native American. Buffalo is not only
more diverse than Syracuse, but it was recently determined to be the 9th most liberal city
by Forbes magazine. It is home to 9 private and state colleges, which as stated earlier,
tend to be comprised of some of the most forward-thinking people of the population.

14
College are businesses that tend to be the most interested in cultivating diversity within
their student bodies and staff.
Like Syracuse, Buffalos economy also struggles which is not always promising for new
organizations entering the market. The unemployment rate in Buffalo is 7.2%, with a
0.12% job growth. The income per capita is $20,245, and the median household income
is $30,502.

New York, NY
New York city alone contains 8.2 million people, which accounts for 2.5% of the entire US
population. 70% of New York Citys population is white, 18% Hispanic, 17.6% black, and
8.5% is Asian. Within New York, there is a large concentration of different schools,
businesses and other venues that could produce clients.
New York is home to the largest regional economy in the US, over 60 higher education
institutions located in the city, and is renowned for the substantial number of businesses
located within its borders. The unemployment rate in New York is 7.4%, with a job
growth of 1.84%. Income per capita is $31,661, and median household income is
$51,865. There are plenty of opportunities to be pursued with conducting the workshop
in businesses and organizations in New York, which is also only a three hour drive south
of Ithaca.

Burlington, VT
Burlington is a city renowned for its similarity to Ithaca, NY, and NLI may find similar
success with its diversity workshops in such a market.
Like Ithaca, Burlington is a progressive collegetown, home to two fairly large colleges. It
is a sustainable city, and was voted #1 Best Green City in the country by Home Magazine
in 2007.
Burlington is also home to a promising economy, with the unemployment rate at only
2.6%, and an estimated future job growth of 37.5%. Income per capita is $25,188
(including both adults and children) and the median household income is $43,135.
The downside of Burlington is that it is not a particularly diverse city, with about 88% of
its population being white, 3% black, and 4.6% Asian.

15

Ithaca, NY
The team also did some research on NLIs current market, which it found drastically
similar to Burlingtons.
Ithaca is also home to two respected colleges (Cornell and IC), and was voted the second
Best Green City in the Country by Home Magazine, right behind Burlington. Ithaca is
renowned for being a forward-thinking college, and was actually voted the #1 Most
Liberal, Forward Thinking Collegetown by a study conducted by ePodunk.com in 2004.
Ithaca has a somewhat decent economy, with the unemployment rate at 3.4% although
job growth is -1.52%. Income per capita is $16,718, and the median household income is
$29,230.
Ithaca has an advantage over Burlington in its diversity, with 72% white, 6.5% black, and
16.7% Asian, though still not very diverse in comparison to more urban markets.

Cambridge, MA
Right outside of Boston, Cambridge is famously home to Harvard University, and was
voted the 8th Most Liberal, Forward Thinking Collegetown by the same study that
determined Ithacas place at #1. It is comprised of a more diverse population, with 69%
of its citizens being white, 11% black, and 13% Asian.
In terms of the economy, the unemployment rate in Cambridge is 3.4% with a positive
job growth of 1.33%. The income per capita is substantially high at $48,509, and a
median household income of $72,225.

Boston, MA
Boston is a HUGE untapped market! Boston was voted the 5th most liberal city by Forbes
magazine, and is home to 54 educational institutions in the metropolitan area, and over
100 within the greater Boston area. Population size is estimated to be about 655,884,
with 54% of this population being white, 24.4.% black, 9% Asian, and 17.5% Hispanic.
Boston is comprised of about 50,000 registered firms, 11.6% of these being black-owned
firms.
The unemployment rate in Boston is about 5.2%, with job growth at 1.33%. Income per
capita is about $33,589 and the median household income is $53,136. Bostons economy
also makes for a promising economy for NLI to market the workshops to.

16

Providence, RI
Providence has recently been re-nicknamed, the Creative Capital, to emphasize the
growing arts and education scene in the city. Providence is home to 8 colleges, with a
rather diverse population. 49% of Providences residents are white, 15.5% black, 6.5%
Asian and 23% that claim other
.
Providence has a low - average economy, with unemployment at 9.5% (which is decently
above the national unemployment rate), and job growth at 1.12%. income per capita is
$21,512, and the median household income is $38,243.

College Park, MD
As the name of the city implies, College Park, MD is a collegetown similar to Ithaca, and
was determined to be the 10th Most Liberal, Forward Thinking Collegetown in the US in
the study conducted by ePodunk.com. College Park is home to the University of
Maryland, which has an undergraduate enrollment of almost 30,000 students. Diversity
in the city is greater than Ithacas, with 63.5% of its people being white, 16.4% black, and
14% Asian.
The unemployment rate in College Park is average at 5.8%, which is close to the national
unemployment rate. Job growth is currently set at 0.19%. The income per capita in
College Park is $17,793, and the median household income is substantially high at
$60.402.

Washington, D.C.
Aside from being home to the Capitol and White House, Washington D.C. was voted the
second most liberal city by Forbes magazine. Although NLI and its workshops would be
of exceptional use to any business and organization, as stated earlier, the team believes
its services would thrive most in progressive-thinking cities.
Washington D.C. is not only a liberal city, but it also a diverse city. About 39.5% of its
population is white, 51% black, and 3.5% Asian. Given this, its likely that diversity
inclusion in the workplace is of great importance to businesses within the city.
Another plus of Washington D.C.s market is its economy, with a median household
income of $64,267, and income per capita at $45,004. Not only would businesses and
organizations be interested in the workshops, they likely would be able to afford them.
Our final recommendations regarding potential markets can be found in the Final
Recommendations section.

17

Competitor Analysis
After identifying and analyzing NLIs probable competitors throughout the US, the team
found a wide variety of workshops offering services relative to diversity inclusion. The
workshops offered by other organizations were not unlike services offered by NLI, and
have similar goals in mind. The following is a collection of NLIs probable competitors the
team found that are operating throughout the US.

Competing organizations & workshop nationwide

Key Search Terms Used
: Diversity workshops, Community development institutes, grassroots
leadership development, grassroots community building, empowering communities
1. Diversity Leadership Alliance
Cost: Free
Services
Provide educational opportunities, tools, and resources to build an inclusive
community.
Assist students to transition from school to work.
Provide premium products and services to DLA (Diversity Leadership Alliance)
members and the communities economically
Link to Website:
http://www.diversityleadershipalliance.net/home

2. National Diversity Council

Cost: None listed
Services
DiversityFIRST Jobs-
an online employment solution for people seeking
jobs and employers in need of creating a diverse workforce

Link to Website:
http://www.nationaldiversitycouncil.org

3. UNC (University of North Carolina) Diversity Workshops

Cost: No cost for the facilitators and the delivery of the education session for on
campus units/departments/groups

18

Community groups and organizations are requested to view their page for
current rates for training and workshops
(
http://diversity.unc.edu/about/consulting/rates/
)

Services
Provide collaborative partnerships in the planning of programs that
advance issues of diversity in the campus or community.
Consultation on diversity strategic plans and initiatives for units who wish
to engage in embracing diversity best practices on a organizational level.
Diversity education workshops for units and groups that increase diversity
awareness, incorporate practice and create dialogue.
Diversity education for individuals through the Office of Training and Talent
Development.

Link to Website:
http://diversity.unc.edu/education/derc/workshops/

4. Johnson & Johnson Diversity Workshops

Cost: These are all programs within Johnson and Johnson Family of Companies, so
there is no price
Services
Mentoring Programs- both formal and informal programs, they look to
expand learning opportunities and support development of a diverse
workforce by making nurturing relationships available to employees across
the enterprise (also a web-enabled mentoring service called Mentoring
Works!)
Diversity University- A dynamic online website designed to help employees
build the competencies and the skills needed to understand and value
differences and the benefits of working collaboratively to reach business
goals.
Office of Diversity and Inclusion- formed as a functional group to drive
diversity and inclusion as a business imperative and to ensure a
competitive advantage.
Link to Website:
http://www.jnj.com/about-jnj/diversity/programs

5. NCAA Diversity Workshops

Cost: Free
Services
THe NCAA provides workshops regarding diversity and inclusion to
student-athletes, coaches, athletic directors

19
The NCAA provides lodging for the facilitator, equipment for workshops,
and a meeting location

Link to Website :
http://www.ncaa.org/about/resources/inclusion/diversityeducation-training-workshops

6. National Coalition Building Institute

Cost: None Listed
Services
Leadership for Diversity Four Day Institute: Provides influential leadership
in ending discrimination, reducing intergroup conflict, and building
multi-group coalitions
Has over 100 active leadership teams in cities, on college and university
campuses, and in organizations around the world
People who attend: teachers, social workers, human resource managers,
police officers, professors, community activists, government employees,
religious leaders, labor union members, health care providers
Offered three times a year in the Washington D.C. area
Participants earn certificates and credits (no price on website)

Link to Website:
http://ncbi.org/workshop-training-descriptions/
leadership-for-diversity-institute/

7. Diversity Leadership Institute

Cost: Early bird Price: $2275 for members; $3230 for non-members
Regular Pricing: $2488 for members; $3439 for non-members
Services (offered by National Association of Independent Schools)
Offers an intensive residential program led by seasoned faculty to help lead
and manage the shift in intercultural changes in schools.
Focuses on Intercultural conflict, leading and managing diversity initiatives,
Dynamics of Privilege and power, Curriculum development inclusive to all,
Intercultural communication, racial, ethnic, and cultural identity
Who attends? Independent school leaders - faculty, staff, and
administration who have direct responsibility for diversity inclusion and
initiatives
Week long housing with meals at school used for location
Usually taught during last week in June

Link to Website:
http://www.nais.org/Articles/Pages/Diversity-LeadershipInstitute.aspx?src=footer

20

8. Leading Change from Diversity to Inclusion: A workshop for senior leaders

Cost: None Listed
Services
Program:

Diversity Trainers Plus

Expands understanding of diversity and benefits of inclusion
Location: Oakville, Ontario

Link to Website:
http://www.diversitytrainersplus.com/index-9908.html

9. Highlander Research and Education Center

Cost: None Listed
Services
A catalyst for for grassroots organizing and movement building in
Appalachia and the South
Works with people fighting, justice, equality, and sustainability
Year-long, full-time paid program for 15 community leaders (must apply for
a spot) who are committed to working in Central Appalachia for the
economic transition of the South

Link to Website:
http://highlandercenter.org/about-us/mission/

10. Community Development Academy

Cost: $500 for noncredit, $1015.20 for 3-credit undergraduate,
$1236.990 for 3-credit at graduate level
Services (Offered by University of Missouri Extension (Columbia, Missouri) )
An intense, five-day course that develops skills to bring people with diverse
opinions and views together around common issues
Designed for people working for nonprofits, rural and urban development,
government at all levels, neighborhood associations, government and
outreach programs, religious organizations
Programs run in September and March
Link to Website:
http://muconf.missouri.edu/commdevelopmentacademy/

11. Grassroots Leadership Institute

Cost: None Listed
Services (Offered by Center to Support Immigrant Organizing (CSIO) (New England))

21

Builds understanding on roots of immigration and foreclosure crisis

How to conduct political education processes, how to facilitate meetings
that are democratic 5 sessions, 25-hour curriculum
Offers these sessions in Spanish in the Fall and in English in the Spring

Link to Website:
http://tsne.org/grassroots-leadership-institute
After researching competitors, the team noticed that there is a wide presence of diversity
workshops throughout the US. Given this data, there isnt an exponential need for
diversity workshops due to high competition in the national market. Many companies
such as the NCAA and Johnson & Johnson have also implemented diversity workshops
within their own staff and administration. Its possible that NLI could become guest
facilitators for large companies such as the NCAA and Johnson & Johnson who employ
their own diversity workshops. From Scarcity to Abundance is unique in that it
specializes in diversity inclusion in the workplace, but NLI may consider developing the
workshops services further so that if may enter the national market with an advantage
over competing organizations.

22

Creating a Niche in the Market

From Scarcity to Abundance offers services that are similar to other diversity inclusion
workshops offered around the US. There are a variety of nonprofits that provide
workshops on diversity in the workplace, education, and in society in general, and there
are many national organizations that have diversity sectors that offer such workshops
within their own companies. Given this commonality, how might From Scarcity to
Abundance occupy its own niche in the market? What advantage does From Scarcity to
Abundance hold relative to other nonprofits and organizations offering similar services?
NLI is an organization acutely aware of social justice issues and takes pride in
empowering the community. The team recommends that NLI consider offering an
appendage to its current service of diversity inclusion. NLI could add a new discussion
thread to its services: one that addresses the wide division of socioeconomic class in its
current local market. The Ithaca Community is extremely diverse in terms of
socioeconomic class, which makes for a lack of common ground that members of these
varying classes may have with each other. From college professors to homeless citizens,
Ithaca is home to a diversity of privilege and class. A lack of common ground between
these community members can contribute to a hostile community environment,
violence, and crime. A workshop that addresses such issues and attempts to bring
people of varying class together in a safe space could strengthen and better unify the
Ithaca Community. Ithaca is not the only collegetown with such issues, as this is a
problem found in multiple college towns across the US; commonly referred to as Town
and Gown. Given this, the market potential is high, and opens a niche for NLI to fill with
its services.
NLI already has a strong network with community members and NLI grads who may be
interested in seeing these workshops happen, as well as a network with the two colleges
built from past affiliations with the administrations and student interns. The team does
not at all suggest abandoning the idea of promoting From Scarcity to Abundance at the
national level, but rather, offering an extension of these services to create an advantage
over competing organizations and workshops. Our suggestion regarding a service that
addresses the diversity in socioeconomic class does not need to be taken, but NLI may
consider creating some sort of appendage to the workshops in order to create this
relative advantage.

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Target Audience
Demographics for Workshop Participants
Age: 28 60 years old.
Gender: Both male & female
Economic Class: Generally middle class - upper class

Psychographics
Below is a table categorizing different levels of management and staff typically found in
the workplace:

24
The target audience for this workshop would likely fall under the A or the B
category.
It is important that potential clients have an understanding of diversity issues in
the workplace, so they can truthfully testify to experiencing a gain in knowledge
and spread word of mouth to raise NLIs awareness.

How to Reach Local Target Audiences

Push advertising in closer cities including:
1. Syracuse Population of around 145,000 people
2. Rochester Population of around 210,000 people
3. Albany Population of around 98,000 people
4. Buffalo Population of around 265,000 people
5. Binghamton Population of around 50,000 people

Some of the more affluent areas of these cities that would likely contain members of the A
and B categories of workers include:

Manlius (Syracuse)
Pittsford (Rochester)
Orchard Park (Buffalo)
Shenendehowa (Albany)
Vestal (Binghamton)

25

Resources & Projected Costs

The SCNO team has assembled a list of resources along with some projected costs NLI
might want to consider before expansion. The following information provides options
NLI may consider in choosing facilities, and for housing and travel options in
accommodating out-of-state workshop participants.

Facilities
For a small business that is often holding meetings in different places across the country,
finding facilities can be time consuming and lead to increased expenses. Fortunately,
finding the right facility does NOT have to be either of these things:
L
ocal chambers of commerce
often have meeting rooms available with
common necessary office equipment (Ex: computers, projectors) and seating for
around 30 people.

Please note
that some chambers of commerces will come with fees that differ
from town to town. Also, you
may
have to be a member of that specific chamber
of commerce in order to take advantage of meeting rooms.
Local Banks
often have conference rooms that can, in some cases, be used free
of charge.

These conference rooms

may or may not
come with necessary office equipment.
Local Libraries
frequently have large community rooms that are open to the
public

Restaurant banquet rooms
are great for business meetings because you can
feed your audience both knowledge and a delicious fresh meal all within the same
building.

Renting a restaurant banquet room

may
be more expensive than other facility
alternatives,
however
you may be able to catch a deal on providing food and
refreshments to your audience by choosing this option.
Hotel conference rooms
offer a professional environment, vast availability of
office equipment for presentation needs, food and refreshments as well as
housing for both traveling audience members and fellow employees.

Hotel conference rooms are on the more expensive side when it comes to
providing a facility for your workshops, however they do come with multiple
benefits.
Average cost estimate per person
for use of a hotel conference room (including
conference room reservation, food catering and office supplies):
$200

26

Please note:
Rates for using any of these locations as a facility for workshops (assuming
that they do charge a rate) vary by location so it is challenging to come up with an exact
price for how much it will cost.
Also,
all of these locations

require that you call ahead of

time and request a room reservation.

Housing
If you choose the hotel conference room as the location for the workshops you may be
able to receive a bulk deal on housing for your employees and workshop participants,
assuming that your participants are expecting NLI to provide housing for the duration of
the workshop. If this be the case then NLI should include this cost in the overall price for
the workshop. Here is a list of inexpensive national hotel chains:
W
ingate by Wyndham:
Located in 32 States, primarily in Southern and Western
U.S.

Wyndham also owns

Microtel
and
Super 8
,
both budget friendly options
Website: http://www.wingatehotels.com

Drury Inn and Suites:

Located in 19 States, primarily in Southern and Central U.S.
(excluding OK and AR)

Website: https://wwws.druryhotels.com
Hampton Inn and Suites:
Located in all 50 States

Website: http://hamptoninn3.hilton.com
Red Roof Inn:
Located in 45 states

Website: https://www.redroof.com
Please note:
rates for hotels vary by location so it is challenging to come up with an
exact price for how much it will cost. Whether it is just the NLI staff or the staff plus
workshop participants staying in the hotel, prior research and reservations will need to
be made to find the cheapest housing. Just to reiterate, offering housing to NLI workshop
participants
will significantly increase the price per person for the workshop
.

Travel
Since you are planning on conducting workshops nationwide you may be asking yourself,
what is the most inexpensive way to travel across the United States?
Flying
is typically the quickest and cheapest option. However, flying is also one of
the most damaging to our environment. Given that NLI is a group that promotes
sustainability this may go against what NLI stands for. Buying tickets would also
have to be planned out strategically in order to purchase tickets at their lowest
offering price. Traveling with equipment may also present problems if you choose
to fly.

27
B
us
travel is quite cheap, however when traveling across the nation it could take
very long. You also would not have the freedom to stop anytime you wanted,
unless of course you decided to invest in your own bus (this would be quite a large
investment that I do not recommend). Space would be cramped, you would have
to plan when to eat and bring meals on the bus, and many bus routes stop
overnight in anticipation of another bus taking over the route at a different time
(this means spending more money on hotels).
We
would not recommend
using the
bus option as a means of travel.
Train
travel can be long and expensive, that is if you are booking a sleeper car
(which can cost up to three times more than an average coach seat). These
expenses would also rack up for overnight travel because of food expenses.

Driving
may be the
cheapest option
if you are traveling in a group and gives you
the freedom to go wherever you want to go and take whichever route you like.
Gas prices can be split among the group and if plan ahead you could potentially
spend no money at all on food while traveling. Group travel can also lead to group
deals and coupons at hotels along the way if you need to stop. If your group is
okay with sleeping in a car, hotel stay expenses can be eliminated by taking turns
driving and sleeping among the group.

Food
For a group of 20-25 for a 4.5 day workshop that provides breakfast and lunch/snacks,
we estimated a food cost of about
$1,125
:
(25 people)*(estimated $10/person) = $250 per person
($250)*(4.5 days) = $1,125 total
Please note:
it is important that you send out some a message to the workshop
participants before the workshop takes place to ask about any food allergies or dietary
needs that any participants have and plan accordingly (Ex: allergies, gluten free, lactose
intolerant)

Handouts & Print Materials

If you decide to continue using WordPros services, you can get price quotes by
contacting them at:
1-800-833-6601
wordproprint@gmail.com
Their hours of operation are:
M-F 8 AM-5 PM

Closed Sat & Sun

28

Scenario Analysis
The team has determined four possible scenarios based on four different market growth
strategies NLI may wish to implement when determining its market strategy in 2016.
While the ultimate goal of these workshops is to expand nationally, the workshops may
choose to remain local, expand at a regional level, or utilize all three of these options as
stepping-stones to evolve into a national nonprofit. NLI may also choose to develop the
workshops current services and introduce new ones in the local area, and then bring
these developments to the national market.

Market Growth Strategies

Market Penetration

Service Development

Market Development

Diversification

Seeks to increase use of existing service to

existing markets

Introduce existing services to new

markets

Generate growth by selling new services

in existing markets

Emphasize both new services and new

markets to achieve growth

Strategy = Market Penetration

If NLI chooses to implement market penetration, the organization would further increase
the marketing of From Scarcity to Abundance workshops exclusively within the greater
Ithaca area. This is typically the most efficient strategy when budget and local
recognition is low, but the product/service has proven to be effective and received
positive feedback. This is the current situation that From Scarcity to Abundance
occupies. If the workshops were to focus on the local market for the next year, their
marketing should reach out to more businesses and institutions in the Ithaca area (i.e.
Ithaca College, Cornell University, businesses such as Wegmans, CFCU, etc.). Within
Ithaca, there are a plethora of opportunities to pitch to and find potential clients with.

29

Strategy = Service Development

NLI might choose to implement a service development strategy, meaning the
organization could develop and/or add to its current services, and continue to reach out
to the local market. A service development strategy requires an investment in market
research to ensure that introducing a new service is worthwhile. As previously
mentioned in the Potential Market Research section of the study, NLI may choose test
new services on its local market of Ithaca that contains vast socioeconomic diversity. This
provides NLI with the opportunity to expand on its already effective and well-received
workshops, so that the organization will hold a greater advantage over similar services
when introducing itself to the national market. As one participant from a past From
Scarcity to Abundance workshop mentioned, these workshops could be given as Ted
Talks. While this feedback is an exceptional representation of how well these services
are facilitated, it doesnt eliminate the competition with other recognized and successful
workshops in the national market.

Strategy = Market Development

If the Market Development strategy is chosen, NLI will introduce existing workshops to
new markets, which is currently the aspirant plan for the organization. To employ this
strategy, NLI must consider 4 different target audiences: current/past participants,
participants in competing workshops/organizations, potential participants in the current
market who may not be familiar with the workshops, and potential participants in
untapped markets. When considering potential participants in untapped markets to
reach out to, NLI may choose new audiences based on demographics, psychographics,
geographic segments, and institutional segments. While not as risky or costly as the
diversification strategy, the market development strategy does present more risk and
financial investment than the two strategies previously mentioned.
Market Development: Regional
Before trying to capture national attention, From Scarcity to Abundance may first want to
expand within the Northeastern region. This would not only spread word-of-mouth in
geographic areas within proximity to Ithaca, but it would allow the workshops to build
upon the service so that it may thrive more when introduced nationally.

30

Market Development: National

Becoming a national non-profit may imply a few different options for From Scarcity to
Abundance. First, From Scarcity to Abundance could evolve into a
nationally recognized
workshop. By pursuing national recognition, NLI will have to consider how marketing to
faraway markets will be achieved. Which markets NLI chooses to penetrate must also be
decided. Marketing to every town and city in the US will not efficiently or qualitatively
spread awareness of From Scarcity to Abundance. If NLI pursues national recognition as
opposed to national presence, this means that workshop participants will need to travel
to Ithaca or whatever designated location to attend the workshops. Given this, NLI may
want to consider if it will include travel and boarding costs for out-of-state participants
and advertise this as a package tied to the workshops, or have interested participants
make travel and housing arrangements on their own. NLI could offer the option of a
package deal that includes travel, housing, and food costs, as well as an option that
includes only the cost of workshop attendance.
Second, the workshops could travel nationally, and be conducted at
businesses/organizations throughout the US. Again, it would have to be decided if the
facilitators travel and boarding fees are included in the cost of the workshops or if NLI
decided to absorb these costs. This option might be helpful to large
businesses/organizations who wish to have a whole department or large team of
employees attend the workshops together. Some flexibility would also have to be
worked into the workshops if they were to travel nationally
.

Strategy = Diversification
Using a diversification strategy, a company or organization would introduce a new
service to new markets. This is the riskiest growth strategy, as well as the most costly.
Companies will often employ this strategy when they expect exceptional economic
growth and recognition from the release of a new product or service. This isnt a strategy
usually used by organizations with an unstable budget such as nonprofits, and is better
fit for profit-generating companies.

31

Final Recommendations
Given NLIs exceptional services, which have received such positive feedback, the team
understands the frustration that may be rooted in the limitations of having a wary
budget, which also hinders expansion. Based on past testimonials and feedback
collected from the 2014 pilot and the 2015 workshop series, the team has little doubt
that potential participants will find the same quality in the workshops, as have past
participants and the workshops facilitators. The key is finding the
right people
in the
right
markets
to sell to; people who share similar values and morals as NLI. To give NLI the
most realistic final recommendations, the team kept the following key points in mind:

Budget
Duration workshops have been offered
Trends and characteristics of potential markets
Market need for service

Based on the information provided in the Scenario Analysis section, the team
recommends a 4-step plan for NLI to achieve national expansion:
1.

Market Penetration

2.

Service Development

3.

Market Development: Regional

4.

Market Development: National

As described earlier, market penetration means that NLI will offer the same workshops it
currently offers to the same local market, but would increase the marketing of these
services within the Greater Ithaca area. The team recommendations this strategy first
due to NLIs budget. Since NLI is currently waiting to hear back about grants, the
organization may look into more fundraising and request more grants until it has a
somewhat stable budget; an essential component for expansion. As mentioned in the
Public Relations & Media section, the list of IC clubs that have similar missions as NLI
may be interested in fundraising for the organization. Networking with university clubs
will also increase NLIs presence on campuses, which are typically seen as progressive
areas that value social justice and in turn, will likely value the goals sought by NLI.
Attached in Appendix D is a list of potential donors NLI may wish to request grants from
to further its budget. The second reason behind the teams recommendation of market
penetration is due to the duration the services have been offered. Although the
workshops have received positive feedback, two years of experience may not appeal to
new markets when expanding. After a few more series, NLI will likely find ways to

32
improve upon its services and/or fix any problems the facilitators or participants may
point out.
Next, the team recommends service development, meaning NLI would develop its
current workshops and/or add to them while still marketing to the Greater Ithaca area.
The team suggested approaching a problem within the local market: the wide division
between socioeconomic class in Ithaca. This division helps neither crime rates in Ithaca
nor the unification of its community. NLI could possibly develop a workshop that seeks a
solution to this problem, and leads members of different classes to common ground and
understanding. Ideally, this would contribute to a better-united community and lower
crime rate. As stated earlier, NLI of course does not need to take this recommendation,
but the team provides it as a suggested appendage to its current services during the
service development phase. Service development is significant in that it provides NLI
with the opportunity to create a relative advantage over competing workshops;
workshops that NLI will be up against when entering the national market.
The team next recommends market development in the regional area. Regional markets
were of chief focus in the teams research. Before reaching to nationwide markets during
expansion, it is most feasible for the organization to first channel its marketing, budget,
and energy toward markets within geographic proximity to Ithaca. The team specifically
chose markets within the Northeastern region that would likely have enthusiastic
participants for the workshops. The team chose different markets for different reasons:
proximity to Ithaca, the current state of the markets economies, political leanings,
(progressive, forward-thinking areas would likely value diversity inclusion workshops
more than conservative areas), presence of colleges (universities and their administration
would likely be interested in the workshops), and the diversity within these markets.
Based on research presented in the Potential Markets section, the team recommends
the following three markets in their respective order:
1.

Boston, MA
2.

Cambridge, MA
3.

Washington, D.C.
Boston and Cambridge make for the most promising markets based on all of the factors
that went into finding potential markets. Boston and Cambridge are also close to each
other, meaning word-of-mouth about the workshops would likely travel faster between
the city of Boston and its suburb of Cambridge. The state of Massachusetts is home to a
few other suggested cities (Springfield, Lynn, Worcester) that would likely contain
enthusiastic potential participants. Starting in this area first may be the most strategic
move for NLI. Although Washington D.C. isnt as close to NLIs current market as
Massachusetts, research found that the markets characteristics and trends also

33
comprise a promising market for NLIs workshops. After first focusing on these
suggested markets in the Northeastern region, NLI will likely be better equipped to
market its workshops nationally.
Finally, the team recommends NLIs aspirant plan of national market development. The
team sees national expansion as a final stepping-stone for NLI, and recommends that the
organization wait a few years until planning for national marketing is begun. The team
feels that running the workshop series locally for a few more years and then in selected
markets in the Northeastern region will better prepare NLI to succeed in the national
market. Given that there are several workshops that offer services similar to those of
From Scarcity to Abundance, there is also not a dire need for the service, which may
make it more difficult for NLI to market its workshops. The team strongly feels that
developing the workshops
before
going national will be the most strategic move for NLI.

34

A: Sample Flyer

35

B: Sample Press Release

ITHACA, NY The Natural Leaders Initiative will be hosting its workshop, From Scarcity to
Abundance from April 12-16. These workshops are renowned for providing a safe, inclusive
place to understand difficult questions regarding diversity in the workplace. Discussions on
sustainability and justice are also included.
The workshops will be taken place at the Hampton Inn on South Meadow from 12-5pm
on all five days. Lunch and snacks are included in the workshop costs. During these times, we
will have an hour-long networking session with businesses around the Ithaca area and within
organizations from Ithaca College and Cornell University.
If you or someone you know is interested in participating in this workshop, contact
Margo HIttleman at
mjh17@cornell.edu
.

36

C: Media Contacts
The Ithaca Times
Sales Representatives
Georgia Colicchio

P: 607-277-7220

e:
georgia@ithacatimes.com

Jim Kiernan

P: 607-277-7219

e:
jkiernan@ithacatimes.com

P: 607-277-7212

e:
jbillinski@ithacatimes.com

P: 607-277-7224

e:
editor@ithacatimes.com

P:
518-527-3812

e:
mblaney@ithacavoice.com

P:
917-887-2891

e:
jstein@ithacavoice.com

Publisher
Jim Billinski

Managing Editor
Bill Chaisson

The Ithaca Voice

Advertising Director
Mike Blaney

Editor
Jeff Stein

Finger Lakes Times

For Press Releases
P: (315) 789-3256

e:
fltimes@fltimes.com

For Display Advertising

P:
(315) 789-3263

e:
sjohnson@fltimes.com

37

Sustainable Tompkins
P: (607) 272-1720

The Ithacan (Ithaca College Newspaper)

Advertising
Max Gillilan

P:
607-274-1618

EditorinChief
KiraMaddox

P:6072743208

Cornell Daily Sun

Advertising
e:
advertising-manager@cornellsun.com
Editor in Chief
Tyler Alicea

e:
editor-in-chief@cornellsun.com

38

D: Potential Donors
Business

Finger Lakes ReUse (eCenter)

Phone #

607-259-9699

Contact Person

Louise Henrie/Michael Troutman

Position

Administrative Manager/eCenter Program Coordinator

Email

louise@fingerlakesreuse.org

Business

American Red Cross (Tompkins County

Phone #

607-272-9333

Contact Person

Carlos McCluskey

Position

Manager

Email

Carlos.mccluskey@redcross.org

Business

Ithaca Wegmans

Phone #

607-277-5800

Business

The Computing Center

Phone #

607-257-3524

Contact Person

Rose Christofferson

Position

Service Manager

Email

Rose@compcenter.com

Business

Community Arts Partnership

Phone #

607-273-5072

39

Business

The Wood Office

Phone #

607-266-3303

Contact Person

Jamie Ferris

Position

President

Email

Jamie@thewoodoffice.com

Business

Tompkins Trust Company

Phone #

607-273-3210

Contact Person

Rosemary G. Hyland

Position

Executive VP, Director of Human Resources

Business

Baker Travel Inc.

Phone #

607-272-2537

Contact Person

Beverly Baker

Position

Owner

Email

bb@bakertravel.net

Business

Cinemapolis

Phone #

607-257-5314

Contact Person

Brett Bossard

Position

brett@cinemapolis.org

40

Contact Person

Tom Bohn

Phone #

607-274-3080

Position

Ithaca College Professor of Communications & Investor

Email

bohn@ithaca.edu

Contact Person

Dr. Dirk H. Dugan

Phone #

607-272-7000

Position

Orthopedic Surgeon & Investor

Business

Tompkins County Public Library

Phone #

607-272-4557 ext. 248

Contact Person

Carrie Wheeler-Carmenatty

Position

Public Programming and Community Relations Coordinator

Business

Palisade Corporation

Phone #

607-277-8000

Email

sales@palisade.com

Business

Therm Inc.

Phone #

607-272-8500

Email

hr@therm.com

Business

Collegetown Bagels

Phone #

607-273-0982

Email

ctownbagels@gmail.com