SIX PAGES ANALYSIS

1. MARKET STRUCTURE & BEHAVIOUR - Table 1

SN Question Analysis
1 Who are the main Customers? The UK Branch has a large market comprising
Children, youngsters, elderly, disabled, immi- of various segments. The products take the
grants form of Awards, Scholarships, Grants and prize
2 What are the main channels of Distribution? giving.
Partnerships, direct selling The fund is distributed either by supporting
3 What are product attributes, specifications programmes of partners or by providing funds
& Development in the market? directly to persons who need it. The UK
Awards, scholarships, grants, prize giving. Branch’s main source of funding is the Founda-
More and more people are interested in phi- tion* and from receipts obtained from the
lanthropy rather than charity. other activities. The tools used for communi-
4 Who are the main suppliers? cating on the Foundation is vast; ranging from
The CGF and receipts from activities PR to Direct Marketing (Facebook & Box Office
6 What promotional tools? system)
Leaflets, Newsletters, press cuttings, pam-
phlet, PR, Press conferences, Direct Market-
ing.
7 What is the size of the total market?
The whole of England & Ireland

SWOT ANALYSIS OF THE UK BRANCH - Fig 1

Strength:
- It is a multinational
- autonomy to approve grants over a
certain limit
- targets a broad area of charitable works
- knowledgeable people
- solid source of revenue from the mother
Foundation
- Staff (524 +72 others)
Opportunities:
- encouraging greater employment rates
for people between 50-64 & active
voluntary from older people
- developing measures to increase
awareness of the contribution of elders
- helping to mobilise the full potential of
the baby boom cohorts
- EYAAIS and the number of charities &
new people indulging in philantrophy
Weaknesses: Analysis:
- targets a broad area of charitable works
- is only the 99th largest charitable The UK Branch forms part of an international org and
foundation in UK may use adequate means for enabling the good
- not fully independent tenure of its activities and do benefit from qualified
- not considering other sources of
revenue. staff. However, its ranking in the UK shows an
inadequate business/marketing strategy for growth
and communication. It rely too much on the mother
foundation for funds. Opportunities do exist in the
Threats: form of baby boom cohorts and the upcoming of the
- targets a broad area of charitable works
- economic crisis
EYAAIS and the possibility of increasing the working
- support unsustainable projects age of elderly people. Targeting a broad area of
- charitable works may be good in terms of
diversification but may result in dilution of efforts
and funds.

PESTEL - Table 2
SN ISSUE ANALYSIS
1 Political The European Union have priorities for welfare; the EYAAIS in 2012, the
election in 2010 has resulted in a frenzy of policy development
2 Economical The economic crisis has decreased the revenue
3 Social Accelerated ageing of the society; encourage greater employment rates
for people between the age of 50 – 64,immigration factor, the baby boom
cohorts
4 Technological Online Social Network, Internet, Mobile PC
5 Environmental Forest destruction, natural heritage protection, CHC free products
6 Legal
*The Calouste Gulbenkian Foundation
 McKinsey’s 7S Model - Fig 2

‘Hard’ Analysis:
STRUCTURE
Hard
Tasks shall be effectively allocated within the Branch and
vis-à-vis the Foundation. The strategy adopted is to work
STRATEGY SYSTEMS
in partnerships rather than having competitors. An
adequate risk management system shall be implemented
‘Soft’ so as to fund sustainable projects.
SHARED VALUE

Soft
All stakeholders shall be driven towards the aims &
SKILLS STYLE objectives of the Foundation. Staffs shall work towards
the fulfillment of the vision of the Foundation. Adequate
effort must be made for the effective delivery of services.
STAFF

GE MATRIX - Fig 3
Foundation Capability

High Medium Low

Analysis:
Capacity Building
Innovation
The UK Branch must prioritise its grants in
High

Arts and Culture relation to the specific activities that will con-
Health
Education
tain less risk, more so in this economic crisis.
Activities whereby lesser resources shall be
used and the core problem is attacked at
Social service

Addressing migration Fulfilling potential source shall be given the resources .e.g. ca-
Medium

and Environment pacity building, Arts & Culture, Education fol-

demographic change lowed by Innovative ideas and health.
Education might be a better “investment” as
they shall be dispensed directly to beneficiar-
ies; which is better in terms of qualitative and
quantitative direct assessment of objectives.
Low

Science

MARKETING COMMUNICATION MIX – Table 3

SN TOOLS
1 Direct Marketing
2 Public Relations
3 Advertising
ACTIVITIES
Use of online social networks, Face-
book & Youtube
Press conferences, liaises with journal-
ists. It come more forward
Provide leaflets and press cuttings for
internal information purposes, pro-
duces pamphlets, brochures and cata-
logues and promotes major events
and concerts
ANALYSIS:
The CGF has make use of several tools so as
to communicate effectively on its aims &
objectives. Furthermore, it is imperative to
communicate on the facilities offered by the
foundation and on the grants offered so as
to get a broader range of potential projects.
An optimum mix is necessary for a qualita-
tive communication strategy.

4 Personal Selling Sales of tickets for concert

THE BALANCE SCORECARD - Fig 4
DESIRED OUTCOMES (GOALS)
Financial Sustainability perspective

ANALYSIS:
Increase financial resources Manage Funds
The arrows illustrate one cause
and effect chain from the strategy
CGF Other revenue Reduce cost Risk Mgt
map. CGF’s goal is to reduce pov-
erty and help the vulnerable peo-
Stakeholder perspective ple through providing funds to
NGOs (financial perspective). The
Employees organisation makes the assump-
Organisation tion that the best way to demon-
who receive Direct
grants beneficiaries Partners CGF strate this is by reporting impact
delivered to the beneficiary group
Internal Process perspective across the organisation’s activities
(internal process perspective).

Porcess the
Internal &
foundation needs to Information Impact
External
excel at to meet sharing measurement
communication
objectives above

Resource perspective

Information Networks
Skill sets
technology

VALUE CHAIN ANALYSIS - Fig 5

SUPPORT ACTIVITIES

FOUNDATION INFRASTRUCTURE

HUMAN RESOURCE MGT

M
A
TECHNOLOGY DEVELOPMENT
R
G
IN
PROCUREMENT
M
A
R
G
IN

INBOUND OUTBOUND MARKETING &

OPERATIONS SERVICES
LOGISTICS LOGISTICS SALES

PRIMARY ACTIVITIES

ACTIVITY COMMENT
Inbound logistics Receiving funds from petroleum consortium/ CGF gives to UK Branch
Operations Analysis on projects and allocates funds and grants
Outbound logistics Grants, scholarships, funds for research
Marketing & Sales Leaflets, Online social network, box office
After-sales service Follow-up of projects after providing funds
Procurement
Technology Development Method for selling tickets(online)
Human Resource Mgt Have a large staff force and multi-cultural
Management Planning Transparency of operations and effective planning is needed for or-
ganising concerts, exhibition and so on
RISK ANALYSIS - Fig 6
F crisis, it is imperative for CGF and its
CONSEQUENCE
0
GROWTH STRATEGIES - Table 4
SN STRATEGY
1 Franchising
2 Acquisition
3 Joint Ventures
4 Organic growth
5 Alliances & Networks
6 Licensing
MARKETING MIX ANALYSIS - Table 5
SN STRATEGY
1 Price
2 Place
3 Promotion
4 Product
5 People
6 Physical Evidence
7 Process
FINANCIAL ANALYSIS - Table 6
SN ANALYSIS
1
2
3
4
5
ANALYSIS:
Prior to giving funds, moreover,
with the coming up of the economic
G
UK branch to risk assess any project
so as to support sustainable projects
for effective and efficient allocation
of grants and thus obtain maximum
success.
H I
100
PROBABILITY (%)
COMMENTS
Open up other branches by opening up CGF’s in other parts of
UK/Europe
CGF may make acquisition of smaller NGOs for broader spectrum
The CGF and its branches work along with other NGOs and pefer part-
ners rather than competitors.
Try to enhance and implement new methods internally
UK Branch/CGF work mostly in alliance with other foundation and
NGOs
Let other sustainable and trustworthy NGOs to use the name of CGF
and then get a loyalty. This will increase revenue.
COMMENTS
Tickets for Museums and concerts
19 separate depts in Portugal and UK Branch London
Through Leaflets and Newsletters
Grants, Scholarships
Staff (524 +72 others)
Projects funded
UK branch has limited autonomy on funds to be disbursed. Above limit
CGF approves and disbursed amount.
COMMENTS
 PORTER’S 5 FORCES ANALYSIS – Fig 7

Potential
Entrants

Threat of new entrants

Funders Bargaining power Competitors Bargaining power Beneficiaries

Threat of substitutes

Substitutes

ANALYSIS:
There more and more individuals indulging in philanthropy as there are no barriers to entry. Beneficiaries can go
to anyone they want. There are many NGOs and institution providing funds and grants. CGF has no other funders
except for its Gas and petroleum “business”.

ANSOFF MATRIX - Fig 8

PROJECT

PRESENT NEW

ANALYSIS:
PRESENT

MARKET PENETRATION
Maintain the actual grants and PROJECT DEVELOPMENT
continue with actual Think on new projects
beneficiaries
MARKET

MARKET DEVELOPMENT DIVERSIFICATION

NEW

Open alleys in new segments Collect funds from other

of needy/vulnerable people sources
CAROLL’S PYRAMID

BLUE OCEAN STRATEGY

ANALYSING EYAAIS/issues