Angela Nguyen, director of donor relations, sighed. She glanced at the statistics for the last quarter. Donations to the EdFirst were down 6 percent. Even worse, donations were down nearly 23 percent from two years ago. The foundation received about 5 percent of its revenue from program participants, about 35 percent from federal and state grants, and roughly 60 percent from individual donations. The foundation would need to drop critical services if donations didn’t pick up soon.
The EdFirst Foundation provided mentoring, afterschool programs, and other resources for K-12 children from low-income families in inner cities. Any child in any of the ten cities EdFirst operated in qualified for the program. Children from families that fell below the federal poverty line received all services for free. Children from families above the poverty line received the services at highly discounted rates of between $25 and $75 per year. Approximately 92 percent of children participating in EdFirst programs came from families that fell under the federal poverty line.
The foundation employed some full-time center directors and part-time staff members. However, most of the work was done by volunteers. For example, all mentors were volunteers. The average mentor had served for nearly 7 years and volunteered an average of 2.3 hours per week to help struggling students. Volunteers also helped with afterschool programs held in EdFirst facilities, developed educational materials, and recruited children to join the programs.
Recently, Angela commissioned several third parties to evaluate the performance of the foundation. In the first evaluation, an independent evaluator identified the following impacts for children participating in EdFirst programs:
Reading levels improved by 1.4 grade levels after six months of active participation.
Reading levels improved by 2.3 grade levels after twelve months of active participation.
Math scores improved by 1.9 grade levels after six months of active participation.
Math scores improved by 2.6 grade levels after twelve months of active participation.
High school graduation rates in areas served by EdFirst stood at 43 percent. In these same areas, the high school graduation rate for individuals who had participated for at least one year between the ages of 12 and 18 years old was 72 percent. The high school graduation rate for individuals who had participated for at least three years between the ages of 12 and 18 years old was 96 percent.
In the second evaluation, a separate independent accreditor found the following about the foundation:
92 percent of all donations were used directly for the educational programs. In other comparable non-profit organizations, an average of 78 percent of all donations were used directly for educational programs.
89 percent of EdFirst volunteers had undergraduate degrees, and 38 percent had graduate degrees.
97 percent of parents of EdFirst program participants were "extremely satisfied" with EdFirst services.
While EdFirst aimed to keep expenses as low as possible, it incurred significant costs to rent and own various education centers, supply textbooks and other curricular materials, provide transportation to and from its centers for program participants and volunteers, and run various afterschool activities.
Angela was extremely frustrated. With all the good news about the positive impacts on inner-city kids and operational efficiency, she realized the foundation would have to cut back services for some kids or even close some centers if donations didn’t pick up. Based on her calculations, the average cost to support a child in the program for an entire year was just $236.
She decided that she would send a message to prior donors who had not donated in over a year. She would ask these prior donors to enroll in the "EdFirst Support a Kid" program. Enrolling in this program involved a $20 monthly donation.
Your Task
Assume you are in charge of sending a message to past donors. Write a message to past donors asking them to join the "EdFirst Support a Kid" program.
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Ответ:
Businesses need to maintain records of the demand patterns for their goods and services. They can maintain these records on an hourly, daily, weekly, or monthly basis. The timeframe of the records will depend on the type of business that maintains them. For instance, a movie theater would record daily demand levels to determine the show times that sell best. After management analyzes the information, a trend may become clear. This trend forms the basis of the theater’s strategy to shift demand to meet capacity.
In the case of a movie theater, let’s assume that there is a high demand for matinee shows on weekends, but under-utilization of seating capacity for the matinee shows on weekdays. In order to ensure the efficient utilization of the theater’s capacity, the theater’s management can shift demand to meet the capacity. The following methods can help create this shift.
The theater should begin with informing their customers of the other available show times. Next, to shift the demand to meet capacity, the theater can use sales promotion tools to increase demand for the weekday matinees. Selling the tickets at a discounted price or creating attractive schemes such as a combo meal free along with the matinee show will entice customers and increase the demand for these shows. The theater should advertise and effectively communicate these offers to customers.
However, businesses should take steps to ensure that customers understand the rationale behind the differential pricing. This is particularly true in the case of restaurants. In order to utilize their full capacity, some eateries may offer combo meal discounts during the off-hours. However, the same meal is available at its normal price during rush hours. Sometimes, misinformed customers turn up during the rush hours and expect to obtain the off-hour price. In such cases, the customers may feel cheated and not return to the business.
Thus, by altering the timing and pricing of services, a business can be successful in shifting demand to meet capacity. This facilitates the efficient utilization of its resources and thereby matches consumer demand with the firm’s supply or capacity.
Explanation:
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