Public Glass

Client - Public Glass

Challenge - How to overcome financial struggles through strategic planning.

Outcome - An operations plan, and a marketing and sales framework.
Scope - Business Research I Strategic Planning I Systems and Operations
Team - Ana Castillo, Juan Hernandez, Michelle Zamora

Role - Design Strategy & Marketing

01 Introduction

A Design-Driven Operational Analysis in a Post-Pandemic Market
Public Glass is a non-profit organization and glass art studio based in San Francisco, California. They offer a range of glassblowing classes for all skill levels, as well as an open-access studio. In addition, they provide youth programs to introduce young people to the art of glassblowing. The organization also hosts community events and has a glass art gallery.

Contribution
My primary responsibility involved organizing a comprehensive marketing ecosystem and a strategic sales funnel to attract new corporate clients and boost studio time bookings. In collaboration with the team, we conducted a thorough analysis of Public Glass's operations, finances, and structure, addressing challenges stemming from the post-pandemic market. The focus was on streamlining operations, optimizing sales processes, and diversifying revenue streams.

02 Context

Glass Half Full: Navigating Public Glass's Revenue Challenges
Public Glass faced soaring utility costs (typical in a studio of this size), no marketing approach, and a small and busy managerial team. PG sought our team's expertise to offer suggestions for a business overhaul to boost profitability.

Public Glass experienced staff reductions, a significant decrease in classes (formerly constituting 60-70% of revenue), and the absence of team-building or large events. The resultant decline in revenue has led Public Glass to operate at a loss, with diminished profits and escalating expenses. The challenge persists in retaining existing customers and acquiring new ones, amplifying the complexities faced by Public Glass.

03 Approach & Research

Operational Efficiency Analysis

Our vision for PG is to have coordinated operations aligned with their goals as they maneuver a demanding post-pandemic market. This development should be planned, efficient, and straightforward. Understanding the organization's state is vital, including its financial health, staff structure, and recent challenges. Given the impact of the pandemic, the research focused on staffing changes, alterations in class offerings (especially when it's a significant revenue source), and adaptations in overall operations.

Our operational business research extended into the heart of the studio itself. We dedicated time to immerse ourselves in the studio environment, engaging in conversations with both employees and managers to gain firsthand insights into their daily work.
To address potential operational challenges, the research explored areas like expense management, revenue stream diversification, and the effectiveness of the organization's marketing strategies. Given the non-profit nature, understanding the donor landscape and grant opportunities was also crucial, as these often play a vital role in sustaining organizations such as Public Glass.

04 Output

Where Operations, People, and Sales Converge
We developed practical recommendations that addressed pain points while aligning with the company's strategic goals. Implementing an organizational system at Public Glass offers multifaceted benefits, enhancing operational efficiency, goal alignment, and communication channels within the team. This system facilitates more effective decision-making processes, empowering team members and indirectly improving the overall customer experience through streamlined operations and quicker response times.

Through a carefully crafted pitch, we presented our recommendations to Public Glass. We expected them to begin implementing the recommendations during the following months to navigate the uncertainties of the post-pandemic market.

We were interested in helping PG turn more prospects into paying customers. PG could do this by developing and implementing a new sales framework. This sales framework is a planned (and standardized) set of steps that are designed to raise interest and seek prospects. The intention of building a sales process is to make the best use of PG’s assets and time in the process of an efficient buying decision.

Goals:

Attract new corporate clients and retain current ones to all products and services including PG Originals, team-buildings, classes, artist benches, and events
Acquire new talent where it is needed.
Implement an organizational system to optimize operations and drive profit.

The overarching solution was to identify where and when to create and capture more value and strengthen customer relationships. Because PG was operating at a loss, our team focused on solutions that would increase cash flow efficiently and effectively. The recommended solutions are curated to activate each other so that PG can operate as a sustainable ecosystem.