Limerick Gazette

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN LIMERICK GAZETTE Part Two: Project Plan 49

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN11. Project Plan Introduction FIGURE 18: AMERICAN SUPPORTER 3.25 Million People all over the world have associations and are friends of Limerick and in a recent survey conducted by the Global Limerick Network (GLN) they expressed a desire to have a greater source of online communication with the region and its people and perceived the current lack of such a service as being a major problem. Limerick Gazette offers a solution to this problem. It is owned and run as an existing seed year home based non-profit enterprise by sole trader, historian and online entrepreneur Gerard J. Hannan. Limerick Gazette is primarily a B2C quintuple constituent internet archive of Limerick images, writing, art, audio and video. All of the archives content is crowdsourced and supplied by members of its 5 Facebook portals, Limerick History Gazette, Limerick Writers Gazette, Limerick Artists Gazette, Limerick Audio Gazette and Limerick Video Gazette and already consists of a growing collection of 20th century unpublished Limerick images, an online collection of art with submissions for exhibition by local artists, a 24/7 automated audio stream of Limerick programming, a Video gallery hosting content by amateur Limerick filmmakers and online journal of new and unpublished Limerick writings and poetry. Limerick Gazette aims to have the entire content of the archive donated by members and archived over the first five years (2017 to 2021). Although work is already ongoing and will continue on each of the five elements over the first five year lifecycle there are firm targets for completion of each element. In year 1, start up, 2017 Limerick Gazette will commence the project by running it’s five “missions” but focusing on the completion of the Image Archive in year 1, Writings in year 2, Art in year 3, Audio in year 4 and Video in year 5. 50

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANThe final construction of the image archive will act as a template process for the later four missions. Each full year from year 2 to year 5 will be dedicated to each mission until all five elements (portals) of the Limerick Gazette Archive is complete.In total Limerick Gazette will source 57,522 items for archiving, an average of 11,504 items per year, or 1,000 items per month. These preliminary minimum targets (they may increase depending on engagement) are set out as follows: FIGURE 19: CONTENT ARCHIVING TARGETSIn year 1 Limerick Gazette will build an image archive of 20,000 unpublished images, in year 2 it aims to construct and exhibit 10,000 paintings by Limerick artists, in year 3 to gather and build an archive of 10,000 new writings and poetry, in year 4 to gather, upload and complete accessibility to 8760 hours of Limerick based audio and in year 5 to gather, upload and complete its video archive.By completion Limerick Gazette aims to become Limerick’s global digital, art and media hub in response to the demands of an estimated 32.5 million members of the Limerick Diaspora (GLN, 2015).The process of building the five elements of the archive can be simplified to three steps involving setting up of Facebook groups (completed), crowdsourcing necessary content for Archiving and finally, processing and uploading all suitable content to the archive.This process has already begun and is proving very successful in relation to building the image archive. The project began in September 2015 with the setting up of a Facebook portal, Limerick History Gazette, which, so far has recruited over 11,500 members which represents an average increase of 1,000 per month (8.33%) registered members and 7,000 actively engaging on a weekly basis (Grytics, 2016).Limerick Gazette has no reason to doubt that this success can and will be repeated in future crowdsourcing archive materials using Facebook portals. In year 1 the membership of Limerick History Gazette grew at a monthly rate of 8.33% and it is therefore not unreasonable to expect the same rate of progression over the next 5 years: 51

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 20: PROJECTED MEMBERSHIPTo be conservative in its membership projections for new Facebook portals the figures below are based on 50% success by comparison to the existing portal: FIGURE 21: FACEBOOK PORTALSIt is a key success factor for the existing Facebook portal that the emphasis is on “Membership” of the group and not just, as is often the case with Facebook Groups, mere free-for-all “Likes”.Interested visitors must express their interest by applying to join the group and have their application reviewed and accepted by the Administrator. This strategy is necessary to prevent spammers from accessing the group but, more importantly, ensures that each member has intentionally joined and expressed interest in being part of the project. 52

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 22: MEMBERSHIP FIGUREAs the first mover many advantages will allow Limerick Gazette to quickly gain a dominant position in development and delivery of its still growing unique archive.This early mover status, coupled with several years of publishing, broadcasting and project management experience and technological expertise, will allow Limerick Gazette to continue to lead the field with existing (off the shelf) cutting edge services in the fast growing online target audience of Limerick people at home and abroad.The rapidly increasing membership of Limerick History Gazette on Facebook in its first few months of existence proves an enthusiastic public appeal for the project and augurs well for the future. Limerick Gazette is optimistic that it will continue to grow in the forthcoming years and estimates that by the completion of year 5, implementing its proposed marketing strategies, will have fully penetrated its primary targeted market segment of 364,000 Irish women in the 45+ age group which in turn will attract thousands more members of secondary target groups. FIGURE 23: IMAGE UPLOADSAnother major key strength is that Limerick History Gazette, through its Facebook portal, has already proved that people are perfectly willing to share 53

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN most of their personal images if they are assured that such images are treated with respect and this trust has clearly been earned by Limerick History Gazette through its management strategies as implemented by the founder.These strategies involve motivated and rewarded engagement, public respect for all images contributed to the archive (and insistence of respect by and for other members), public acknowledgement of younger members being present on the page, implementation of weekly “Members of the Week” reports and frequent expressions of gratitude to “All” for engaging with the project which members have been encouraged to perceive as “their project” and not somebody else’s. FIGURE 24: IMAGE GATHERINGThese motivation strategies are working as on average over 1,000 images are contributed to the archive on a monthly basis which reflects a 10% increase each month in the period January 2016 to August 1st 2016 (Grytics, 2016). However, over 20% of contributed images are not useable but it remains a fact that, at the current rate of evolution, the image archive will be completed by September 2017 (Appendix 3).Existing, although unfunded and basic, social media, marketing strategies have been rewarded in view of the fact that in total (as of August 1st 2016) 10,865 images were uploaded, with consent for inclusion in the forthcoming archive, all accomplished within the seed year of Limerick Gazette’s existence.Not only members but also local, national and international media are paying attention to the Limerick Gazette Project since its inception in 2015. 54

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 25: NEWSPAPER EDITORIALMedia reports have suggested in editorials that the concept of a regionally based historical and cultural archive of this nature is very unique and, as such, if developed in a professional and cost efficient manner may be replicated by local historians in other cities, not only in Ireland, but also across the world. FIGURE 26: NEWS EDITORIALHowever, Limerick Gazette will always remain the pioneers of the idea and, as such, will inevitably attract very positive media attention for the region. This has been proved by Limerick History Gazette as during its seed year it has attracted very positive local and national media attention.However, while the style and nature of the project is unique Limerick Gazette does have four Irish “semi-competitors” but, fortunately, none of these deteriorate the project’s competitive advantage in any significant way? This competitive advantage is frequently referenced throughout this document but basically is “free access to members to a collection of unpublished images” and will be a major determining factor contributing to Limerick Gazette’s future success.To sustain this competitive advantage it will be necessary to ensure that the service offered by Limerick Gazette is difficult to imitate, within its own region, and to do this Limerick Gazette through the use of new technologies and software have simplified the process of website and archive construction and has produced the current website which clearly demonstrates that the 55

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN project in its present format has successfully applied these technologies and verified its existing ability, skill and experience in software applications to turn ideas into reality. Limerick Gazette aims to implement proactive strategies to help members of the community as such policies reap benefits in terms of favorable publicity and recognition.Limerick Gazette has already identified 10 possible revenue streams (See Section 4) which can, and will be, all implemented from the startup. These range from levels of membership, publishing, digital reselling, advertising and merchandising. However, the primary source of revenue will come from the twice-monthly, 100 Volume, online journal “Limerick e-Gazette” which will dedicate each photo and text filled issue to 1 year of the 20th Century from 1900 to 2000. By advocating the loyalty and support of members, and reciprocating it, the members will be encouraged to purchase items such as the Limerick e-Gazette and other digital products in order to support the service but the quality of the products must also always be of a high standard.Limerick Gazette best functions as an exclusively online project because advancing technologies have made this an incredibly powerful and cost efficient means of accomplishing a project of this nature. Limerick Gazette further acknowledges that the project is about creating a community, using social media networking such as Facebook, YouTube, Twitter and blogging to build rapport with members.Even though Limerick Gazette is a non-profit enterprise as with any other business it must pay its costs. Limerick Gazette will avail of its unique competitive advantage to encourage members to “support” the project by purchasing the Limerick e-Gazette and other digital products from the e-Store which will be the primary message of all our marketing strategies.Limerick Gazette’s uniqueness amongst internet archives, is that none make the same offering as is available to and demanded by our members. Local, national and international competitors offer restricted access to royalty free or paid images of Limerick with only one of these offering in excess of 1,000 images. Limerick Gazette will deliver 20,000.Over its proposed 5 year Life Cycle from 2017 to 2021 Limerick Gazette as a project will be changing. With the passage of time, the company will go through various stages of the project life cycle and must anticipate future focuses, challenges and financing sources in order to succeed. The key factor to consider at this early stage is the possible future of the archive, not only as an enterprise but its benefits into the long term future and for future generations of Limerick people who, if and when the project succeeds, will have unlimited free access to a financially self-sustaining completed archive that accurately reflects the creations, thoughts, feelings, sound and vision, not from the perceived perspective of journalists, historians and media, but of the ordinary people of Limerick in the 20th century.Limerick Gazette aims to generate funding to sustain it through its first five years. Starting this “not for profit” enterprise which will benefit the 56

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN community in the City and across the world may render the Limerick Gazette project eligible for numerous grants and subsidies to complete the task in the given time period. FIGURE 27: FUNDING NEEDEDLimerick Gazette is seeking an investment of €75,000 in 5 moieties over 5 years (€15,000 Per Annum) which finances an annual salary for the CEO and hosting, maintenance and set up costs and in exchange for which the self- funding Archive will be gifted to the region or investing institution upon completion in December 2021.However, suffice to state at this point that the sought funding is already available in the forms of New Enterprise Allowance Schemes and Grants and Limerick Gazette would be perfectly satisfied to proceed with construction of the archive, as a home based non-profit enterprise, into the future until the completion of the project in December 2021 whereupon it is proposed that the Archive will be gifted, depending on private or government funding via institution or local government, to the people of Limerick, both locally and internationally, for generations to come. The funding required will provide a safety net to ensure the completion of the project which can be monitored over the 5 year period (which is why the funding is sought in 5 moieties) because Limerick Gazette will establish 11 revenue streams as the project progresses.These revenue streams come in 4 different categories including digital and publishing products, advertising and other products and projections for each of these streams are as follows: 57

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 28: INCOME OVERVIEWWith an average monthly outgoings of €1,200+ and income of €1200+ the non- profit project remains at break-even point for the duration of the first 5 year lifecycle: FIGURE 29: PROJECTED OUTGOINGSTo create this archive this Strategic Commercialisation Plan has been prepared to guide the reader through the long and laborious process of constructing Limerick Gazette from start to finish and to provide interested shareholders with a completely transparent system of accomplishing this task without exploitation for profitable gain the efforts of those who contribute materials for archiving.Limerick Gazette is best thought of as an online time-capsule that will financially fuel itself through the sale of the Limerick e-Gazette, and other revenue streams, and provide a modest income for its current and future curators for decades to come. But, for now, it is necessary to build it and get it to the point, in 2021, where it can begin to achieve this. 58

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN12. Project Objectives FIGURE 30: MAUREEN HELEY, UK. Limerick Gazette will be a collection of 20th century images, documents, audio and video recordings which has been selected by the CEO and archive creator and curator Gerard J. Hannan for permanent preservation because of their historic value and as a source for future historical research purposes. These crowdsourced materials are supplied by the activities of individuals primarily through social media then these contributions are then assessed in terms of quality before selection for inclusion as part of the online digital archive collection filed, indexed and stored on both internal and external servers. Ch 12: Section 1 ARCHIVE PURPOSE Limerick Gazette Archive will be unique because it is the only such collection currently available which is why it is so important that it is created and maintained for future generations. The completed archive will need to be carefully stored and managed to protect and preserve it for current and future use. With the advent of computers and the Internet online archiving has become a significant element of the archiving industry. Limerick Gazette Archive will have inestimable value to Limerick, to Ireland and many organisations, communities and individuals in the current and future generations. It will provide evidence of activities which occurred in the 20th century, tell stories, document people and identify, and will also be a valuable source of information for numerous forms of research and genealogy. 59

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANLimerick Gazette will offer recorded memories of the ordinary people of Limerick in the 20th century and form an important part of our community, cultural, official and unofficial history. Ch 12: Section 2 DIGITAL TIME-CAPSULE: WHY NOW?Limerick Gazette is best understood as a digital time-capsule and the current state of technological advancement has created the perfect opportunity to construct the archive.There can be no doubt that a revolution in access to historical records is taking place. Genealogy has become web centric with researchers and general users now realising that the combination of the computer with historical data has simplified and enhanced the history project and, for Irish websites such as My Heritage, Find My Past, Ancestry and RootsIreland.ie has proved to be a most worthy endeavour.Historical research now offers opportunities for projects such as Limerick Gazette but, to date, few entrepreneurs in Ireland have availed of the opportunities a project of this nature can provide. Ch 12: Section 3 SOLE ENTREPRENEURTaking on the task of constructing the archive is not an overwhelming one for one individual given sufficient time to accomplish the mission. The idea of one person working alone to build an archive is by no means a new one.John Grenham, an Irish Genealogist, says that, in fact, “one individual taking on such a project and carrying it over the finish line is a main feature of most Irish online record projects” (Grenham, 2016).The National Archives census site; the Library Council’s Griffith’s site; the National Library’s parish registers site; Arts, Tourism and the Gaeltacht’s church and civil record site are all examples of one individuals desire to permanently archive historically significant information.Public demand for access to historical information is so high that in 2016, Catriona Crowe of The National Archives and the Department of Arts, Heritage and the Gaeltacht is working on a family ancestry initiative guide to assist people in researching their family history and constructing “family archives” for future generations to enjoy (Murphy, 2015). 60

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 12: Section 4 LIMERICK E-GAZETTEThe primary source of revenue for Limerick Gazette will be a twice monthly 50 page Limerick e-Gazette which will consist of 9 volumes, 100 issues (10 issues per volume) published between January 2017 and September 2020 and containing text and images from the archive.Each issue will be permanently available for purchase from a special Limerick e-Gazette portal on the website or at Amazon Books and other online book stores. Each Limerick e-Gazette will be dedicated to 1 year of the 20th century from 1900 to 2000.This element of the project will be completed by the end of year 4. Such magazines (but not dedicated to Limerick) are available for €10.00. The Limerick e-Gazette is discussed in greater detail in Section 50. FIGURE 31: PUBLISHING SCHEDULE Ch 12: Section 5 BASIC & PREMIUM MEMBERSHIPThe second primary source of revenue for Limerick Gazette is the Premium Membership service. Limerick Gazette will be exclusively a virtual archive 61

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN making it easy to browse through Limerick related images, audio, video and text content to provide two optional categories of membership Basic (individual) users and Premium (organisations and institutions) users both with unrestricted access to its many features.To assist in funding the archive maintenance Limerick Gazette proposes that Basic members will have access to an ad-supported archive while Premium members will have full access to an ad-free archive.This can be achieved by creating two versions of the same archive (a simple site emulation procedure) and hosting them in two separate digital spaces protected by a main log-in landing page that differentiates between the levels of membership and allows the entrant access to either one depending on their status.Limerick Gazette will have to provide two central virtual spaces where members can access the same sets of historical and general interest research tools and resources anytime anywhere.Of course it will be necessary to encourage and market each membership level and Limerick Gazette’s five year marketing plan, 2017 to 2021, is designed to increase sales and brand awareness.However, it is necessary to highlight at this point that Limerick Gazette will offer this comprehensive online archive for premium members who are “rewarded” with premium ad-free status for payment which is then used to sustain the service and build the archive to be the most expansive Limerick cultural resource available online.In order to encourage premium membership it is necessary to have a marketing plan to strengthen the brand name and encourage members to contribute to the project by signing-up for premium membership. For this reason the marketing plans, as outlined in Section 9, will focus on the advantages of premium membership.While all five elements, images, art, writing, audio and video of the project will be free of charge to all members, premium and basic, Limerick Gazette aims to generate premium members wishing to avail of an ad-free environment for the purposes of research, downloading of watermark free images and other content, these privileges will not be available to basic members.The revenue stream generated by premium membership will not be a primary source of revenue for Limerick Gazette. The premium membership will be used to help fund the future existence of the archive.Limerick Gazette already lists as its strengths the fact that its website has a customer-centric design and members messaging and interacting systems, offers through social media, an effective call to action system, offers useful and relevant content and intuitive navigation and search features and a quick and easy checkout process. 62

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANHowever, there are other internal and external factors affecting Limerick Gazette that are necessary to consider such as copyright ownership, economic, social, cultural, technological, political and legal factors. The major factors are explained in detail later with a comprehensive PESTLE analysis (Section 4) the purpose of which is to assist in comprehending both Limerick Gazette project and the archiving industry in general.As mentioned earlier one Limerick Gazette revenue stream is the “Premium Membership” package which also offers all the facilities offered in the “Basic Membership” package but in an ad-free environment. However there are other additional tools and services which will attract premium members.The distinct competitive advantage, as outlined above, of the image archive combined with advanced search features, removal of water marks from images and less complicated downloading procedures, discounted product purchasing amongst other tools and services will encourage members to opt for premium membership.Furthermore, premium members can avail of other services including on-site advertising, audio streaming, uploading of artistic materials and writings. These, and other services, are offered free to premium members and must be paid for by basic members. Ch 12: Section 6 COMPETITIVE ADVANTAGE.As outlined earlier in this introduction Limerick Gazette has two “membership” service lines but each face a different group of competitors. The first of these is “Basic Membership” which has a distinct competitive advantage in that it offers exclusive access to an archive of 20,000 unpublished images which have been enhanced, indexed by name, location, year, decade in a searchable archive.Basic Membership competitors include Limerick.ie, Limerick Leader.ie, Limerick Archive, Memory Lane and Love Limerick all of which are actually commercial enterprises with the sole purpose to generate profit from the sale of images. FIGURE 32: COMPETITIVE ADVANTAGES 63

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANIn this analysis of offerings from local competitors Limerick Gazette offer all 5 of services while its nearest competitors only offer 2. Furthermore, all of the competitor sites, with no exceptions, offer free access to previously published, densely watermarked, recurrent and frequently seen Limerick images.None of these resources have access to, nor offer, the 20,000 unpublished images available only at Limerick Gazette. This fact gives Limerick Gazette its greatest competitive advantage. Ch 12: Section 7 CUSTOMER BASE TARGETINGCurrent statistics suggest that Limerick Gazette will ultimately be attractive to a mass-market which will help in its aim at acquiring as many premium subscribers as possible and long-term future marketing efforts (as discussed in Section 9) will reflect this reality. However, Limerick Gazette has already identified through available engagement statistics that there is one specific segment that is emerging as most interested in the project (Women 45+) and this fact enhances profitability as this particular market segment has been identified as a financially independent and lucrative source of revenue for any enterprise (this Market segment is discussed in greater detail in Section 4).Furthermore, because the customer base of 32.5 million people with Limerick connections is too diverse to achieve meaningful segmentation (GLN, 2015) it would be a mistake at the start up stage to ignore other possibilities but the current identified market segment will make a perfect starting point for Limerick Gazette which will always position itself as an affordable, convenient and impressive choice of Limerick content option for people interested in Limerick’s history and culture.The SMART marketing strategy to be implemented, as outlined later is designed with focus on Porter’s 7Ps (Hanlon, 2014) each with strategies to either improve or promote Limerick Gazette offerings and to raise brand awareness and increase market share in the online archive marketplace.Other objectives of the plan is to increase media awareness and use of promotional tools. A one year implementation plan from January 1st 2017 to December 1st 2017 has been prepared to show when the proposed activities will be done. Evaluation methods and metrics are discussed to enable measurement of the success of marketing promotions in attracting new subscribers and improving brand awareness. The conclusion is a summary of the plan and what Limerick Gazette hopes throughout its 5 year startup to completion lifecycle. The message that Limerick Gazette plans to send out through all of its campaigns has been selected by the Facebook portal members who helped create a simple mission statement, “Carefully Archiving Limerick’s 20th Century Cultural History” 64

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 12: Section 8 PROJECT MISSIONLimerick Gazette is a home based online startup project owned and run by solopreneur, historian and media specialist Gerard J. Hannan. Limerick Gazette has already designed and will market its own website to the local and international online Limerick community. The Project’s flagship service is the provision of a developing collection of previously unpublished 20th Century Limerick images, writings, audio and video to the fast growing online local, national and international Limerick community. Limerick Gazette allows users through simplistic navigational procedures to quickly access its web site archive which conveniently implements enhanced, by Supercharge Software®, quick loading graphics, audio and video. FIGURE 33: WEBSITE HOMEPAGELimerick Gazette is a home based online startup project owned and run by solopreneur, historian and media specialist Gerard J. Hannan. Limerick Gazette has already designed and will market its own website to the local and international online Limerick community. The Project’s flagship service is the provision of a developing collection of previously unpublished 20th Century Limerick images, writings, audio and video to the fast growing online local, national and international Limerick community. Limerick Gazette allows users through simplistic navigational procedures to quickly access its web site archive which conveniently implements enhanced, by Supercharge Software®, quick loading graphics, audio and video.Limerick Gazette implements the cost effective but innovative technologies of several service providers including, Supercharge Software®, iPiccy®, SiteBuilder®, VosCast®, FlippingBook®, ConstantContact®, PayPal®, Grytics® and LivePlan® (See Appendix 3) which provide advanced design elements and technologies that allow users to speedily and easily access the web site and avail of numerous resources including an Limerick e-Gazette Magazine, an image archive, art gallery, online writers forum, video library and audio stream. While the market is flooded with numerous social media sites offering limited (usually to friends only) access to similar materials as 65

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN offered by Limerick Gazette there is no other archive focusing on publishing previously unseen and unheard material as is exclusively available to this unique archive. Ch 12: Section 9 MARKET MISSIONLimerick Gazette target market is the rapidly expanding online global network of 3.5 million people with a connection to the city, county and region (GLN, 2015). Limerick City and County Council, supported by GLN, recently researched and acknowledged the need for a worldwide network through which Limerick people will facilitate the connection of the Irish Diaspora. A key part of the process was an online survey where notably, 82% of survey respondents indicated their desire to receive future communication from Limerick, including items of historical and cultural interest (Limerick City & County Council, 2016). Limerick Gazette targets this growing demand. Ch 12: Section 10 MISSION ADVANTAGEAs the only online publishers of existing but previously unpublished Limerick materials Limerick Gazette has a distinct competitive advantage. By remaining focused exclusively on the global Limerick population with services and software that allows individuals to easily access content. Through successful implementation of advanced software Limerick Gazette is uniquely positioned to grow along with the digital industry and, as successfully demonstrated by its existing website, adapt to new industry developments quickly. For example, Sitebuilder® and Voscast® applications were selected because unlike other software makers’ products, these products offer customisable advanced and continuously updated technologies exclusive to web development for audio and visual content. Ch 12: Section 11 TECHNOLOGIES MISSIONSoftware products offered by other software makers do not include many specialised technologies and do not offer the same ease of use or necessary graphics capabilities. The expertise needed to design the archive/website is industry-specific software which can be a significant barrier to market entry. A barrier which Limerick Gazette has, in its seed stage, completely and very successfully overcome. Limerick Gazette’s existing website has been developed by consultation with potential clients and suppliers of web services and online consultations with international web developers and using the 66

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN expertise of website industry pioneers with extensive knowledge and understanding of the necessary software for the purpose of archiving, broadcasting and membership interconnectivity. Ch 12: Section 12 MANAGEMENT MISSIONThis is the first online venture for Limerick Gazette founder and owner Gerard Hannan who, in 2014, successfully completed a Liberal Arts Degree in History and Media at MIC/UL and currently is completing a Master’s Degree in International Entrepreneurship Management at KBS/UL. Hannan owned and ran his own successful project for many years which included journalism, web development, publishing and broadcasting operations.Founder and CEO Gerard J. Hannan is most influenced by the unique management style of Jeff Bezos of Amazon, namely, “to build the project through experimentation” (Gregersen, 2015). By creating a member centric website Limerick Gazette encourages a highly productive environment for members to engage and participate in the success of the project. Hannan believes that experimentation and perpetual reinvention and openness to change are key to innovation which is why Limerick Gazette transformed from an image archive to an art hub in the first few months of existence. Members wanted this to happen and it did.Hannan’s academic career, for over 5 years, demonstrates his enthusiasm for the project in that it has been focused on history, media and entrepreneurship in order to develop this idea further and bring it to final completion. Hannan aims to complete a software development course at UL in 2016/17 which will add to his ability as a suitable curator of an internet archive of historical importance. Ch 12: Section 13 INVESTMENT MISSIONThe capital sum of €75,000.00 over 5 years sought in this proposal is Limerick Gazette first and only required round of financing. However there has been some personal investment in terms of time, effort and funds. Preliminary funding has been used to train the founder in International Entrepreneurship Management, to develop and expand the Project’s website, learn and implement new software products, and execute the Project’s range of online services. Limerick Gazette intends to raise funds to develop additional services, build out its marketing function (see Section 9), and with some Limerick based companies such as Micro Ireland successfully bring a new range of new and branded digital products and services to the international market. 67

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN13. History & Status Ch 13: Section 1 SIMPLE DESCRIPTION Limerick Gazette is currently owned and run by Gerard J. Hannan as a solo home-based project. The idea is the fruition of formal training in International Entrepreneurship Management at Kemmy Business School, University of Limerick (2015/16) and forms the basis of a Masters Dissertation. It is an Irish provider of on-demand internet audiovisual media in relation to the culture, art and history of Limerick City, Ireland. The project’s core product is its service which is divided into two categories or service lines. The two main service lines of the project are based on two levels of membership, basic and premium, of the Internet site www.limerickGazette.com. The basic ad-based service is offered free while the premium non-ad based service can be purchased via self-determined subscription by members. The concept is best described as a web based digital time-capsule funded by a virtual store for digital products, a twice monthly Limerick e-Gazette and other services originating from the archived images. Ch 13: Section 2 HISTORY Limerick Gazette was created on Facebook in September 2015 by Historian Gerard J. Hannan with the objective of gathering 20,000 unpublished images of Limerick in the 20th Century. The purpose is to create a non-profit but self- funding online image, art, audio, video and textual archive for use by historians and the idea was embraced by the general public quickly engaging with the project and submitting images and other materials for inclusion in the archive. FIGURE 34: MEMBERSHIP EVOLUTION 68

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANBy January 2016 Limerick Gazette had recruited in excess of 5,000 registered global members and recruited a further 6,000 by July 1st 2016 (averaging 1,000 new members every month), with 7,017 (86.14 %) actively engaging, by adding new images.Members post images knowing that they will be featured in the archive. Therefore, the Facebook portal has become a crowdsourcing tool for image gathering and the current plan is to encourage members to continue to post images into the future and teach of these will be reviewed for selection and inclusion in the final archive. The project is proving successful with images being the most popular of all forms of engagement and the archive now containing (as of August 1st 2016) in excess of 10,000 images of which an estimated 80% of these are useable in the final archive. FIGURE 35: FACEBOOK ENGAGEMENTBy March 2015 the idea had expanded to include paintings, poetry, and writings, audio and visual content. With such a high potential content the need was quickly identified to host the ever expanding archive on an independent website where the content no longer is under the control of Facebook or any other unassociated company. The Facebook terms of service clearly states that any images posted on the Facebook portal is automatically copyrighted to Facebook for the duration of its presence on their site: FIGURE 36: IMAGE OWNERSHIPFor these reasons Limerick Gazette made the decision to transfer all donated materials to its own website and the concept of the Limerick Gazette archive 69

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN was born. To date Limerick Gazette has gathered in excess of 11,500 Members on its Facebook portal which it hopes to migrate to its internet website during the first quarter of 2017 after the official launch. Members will have to be encouraged to do this and the effort will take management expertise and numerous strategies to accomplish. These factors are discussed at length in Sections 9 and 12 respectively. Ch 13: Section 3 CURRENT STATUS FIGURE 37: UPDATED HOMEPAGELimerick Gazette website is now fully constructed and ready for uploading of all public contributed images, artist’s images, writings and poetry, and audio and video content along with a separate onsite portal for the forthcoming Limerick e-Gazette. When visiting the homepage the member is greeted with a brief introduction and can simply navigate, through prominent clearly marked icons on top of every page throughout the site, to any of the seven portals. FIGURE 38: CHRIS NORRIS, UK. 70

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 13: Section 4 WEBSITE PORTALS FIGURE 39: IMAGE GAZETTE FIGURE 40: ARTISTS GAZETTE FIGURE 41: POETS GAZETTE 71

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 42: WRITERS GAZETTE FIGURE 43: AUDIO GAZETTE FIGURE 44: VIDEO GAZETTE 72

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 45: E-GAZETTE PORTAL Ch 13: Section 5 WEBSITE NAVIGATIONOn arrival on any of the portals the member is guided to a specific area where they can easily access the content which they are seeking. Alternatively the member can go directly to Google powered “Search Page” and enter the criteria to be directed to the content they wish to access. In the example below the member has visited the website search page (Step 1) and entered the search criteria “Limerick” (Step 2) and is immediately delivered a scrolling list of available options (Links) which they can go to directly just as with a standard Google Search page: FIGURE 46: SEARCH ARCHIVE 73

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 47: SEARCH RESULTSThe task of uploading all the materials is already ongoing and will continue throughout the 5 year lifecycle. It is deemed prudent not to encourage members to join the site until after the official launch date. Ch 13: Section 6 LIMERICK E-GAZETTE ACCESS FIGURE 48: E-GAZETTE ACCESS FIGURE 49: VOLUME DIRECTORY 74

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 50: ISSUE DIRECTORY FIGURE 51: ISSUE DISPLAYStep 4: Having clicked on the issue link the member is brought to the Limerick e-Gazette library where current available or previously purchased issues are available for reading on any handheld or desktop device.Limerick Gazette proposes making the first 10% of each issue freely available to members to browse through. If they decide to proceed with purchase they will be offered a link (within the issue) to purchase the complete issue at the e-Store. FIGURE 52: GAZETTE STOREStep 5: By clicking on the “Purchase This Issue” Link members are redirected to the store where they enter payment details (if first time buyers) and having successfully completed the purchasing process the Limerick e-Gazette will be fully downloaded to the library on the customer’s device. 75

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANIn the following Section it is necessary to analyse the internal and external environments, using PESTLE, in which Limerick Gazette is planning to launch its new service. 76

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN14. PESTLE Analysis Developing an innovative project idea and implementing it, along with risk taking, generally defines the concept of entrepreneurship, “Translating the idea into project reality is subject to the influence of factors from the internal and external environment of the project venture” (Nacu & Avasilcal, 2014). It is necessary to analyse Limerick Gazette’s internal and external environments to understand the projects capabilities, customers, and objectives. Limerick Gazette’s core revenue streams (Section 4) are the publication of an online journal named Limerick e-Gazette and the sale of the Premium Membership offer. As these services are Limerick Gazette’s main business focus it is absolutely necessary, in the pursuit of optimum performance, to analyse numerous factors which will determine and affect the present and future business environment of the project. Limerick Gazette has factors affecting it such as political, economic, social, technological, legal and environmental factors. These factors involve elements which either positively or adversely affect Limerick Gazette and those with the greatest impact are elaborated upon in this section. For this PESTLE analysis emphasis is placed only on the top three factors in each category. FIGURE 53: PESTLE ANALYSIS 77

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANThe following sections (4.1 to 4.30) will deal in detail with each of these six primary factors and each of the sub factors as shown in the above Chart.This section concludes with a necessary assessment of the level of risk for each of these factors (and sub factors) on a scale of minimal, minor, moderate, significant and severe and a discussion as to how these conclusions are drawn. Ch 14: Section 1 POLITICAL FACTORSPolitical factors looks at how government regulations and some legal issues affecting Limerick Gazettes ability to be profitable and successful. Issues that must be considered include tax guidelines, copyright and property law enforcement, political stability, trade regulations, social and environmental policy, employment laws and safety regulations. Ch 14: Section 2 TAX ISSUES.It will be necessary to register the project name Limerick Gazette in order to be issued with a certificate of project name. Furthermore it is a requirement to register for Income Tax from the date of the commencement of the project. However this is easily done online for all taxes through the Revenue Online System (ROS) (Revenue, 2016). When completing the registration for Income Tax the accounting year January 1, 2017/December 31, 2017 which will be Limerick Gazettes first year of trading.Expenses for project purposes are deductible against overall income for tax purposes. Some of these expenses may be incurred with upscaling, software and hardware, consumables and some motor and travel expenses. As of January 1, 2016 a new tax credit is also available for self-employed in the amount of €550.00 which reduces the disadvantage of the loss of PAYE credit. A Form 11 (or Form 12 in smaller cases) must be prepared and filed and paid on or before 31 October 2018. The tax liability will be based on the Net Income of the project – that being total income less allowable expenses for the period (Revenue, 2016).Depending on the project success and the turnover, Limerick Gazette is also required to register for VAT. If registered for VAT, the project must add VAT to the sales price of its services. The rates of VAT are the standard rate (23%). As Limerick Gazette aims for a turnover in excess of the threshold of €37,500 for supply of service it will be necessary to register for VAT.As a sole trader Limerick Gazette does not intend, but may have to, create further employment for the duration of the first 5 year period 2017/2022 but under current circumstances it is assumed that a second or more employees 78

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN will not be necessary in which case it will be only required to register 1 employee.For sole traders, accounts are not required to be signed off by a professional and statutory audits are not required. However, accounts are often required by third parties such as financial institutions, in relation to overdraft or loan applications and usually a requirement is that accounts are signed by a professional accountant (Revenue, 2016). Therefore, the company accountant/auditor will be Nigel Dennehy of Limerick based B.J. Dennehy & Company, Accountants Limerick whose services have already been secured. Furthermore, on professional advice, Limerick Gazette will use a payroll/accounting software package to ensure proper records are maintained.Based on the advice of BJ. Dennehy & Company the best software for Limerick Gazette’s business accounting needs is The Big Red Book which is a cost- effective and easy-to-use accounting software which eliminates paper-based accounts and will help Limerick Gazette to run a more efficient and profitable business. This software sells for €400.00 (+VAT) from the company website (Big Red Book, 2016). Ch 14: Section 3 COPYRIGHT ISSUES.One of the primary legal issues of concern to Limerick Gazette is the question of copyright. While legislation on this issue is quite extensive there are some key points that are most connected to the project. In brief, in most cases, but there are some exceptions, copyright lasts for the creator’s lifetime plus seventy years so the laws mostly applies to archived images post 1945. However, under law Libraries and archives are given limited rights to copy works under certain conditions. In effect this means that, generally, copyright owners can assign or licence their rights. Assigning rights means someone else becomes the owner; licensing means another person can use the copyright material. Assignments and licenses can apply to all the rights in the material or to just one or some of the rights (CAI, 2016).Simply put, the existing holder of the original image may claim copyright ownership (if the image is less than 70 years old) but is also authorised to release the use of the image for specified purposes but no other purposes. Where this becomes a problem for Limerick Gazette is when the image is uploaded and Limerick Gazette decides to use the image, for example, in an issue of the Limerick e-Gazette. However, to counteract and legal consequences, unlike in the traditional publishing paradigm, with an Limerick e-Gazette the image can be easily removed and replaced in the event of a disputeIt is, therefore, fair to conclude that Limerick Gazette will operate within this legal framework. The provision of images and sounds by submitting them, in the knowledge that they will be used in Limerick Gazette archive, the 79

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN copyright owners therefore can be deemed as licensing Limerick Gazette for this restricted use.To ensure that all members are fully aware of their rights and in order to protect the copyright holders rights the website states (on footer of every page), “Limerick Gazette -The Copyright for All Images Remains with the Original Owner” (Limerick Gazette, 2016). Members are also informed that images can and will be removed from the Archive without quibble and a Link to “Report an Issue” is provided on every page in the archive.There are usually many personal and confidential information issues associated with archiving. Not all archives are suitable for immediate access. If they contain personal information about living people or information that is confidential for some other reason, it is often necessary to restrict access to them. However, in the case of Limerick Gazette, these restrictions rarely apply because the archived material has been submitted for inclusion by the owners of such material are living descendants of the owners who have consented by submission to have such items available in the archive.For these and other issues Limerick Gazette have already secured the services of Gerard J. Meehan, Solicitors, 49 Catherine Street Limerick. Ch 14: Section 4 BROADBAND ISSUES.Ireland’s Wi-Fi speed and rural broadband availability is substandard. The broadband black spots in need of State intervention account for 750,000 addresses, and cover 96 per cent of Ireland. In fact, according to the Irish Government, over 100,000 km of road network, traversing areas which are home to 1.8 million people (Humphreys, 2016). By the end of 2015 Ireland held eighth in a global ranking of countries’ public Wi-Fi hotspot offerings, a fall of four places in 2015 (Clark, 2015). More importantly a recent survey by Amarach Research found that at least one in five Irish homes has no broadband access (Amarach Research, 2016). Good broadband speed is really important for the future of audio and video streaming which are two significant elements of Limerick Gazette core service.The fact is, \"Broadband speed has a direct impact on our experience of using the internet and is particularly important for ease of surfing, fast downloads, and smooth streaming” (Weckler, 2016). Ireland is facing into rapid demographic growth and overheating pressures in broadband infrastructure which is affecting Ireland’s competitiveness. However, the Irish Government has announced plans to address the problem, “But for the time being, poor internet connectivity is a major issue for SMEs nationwide” (O'Dwyer, 2016), and Limerick Gazette is no exception.In particular, Limerick Gazette is visibly suffering because of the poor broadband and internet access issues that exist in rural Ireland. In fact, 80

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Limerick Gazette estimate that less than 5% of the images now archived are from rural Limerick. The problem is compounded by the fact that the vast majority of city based members are creating an “illusion” within the group that rural images are not wanted by the project and this is absolutely untrue. It is gratifying to note that as recently as July 2016 the Minister for regional Development, Rural Affairs, Arts and the Gaeltacht, Heather Humphreys has announced an “action plan” to resolve the issue of rural connectivity, “Ms. Humphreys said the single most important factor in the sustainability and continued rejuvenation of rural Ireland and the regions was delivering rural broadband” (Moriarty, 2016). Ch 14: Section 5 NETWORK NEUTRALITYNetwork neutrality is the principle that Internet service providers and governments should treat all – on the internet equally, not discriminating or charging differently by user, content, site, platform, application, type of attached equipment, and modes of communication. The possibility of regulations designed to mandate the neutrality of the internet has been subject to fierce debate, especially in Europe. If network neutrality is compromised by any future legislation Limerick Gazette and the like companies will face a major threat because their existence depends on the internet and if the cost of using the service becomes too high as a result of lack of network neutrality then Limerick Gazette would be adversely affected.Apart from network neutrality there are some other laws which are not in favour of the industry that may in the future compromise social media sharing features. Other political factors include restrictions on content monopolies, funding problems and increased taxation for online businesses. Ch 14: Section 6 ECONOMIC FACTORSThis section of the Strategic Commercialisation Plan focuses on the outside economic issues that can play a role in Limerick Gazette success. Items considered are poor credit, inflation and consumer spending. Ch 14: Section 7 POOR CREDIT.Being that Limerick Gazette is an online project does not alienate it in any way from common economic factors. A major factor to consider is access to finance or credit. While the owner of Limerick Gazette has already invested a minimal amount in assets (less than €1000.00) there is room for expansion and 81

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN further investment. As a start-up project there are no substantial fixed assets, nor, as it happens, will there ever be any great need for elaborate or expensive equipment to deliver the service. The down side of this is that the Project cannot afford to take out loans due to lack of collateral.It is therefore necessary to focus on generating income and to this end Limerick Gazette has already set up an experimental PayPal account seeking contributions/donations from members. The link (below) appears on the top right of every page on the website and is highly visible (This matter is discussed in greater detail in Section 4). FIGURE 54: DONATE BUTTONAs a fledgling project it is important to take into account availability of resources. Fortunately for Limerick Gazette the setup costs are minimal and consist only of readily available and inexpensive hardware and software.However, in view of the fact that the financial success of the two main revenue streams, Limerick e-Gazette and Premium Membership, will be determined by demand it is necessary for Limerick Gazette to implement an inexpensive but effective social media marketing strategy to communicate the availability of the service to those who have demanded it. This demand is largely determined by the preferences of members in terms of whether or not they wish to subscribe for premium membership (See Section 4 for a more detailed discussion on these revenue streams).It is necessary to ensure that the premium package appeals to members and is distinctively different from the basic package. The package must also be affordable to each individual member and for this reason Limerick Gazette is considering offering a premium membership in exchange for a self- determined (but minimum) donation. 82

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 14: Section 8 INFLATIONDemand is also affected by broader phenomena. These phenomena include evolving consumer preferences, inflation, changes in household income and changes in interest rates, among other factors. The sudden onset of inflation may constrain purchasing power. Changes in consumer preference may reduce demand for the service. Limerick Gazette is, of course, affected by changes in consumer spending, which can be influenced by changes in the rate of employment growth, interest rates and tax rates. When spending rises, consumers will be more likely to buy subscriptions.However, in view of the fact that Limerick Gazette has complete control over an unlimited supply of its digital products it is always possible to be flexible on price in response to inflation trends. The introduction of discounts, seasonal sales, two for one offers and other sales strategies are all within the absolute control of Limerick Gazette. Ch 14: Section 9 CONSUMER SPENDINGConsumer Spending in Ireland is expected to be €23945.60 Million by the end of 2016, according to Trading Economics global macro models and analysts’ expectations. Looking forward, it is estimated that Consumer Spending in Ireland will stand at €24520.54 Million by 2017. In the long-term, Ireland Consumer Spending is projected to trend around €26900.00 Million in 2020, according to econometric models (Trading Economics, 2016). As consumer spending is expected to continue to increase in the period 2016 to 2020 this presents a potential opportunity for Limerick Gazette. Ch 14: Section 10 SOCIAL FACTORSThese factors analyzes the demographic and cultural aspects of Limerick Gazette market. The three primary factors to consider are Demographics, Immigration & Emigration rates and Customer Service and Product Quality. These factors will help Limerick Gazette better understand consumer needs and determine what consumers to purchase the service and its online products. 83

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 14: Section 11 DEMOGRAPHICSThe broad customer global base of 32.5 Million people with Limerick connections as identified by Global Limerick Network (GLN, 2015) is clearly far too sweeping a demograph to target with limited resources however it does provide Limerick Gazette with an ambitious long term mission.To determine the appropriate and most lucrative segment of this demograph for Limerick Gazette it is necessary to understand the current facts in relation to the segment. In its first 5 years (2017 to 2021) Limerick Gazette will focus exclusively on a percentage of the Limerick Diaspora market. Currently the population of Ireland stands at in excess of 4.7 (4,715,492) million as of July 2016 (Worldometers, 2016). The population of Limerick at the same time period stood at 195,175 or 4.14% of the Irish population according to preliminary data provided by Census 2016 (CSO, 2016).In view of the fact that Limerick Gazette has already attracted, with no marketing strategy other than a presence on social media, a membership in excess of 11,300 (6.00% of total Limerick population) it is therefore fair to draw the conclusion that 6.00% of the Limerick Diaspora would be attracted to the project and thus provides Limerick Gazette with a target market of 1,950,000 potential members. Ch 14: Section 12 SEGMENTSince the commencement of construction on Limerick Gazette website with some minor promotion on the Facebook portal in relation to progress it has emerged that the project is currently attracting mostly women in the 45+ age group. By analysing the available data from 2 sources, Grytics and Google Analytics, it is perfectly clear that this should be the target segment. However, it is also obvious that the project is also most attractive to 45 to 54 and the 65+ age groups. Therefore, it can be concluded that Limerick Gazette has a very broad appeal across all major age groups. 84

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN FIGURE 55: AGE ATTRACTED FIGURE 56: GENDER ATTRACTEDOf the sessions illustrated in the above charts a total of 63.00% were female. From this emerges the reality that Limerick Gazette project is most attractive to Females aged 55 to 64 which accounts for 10.1% of the Irish female population (244,345) (Mundi, 2016). Furthermore we can justifiably conclude that the same percentage (10.1%) of the Limerick global diaspora, 196, 950 females would be attracted to the project and actively engage with it.An analysis of The Connected Consumer Survey (2016) reveals that 94% of the target demographic for Limerick Gazette (Irish 45+ Female) use mobile phones/smartphones to access the internet while 71% go online every day. The vast overwhelming majority of these (69%) are proficient with their devices as they have been using them for 12 months or more.Furthermore, 22% use tablets to visit social networks and, perhaps most significantly of all, 56% but products/services based exclusively on previous experience or knowledgeable interaction with social media related to the purchase and 61% come across their purchases for the first time online using social media with 24% only hearing of the product or service just moments before purchase with only 3% describing this as an impulse purchase (Google, 2016). 85

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANHowever these facts do not eliminate the need for a PC/Laptop friendly website because when it comes to purchasing goods 85% of the target market only purchase goods/services on their computer and not by Smartphone or Tablet (Google, 2016). For this reason Limerick Gazette has ensured that its mobile friendly website is now fully operational and accessible, in a speedy and user friendly fashion, on all mobile devices. Using MobiReady technology a mobile test was conducted on August 17th 2016. FIGURE 57: DEVICE INTERFACES (MOBIREADY, 2016)In view of the fact that all sites are best viewed in Landscape rather than Portrait Limerick Gazette performed exceptionally well in Portrait view (above). However, Limerick Gazette performed well scoring 2.47 out of 5 so there is room for improvement (MobiReady, 2016). The page weight, in terms of bytes downloaded, is higher than would be considered optimal and this is an issue that must be addressed but to do so would require additional funding. FIGURE 58: MOBILE READINESS (MOBIREADY, 2016) 86

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 14: Section 13 IMMIGRATION & EMIGRATIONIreland’s Economic globalisation can have very positive effects for the Limerick Gazette project. People are on the move and when they depart from their hometowns and cities they bring with them an inherent desire to retain all possible contact through social media and other sources with their homelands.In 2004 the European Migration Network in its report on the impact of Immigration on Ireland’s societies documented that Limerick City was 7th on the list of top ten counties in Ireland with the highest number of Resident Non- Nationals. Of the 171,112 a total of 162,240 were Irish while a further 7212 were Non Irish (Hughes & Quinn, 2004).A decade later the total population of Limerick placed it third on the similar list of Irish cities than have grown faster than their surrounding counties (CSO, 2016) and increasingly, migration was a major a factor, “In a globalising world more people are on the move and in Irelands major cities Limerick is no exception” (O'Brien, 2015). One in eight people now living in Limerick is non-national and the economic profile of Limerick’s immigrants is roughly the same as its emigrants according to statistics published in a 2015 OECD report (OECD/EU, 2015).From these statistics it is obvious that the Limerick Diaspora is steadily increasing. The question is how best to contribute to and foster relations between Limerick communities overseas thereby encouraging support for such communities and their relatives and friends at home. Such relationships are imperative to the successful evolution of the project (Appendix 3). In a GLN 2015 report in broad summary terms, the three key findings were that most people surveyed reported that, wherever they may now be around the world, Limerick remains a key part of their identity and something important in their lives. Second, they want a closer engagement by way of information and communication about and from Limerick and thirdly they want positive stories about Limerick (GLN, 2015).An additional consideration is the necessity to gratify the needs of an “invisible” market of what GLN refer to as the “affinity diaspora” - people who have no blood connection to Limerick but are bonded to it in other ways – perhaps through studying in Limerick or who lived there previously” (GLN, 2015).There is nothing new under the sun and Dr Liam Chambers, Head of History at Mary Immaculate College Limerick fascinating historical perspective shows that Limerick has been here before and has a long and ancient connection with the issues of Irish emigration and diaspora, “Of course, Limerick featured strongly too in the mass migrations of the nineteenth century and beyond. The emigration which Ireland experienced in the 1950s and again in the 1980s was the latest in a long history of mobility, which has created the ‘Irish Diaspora’ found around the globe today. If we are to understand that diaspora, and indeed the stories of those who have arrived in Ireland in recent decades, then our 87

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN migration history is the essential starting point. Given Limerick’s long experience of migration – in both directions – it is an ideal base from which to study this enduring subject” (Chambers, 2015).Limerick Gazette undertakes this journey with a desire to offer a Limerick contribution to the wider national debate and conversations that are now underway on a matter so central to what we want Limerick to look like in its second century of statehood.Ch 14: Section 14 MEMBER SERVICE & PRODUCT QUALITYThe social aspect focuses on the forces within the society. Family, friends, colleagues, neighbors and the media are social factors. These factors can affect attitudes, opinions and interests. So, it can impact sales of product and revenues earned. After 1992 with the introduction of the smartphone everyone became a photographer, “Digital imaging technology, the Internet and social media have hyper-accelerated a tendency towards convenience and affordability, a progression that has characterised photography since its invention in the mid-19th century” (Irish Times, 2013). Anyone with a mobile phone can shoot hundreds of images and in minutes have them posted instantly online, “something that would have seemed not only impossible but quite incredible not that long ago” (Irish Times, 2013).A limitless portion of unseen imagery is now part and parcel of our environment but the fact is that this development is relatively new and did not exist in the 20th century. But today’s photography enthusiasts have at their fingertips the technology necessary to share historically and socially significant high quality images that have been buried away in bedroom wardrobes or family albums for a long time. Limerick Gazette has already proved that people are perfectly willing to share most of these personal images if they are assured that such images are treated with respect and used because of their historical significance and not as a means of financial profiteering.This is a major social factor that Limerick Gazette must remain conscious of in order to survive and prosper. The hidden histories of primarily working class Ireland of the 20th century is starkly illustrated in the images already made available to the archive. Those who have contributed these images have openly stated that they only did so because they trust the project has no ulterior motives and they further feel the project warranted the effort. Such trust must be respected and no blatant or otherwise attempt to use the images for financial gain will be acceptable to the members.Conscious of this reality and also the need for Limerick Gazette to operate as a project it was necessary to determine from members what would be acceptable as revenue streams to finance, maintain and retain the online archive into the long term future. A total of six revenue streams were proposed in the survey 88

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN (See Section 13) and were readily approved by members. These Revenue Streams are discussed and analysed at length in Section 4.In order to ensure excellence in service to members the first purpose of managing the archive is to meet the project or operational needs of the members themselves. Allowing members to function effectively as they use the archive and ensuring the archived material is meeting the needs of the members. To fulfil this aim it is necessary to review all of the materials submitted for archiving and to select suitable items to become part of the archive collection. Social media has made this task far easier for archivists and especially for Limerick Gazette. Members are seeing the material on the Facebook portal prior to archiving. It is quite simple to ascertain which material is most attractive by analysing members’ reactions to the material. Limerick Gazette has purchased access to an advanced analytical software to monitor and gauge members’ reactions to all submitted materials. Furthermore, the indexing process is also simplified as members frequently comment on the material and thus provide historically relevant information, later used for captioning, to each of the images. Ch 14: Section 15 TECHNOLOGICAL FACTORSThese factors take into consideration technology issues that affect how Limerick Gazette delivers its service to the marketplace. Among the specific items that need to be considered are technological advancements, government spending on technological research, the life cycle of current technology, the role of the Internet and how any changes to it may play out, and the impact of potential information technology changes. In addition, Limerick Gazette must consider how generational shifts, and their related technological expectations, are likely to affect those who will use the service and how it is delivered. Ch 14: Section 16 TECHNOLOGICAL ADVANCEMENTAs the Internet served more functions and became more popular, Internet archiving as a service, such as that now offered by Limerick Gazette, rose in popularity. Consumers continue to look to the Internet for services previously conducted with physical media. Therefore, the increased adoption of the Internet is an opportunity for the archiving industry. The percentage of services online is expected to increase in the future. Increased use of smart phones, tablets and computers has also worked in favour of the online archiving industry. 89

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 14: Section 17 TECHNOLOGICAL STRUCTUREAs is the case with all archives there are rules and regulations in relation to how the archives are arranged and the most effective forms of structure must be respected as far as possible, in accordance with the principles of provenance and original order (National Archives, 2011). Cataloguing of images provides an opportunity to document and check the contents of the collection, identify any records which are particularly interesting, such as historically significant events, which will enable potential researchers to complete their investigations effectively. Ch 14: Section 18 SOFTWARE/HARDWARE ACQUISITIONSpecialist software is available, some of which can be downloaded free of charge such as ICA-AtoM a web based open source software, Microsoft Access database application designed for collection management, including cataloguing and other resources. Ch 14: Section 19 LEGAL FACTORSThe legal and regulatory environment plays a very crucial role in determining the success of Limerick Gazette. The Irish government frequently imposes regulatory measures to promote economic growth and to cushion consumers from exploitation. Therefore it is imperative to understand the role of current and forthcoming Irish regulatory measures which will affect the project and determine how these affects may impact the future for Limerick Gazette. Ch 14: Section 20 LEGISLATIVE CHANGEWork is currently progressing on forthcoming legislation in the National Archives (Amendment) Bill which aims to amend the transfer of records rule from 30 to 20 years (Oireachtas, 2016). As Limerick Gazette intends to source material from the National Archives in due course these changes are relevant in that they significantly improve the availability of official digital content for the archive.As with all Irish companies Limerick Gazette awaits the forthcoming Irish legislation in the new Companies (Accounting) Bill 2016 – publication of this legislation has been expected since 2015. It will transpose the EU Accounting 90

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Directive of 2013 (as amended) into Irish law. This will make changes to the existing law, relating in particular to the accounting requirements for small companies, and will also eliminate the current exemption from filing accounts for unlimited companies with a non- EU/EEA shareholding structure. The precise nature of the possible changes will not be known until the Bill is published.Limerick Gazette looks forward to The National Cultural Institutions (No. 2) Bill which aims to revise and update the governance arrangements in regard to the National Library, the National Museum and the National Archives of Ireland including shared services of which Limerick Gazette aims to be one. All this is very positive and the future looks bright, “There is strong Government support for the continued expansion and development of the talent and genius that exists in the sector and the Minister is committed to it and it marks a willingness on the part of the Government to more actively and aggressively support and promote the work of the cultural institutions and achieve greater investment in it” (Fearghaíl, 2015). Ch 14: Section 21 COPYRIGHTIn Ireland, copyright law is contained in the Copyright & Related Rights Act, 2000. Copyright protects:- original literary, dramatic, musical and artistic works (traditionally called the “classical” copyrights); film, sound recordings, broadcasts and the typographical arrangement of published editions (often called “related rights”, because they involve the exploitation of “classical” works); computer software and non-original databases (despite their modest credentials as “creative” works) and performances (CAI, 2016).Limerick Gazette is an Archive and as such is given limited rights to copy works under certain conditions. Copyright owners can licence their rights by submitting material which they own to the archive. This licensing procedure means Limerick Gazette can use the copyright material. Licenses can apply to all the rights in the material or to just one or some of the rights (eISB, 2000). For example, a member may give a licence to reproduce the image in the archive but retain all other rights. Ch 14: Section 22 COMPETITIONIn this section we focus on our competitors and have identified four key Irish competitors. As Limerick Gazette is the exclusive publisher of this unique Image Archive there is no immediate competition but there are numerous historical archives which can have an effect on Limerick Gazette in relation to Donations. 91

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLANThe primary archive in Ireland is The National Library of Ireland which does not openly seek financial donations and poses no threat whatsoever to Limerick Gazette in terms of offerings. This resource offers access to only 1529 Limerick related images with only 830 of these available to online users (NLI, 2016). Most of the Limerick images in the main collection in the National Library of Ireland offering is from the widely available and commonly published Lawrence Photograph Collection which consists of people, topographical views and interior views of Limerick in the late 19th and early 20th century.The nearest rival to Limerick Gazette is the Irish Photo Archive which primarily offers access to the Dublin based Lensman Photographic Agency Collection. Heavily Watermarked images are available to search and view on the website but can only be purchased for prices often in excess of €50.00 each (Irish Photo Archive, 2016). A search of the Irish Photo Archive using the criteria “Limerick” produces 2730 results and most of these images are of local structures, beauty spots, document duplications and sporting events. With Limerick Gazette archive currently archiving in excess of 10,000 images we have good reason to be confident that we shall quickly become the definitive source for Limerick images on the internet.At a local level the Limerick Leader Photo Archive currently offers access to some pictures (mostly from the 1970’s) from the period 1904 to 2005 but this is a commercial project and the purpose of the archive is exclusively to sell these images (Limerick Leader, 2016).Finally, Limerick: A Stroll Down Memory Lane is an archive of old Black and White images of Limerick City and County. Again, this is a commercial project and its purpose is to sell a range of Limerick books of images (primarily from the Limerick Leader Archive). Each book contains 40 images and there are a total of 10 books to date which has resulted in 400 previously published images being available on the website (Curtin, 2016).Ch 14: Section 23 ENVIRONMENTAL FACTORS (INTERNAL)Not only will Limerick Gazette fall victim to or benefit from External Environmental factors but it must also be fully aware of and strategically plan for Internal Environmental factors. As previously discussed areas such as economy, technology, politics, legal, competition and media and their impact can be influenced to some extent there are greater controls over internal environmental issues. This section analyses the internal factors influencing the growth of Limerick Gazette as a project and explores the extent to which the success or failure of the project depends on the skills of Management.It is necessary to examine different internal factors that may result in unstable or limited growth of Limerick Gazette. Research proves that the growth of SME’s such as Limerick Gazette may be hampered by several interrelated 92

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN factors, which include project environmental factors that are beyond Limerick Gazette control and internal factors which can be controlled by Management. The external factors as previously discussed, earlier in this chapter, include the legal and regulatory framework, access to external financing, and human resources capacity. The internal factors comprise competition, motivation and ethical issues.Limerick Gazette shares the opinion of numerous academics that Management capacities are sets of knowledge, skills, and competencies that can make the small firm more efficient (Singh, Garg, & Deshmukh, 2008). According to a 2013 report the most significant internal factors that impact on the growth and survival of small firms are project planning, marketing strategy, mission/vision, and SWOT analysis (Section 13) and finance (Hove & Tarisai, 2013).In order to deal with the issues of competition, motivation and ethics it is therefore not only important to conduct investigations into these internal factors which may affect the successful growth of Limerick Gazette but also to legislate as best as possible for such occurrences. The internal constraints/factors that are consistent with the growth/failure of Limerick Gazette as an SME at this stage are: finance management skills, marketing skills, use of technology and the successful implementation of this strategic commercialisation plan which serves as an internal benchmark for Limerick Gazette future performance. The internal environment is very much associated with the human resource of Limerick Gazette, and the manner in which Management undertake work in accordance with the mission of the organisation which is to, “Carefully Archive Limerick’s 20th Century Cultural History”.. To some extent, the internal environment is controllable and changeable through planning and management processes. There are three major factors as outlined below which identifies important aspects of the internal environment that can significantly impact on the well-being of Limerick Gazette. Generally the strategic planning process examines the strengths and weaknesses of the organisation (SWOT (See Section 13)), and it is likely that significant consideration should center on the relative strength of these three internal environment factors. Ch 14: Section 24 CONCEPT IMITATIONCompetitive advantage is a determining factor of Limerick Gazette success. From an academic standpoint, it has been shown that the internal environment plays a significant role in creation and having competitive advantage, “It is important to note that internal factors have great impact on competitive advantage” (Kraja & Osmani, 2015). There are two immediately identifiable major factors which will contribute to Limerick Gazette competitive 93

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN advantage. The fact that its 20,000 unpublished images of Limerick are unavailable in any other archive for Limerick people to access gives Limerick Gazette its major competitive advantage. This is a unique competitive advantage which fits the criteria, “Competitive advantage exists when a firm has a product or service that is perceived by its market customers as better than that of its competitors” (Gregory, Lumpkin, & Taylor, 2005).To sustain this competitive advantage it will be necessary to ensure that the service offered by Limerick Gazette is difficult to imitate. In order to achieve this Limerick Gazette has developed a marketing strategy (Section 9) which will help the project to quickly establish itself as the definitive source for unpublished Limerick images, as a unique online gallery for Limerick artists, filmmakers and as an unmatched source for relevant audio and historical content.Through the use of new technologies and software that have simplified the process of website and archive construction the ability to create and sustain a quality service such as that proposed by Limerick Gazette has become far more achievable than technology has heretofore supported. Limerick Gazette has identified new distinctive competencies to assist solopreneurs which enhance cost effective data storage, data archiving, effective communication systems and brand establishing marketing strategies (Section 9).Such technologies eliminate the need for additional and costly human resources and empower solopreneurs to own and operate efficient, professional and successful home based projects.As the current website clearly demonstrates Limerick Gazette in its present format as a homebased solo project has successfully applied these technologies and verified its existing ability, skill and experience in software applications to turn ideas into reality. This is perhaps Limerick Gazette greatest competitive advantage. Ch 14: Section 25 MOTIVATING MEMBERSLimerick Gazette has a forward-looking philosophy of empowering the members in all of its decisions and activities. By empowering members in the past Limerick Gazette has increased membership. By actively encouraging member engagement and participation the Limerick Gazette project members have clearly, as demonstrated by their actions, defined their roles in terms of ownership rather than mere supporters. This is by design and will always be encouraged through numerous strategies.For example, the recent survey conducted by Limerick Gazette on its Facebook portal was designed to engage members in the website construction process. Members engaged with the 100 question survey and encouraged others to do so for the good of the project. The final product is a website that has been 94

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN highly praised by the members and even encouraged some of them to “proof read” the site for misspellings or errors.On a weekly basis Limerick Gazette posts an independently sourced “Wall of Fame” to its Facebook page which lists the top 50 most active members of the last 7 days (Grytics, 2016). Members have openly praised the endeavour and thus are motivated to appear on the wall and thus engage more with the page. FIGURE 59: MEMBER MOTIVATIONThe empowerment of members is a crucial internal project factor for Limerick Gazette. Motivated, many members have produced better results than unmotivated, less-talented members as has proved to be the case with Limerick Gazette Motivated members designed and submitted Logos and other graphics for use on the website, members submitted ideas as to how the website should look and feel, members made suggestions about image presentation and even suggested revenue streams to fund the project. The Facebook portal. The project processes and relationships within and between members also significantly impact project effectiveness and efficiencyAs can be seen from these facts Limerick Gazette has already adapted numerous successful strategies to motivate members. From many contributions made by the members it is obvious that the membership represents a pool of talented people united by the project and are clearly willing to collaborate on ideas to ensure the success of the project. It would be nonsensical to refuse or ignore this wealth of knowledge and experience. 95

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN Ch 14: Section 26 ETHICAL ISSUESIncorporating ethical standards based on society’s standards of right and wrong behaviour as the basis for Limerick Gazette project plans and policies will ensure that all actions and decisions are shaped by a code of practice that encourages member loyalty, higher member retention and a positive image for the project.Limerick Gazette mission statement is unequivocal in stating the goal, long term plan and vision for the project and clearly states the aspiration of “Carefully Archiving Limerick’s 20th Century Cultural History”. In keeping with this aspiration and ensuring continued member support (without members the archive would have no source for archive material) the following three factors are important: Ch 14: Section 27 CODE OF CONDUCTLimerick Gazette code of conduct aims to provide specific direction about how members should act in situations they encounter while engaging with management or other members. The code of conduct is the set of policies that Limerick Gazette expects all members to follow. Ch 14: Section 28 CUSTOMER RELATIONS STRATEGYIf a member believes they have been abused in any way by Limerick Gazette they may not do project with the company again and could go so far as to post a complaint about the company on Internet forums. The ethical consideration means recognizing that it’s better to lose one sale today then lose many more in the future because the company has a reputation of not being honest. Limerick Gazette must develops strategies to increase member satisfaction, which leads to repeat project and member loyalty. Ethical standards that reinforce these goals include not promising members something that Limerick Gazette cannot deliver and not exaggerating the services benefits. Ch 14: Section 29 SOCIAL RESPONSIBILITYLimerick Gazette aims to implement proactive strategies to help members of the community as such policies reap benefits in terms of favorable publicity and recognition. Offering free publicity on the website (both visual and audio 96

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN promotion) to local charities or non-profit organisations. The ethical consideration involves recognising that Limerick Gazette and its members are members of the community and have a responsibility to be positive contributors to the well-being of the community. Ch 14: Section 30 PESTLE ANALYSIS KEY FINDINGS. FIGURE 60: RISK ASSESSMENTFrom this PESTLE analysis it is clear that Limerick Gazette must register its project name in order to be issued with a certificate of project name and to register for Income Tax and VAT. As a sole trader Limerick Gazette does not intend to create, beyond 1 position, any further employment for the duration of the first 5 year period 2017/2022. Accountancy and legal work will be outsourced but Limerick Gazette does not anticipate major legal problems as members submitting material to the archive, in the knowledge that they will be used by Limerick Gazette, the copyright owners are deemed as licensing Limerick Gazette for this restricted use and furthermore as an archive Limerick Gazette is given limited rights to copy works under certain conditions.It is an unavoidable fact that Limerick Gazette, like all other SMEs are vulnerable to Irelands Wi-Fi speed and availability which is substandard. However, the Irish Government has announced plans to address the problem.Limerick Gazette must address finance and credit issues because as a start-up project there are no substantial fixed assets. However, in the startup stage, Limerick Gazette setup costs are minimal and consist only of readily available and inexpensive hardware and software. The targeted segment of the broad customer global base of 32.5 Million people with Limerick connections can be connected during the first 5 years (2017 to 2022) as Limerick Gazette 97

LIMERICK GAZETTE: STRATEGIC COMMERCIALISATION PLAN marketing strategies must focus exclusively on that percentage (Women 45+) of the Limerick Diaspora market.Furthermore, Limerick Gazette has already proved that people are perfectly willing to share most of their personal images if they are assured that such images are treated with respect and used because of their historical significance and not as a means of financial profiteering. Limerick Gazette must ensure excellence in service to members and to do this the first purpose of managing the archive is to meet the project or operational needs of the members themselves. Limerick Gazette members are considered as “team members” and as such must be encouraged to engage with the project to help ensure its success. The empowerment of members is a crucial internal project factor for Limerick Gazette. By continuing to nurture this philosophy Limerick Gazette has and will continue to engage members in the process of making a success of the project. Members have already become inspired by Limerick Gazette’s mission statement which is unequivocal in stating the goal, long term plan and vision for the project and clearly states the aspiration as being “Carefully Archiving Limerick’s 20th Century Cultural History”.In terms of competition Limerick Gazette has four key Irish competitors but none of these deteriorate the project’s competitive advantage in any way.Limerick Gazette’s internal environment is very much associated with the human resource of the project, namely, its members. Limerick Gazette Competitive advantage is a determining factor of Limerick Gazette success. To sustain this competitive advantage it will be necessary to ensure that the service offered by Limerick Gazette is difficult to imitate. To accomplish this Limerick Gazette, through the use of new technologies and software has simplified the process of website and archive construction and has produced the current website which clearly demonstrates that the project in its present format has successfully applied these technologies and verified its existing resources and ability, skill and experience in software applications to turn the idea into reality.Limerick Gazette will incorporate ethical standards based on society’s standards of right and wrong behaviour as the basis for Limerick Gazette project plans and policies will ensure that all actions and decisions are shaped by a code of practice that encourages member loyalty, higher member retention and a positive image for the project. Limerick Gazette aims to implement proactive strategies to help members of the community as such policies reap benefits in terms of favorable publicity and recognition. Offering free publicity on the website (both visual and audio promotion) to local charities or non-profit organisations. The ethical consideration involves recognising that Limerick Gazette and its members are members of the community and have a responsibility to be positive contributors to the well-being of the community.It is now necessary to turn attention to how Limerick Gazette aims to fund the project. While Limerick Gazette is a non-profit endeavour it is, of course, necessary to generate some funding to finance the construction, maintenance 98