All Ears Charity Centre

All Ears Charity Centre




All Ears Charity Centre

All organizations with serious plans for the future tend to set strategic priorities to guide their future actions. The process of setting these priorities normally involves an organizations employees and management. During this process, an organization will usually focus on its goals (Cartwright & Centre for Creative Leadership, 2007). These priorities are usually objectives that a firm considers important with regard to its goals (Strategic Priorities, 2013). It is important for All Ears Charity Centre to prioritize its operations so that resources can be channeled towards the areas where they are needed the most. These priorities can be used by the organization to maximize its strengths and opportunities while minimizing the weaknesses and threats.

One strategic priority for the company is to develop a system of self-sustenance. The organization’s current plan relies on sponsors and volunteers to provide crucial assistance through monetary donations and labor. This reliance leaves the company in a precarious situation where these two parties wield a lot of power over it. If a major donor pulls out, the organization could suffer from a shortage of funds. Similarly, a shortage of volunteers could leave the company with a serious labor problem. For these two reasons, it is imperative that All Ears Charity Centre focuses on achieving its target of becoming self-sustaining within the next five years. Doing so will make it a stable firm and allow it to expand into new areas and markets, without having to worry about sponsors and volunteers.

Another strategic priority for All Ears Charity Centre is to find a way to set itself apart from other market players. In the organization’s SWOT analysis, it was pointed out that one of the threats facing All Ears Charity Centre is the presence of other market players who are operating on a for-profit basis. The competition that the company is against are providing similar services but at lower prices. The existence of these competitors poses various threats for All Ears Charity Centre. The fact that these other players are running profitable businesses means that they are in a much better position to expand their operations and establish a stronghold in the market. To deal with this competition, firms normally identify needs and wants that the other companies are not addressing. With these new issues to address in the market, All Ears Charity Centre can then create its own niche so that it can avoid competing directly with the profitable entities. The firm already has plans to diversify the services it provides and this could work well in helping it separate itself from the rest of the market.

All Ears Charity Centre should also prioritize the current plans that it has for expansion. One of the weaknesses that the organization currently faces is a small base of operation. Moving to a larger and more accommodating location should be a priority for the firm for several reasons. Firstly, the firm will be able to expand its operations if it moves to a larger space. This will help it on its way to self-sustenance, make it easier to reach more children in need and help the firm compete with other players in the market. Another aspect of the organization’s expansion plans is the opening of centers of business in other parts of Hawaii. This sort of expansion could make it possible for the company to provide its services for children in the entire state of Hawaii. The expansion into other cities will also help All Ears Charity Centre establish itself as a brand that people recognize wherever they go. This way, the company will have an edge over its competitors a factor that will be important in helping it perform in the market. This expansion into other parts of Hawaii will also be instrumental in the company’s plan to spread its services into other parts of the United States.





Cartwright, T., & Center for Creative Leadership. (2007). Setting priorities: Personal values, organizational results. Greensboro, N.C: Center For Creative Leadership.

Strategic Priorities. (2013). In Business Retrieved from

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