Company Business Marketing Plan

Internal AnalysisMission

As a full service solar integrator, COMPANY’s mission is to provide customers with their electricity for less. Through effective financing structures and dedicated customer service, COMPANY looks to educate the public about the benefits of lower monthly utility costs and increased home value. Our objective is to gain considerable market share in all of the territories that we operate in and move into new territories as growth continues.

Marketing Mission - Promoting the brand through positive outreach and providing second to none customer service.

Management

· CEO founded COMPANY in 2009 and is the Chief of Executive Operations. He oversees the entire company and has a vested interest in how the company is marketed. He is the primary decision maker for all marketing tasks.

· VP OF SALES is the Sales Manager for the entire company and is responsible for motivating sales reps and establishing what their needs are from the marketing department. He is also the acting sales manager for the Denver office until a replacement is found for that position.

· Walter Rumpf is the Marketing Director, he manages the day to day marketing activities, helps to develop, organize and implement marketing plans and strategies as well as channel and source marketing requests.

· SALES MANAGER is the Denver Sales manager and also oversees the operations of the call center.

· REGIONAL MANAGER is the Sales Manager for the Grand Junction office.

· REGIONAL MANAGER is the Sales Manager for the Missouri office.

· COO is the operations manager and helps analyze and produce the company metric reports.

· GENERAL COUNSEL is the company’s vice president and legal counsel, he is also responsible for managing operations in California until a sales manager is selected out there.

· CUSTOMER SUCCESS is the senior Customer Care representative and is responsible for organization and the reporting of the department

· CUSTOMER SUCCESS works with Tracy in the Customer Care department and handles incoming lead flow on the front end and is working towards becoming an inside phone sales specialist

· ADMIN is a Customer and works on the backend, providing customers with follow up phone calls and creating send-out thank you cards

Finance

The General marketing budget is determined by the company's total revenue and should never be less than 1.5% of total revenues and never higher than 12-15% of total revenues. The target is to be right around 4.5-5% of revenues, which will be analyzed on a quarterly (and occasionally monthly) basis. As of March 2012, monthly revenues are at ~$1million per month with expectations to grow to $1.5-2 million per month putting the monthly marketing budget somewhere in the range of $50,000-75,000

Included in Marketing’s budget are

· Apparel and promotional items

· Tradeshows, Events and Sponsorships

· Radio, Television and Print advertising

· Website development and promotion

· Direct Mail

· Internal Marketing Expenses (Business cards, signs, employee apparel)

· Paid Lead/Appointment generation

· Friends of Solar customer referral payments

Operations

CEO, working closely with Walter Rumpf, directs and oversees the companies marketing efforts. CEO must approve most marketing expenditures. Walter must source incoming marketing requests, execute marketing strategies and manage vendors and services.

Marketing is responsible for:

· Apparel and Schwag

· Sales collateral and business cards

· Lead generation

· Internal marketing communications

· Web and online advertising and improvement

· Friends of Solar referral program

· Managing tradeshows and events

· Overseeing networking group and company memberships

· Online advertising and web presence

· Social media and blogging (web content)

· Database – managing relationships with past clients, vendors and lead sources

· Monitor metrics and performance of marketing efforts

· Communication and management of marketing efforts across regions

Walter manages the above efforts and runs decisions through CEO. Walter’s current responsibilities include:

· Managing content on web, blog, social media and collateral

· Assist company and sales team to provide them with COMPANY brand image and materials (Apparel, collateral, business cards)

· Coordinate with vendors, service providers and outside agencies that we pay for items related to marketing

· Provide a point-of-contact and resource to Customer Care team

· Work with sales team to provide them sales tools to be organized and successful

· Communicate with other regional offices to assist with local marketing efforts

· Assist with process development on tasks related to marketing (sales, customer care)

· Manage company brand and the way the company is being promoted, internally and externally

· Execute marketing plans and strategies

· Oversee and create some company design work and collateral

· Manage internal marketing to employees through newsletters and company communications

The Customer Care department is an extension of the Marketing and Sales department and handles the transition from when a lead comes in to an appointment for the sales rep, once a project is contracted, Customer Care continues to provide support to the customer with progress phone calls and follow up. Customer Care’s responsibilities are:

· Managing inbound leads, qualifying and scheduling appointments for BDR’s

· Managing relationships with lead suppliers and collecting return credits

· Collecting data for inbound leads and tracking lead sources

· Sending out thank you and follow up letters to clients

Inbound Lead Traffic:

Event and Networking Requests:

When there is an event or a networking group that a sales member would like to attend, there is a form that needs to be filled out and a request made to the marketing department. Marketing will review the requests with the sales managers. Those requesting events need to be very clear about what the event is and why they believe COMPANY should do it and express a commitment to the success of the event. They also must provide ample lead-time (at least 2-3 weeks) prior to the event for it to be considered. Once an event or networking request is approved, The member who originally presented it and/or Marketing will handle registration. The event information will be logged into the appropriate event spreadsheet and on the companies shared Google calendar. Marketing will work with sales managers to handle coverage of the event and make appropriate arrangements in the case of an event.

Whoever attends the event will be responsible for logging and tracking the metrics for that event and submitting the information to their sales manager and the marketing department. For events, a one-time report must be completed and will help to determine whether we should do that event again. In the case of a networking group a quarterly report needs to be completed and membership renewal will be determined on that data.

Blog and Web Content:

COMPANY works with several outside sources that are committed to providing the company with a required amount of blogposts per month. Since COMPANY is committed to providing their online audiences with quality content it should be their responsibility to provide these companies with topics ideas, suggestion and data that goes into the posts.

The goal is to have at least one blog post per week come out on a scheduled day and time (Wednesday between 9-10am) and to begin sharing on social networks later that afternoon. The idea is to post across multiple sites to increase the chance of sharing.

COMPANY will continue to explore other fellow industry companies to share blogs with and do guest blogs. These will be in addition to the one blog post per week. CEO must review all articles and content before they are finally published.

Social Media:

Marketing has access to all the social media sites and has developed a social media strategy to manage the online media presence. The objective is target each social media platform and tailor it to their readers and to also leverage the different strengths of each platform. With certain news and content, COMPANY will work across a variety of different sharing methods to get the word out. Examples include posting in Linkedin groups, emailing to particular people and groups and traditional social media posts through other people’s pages. Employees are encouraged to send valuable articles and information to the Marketing to be posted to companies’ social media sites. Employees are also encouraged to redistribute social media content from the company to their own social media outlets.

Apparel and Schwag items: Collateral:

The company will move towards making all collateral electronic in 2013. All presentation material will be made to be compatible with an iPad and the sales team will be able to email important collateral to clients. This allows us to save on paper and printing costs and obtain potential client email addresses. Collateral will now have more emphasis on being educational and informative. Collateral requests will either be done in house or sourced out to a local designer.

Online advertising:

COMPANY’s biggest focus for online advertising is going to be directed towards review and marketplace type sites. Many of these sites charge to be listed on their directory but by maintaining a healthy profile on these sites will be key to finding the most qualified buyers. As the industry continues to advance and technology change online marketplaces where people can post and read others reviews will be huge validating factors for buyers.

The company has local landing pages tailored to each market which can be used for PPC ads. COMPANY has previously worked with outside companies that create microsites/landing pages and has seen some success, particularly in Missouri.

COMPANY Strategy to drive traffic in online is to build a strong online presence and organically bring people to the site through an interactive web experience, strong and informative content. With (marketing automation) there are a variety of features that can drive inbound marketing through emails, social media, blogs and key metrics.

By making our site compelling people should naturally want to request a quote, by providing informative content we can keep them in the lead flow to drive them to a sale.

Newsletter/Sales Promotion:

Walter currently manages the internal newsletter which is distributed every month. The target for each newsletter is to motivate and build employee morale.

E-Mail marketing:

The Company is in the process of creating email campaigns. For an email campaign to be successful you need to have email addresses that were submitted to you (not ones that you buy). COMPANY has a subscription to Hubspot and will begin to use it extensively to implement it’s features of inbound marketing to obtain email addresses through form submissions. The company also has a dearth of emails from past customers that it hopes to strategically use for Friends of Solar and referral business. There are two basic types of email campaigns, relationship building (new prospects) and relationship nurturing (previous clients). The two are very different and a separate campaign/plan will need to be developed to fully maximize the quality and return on the efforts. Email marketing will be a large part of the Friends of Solar program and will be executed with Walter using marketing automation.

Outside Marketing Partners:

COMPANY currently works with several partners that provide services (primarily digital) to assist with marketing. As we work with different partners for different needs (i.e SEO, Social Media, inbound marketing, graphic work) it will be Walter’s responsibility to manage and select the best companies to work with.

Any sort of marketing related request from an outside vendor should be sourced with or at least coordinated with Walter.

Lead Generation Services:

COMPANY currently works with an outside telemarketing service, which calls customers and sets appointments with the sales team. This is the company’s baseline source for generating leads and keeps the sales team very busy. It is Walter’s responsibility to ensure the quality of the leads coming in and manage the relationship between the vendor.

Company communications:

Walter will send out important information and milestones for the company to all employees with subjects that both CEO and him feel appropriate sharing.

Marketing MixProduct:

COMPANY is a solar EPC (Engineering, Procurement, Contracting) firm. They provide turnkey solar solutions to a variety of markets primarily residential and small commercial. COMPANY has a sales force that works primarily on lucrative commissions to solicit new business, working with finance partners Clean Power Finance, Enerbank and others they are able to find solar solutions to fit any budget.

Price:

COMPANY has three primary financial packages available to offer to interested consumers.

1. No Money Down Power Purchase Agreement (PPA) or A COMPANY Service agreement. This is the easiest package to sell because often it takes no money out of the customer’s pocket and reduces their monthly electricity payment immediately. COMPANY has a finance partner, Clean Power Finance, who pays for the installation and acts as a third-party owner of the actual solar system. CPF enjoys all the tax rebates and incentives (not the customer) and enters into a 20 year agreement with the customer to have them pay for power produced by the array. CPF charges a lower rate for that power than what the utility charges each customer and the rates are predictable or flat which makes it a good investment for the customer to hedge against the sporadically rising costs of electricity. CPF is responsible for all the maintenance and upkeep of the system, and if anything happens to the system. At the end of the 20 year agreement the customer has the option to buy the system at fair market price, sign a new agreement (presumably new equipment) or they will remove the panels and you will go back to paying the utility for your power. This model is also very popular for commercial systems and almost all commercial deals are financed through this type of deal. Some utilities, such as the Missouri market, don’t allow for this type of ownership and so it is not necessarily available to all of our customers but in the Colorado and California markets this type of deal makes up about half of the business. The downside to this agreement is the 20-year term and the customer is not able to take direct advantage of rebates and tax credits.

2. Pre-Paid COMPANY Service Agreement The model for this is similar to the PPA agreement but instead of paying a lower rate every month for 20 years, the customer is given the option to combine the payments and get a significant discount for lumping their payments together. The one time payment is around half of what the system would cost to purchase. Like a PPA the customer is not able to take advantage of the rebates or tax incentives but they are also not responsible for any of the maintenance or costs associated with the system and they do not have to make another electricity payment for 20 years. This type of agreement probably provides the best value to consumers because they eliminate their electricity bill for 20 years at the lowest levelized rate for electricity and are not responsible for any of the systems upkeep.

3. Cash Purchase This is the most simple and straightforward method of obtaining a system, prices for systems are calculated on a per watt basis. When the customer purchases the system they are able to take advantage of all of the rebates and incentives. They own the system and are responsible for any repairs and maintenance. On a commercial system or a system for a business there are also federal incentives that were recently extended through the end of 2013 such as the cash grant and bonus depreciation, which allows the owner to see the return on the investment much quicker. COMPANY does offer ways for customers, specifically customers in Missouri where third party ownership is not permitted, to avoid paying one large upfront cost for their system. Enerbank has a same as cash program, which is no payment for 6, 12 or 18 months. This allows customers to take advantage of some of the rebates, tax incentives and electricity savings so the actual money out of pocket is much less.COMPANY has also partnered with Admirals Bank also has a competitive loan program which allows customers to pay monthly towards ownership of the panels.

Promotion:

Electricity for less. Unlike some other solar companies, COMPANY’s primary angle is not to sell you on the environmental benefits or tell you that going solar is the right things to do. The primary objective is to provide our customers with a smart financial opportunity that will save them money.

COMPANY will continue to balance traditional marketing methods such as direct mail and outbound calling while also developing a long term strategy moving to an inbound model based on good website content and digital marketing that will drive customers to them and their website. COMPANY will be using marketing automation to help capture clients contact information when they visit our site and then make contacts with them that will slowly move them along the sales process until they are ready to contact us and purchase a system.

Place (Distribution):

COMPANY currently has a presence in three markets (Grand Junction, Denver and St. Louis) and is expanding into northern California in the first half of 2013. The sales teams are the boots on the ground meeting with potential clients and presenting proposals and potential options. Sales people will meet customers wherever they would like, typically in their home. COMPANY experimented with a retail mall outlet in 2012 but will be closing it down in 2013 due to slow traffic after the holiday season. In the spring and summer the company will hit events, tradeshows and farmers markets to get the word out to consumers within the target demographic.

External AnalysisCompetition

There are many residential solar firms operating in the United States and COMPANY faces different competitors in each of our different markets. Firms that we end up having to compete against with our proposals can be divided into two categories.

Large national Firms:

These companies operate in multiple markets and have very streamlined operations. They are backed by some of the best finance companies who have investments from companies like Google and Morgan Stanley. They are able to offer very competitive prices because they make their money by doing large amounts of volume with lower margins. They have very extensive marketing efforts and dedicate a lot of money towards outbound marketing efforts and online marketing with google ads, keywords and display network. These companies tend to focus their efforts and teams in and around large cities that have lucrative rebates and an easy network of contractors to operate within. Examples of these companies include:

Solar City

Sungevity

Vivint

Verango

Real Goods Solar

Small local residential firms:

Within the markets that we operate in, there are localized companies that have most likely been in the market for an extended period of time and have no plans to expand to other markets and instead want to maximize and own the market that they inhabit. They use the network within the market they are in to provide good customer service, generate good referral business and have a presence in the commercial markets. These companies have lowered marketing efforts and/or hire outside firms to work with them yet as they grow and gain a larger portion of market share so do their marketing efforts. Examples of the local companies that COMPANY often competes with and the market that they are in:Namaste Solar (Denver)

Brightergy (Missouri)

MicroGrid (Missouri)

High Noon (Grand Junction)

Atalsta (Grand Junction)

These companies typically cannot compete with the type of financing that we have but they also operate in markets where COMPANY’s major financier might not offer financing (ie. St. Louis).

Target MarketCustomer Profiles:

In the year 2000 Barbara Coburn and Tim Farhar conducted a study for the potential market for grid tied solar in Colorado. The study segmented potential solar customers into 4 tiers of adoption. Although the study was done just for Colorado, the profiles and concept can be applied in most markets.

· Tier 1 – Innovators/Early adopters (also known as LOHAS)

This represents close to %20 of the Colorado population and should be the first people to target. These are typically the people that are informed on what is going on in the industry and eager to get into it as soon as possible. They want to set the pace and they are typically self-reliant. They are considered tech-savvy, and are leaders among their peer groups. Typically the purchaser is a male in his mid 30’s-40’s married and usually no more than 2 children. He is not wealthy but financially comfortable. Solar offers him a new and exciting technology that can he can boast about. He also feels good about being socially responsible. They are more aware than the other tiers about renewable energy. They will often spend more money on energy efficient products and do personal research on the products; despite their enthusiasm they will still have a very set budget. Many early adopters will be younger and not have a lot of disposable income. Cost will be their number one detriment, but they will also want reliability, durability and quality. Here is the profile of tier 1 prospect:Annual Household Income: $75,000-100,000

Education Level: College graduateHome Value: $250,000-400,000Children in household: 0-1Age: 30-45Political Preference: Leaning LiberalTop Professions: Managers, executives, entrepreneurs (self-employed)

· Tier 2 – Early Majority (Naturalites)

This group represents another 20% of the Colorado population; they are wealthy and interested in their personal health and well being. They are the next most likely to buy after tier 1. This group is often less informed and does not require as much information as the first group, the information they will be concerned with is their own financial incentives, their own savings on utilities, and their environmental impact. This group is less risk taking than tier 1 and will want to see successful solar projects in the past that have been successful, they do not want to feel like the first person to get one, they will also want warranty assurance.

Here is the profile of a Tier 2 prospectAnnual Household Income: $75,000-150,00+

Education Level: College graduate and above (very educated)

Home Value: $350,000-600,000

Children in household: 0-2

Age: 38-45

Political Preference: Leaning LiberalTop professions: Upper managers, professionals

· Tier 3 – Late Majority/Adapters

This group represents approximately 40% of the population; they are the ones that seek out solar panels because it makes sense for them financially and they will not seek them out until it has become a commonplace in society. They have no concern about the environment. They will buy a system with the best production and the biggest utility savings. They will be sold on the systems extras such as warranties, maintenance and batteries. This group is more concerned with Aesthetics than all the other tiers.

This group is younger, married with kids and like tier 1 is financially independent but not outwardly wealthy. They live around the big cities (like Boulder and Denver) in smaller cities (like Longmont and Aurora). They enjoy independence but are less innovative and opinionated. Here is the profile of a Tier 3 prospect

Annual Household income: $75,000-100,000

Education Level: College graduate

Home Value: $250,000-450,000

Children in household: 2+

Age: 30-40

Political Preference: Conservative

Profession: Skilled workers, professionals, managers

· Tier 4 – Laggards/Non-adopters/Unconcerned

This is the group that is least responsive to PV it makes up the remaining 15-20% of the market. This group is very set in their ways and most likely will not make the switch to PV until there are no other alternatives available. This group is older, close to if not already retired. They will be very hard to sway from their original position. This group is not very tech-savvy.

Here is the profile of a Tier 4 prospect

Annual Household Income: $

Education level: $80,000-100,000

Home Value: Unknown

Children in household: 0-1

Age: 40-60

Political Preference: Leaning conservative

Profession: Retired, professional

Currently in Colorado, we are in the Tier 2/3 of customers since the market has been in place for five years now. In California, where the market is even more mature, customers who are going solar are most likely from the tier 3 category with some still being tier 2. In Missouri however, where the solar program is relatively new, tier 1/early adopters are still out there and should be the lowest hanging fruit.

In a new market (like Missouri), you want to target tier 1 and tier 2 customers. A more mature market like Colorado (since 2006) has already seen a lot of those people already go solar and is targeting late tier 2 and tier 3 customers. Tier 1 customers are the low hanging fruit and the easiest customers to sell, some do still exist in Colorado and just haven’t been able to get solar until now. As you move down the tiers customers become harder to sell but the actual number of prospects in those tiers is much larger.

It is important to keep these profiles in mind when considering which market you are marketing to. For example in Colorado and California it might not make sense to market to the obvious and easy tier 1 customers because they probably already have solar or have at least looked into and have a reason for why not. It would make more sense to market to tier 2 and tier 3 prospects at places such as athletic clubs and in areas around major cities. In Missouri however it would make more sense to target these energy conscious people who have only had the opportunity to go solar for a short time now and most likely have not examined the real feasibility to do it.

Target Demographic:

The past three years has seen drastic changes in the solar energy demographic. Once a play-toy for rich, liberal, environmentally concerned, sustainability minded homeowners, factors such as incentives, rebates, lower cost panels and efficiency have dramatically broadened the demographics. How significant are the changes? Let’s take a look :

· Environmental: Only 26% of solar customers were passionate about the environment. However, 74% of solar customers would not have made their purchase if there was no economic benefit.

· Gender: A surprising 68% of solar purchases originated with male spouse, and it is typically the male that will do most of the research and have the final recommendation on the final decision. Sales should understand this idea when presenting information and know to pass heavy information stuff to males and with females look more to the emotional side of the equation.

· Income: Solar customers have an average household income of $75k - $100k. And that income demographic is dropping rapidly due to improved financing methods available allowing consumers earning around $50k to add solar to their home.

· Interests: Solar customers are typically very tech-savvy and into new technology. They stay up to date with the latest models of not just electronics but automobile’s

· Military: A full 18% of solar owners are veterans of the military while less than 1% of the U.S. population has served in the military.

· Wall Street: These guys are financially savvy and have a solid understanding of ROI (Return on Investment). They will buy solar if shown it will return more than they can earn in the market.

Profiles

Target 1

Gender: Male

Age: 35+

Status: Married, 0-2 Children

Education: College

Interests: Environment, home and garden, cars, technology, personal finance

Target 2

Gender: Male

Age: 25-35

Status: Single/Married, 0-1 Children

Education: College+ (Post graduate education)

Interests: personal finance, tech-savvy

Target 3

Gender: Male/Couples

Age: 45-60

Status: Married, empty nest

Education: any

Interests: Military veterans, family, personal finance

Buyer Personas

A buyer persona is a group of defining characteristics that are put together to help further segment customers into different groups. By talking with our sales people and looking at our past customers we should be able to come up with some very accurate targets to market to.

· Mr and Mrs. Senior Solar

· Environmental Ed

· Technology Timmy

· Wealthy William

· Holly Housewife

· Felicity Fundraiser

Legal and Regulatory

Two of the factors that make a market good for solar are rebates/incentives and solar policies.

Solar policies are often set at the state level and then passed down onto the utilities to create their own policies and legislation to meet compliance with state programs that have been set forth.

State governments across the United States are setting what is known as Renewable Portfolio Standards (RPS) that require that a certain percentage of a state’s electricity needs be met by renewables.

Rebates and incentives are typically driven by utilities

Social

Social attitudes are different for each market and vary across the United States depending on regional culture and also how long the solar market has been in place. The customer profiles described above (Tier 1 – 4) exist in some form or fashion within every market but depending on how old the solar market is plays a huge role in what stage of customers are currently buying. In Colorado (and California), solar is more accepted because it has been around longer and also in part to the progressive nature of the regions. You will find more environmentally concerned people in the Colorado (Denver) and California market but for the current buyers, their biggest concern is what is the benefit for them (primarily financial).

In Grand Junction the attitude is more similar to that of Missouri (more conservative) but with it being a more mature market it is still seen as a relatively new technology but is more widely accepted. In both Grand Junction and Missouri the primary motivation is financial, for the early adopters in Missouri, it is also recognition.

PoliticalTechnologyEconomics

There are four main factors that contribute to a good market for solar energy

i. Electricity Prices

ii. Solar access/Production potential

iii. Rebates and incentives

iv. Solar policy (i.e. net metering, Renewable Portfolio Standards/RPS)

Industry

SWOT Analysis

Strength

· Finance partners to provide no cost solar

· Locally operated and local installers

· Custom CRM software SolarAdvantages tracks and manages customer data and interaction

· Young, intelligent, driven employees

· Detailed sales process that is very efficient

Opportunities

· Friends of Solar Referral Program

· Re-Capturing old customers

· Micro Markets (similar to Grand Junction, medium size town with utility rebates, weak competition

· New markets

Weaknesses

· Still smaller company

Threats

· Policy and incentive driven

· Xcel expiring/removing rebate

Marketing Mix Recommendations

(Recommended Marketing Programs and Campaigns)

COMPANY wants to work hard to segment their customers and with their marketing and provide them with the content and resources that they are looking for. By educating customers, we are confident that they will want to do business with us.

Blog and online web content:

Successful marketing in the 21st century will be heavily dependent on quality online and web content and presence. The company website and blog are two major outlets for this as well as other outside online help sites (i.e. Squidoo, Hubpages, infobarrel), review sites and the news media. As the company grows quickly, it will be important to monitor the content that comes out. COMPANY’s objective is to put out higher quality content rather than large quantities of content. Since the internet is now a large expansive source of information, COMPANY wants to make sure that it is putting out fresh new content that readers will be engaged in.

Sales team lead nurturing:

When a sales rep meets with a client who is not yet ready to buy, the best thing we can do is direct their further research in the right direction. Through Hubspot, we can send a series of emails at certain times and after certain trigger points to help keep them in the sales/buying cycle. Marketing will create a form for BDR’s to enter these sorts of customers in and have an email sent to them, from there they can be segmented in to smart lists and have emails delivered to them after they view certain content or visit our facebook page. This can tell us a lot about the customers and what motivates them

Stage 2

Stage 1

Opportunity

Prospect entered in online. Either salesperson will select content to send or three top points will be sent (Testimonials, infographics)

Click on homevalue

Click on Electricity rates

Click on testimonials

Invite them to social media

Later on invite to FoS

Don't click or don't open

Follow up with email week later

Sales Objective and Budget

Going Forward

Growth strategy, future budget and resource requests.

Implementation, Control and Evaluation

How do we plan to measure, report, and act on actions that we are taking.

Walter will provide weekly reports that include details on weekly accomplishments, reporting on key metrics, areas that need attention, lessons learned and goals and objectives for the upcoming week.

Additional Notes

Need to determine what metric data is important and how frequently we should gather it

Need to create a post event form and networking group reporting form

Teaming up with health clubs/Gym/athletic clubs memberships – Free one year membership when you add a solar system

Friends of Solar fundraiser program with Military veteran programs

Very specific targeting on Facebook advertisements to people that like Electric Cars, energy efficient products, health and wellness products, certain brands etc.