FIELD Scale Academy: WESST

WESST

Scale-up Strategy:

WESST's scale-up strategies center on the acquisition and launch of the WESST Corp Enterprise Center, a 37,000 square foot mixed-use incubator that initially will be owned by the City of Albuquerque, with management and programming handled by WESST Corp. The incubator raises opportunities for:

Enhanced technology-focused program offerings, including Webinars and training broadcast from the Enterprise Center, access to ESRI geo-mapping software, and Search Engine Optimization training.
Strategic alliances with local organizations and institutions that want to affiliate with/locate within the incubator, such as the UNM Arts Lab, Quality New Mexico, and the City Office of Economic Development.
Industry targeting around three clusters identified in the city’s comprehensive plan: artisan manufacturing, digital media production and alternative energy.
Marketing and public relations, as the visibility of the incubator creates opportunities to build on WESST’s ongoing organizational repackaging and positioning efforts.

WESST's efforts under the grant will focus on expansion of Internet/technology related services and its marketing and public relations campaign.

Progress Update as of May 2008:
WESST continues to focus on expansion of Internet/technology-related services and its marketing and public relations campaign. Additionally, the 37,000 square foot incubation center is under construction and scheduled to serve the first round of tenant clients in late 2008.
Marketing and Public Relations

WESST has completed the redesign and implementation of a corporate ID package (logo, business cards, letterhead, etc.) as well as capital campaign materials.
A capital campaign consultant has been retained, and a $1.2 million private capital campaign is underway.
The incubator marketing plan has been developed and is being implemented by a newly hired managing director and other key personnel. A one-page marketing document aimed at incubator prospects and those who refer prospects has been designed and printed.
Phase one of a new WESST.org Web site, capable of supporting audio and video training programs and recorded seminars, was launched in April 2008.

Distance Learning
Initial distance learning features are included on the new Web site including:

Interactive Web magazine and podcast called "Ideas in Action" that features a monthly article and companion audio interviews with leading business experts.
Free entrepreneurial readiness quiz that takes the place of StartSmart Course No. 1
Downloadable business plan outline and example.
Extensive content on how to effectively use search engine optimization to grow businesses.

Background:
WESST has served women entrepreneurs for the past 18 years using a network of regional offices. It was an early and leading developer of specialized, access-to-markets services for artisans.

Core Microenterprise Services:

Training: WESST provides a number of workshops and seminars on a variety of topics
Consulting: Individualized assistance is available
Loans: $200 to $5,000 for start-ups; $200 to $35,000 for businesses over one year old

Highlights:

Specialized services for target markets, including TANF recipients, refugees, public housing residents, victims of domestic violence, immigrants and people with disabilities.
Specialized services for artisans: MARKETLINK training, WesstArtisans.com e-commerce site, Search Engine Optimization (SEO) training and collaborative project on Fiber Arts Trails.
Application of technology – extranet and MIS – has allowed for efficiency by streamlining communication across regional offices and reducing data collection costs.

Current Scale:	Scale Projections:
FY2005: 493 clients	FY2008: 620 clients, 38 loans
FY2006: 513 clients	FY2009: 750 clients, 40 loans
FY2007: 595 clients, 32 loans	FY2010: 910 clients, 42 loans

Learning Questions:
Distance learning:What are best practices regarding delivery, pricing, staff training and curriculum design for Web-based learning efforts?

Partnerships: Are there models for partnerships with the private sector to help maintain/update the technology needs of micro organizations?

Managing change: How does an organization maintain its core identity as it recreates itself in a highly visible way? Can program excellence be maintained in the face of scaling up?