SUMMARY

The Marketing Department asks for 869,000 BANK for its operations during Season 07.

Summary of S07 Budget Request

Season 6 Objectives - Review

Guild Coordinator: Our first season as a Department has focused on two main areas: Content Creation and Campaign Planning/Execution. Through consistent content creation, we’ve been able to understand what content has the best reach with our audiences and we’ve learned which platforms are worth pursuing and which aren’t. For campaigns, we’ve specialized in how we are able to receive the most diverse types of requests from a variety of clients. We are now able to quickly spin up teams to attend to the campaign needs of BanklessDAO, such as Gitcoin Grants, partnerships, and more, and at the same time be able to attend, and create tailored campaigns for external clients that are looking to get their message through the BanklessDAO community. To get to this point, several workflows have been created through iteration and hard work, and now looking toward Season 7 we see the need for two major aspects, the documentation of all of these processes so we can escalate, and the quality and proper brand representation of the content we create. During the next Season Governance will also play a major role, we look forward to continually refining our Marketing Department Constitution in order to have opportunities and a roadmap for members who join, while at the same time taking the proper and possible measures to mitigate sybil attacks within the community.
Social Media Growth: The goal of S06 was to effectively build up the content pipeline with educational topics and content from the bDAO newsletters, which was achieved. We also managed to grow the Instagram channel by 65% , the twitter by 5% and linkedIN by roughly 5%.We also managed to connect Instagram and the new Facebook account. We also removed fake followers from our telegram channel. Also trying to push social media accounts like LinkedIn and Instagram for external clients to monetise them
Treasury Coordinator: The goal for S06 was to use the existing seasonal funds to maximum efficiency (timely payments, Campaign Contributor Payments, etc.) and also to increase our Non-Bank Holdings (→ Revenue from Campaigns). We managed to fulfil both goals and returned 10% of the realised revenue back to the treasury to use it for smart investment strategies
Governance Coordinator: In S06, the goal of governance was to initiate discussions in the Department to achieve consistency, comparability and quality of the social media content produced. Significant progress has been made with continuous emphasis on having a standardised process of content creation. Documentation of key workflows has started, with social media content creation workflow documented (with few others in progress). A governance charter for identifying, selecting, running and implementing co-branding marketing initiatives with external clients was designed and voted in. This now becomes the charter through which any co-branding marketing initiatives will be run by the MD. S06 also saw the start of discussions on the creation of a quality framework for content, and this will continue into S07, with the aim of implementation in S07.
Campaign Coordinator: We expanded our service portfolio this season by integrating Events with campaigns and successfully sold an interview to one of the new clients. We did a total revenue of $15,600 through campaigns this season. We hit a ceiling at the start of this season, this is that time of the year that’s full of festivals/Christmas & new year but the team consistently worked and closed the deals. We got quite a lot of new leads/clients through bDAO members, the team is working on these leads and we hope to close some of these in the coming season. Additionally, we tried to revive a few old clients in this season but it didn’t work/help.
Talent Coordinator: Wanted to add at least 10 new active members to our talent roster but was able to add only 4. Created the talent database that is being managed actively. Members will be removed from the database after at least one season of inactivity. Increased my communication duration with newer members with the hopes of improving the conversion rate but was able to improve it only marginally compared to last season.

SEASON 7 PAYMENT STRUCTURE

Payment Structure S07

SEASON 7 SUCCESS METRICS OR KPIs

Guild Coordination: Documentation of at least 50% of processes in the Department.
- Guild Coordination
- Content Creation
- Campaign Workflow: A, B, and C
- Create a Membership framework and a definition of Active Membership
Social Media
- Twitter - Currently 61000 followers, plan to reach 65,000 by end of S07
- Telegram - Currently 600 followers, aim to reach 1000 by end of S07
- Instagram - Currently 5250 followers, aim to reach 7000 by end of S07
- Facebook - Currently 20 followers, aim to reach 100 by end of S07
- LinkedIn - Currently 2000 followers, aim to reach 3000 by end of S07
- TikTok - Currently 1000 followers, aim to reach 1600 by end of S07