It's been 50 years since Ideal began simply as a carpet and upholstery cleaning business, eventually evolving into emergency remediation for buildings. Today, we get into the next phase of the evolution. At the end of this, you'll have a clean view of the overarching campaign objective. The goal is to achieve that objective, the markets we choose to achieve these goals in, and the approach we'll take. These are tied to Ideal's first responsibility to its customers, what we stand for, the differentiation, and our overall value. When all these parts work together, we should be able to reach our revenue goals.
Right now, we're going to talk strategy only. The definition of strategy seems to be a moving target. Everyone assumes that each of us has the same definition, and I personally have never heard the same thing twice. Today, we're going to define strategy as it's been defined in the book "Playing to Win," written by Procter and Gamble's former CEO and co-author Roger L. Martin, who is a former dean of the Rotman School of Management. They essentially define strategy as a set of choices that positions us on a playing field we want in a way that will win.
This is different than planning. Plans typically have to do with the resources you're going to spend, like we're going to hire some people, we're going to launch a new product. Those are all cost sides of the business and Ideal controls those costs. The proposition you see today does not directly affect that. We will not write out plans today; we'll only talk strategy. The strategy will specify an outcome, a competitive outcome that we want, which involves customers wanting our service enough for us to be profitable in a way that we want. The tricky part about this is that we don't control our customers. They are the decision makers, not us. So that means we're going to put ourselves out there and say, here's what we believe will happen. We can't prove it in advance, we can't guarantee it, but this is what we want to happen and what we believe will happen.
While we segment out our audience, our competition will be left to fight over what remains. A strategy must have an objective and goals, and using Ideal's Vision Traction Organizer (VTO), we're able to pull out or infer an overall objective and goals. The goals in the VTO are here. We're going to assume that these are familiar and we won't go through each one, but all of these are controlled by you.
What's not controlled by you here: our culture being a competitive advantage, we're known for outstanding client experience, 90% of the best hospitals are our clients, restoration rewards, 75% of the total work with affordable housing, life science and healthcare, we're able to scale up two times, and being a trusted consultant. The ones that have to do with money, we can add those to our goals. The remainder of these are the elements that we'll use as part of our objective.
These elements tied into our position as providers of commercial remediation that reduce business interruption and its occupants will lead us to a single campaign objective. How do we infer or signal or simply say we work on commercial buildings? If you have a single house, don't call us. We ask what do all B2B buildings have in common that a home would not? And that is someone who manages their property.
Here's where you can blame Josh. In discussing the potential of a loyalty program, Josh said the problem with our actual customer base that people will call us is that they move around a lot, and that is a key to our objective for this strategy. Yes, the property is very important, and so is the owner and the company who manages the property. But for us at Ideal, we can't get in until the person who manages the property actually lets us in. So these people, wherever they are, wherever they go, we need to know the objective.
We suggest zeroing in on these people who have the power and influence to call Ideal. This may not sound like a wild idea, and maybe internally you're rolling your eyes, but our objective is to be a service personally retained by property and facility managers. We think that this is lofty and probably maybe impossible, but it's sensible.
What does that mean? What does it look like? For example, let's say a property manager or facility manager interviews in the not-so-distant future. We want a typical question to be "And who do you use for emergency remediation?" We want to take our biggest weakness—that a contract doesn't mean they have to call you—and make it our biggest strength—that a contract doesn't mean they have to call our competition. We want people to call the team that they are familiar with and the team that they trust.
For anyone who manages a property on any level, our culture is a competitive advantage. We are known for outstanding client experience, which wins us industry awards and recognition. We are seen as the trusted consultants that you take with you to your next job and to your next property.
From a marketing and sales perspective, this could seem a little overwhelming in the possible minutiae. So let's make sure that it's not. Let's dig into the strategy itself—where we can play and how to win. First, where we play: if we want 75% of our business in affordable housing, life sciences, and healthcare, then for the time being, for a year, we focus on the people who manage buildings in those industries in San Francisco and the East Bay. Do we stop talking to people in commercial or government education? Absolutely not. We just don't spend as many marketing dollars and efforts to bring them in.
How do we win? How do we make property and facility managers retain Ideal services no matter where they go? We make managers of the property the subject of all our marketing—not us, not the building, not the emergency. Those are all objects to our subject. Again, we can imagine that this may seem simple and kind of "duh," but with a few adjustments, you bend their minds. You signal and you change the perception of everything.
We prioritize personalized communication in all interactions. We emphasize their skills and unique value. We provide educational resources, workshops, and training tailored to their needs. We build deep connections through face-to-face and personal engagement and supply content like blogs and videos and webinars that directly cater to their roles and challenges. We celebrate their achievements through awards and recognition, and we value their feedback. We give them personal tokens of appreciation for our most loyal customers, and they're elevated to brand ambassadors as we involve them in VIP events or as speakers, reinforcing their integral role in our business.
If you are us, you're thinking "Awesome, this is exciting. Great. Now what's the plan, and didn't we pay you for our 50th anniversary campaign?" If you agree to move forward with this strategy, then we'll make that plan. In essence, we'll define the actions, the resources, and the measurements and the contingencies. To do this, we'll need freedom within structure. You'll need freedom within structure, and we want to do a subscription with State of Assembly which will help you do that. Yes, we really are into subscriptions because this allows us to run this campaign to the extent you need us. The subscription allows you to focus on one or two things at a time and gives you the flexibility to choose and change the importance of one deliverable over another based on need and allocation of resources.
It allows you to pivot to the things that are the most important instead of being locked into completing something, whether it's beneficial or not, like the 50th anniversary campaign, which we can celebrate. But when it comes to revenue and profit perspective, we felt it was more important that you are around for another 50 years.
What you see here is the strategy. Our objective is to be a service personally retained by property facility managers. This will lead us to our goals of 17 million in 2024, 75% of which is for affordable housing, life science, and healthcare, 90% for the best hospitals as our clients. We play in a field of affordable housing, healthcare, life sciences in San Francisco and East Bay. And we will win by making the managers of properties the subject of all our marketing. Most importantly for us, the team at State of Assembly, we get the opportunity to work with smart, funny, driven people who know that a good brand signals trust.
