Revised consulting proposal
Cell-led growth and home-penetration strategy for Harvesters
A route-to-market and marketing-led proposal to convert Harvesters’ strong programme visibility, online reach, and current cell footprint into structured adoption, deeper household penetration, stronger retention, and measurable spiritual community growth.
1. Proposal context
Harvesters is already one of Nigeria’s leading Christian ministries, with locations across Nigeria, the United Kingdom and the United States, and a reported reach of over 70,000 worshippers both online and onsite.
The next growth agenda is not simply to run more programmes. The strategic task is to penetrate more homes, convert online and onsite attention into structured adoption, and build deeper brand affinity among people seeking hope, healing, breakthrough and connection with God.
2. What the diagnosis shows
The supplied operations diagnosis indicates that Harvesters has a powerful platform, but growth conversion is currently constrained by data reliability, follow-up systemisation, communication discipline, cell capacity and leadership support.
Source: Harvesters Operations Diagnosis Analysis, 5-slide PDF supplied by client.
3. Key findings to address
4. Strategic growth thesis
Harvesters’ next growth advantage will come from turning its visibility into a managed adoption system. The church already attracts attention through services, NLP, online platforms, sermons, events and strong pastoral leadership. The strategic opportunity is to convert that attention into cells, discipleship, service, leadership and multiplication.
This requires a combined approach: route-to-market discipline to define how people are reached and moved through the system, and marketing discipline to shape the messages, segments, campaigns and calls to action that drive adoption.
5. Home penetration framework
The proposal adopts four mapping pillars from the diagnosis and translates them into an execution model.
6. Route-to-market model for Harvesters
For Harvesters, route-to-market means the intentional design of how the church reaches people, receives them, connects them into cells, disciples them, deploys them into service and multiplies leaders.
| RTM layer | Church application | Consultant intervention |
|---|---|---|
| Catchment definition | Define target homes, communities, estates, workplaces, campuses and digital communities by church location. | Build campus/cell catchment maps and prioritise activation zones. |
| Channel role clarity | Clarify how NLP, Sunday service, online church, Growth Track, cells, pastoral care and workforce each contribute to growth. | Create a channel-role blueprint and remove duplication or leakage. |
| Conversion pathway | Move people from visibility to decision, from decision to cell, from cell to discipleship, and from discipleship to service. | Design conversion journeys, handover rules, follow-up scripts and digital forms. |
| Field execution | Equip cell leaders, campus teams and volunteer teams with weekly growth routines. | Create cell activation playbooks and train leaders. |
| Performance management | Track attendance, cell health, new visitors, online conversion, Growth Track completion, workforce conversion and cell multiplication. | Build growth dashboards, review cadence and KPI scorecards. |
7. Cell-led growth operating model
The cell fellowship must be repositioned from a support activity to a strategic growth channel. Every cell should have a defined growth responsibility and pastoral responsibility.
Cell segmentation options
Neighbourhood cellsEstate cellsYoung adult cellsFamily cellsMarketplace cellsNew believer cellsOnline / diaspora cellsInterest-based groupsNLP conversion groups
8. Marketing and communications system
The marketing model should help Harvesters communicate the right next step to the right segment at the right time. The current issue is not only reach; it is conversion, segmentation and continuity.
9. Product development architecture
The growth strategy should not depend only on communication and cell expansion. Harvesters also needs a clear product development architecture: a disciplined way to identify spiritual, emotional, social and practical needs within the church ecosystem, and convert those needs into structured ministry products, programmes, learning journeys, care solutions and community experiences.
In this context, “product” does not mean commercialising ministry. It means designing clear, repeatable and valuable ministry offerings that help people move from felt need to transformation.
10. Consultancy scope of work
| Workstream | What I will do | Deliverable |
|---|---|---|
| Growth diagnosis | Review current cell structure, NLP data, follow-up system, communication flows, campus growth and leadership capacity. | Growth audit and leakage map. |
| Single source of truth | Define data fields, ownership, capture points and reporting logic for visitors, NLP, cells, Growth Track and volunteers. | Data architecture and dashboard requirements. |
| RTM strategy | Design campus catchment maps, channel roles, conversion pathways and adoption funnel. | Route-to-market growth blueprint. |
| Cell operating model | Define cell value proposition, segmentation, leader roles, meeting rhythm, follow-up duties, multiplication rules and support system. | Cell-led growth playbook. |
| Marketing system | Build campaign themes, audience segmentation, content architecture, communication calendar and conversion scripts. | 90-day growth and communications plan. |
| Product development architecture | Design the framework for identifying member and audience needs, clustering those needs into opportunity territories, and converting them into structured ministry products and programmes. | Product development architecture, need-to-product framework, pilot criteria and ministry product portfolio template. |
| Capability building | Train campus pastors, cell leaders, follow-up teams, communications teams and volunteer coordinators. | Workshop materials and leader toolkits. |
| Performance review | Establish KPIs, weekly routines, monthly reviews and remodel points. | Scorecard, dashboard and review cadence. |
11. Proposed implementation plan
Confirm mandate, sign Project Initiation Agreement, agree data access, define priority campuses/cells and success measures.
Run discovery sessions, audit current operations, build RTM blueprint, cell operating model and communication architecture.
Test in selected campuses/catchments, train leaders, implement follow-up routines and measure early movement.
Roll out refined model, institutionalise dashboards, review progress and remodel where required.
12. Measurement framework
The growth dashboard should move beyond attendance reporting and track conversion, retention and multiplication.
| Growth question | Suggested metrics |
|---|---|
| Are we reaching more people? | NLP attendance, online engagement, first-time guests, campaign responses, referrals. |
| Are we converting reach into community? | New contacts captured, follow-up completion, cell sign-ups, Growth Track starts, prayer requests. |
| Are people staying? | Repeat attendance, cell attendance consistency, inactive-member reactivation, new believer retention. |
| Are cells healthy? | Cell attendance, care cases closed, leader reports submitted, cell satisfaction, cell multiplication readiness. |
| Are we developing leaders? | Assistant leaders identified, new hosts recruited, leader training completion, new cells launched. |
| Are people serving? | Workforce sign-ups, team onboarding, volunteer retention, ministry deployment. |
13. Consultancy investment and costing
The proposed consultancy investment for the full strategic design, pilot enablement and implementation support is ₦28,500,000.
This fee is distributed across the major workstreams based on strategic responsibility, depth of consulting input, stakeholder engagement, design complexity, capability building and implementation support required.
| Workstream | Strategic responsibility | Consultancy deliverables | Fee allocation |
|---|---|---|---|
| Growth diagnosis and executive alignment | Establish the growth mandate, leadership alignment, diagnostic baseline and priority decisions. | Executive discovery sessions, current-state assessment, leakage map, project charter and strategic alignment memo. | ₦2,300,000 |
| Single source of truth and growth dashboard architecture | Resolve data inconsistency and define reliable reporting for NLP, cells, attendance, follow-up, Growth Track and volunteer conversion. | Data-field architecture, reporting logic, dashboard specification, KPI dictionary and data-governance recommendations. | ₦2,800,000 |
| Route-to-market and home penetration strategy | Translate Harvesters’ growth agenda into a structured catchment, channel and household penetration model. | RTM blueprint, tribe mapping, story mapping, platform mapping, community mapping, campus catchment priorities and adoption funnel. | ₦4,500,000 |
| Cell-led growth operating model | Reposition cell fellowship as the primary growth, care, retention, discipleship and multiplication engine. | Cell value proposition, segmentation model, leader roles, multiplication criteria, reporting cadence, cell support structure and operating playbook. | ₦4,800,000 |
| Marketing, communications and conversion system | Build a segmented communication and campaign engine that converts programme visibility into structured adoption. | Audience segmentation, messaging pillars, campaign architecture, follow-up journey, conversion scripts, content themes and 90-day communications calendar. | ₦3,800,000 |
| Product development architecture | Provide the framework for identifying audience needs and converting them into substantive ministry products, programmes, journeys and support solutions. | Need-to-product architecture, product portfolio framework, product briefs, pilot criteria and governance recommendations. | ₦3,500,000 |
| Capability building and leadership enablement | Equip campus pastors, cell leaders, follow-up teams, communications teams and volunteer coordinators to execute the model. | Training workshops, leader toolkits, execution routines, facilitation guides and adoption support materials. | ₦2,800,000 |
| Pilot execution, monitoring and remodeling | Support practical testing of the model in agreed campuses/catchments and refine based on field performance. | Pilot launch support, weekly execution reviews, performance monitoring, issue resolution and model remodeling recommendations. | ₦2,800,000 |
| Project governance, documentation and reporting | Provide structure, accountability, decision tracking and executive visibility throughout the engagement. | Governance cadence, progress reports, steering meeting packs, final strategic report and implementation handover documentation. | ₦1,200,000 |
| Total consultancy investment | ₦28,500,000 | ||
Payment structure
| Payment milestone | Percentage | Amount | Trigger |
|---|---|---|---|
| Project mobilisation | 70% | ₦19,950,000 | Payable upon approval of proposal and before commencement of discovery, stakeholder engagement and strategic design work. |
| Final balance | 30% | ₦8,550,000 | Payable upon verification and delivery of agreed strategic outputs, implementation framework and handover documentation. |
| Total project cost | 100% | ₦28,500,000 |
14. Immediate next steps
- Official commissioning of the project and appointment of internal project sponsors.
- Project scoping confirmation based on campuses, data access, duration and deliverables.
- Project Initiation Agreement signing to confirm mandate, roles, confidentiality, commercial terms, payment milestones and timeline.
- Mobilisation payment of 70% of total project cost, equivalent to ₦19,950,000, to activate the engagement and commence discovery, stakeholder engagement and strategic design.
- Discovery workshops with pastoral leadership, cell leadership, NLP/follow-up, data/IT, communications and volunteer teams.
- Design, test and execute the cell-led RTM pilot.
- Verification and delivery review of agreed outputs, followed by payment of the 30% final balance, equivalent to ₦8,550,000.
- Monitor and remodel based on dashboard results and field feedback.