Campaign Proposal

EAU CLAIRE JAZZ STUDIESMAY 2015

THE CLASSICMICH A EL F IEZ

CAL LI F IN TEL

ERIN S HE RWO O D

S TEP H AN IE TY IN K

NIN A WIN IS TORF E R

NATH AN ZE ITER

A CAMPAIGN PROPOSAL TO INCREASE STUDENT ATTENDANCE AT UW-EAU CLAIRE JAZZ I ENSEMBLE PERFORMANCES

A C A M PA I G N P R O P O S A L F O R U W- E A U C L A I R E J A Z Z S T U D I E S

THE CLASSICMICH A EL F IEZ

CAL LI F IN TEL

ERIN S HE RWO O D

S TEP H AN IE TY IN K

NIN A WIN IS TORF E R

NATH AN ZE ITER

EAU C LAI R E JAZZ S TU D IESJazz I Performance Attendance Increase Plan

May 2015

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Table of ContentsSection 1:

Situation Analysis..............................................................................................................1The Problem & Opportunity.......................................................................................................1The Organization........................................................................................................................2The Public & Market...................................................................................................................5The Environment........................................................................................................................7

Section 2: Strategic Plan.....................................................................................................9Goal............................................................................................................................................9Objectives & Strategies............................................................................................................11

Section 3: Action Plan......................................................................................................13Tactic 1: Posters.......................................................................................................................13Tactic 2: Social Media...............................................................................................................14Tactic 3: Contacting Professors Through Email.........................................................................15Tactic 4: Press Release..............................................................................................................16Tactic 5: Campus Performances...............................................................................................17

Section 4: Logistics...........................................................................................................19Public Relations Calendar.........................................................................................................19

Section 5: Evaluation Plan................................................................................................20Research Design.......................................................................................................................20Preparation Criteria..................................................................................................................21Implementation Criteria...........................................................................................................23Impact Criteria..........................................................................................................................24

Appendix A: Cooperation Agreement..............................................................................27

Appendix B: The Tactics...................................................................................................29Posters......................................................................................................................................29Press Release............................................................................................................................33

Appendix C: Calendar and Key.........................................................................................35Calendar Key............................................................................................................................35Calendar...................................................................................................................................37

Appendix D: The Budget..................................................................................................38

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Situation Analysis

The Problem & OpportunityThe University of Wisconsin-Eau Claire Jazz Studies department is having trouble

filling the seats with college students for its Jazz I Ensemble performances. By working

with them we are hoping to find ways to get more UW-Eau Claire students to attend

these concerts, Jazz I Ensemble specifically.

After sitting down with our client, we learned that these concerts used to be

standing room only with warnings from the Fire Marshal that they could not have

people spilling over into the aisles due to safety restrictions. Today, they are lucky to fill

about half of the auditorium. There is no doubt that technology has been partially to

blame for this issue; people don’t have to leave their houses to be entertained anymore.

Another cause of low student attendance, in particular, is that students might not think

they will enjoy jazz music, or, that jazz music is for the older generation of the

community.

We need to find a way to appeal to our target audience in a way that will engage

and spark their interest to attend the Jazz I performances. What we are trying to figure

out is how to bring students out of their dorm rooms or houses in order to experience

some real, live, spectacular music, performed by members of their peer groups at UW-

Eau Claire. As many attendees are already community members, we will be focusing on

getting college students to attend these concerts. During this time, it will be important

to work closely with Robert Baca, head of Jazz Studies at UW-Eau Claire, to promote a

quality product that students will want to hear.

A CAMPAIGN PROPOSAL FOR UW-EAU CLAIRE JAZZ STUDIES | 2

Strength Weaknesses

UWEC connections Jazz I Ensemble, Grammy Nomination x2 BA Music students attendance quota Mr. Baca’s reputation (well-known) Student admission fee: $2

Limited publicity College students Lack of funding

Opportunities Threats

Collaborate with administration to increase attendance quota by adding a guest pass

Students as new market Random campus performances No competition Collaborating with Choral Dept.

Budget cuts Lack of appreciation amongst

students Chorus’ on campus (competing)

The Organization

When looking at UW-Eau Claire Jazz Studies, there are strengths in this

organization that can aid in the campaign. There are connections within the University

that can benefit in the distribution of our messages. The Jazz I Ensemble is a two-time

Grammy nominated ensemble, which adds credibility. For the music department,

students are required to attend a designated number of performances, which would

benefit the campaign by reaffirming the quota with music students. Our final strength is

the recognition of Robert Baca’s national reputation as the Director of Jazz Studies and a

renowned trumpet performer.

As far as weaknesses of the organization, there is limited publicity due to the Jazz

Studies being funded only by the UW, therefore, a lack of funding. Although these funds

have their benefits as well, there is always a challenge in managing the pricings of

advertising on air, around campus, and in the community. The second weakness that

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will be transformed into a positive is that college students make up a large majority of

the Eau Claire community.

There are also many opportunities that Jazz Studies and our campaign can

harness. We hope to work with the administration to create a guest pass for the music

students who have to attend a certain number of performances throughout their time at

UW-Eau Claire. This will allow students to bring a guest, earning an extra punch, in order

to increase the awareness of performances that occur on campus. Another opportunity

is students becoming a new market as a whole. Among the community and the area

surrounding Eau Claire, there is limited jazz competition. One way to increase awareness

on campus is to have spontaneous performances on campus. These would be

unannounced to the public, and would allow students to have a preview of the quality

of performers that are present on campus. Performances could take place on the

campus mall, in Davies Student Center, Haas Lobby and other common areas around

campus. In order to involve more students to be a part of the jazz program, utilizing the

choral talent on campus to sing with the Jazz I Ensemble would be a great opportunity.

Our last item of the SWOT analysis is the threats that could impact our campaign

in a negative way. In recent political decisions, Wisconsin Governor Scott Walker has

imposed a $300 million budget cut for the UW System. With this, large amounts of

funding could be cut to departments around the UW-Eau Claire campus that may affect

our campaign and the distribution of our messages and materials. Another threat to our

campaign is the limited knowledge and awareness of jazz music among college students.

Music tastes in general for college students are limited to “top hits” and recently


produced music, which limits the awareness of jazz music among college aged students.

The last threat to our campaign is the choral department in general, as it is known as

“Wisconsin’s Singing University.” With this threat, most community members and

students attend choir concerts instead of Jazz performances. The use of this threat

would be to create an opportunity and have choir members or groups perform with the

Jazz I Ensemble to help increase awareness.

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The Public & MarketThe primary market of this project is to reach to UW-Eau Claire students.

Although there are many other markets, especially the Eau Claire community that we

could focus on, the lack of student ticket sales is the most important to us. We want to

market the performances in a way that increases hype and word-of-mouth

conversations, which will increase the "want to go" attitude of UW-Eau Claire students.

Membership in a market is passive; therefore the students whom we are reaching to are

not aware they share the common want or need. Through different forms of media, we

plan on creating messages and spreading the word about the Jazz I Ensemble

performances to raise attendance levels. Creating the messages is one thing, but

utilizing the optimal form of media to spread those messages is a key variable in getting

the word out.

The two main forms of media we plan on using to spread the word among our

target public is Facebook and posters. Facebook will allow for certain messages to be

sent out to a large number of people, who can in turn send that message to more peers

via “sharing” the message. On the other hand, posters will bring a physical presence to

the campus environment that will allow students to see them around campus in all UW-

Eau Claire academic buildings. Once our persuasive messages have been implemented,

the target public will become aware of the Jazz I Ensemble performances. As a result,

attendance at the concert will increase.

Among our primary public there are also intervening publics. Those, for example,

are UW-Eau Claire professors and peers. Professors are opinion leaders, who command

the respect of their students. They certainly hold sway and frequently communicate


with students. Therefore, their opinions and words will reach students that may not

otherwise be open to them. Ways to reach professors would consist of email, posters,

and word of mouth. Along with on-campus professors, peers also hold sway over their

fellow students. Through daily communication with their friends, they can spread the

message and share information while raising awareness. The best and most common

medium used in reaching this public is the use of all social media. This strategy works

well, as social media can reach a vast array of students, allowing them to forward the

information via word of mouth or on their own social media profiles.

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The EnvironmentThe environment also plays a major role in order to increase the attendance of

UW-Eau Claire students during Jazz I Ensemble performances. Within this section there

will be a discussion of the effects in the Eau Claire community and the state of

Wisconsin and the environmental effects they have.

With recent political decisions to cut the UW System budget by a proposed $300

million, this cut will be implemented starting fall 2015 through 2017. Due to this budget

cut, funding for the University of Wisconsin-Eau Claire Jazz program may be significantly

reduced. In the history of UW System budget cuts, music and arts programs are

notorious for being one of the first to go. Funding would enable our messages to be

delivered to our audience. A lack of funding means a lack of messages, therefore our

campaign would suffer.

Previous message distribution should be taken into consideration for what has

and what has not worked in the past. As Eau Claire Jazz Studies is a funded

organization, funding is usually not specified for advertisement and publicity of

performances and events. Not only has there been a main lack of distribution through

radio channels, but through other media channels as well. As college students are

known for their use of social media, radio message distribution would be a key media

channel for outside publics as these messages would reach audiences who have an

appreciation for jazz music with the use of the radio. Also, with the growing rate of

technology and the decline of radio listening, other forms of media distribution will be

necessary. By using social media, we will be able to reach different segments of our

public and spread our message to all markets.


Another factor to consider when wanting to reach more students is the lack of

diverse demographics and knowledge of jazz cultures. As the jazz culture originates

from the late 19th and early 20th centuries, most current college-age students listen to

“top hits” and more recently produced music. Although jazz music is still being

produced, it does not reach many segments of the college-age community. This may be

a road block for our campaign. Although it will be easy to distribute the messages to

college students, it will be difficult to create excitement and interest for the primary

public to the performances.

The final environmental factor that could affect our campaign is lack of time

available to students. Being a full-time student is a job in itself. The consideration must

also be noted that most students, on top of classes, work at least a part time job, have

an internship, or are involved in organizations on campus. Students barely have enough

hours in the day to have a social life. With personal commitments, students are not

interested in spending their free time at a jazz concert.

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Strategic Plan

GoalOur elements are all connected; each level allows us to achieve the other. The outcome

objectives we have laid out detail the specific actions we will utilize to achieve our goal. Our

strategies outline the means and resources by which we will achieve our objectives. The tactics

are how we will execute and implement our strategies; they are determined by our key publics

and the best ways to reach them. These elements work together to create a cohesive campaign

plan that will allow us not only to achieve our goal, but monitor our progress and outcomes as

well.

In our situation analysis, we outlined our greatest strengths, weaknesses, opportunities

and threats when it comes to our client, the Jazz Studies department. The problem is the

decreasing attendance of UWEC students at the Jazz I Ensemble performances. By using the

knowledge we gained in our situation analysis, our strategic plan is full of ways we will increase

the UW-Eau Claire student attendance at the Jazz I Ensemble performances by 25 students.

GOAL: To increase attendance of UW-Eau Claire students to Jazz I Ensemble performances by 25 students.

In our situation analysis we found lack of awareness of the performances to be a

contributing factor for declining attendance. Jazz Studies has seen a decrease in attendance for

the spring season performance over the last five years (see Table for Jazz I Ensemble Ticket

Sales).

In the past five years, fall and spring performance combined, less than 50 percent of the

total attendance has been made up of UW- Eau Claire students. Our plan provides strategies to


reach our goal by setting up random campus performances where students will be exposed to

the music, while raising awareness by creating posters, surveys, and social media content to

spread awareness of the concert on April 30, 2015.

Objectives & StrategiesBecause we took the time to familiarize ourselves with our client’s issue during our

situation analysis, our strategic plan contains various strategies and objectives to reach our goal

in a precise manor. To increase attendance, we will use our first strategy:

Strategy One: To inform UW-Eau Claire students through spontaneous campus performances by the Jazz I Ensemble at various locations on campus.

Jazz I Ensemble Ticket Sales

Date Community Attendance

UWEC Student Attendance

Total Attendance

UWEC Student %

12/3/10 172 195 367 53.13%5/5/11 78 74 152 48.68%12/2/11 141 113 254 44.49%4/23/12 214 123 337 36.5%11/30/12 140 125 265 47.17%4/26/13 127 61 188 32.45%12/6/13 138 98 236 41.53%4/27/14 60 25 85 29.41%12/5/14 76 68 144 47.22%

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These spontaneous performances would take place in the lobby of the Haas Fine Arts

Center, Davies Student Center, Centennial Hall, and the amphitheater in the campus mall.

These performances will increase attendance of future Jazz I Ensemble performances by

exposing the student population to the music.

Strategy Two: To increase awareness of Jazz I Ensemble performances among UW-Eau Claire students by the implementation, design, and distribution of posters.

UW-Eau Claire students will have a piqued interest after completing a survey conducted

by April 10, 2015. Many of the questions are based on the knowledge students have of the Jazz

I Ensemble, as well as gathering data on how students become aware of performances around

campus. This survey will also help to categorize what social media works best for college

students, as many questions pertain to the use of a particular medium to acquire information of

upcoming on-campus events. This outcome of the questionnaire will help capitalize our

knowledge of UW-Eau Claire students, and their familiarity of performances and use of media

to acquire information.

Tactics

Through the use of messages and communication tools, there will be several tactics that

implement this strategic plan. These tactics include: creating and distributing 20 posters; using

social media; contacting professors through email messages; creating and distributing two


surveys, pre and post. The compilation of these tactics will help ensure we reach our goal of

increasing attendance of UW-Eau Claire students to Jazz I Ensemble performances.

Action Plan

Tactic 1: PostersMessage Strategies: We will be creating and distributing 20 posters around campus in places

such as Davies Student Center, Centennial Hall, Hibbard Hall, Haas Fine Arts, etc. We will be

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creating four posters, all of which will have similar themes and styles to create continuity. Five

posters will be printed of each design and will be distributed around the campus.

Type of Appeal: For this tactic we will be using both psychological and informational appeals.

It will be informational as the posters will contain the needed information: who, what, when,

where and why, so that students have high self-efficacy in terms of attending the Jazz I

Ensemble performances. The posters also have a psychological appeal because the different

posters will not only be informational but will be visually appealing as well.

Spokesperson: Our spokesperson for the posters will be Eau Claire Jazz Inc., who will create

the posters and place the correct and necessary information on them that will get the students

interested and informed about the concert.

Key Points: As far as the information that is on the posters, the five W’s will be implemented.

The Who: Jazz I Ensemble and Jamey Simmons

The What: jazz performance

The When: April 30th, 2015

The Where: Gantner Hall in Haas Fine Arts on campus

The Why: to support the University’s music department and learn to gain a respect and

understanding for the jazz culture.

Media Strategies: Organizational communication and advertising and promotion are the

media strategies that will be enacted through the creation and distribution of posters. Posters

will be distributed approximately one week before the date of the concert. Because the

organization is communicating to the public through the posters, we are able to use


organizational communication as a media strategy. Since we are using posters as a form of

communication we are also promoting and advertising the concert through them.

Tactic 2: Social MediaMessage Strategies: For our social media strategy, we will be using the Eau Claire Jazz Inc.

Facebook page to post informational and psychological appeals in order to raise awareness and

knowledge in our target public. These posts will be updated several times per day, with an

increased volume in the week prior to the Jazz I Ensemble performance on April 30.

Type of Appeal: For this tactic we will be using a psychological and informational appeal. To

find success with the psychological appeal, we will use recordings of Jazz I Ensemble that will be

recorded at their on campus performances. This will get our audience’s attention and interest,

and convince them to attend the performance. For our informational appeal, we will offer basic

information (such as time, date, location, price, etc.) to raise awareness and knowledge within

our audience.

Spokesperson: Eau Claire Jazz Inc. will as the spokesperson for this tactic. We will post from

their accounts to reach their followers (who have already indicated an interest in jazz by

following their page).

Key Points: Initial posts will contain: who, what, when, where, and why about the events. This

will serve to inform the public about the event. We will then include quotations from the

members and past attendees, pictures of past performances, related information concerning

guest artists, and previews/teasers including videos of performances.

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Media Strategies: Interpersonal communication, advertising and promotion (Jazz studies and

EC Jazz on Facebook) will be the strategies employed. The organizational strategy allows us to

maintain control of the messages while speaking from the organization to the public. By using

the advertising and promotion strategy, we are reaching a large number of people while also

maintaining control of our messages. We will use Facebook to post several times a day, with an

increased focus in the week leading up to the concert (April 22-29).

Tactic 3: Contacting Professors Through EmailMessage Strategies: We will be having Robert Baca email professors with information about

the April 30 concert as well as information about jazz music and culture. We will also be asking

those professors to share the information with their students in order to raise their awareness,

knowledge, and appreciation of the concert. Using Robert Baca will make the request and

information more credible, and make professors more likely to share that information.

Type of Appeal: This tactic will involve an informational appeal and an ethical appeal. We will

be offering information about the event, and share the importance of jazz music and culture.

The goal of this appeal is to convince professors to share the information with their class and

potentially offer extra credit for attending the Jazz I Ensemble performances. If the professors

are receiving an email from a fellow faculty member, they could feel a need to support them

and the institution in which they work. This targets their ethics and value based systems,

hoping to change student’s behavior.

Spokesperson: Robert Baca will be the spokesperson for this tactic. Previously we used an

animated version of Robert Baca, but this tactic will require his personal involvement. The


purpose of this is to lend credibility (which will be greater using Robert Baca’s name than any of

ours) to the request and information.

Key Points: We will provide the vital information about the event: who, what, when, where,

and why of the concert—as well as other information such as the price of attending, and the

importance of jazz music and culture at the University and the City of Eau Claire.

Media Strategies: We will use the Interpersonal communication strategy. By coming to

professors through an established academic organization—and using the well-known and well-

respected Mr. Baca—we will establish credibility in our request that they share information

with their students. These emails will be sent a week before the event (April 22-29), so as to

raise awareness close to the event and keep the information fresh.

Tactic 4: Press ReleaseMessage Strategies: We will write a press release through Eau Claire Jazz Inc. The press

release will contain information to create knowledge and awareness among the publics. It will

reach both students and the Eau Claire community.

Type of Appeal: Our press release will have a strict informational appeal. Our goal with the

press release will be to inform UW-Eau Claire students, UW-Eau Claire alumni, and the Eau

Claire community about the details of the event.

Spokesperson: Eau Claire Jazz Inc. will serve as the spokesperson for the press release.

Key Copy Points: The press release will contain information about what the Jazz Ensemble I

group is, while also containing a brief description of the guest artist, UW-Eau Claire Jazz Alum

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Jamey Simmons, who is playing alongside the Jazz Ensemble. It will detail that the concert will

take place in the Gantner Concert Hall on Thursday, April 30, at 7:30 P.M.

Media Strategy: We will be using the news media as our media strategy for the press release.

We will be sending the press release out to various news outlets that have their publications on

campus (i.e. Volume One, The Spectator, etc.). It will be sent out Monday, April 13.

Tactic 5: Campus PerformancesMessage Strategies: We will host four random campus performances on the campus mall the

week before the concert (April 22-29). The performances will consist of both big band and

combo acts. These performances will create a preview for students and faculty on the talent

and style of the performers. This will also raise knowledge and awareness among the students,

as we will be handing out flyers about the event during these performances.

Type of Appeal: This tactic will have an informational and a psychological appeal. Information

about the concert will be provided. If students like what they hear they will have a more

positive attitude.

Spokesperson: The spokesperson for the performances will be the performers themselves

while also the members of our group. We will all be there to provide passerby students the

information they need. Seeing people of a similar age promote the concert will connect with

students on a personal level.

Key Points: They will play music similar to that which will be heard at the April 30 concert. We

will hand out fliers labeled with Jazz I Ensemble, April 30, and Gantner Concert Hall. Photos and

videos will be taken during the performances and uploaded to Eau Claire Jazz Inc.’s social media


pages encouraging students to “like” or “share” them with friends who would be interested in

attending the concert.

Media Strategy: This will be interpersonal communication. We have April 20-24 and the 27-29

reserved for on-campus performances. The time slots reserved are 11:00 A.M. – 1:00 P.M.

Members from Jazz I, the Dougan Smith Big Band, and the Connor Pietrzak Big Band will rotate

playing on different days. Members of the jazz combos have yet to solidify a date and time, so

the specifics are to be determined.

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Logistics

Public Relations CalendarThis calendar lays out all of our campaigns tactics and when they will be implemented by.

The dates are listed across the top with the total running time of the campaign below it. The title

of each tactic is on the left hand side, with the boxes filled in when they will be applied. Using this

calendar, we will be able to stay on schedule with the implementation of our tactics, as well as

our own individual responsibilities. When the campaign is finished, we will be able to look back at

the calendar to make adjustments for the next campaign. Two of the tactics listed below—the

pre and post surveys—work hand in hand. We will be giving a post survey at the conclusion of the

campaign. This will allow us to see changes in attitude, knowledge, and awareness.

Please find the calendar and key in Appendix C.


Evaluation Plan

Research DesignFor this campaign we will be using a before and after design. Our primary tactic for

gathering before and after will be through a survey done before the campaign and one done

after the campaign. As a group, we feel that in order to achieve understanding of our audience

half-way through our campaign, other measures will be implemented to gain that

understanding, such as social media and ticket purchases. These allow us to track changes in

awareness/knowledge, attitudes, and behaviors, as well as the impact of our campaign. The

strength of this design is that it offers a baseline measurement through formative research, and

allows us to see what if participant measurements have changed. A weakness of this design can

be the validity of the responses. Sometimes people do not answer survey questions truthfully,

and will skew the data. It also lacks a control group, which means we cannot measure the

impact of our campaign against those who have not been exposed to it.

This design is both possible and accurate in measuring our objectives. It is possible

because we have a large student population who will participate in surveys. Our objectives will

be accurately measured, because a pre-survey gives a baseline on awareness, knowledge,

attitudes, behavior and behavioral intent, while the post-survey will allow us to know if our

campaign has had an impact.

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Preparation CriteriaThe posters we will prepare for distribution will have a persuasive appeal to them

because they will detail various incentives for students. By telling students they are able to win

prizes just for attending the concert we hope to persuade more people to step out of their

comfort zone to actually get out there and support UW-Eau Claire’s Jazz I Ensemble. It’s difficult

to mess up the accuracy on a poster since we would have the information to put on them at

hand, but just in case, we will have each member of our team proofread each poster, as well as

have members of the Jazz Studies department, look at them to get an opinion from outside of

our group. If given the time, we will also show the posters to outside sources to receive

feedback from a different angle. The messages will be appropriate as we are going for a clean,

simple look, which will maintain the integrity and class associated with jazz and the ensemble.

A cost-efficient way to inform students is to send them emails about upcoming events,

however, emails suffer the curse of either being glossed over or ignored. They also run the risk

of being buried by all of the other emails that students receive daily. Because of this, we will

create custom email messages that will be sent out to professors rather than students. We will

work directly with Robert Baca to capture his eloquent tone to create a persuasive message

that will ask professors to discuss the Ensemble events with their students. Like our posters,

these emails will go through various phases of proofreading to ensure accuracy. Mr. Baca will

be the one to send these emails out since he already has established credibility and professors

are more likely to open emails from people they know.

The main draws we have designed are the on-campus performances that will take place

one to two weeks prior to a Jazz I Ensemble performance. It is our idea that these on-campus

performances will act as the face of jazz that is to be presented to the students. We believe this


to be an effective and persuasive message because the performances will showcase the skills of

the performers and will create a comfortable and entertaining atmosphere for students to

enjoy. It would not be “in-your-face”, rather, it would be a “hang out, relax, and enjoy” feeling

that would establish a personable connection between the performers and the students. The

information would be accurate because we would work in tandem with the members of the

Jazz I Ensemble to ensure accuracy. We would attend each on-campus performance and walk

around to talk with passerby students, as well as students who are lounging in the grassy areas.

We would ask them if they are enjoying the music, if they’ve heard the jazz ensembles before, if

they have taken our survey and information about it, if they’d be interested in going to a

concert, and we’d even select a few groups of random students to hand tickets out to.

Another cost-efficient way to promote our message is through social media. College

students are notorious for their incessant use of social media. Using the UW-Eau Claire Jazz

Studies pages to promote our messages, we will also work in tandem with the primary UW-Eau

Claire social media accounts, such as the music department accounts, the main UW-Eau Claire

account and the Jazz Studies account, to ensure our messages are widely publicized. This social

media tactic will also allow for two-way communication, ensuring that students will have the

ability to interact with their school and share their own experiences. Social media will allow us

to raise awareness about the date, time, and location of the Jazz I Ensemble performance, while

also allowing for an interactive incentive system in which students can win prizes by posting

pictures of themselves with our posters.

In order to raise excitement and anticipation for our concert, we will be creating a

theme for the concert to follow. Due to the success of the recently created Gatsby Gala, a ball

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featuring jazz music hosted by UW-Eau Claire, we have proof that creative themes can have a

positive effect on attendance. We will ensure the effectiveness of our theme by performing

thorough formative research, while also running our ideas across the members of our group as

well as Mr. Baca. Themes create an appealing atmosphere that offers a reprieve from the

mundane and provides a unique and entertaining experience for those who attend.

Our final tactic will be to create a press release to reach students and community

members alike. The persuasive strength of this message will be its publication in print mediums

as well as online forums. Printed publications lend more credibility to our message, and will

allow us to reach the Eau Claire community with greater success. The press release will provide

basic information (who, what, when, where, and why) as well as inform our target audiences

about any special themes or guests the performance will involve. We will send our release to

the print newspapers in the Eau Claire area, as well as other print publications such as Volume

One. This ensures that we reach a wide array of interest.

Implementation CriteriaThrough the process of measuring the public of UW-Eau Claire students, we will raise

awareness of student jazz culture and music knowledge on campus. With the use of

spontaneous performances and posters, the awareness of our main public’s attention will

increase in the knowledge of when, where, who and what the performances will consist of for

the Jazz I Ensemble.

Information of our public’s attitudes and opinions in regards to Jazz I Ensembles on

campus will increase in positive and encouraging notions when their awareness and knowledge


of Jazz music is changed. Measuring these aspects will help in creating positive attitudes

towards the Jazz Ensemble to increase student attendance at performances, as well as other

Jazz events on campus.

As far as the public’s behavior, we have put a pre- and post- survey in place to test the

formative evaluation of this campaign. The pre- survey is meant to test the attitudes,

knowledge and behavioral intent of the students, where the post- survey is set up to see if the

opinions, attitudes, and behavior actually changed. We will also be able to track the attendance

data via ticket sales.

Beyond that, we will also be able to track increase in social media followers and

responses. By tracking this, we will be able to measure behavior as well as awareness and

knowledge of Jazz music amongst college students. If measures that we have taken to promote

more awareness fail to work, we will reevaluate the way in which we are reaching out to

students to make a lasting impact on concert attendance for the Jazz Studies department of the

University of Wisconsin-Eau Claire.

Impact CriteriaTo measure the impact of our campaign to increase student attendance to the Jazz I

Ensemble performance, as a group we can measure the market’s awareness, knowledge,

attitude, opinion, and behavior.

In order to gain insight on the public’s awareness and knowledge, we can look to

conducting a pre- and post- survey that would ask questions to our public about their existing

awareness and knowledge towards the jazz culture as a whole and also towards the specific

Jazz I Ensemble event that occurs every semester on campus. We can then compare our results

25

of the pre- and post- survey to conclude if the campaign had an effect on the public in their

awareness and knowledge of jazz. Ticket sale records would also be a good indication of the

awareness and knowledge of our publics. Looking at both past and current sale records can let

our group know if the campaign has been a success or if certain things need to be changed for

future endeavors. The final way to measure the public’s awareness and knowledge is to look at

social media interaction within the Jazz I accounts. This interaction could include the increase of

“likes,” “followers,” or “shares” on an account.

Most of the same concepts can be used for measuring the market’s attitudes and

opinions as well since awareness and knowledge leads to attitudes and opinions. Once a market

is knowledgeable and aware of a topic, they can then create an attitude and opinion of that

topic. A pre- and post- survey, ticket sale records, and social media interaction are all viable

ways of measuring the market’s attitudes and opinions as well.

In order to measure changes in the public’s behavior we can conduct the same concepts

mentioned previously, with the addition of looking at past ticket sale records from previous

years and comparing those with current sales. By doing this, we can analyze the previous years

in accordance with the current sales to see if we see an increase or decrease and therefore

conclude if the campaign has been a success or not.

In order to conduct a summative evaluation of our campaign we can measure final ticket

sales and compare those from past sales to see if our campaign was successful by the possible

increase in the records. We can also look towards the final outcome of survey responses by

comparing both the pre- and post- responses. Since the post-survey will be handed out at the

event, this will show us if our campaign was successful. Finally, we can look to social media


interactions to see if more “likes,” “follows,” or “shares” have been made over the course of

our campaign. If the summative evaluation shows that our campaign was not a success, many

alterations can be made in hopes of making it a success in the future. These can include

increasing the number of posters distributed, increasing the activity on social media accounts,

reaching a bigger audience with survey responses, doing more outreach at off-campus locations

to reach students who live off-campus, etc. This process can also be based off of trial and error

experimentation, as what works for some situations will not always work for others.

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Appendix A: Cooperation Agreement


Cooperation Agreement (cont.)

29

Appendix B: The Tactics

Posters


Posters (cont.)

31

Posters (cont.)


Posters (cont.)

33

Press Release

Media Contact Robert Baca

Director of Jazz Studies (715) 836-4371 [email protected]

For Immediate ReleaseApril 21, 2015

Special Guest Performer and University of Wisconsin-Eau Claire Alumnus, Jamey Simmons, will Perform with Jazz Ensemble I on Thursday, April 30

Arranger, composer, trumpeter, and educator Jamey Simmons knew early on that his unique gift resided within the world of music. Simmons grew up in Wisconsin and earned his Bachelors of Music at UW-Eau Claire and his Master of Music in Jazz and Contemporary Media at the Eastman School of Music where he studied under jazz composer and arranger Fred Sturm. While still a student at UW-Eau Claire Jamey won the Down Beat award for best composition. After graduating he won a full scholarship to the Eastman School of Music, where he won another Down Beat award and a world composition contest where he and his family were flown to Brussels to have his composition played by the Brussels Jazz Orchestra, a world renowned professional ensemble.

Simmons has written many extraordinary compositions and arrangements, several of which have been performed by a wide range of groups spanning from middle school jazz ensembles to university ensembles, to the Buffalo Pops. As a trumpet player, he has been bringing his sound throughout the world by touring with the Glenn Miller Orchestra across the United States, South America, and Japan. Currently, he is the Director of Jazz Studies at Middle Tennessee State University where he directs their Jazz Ensemble I and teaches various courses in jazz.

“Whatever you think jazz is, Jamey Simmons has played it and written it. Jamey, a lifelong learner, has become a master in playing and composing all genres. Jamey’s compositions for this concert will contain traditional, contemporary, commercial jazz as well as classical compositions,” said Mr. Baca, the Director of Jazz Studies at UW-Eau Claire. “The UW-Eau Claire Contemporary Chamber Orchestra will all be performing a Frank Zappa piece during the intermission. Definitely an entertaining experience, so come on down and enjoy.”

-more-


Simmons will be joining UW-Eau Claire’s own Jazz Ensemble I to provide an unparalleled jazz experience. The ensemble will be performing a history of Jamey's works from compositions he wrote while at UW-Eau Claire, his various award winning works, and new compositions. These works represent classical and jazz genres.

The performance will take place on Thursday, April 30 in the Gantner Concert Hall – located in the Haas Fine Arts Center – at 7:30 p.m. Tickets are available to purchase in advance from the Davies Student Center, but they will also be purchasable at the door the night of the concert!

About Eau Claire Jazz, Inc.Eau Claire Jazz, Inc. is a non-profit 501c3 organization whose mission is to educate, entertain, promote, and perpetuate the worldwide cultural experience of jazz. The organization was formed in 2009 to partner with the University of Wisconsin-Eau Claire to continue and expand the long history of the Eau Claire Jazz Festival. We provide exciting and authentic Jazz experiences, inspiring audiences to build a life-long appreciation for jazz.

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Appendix C: Calendar and Key

Calendar Key

This key places the tactics in order according to the time when tactics must be

started. This means the first sub-tactic listed takes the longest to complete, and the last

sub-tactic takes the least time to complete.

Begin Campaign Tactic 1 (T1): Social Media – 30 days

o T1A- Monitoring Facebook wall/posts – 13 dayso T1B- Requesting member quotes – 4 dayso T1C- Posting quotes to Facebook – 3 dayso T1D- Posting 5W’s on Facebook – 4 dayso T1E- Taking video – 3 days (Concurrent with T1D)o T1F- Posting video -3 days (Concurrent with T1D, T1E)

Tactic 2 (T2): Spontaneous Performances – 22 dayso T2A- General meetings – 2 dayso T2B- Contacting performers – 3 dayso T2C- Request event sight – 2 dayso T2D- Set-up – 3 dayso T2E- Performance time – 3 days (Concurrent with T2D)o T2F- Flyer hand-out – 3 days (Concurrent with T2D, T2E)o T2G- Post event clean-up – 3 days (Concurrent with T2D, T2E, T2F)o T2H- Event recap – 3 days (Concurrent with T2D, T2E, T2F, T2G)

Tactic 3 (T3): Student Survey – 15 dayso T3A- Write questions – 1 dayo T3B- Enter questions in Qualtrics – 1 dayo T3C- Distribute survey – 1 dayo T3D- Monitor survey – 8 days (Concurrent with T3C)o T3E- Disconnect survey – 1 dayo T3F- Recap of survey – 2 days

Tactic 4 (T4): Post Survey – 9 dayso T4A- Write content – 1 dayo T4B- Create layout – 1 dayo T4C- Editing – 1 dayo T4D- Print surveys – 1 dayo T4E- Cut & trim surveys – 1 day


o T4F- Put surveys in pamphlets – 1 dayo T4G- Give to Baca – 1 dayo T4H- After performance readings – 2 days

Tactic 5 (T5): Flyers during spontaneous performances – 7 dayso T5A- Write text – 1 dayo T5B- Layout design – 1 dayo T5C- Proof design – 1 dayo T5D- Print design – 1 dayo T5E- Distribute flyers – 3 days

Tactic 6 (T6): Posters around campus – 6 dayso T6A- Write text – 1 dayo T6B- Layout design – 1 day (Concurrent with T6A)o T6C- Proof design – 1 dayo T6D- Print design – 1 dayo T6E- Distribute posters – 1 dayo T6F- Take down posters – 1 day

Tactic 7 (T7): Press release | Jamey Simons – 5 dayso T7A- Research – 2 dayso T7B- Create press release – 1 dayso T7C- Edit press release – 1 dayso T7D- Distribute press release – 1 days

Tactic 8 (T8): Contacting professors – 4 dayso T8A- Writing content – 1 dayo T8B- Getting consent – 2 dayso T8C- Distribute emails – 1 day

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Calendar


Appendix D: The BudgetUW-Eau Claire Jazz Studies Budget for 'Get em in the Seats', 2015TACTIC PRINTING

UNITS @ UNIT = SUBTOTAL

POSTAGE/DISTRIBUTION UNITS @ UNIT = SUBTOTAL

PROMOTIONAL UNITS @ UNIT = SUBTOTAL

MATERIALS/SUPPLY UNITS @ UNIT = SUBTOTAL

TACTIC TOTALS

Tactic 1: Social MediaTactic 1A - Monitoring Facebook wall/posts

Intern Wage

Tactic 1B - Requesting Member Quotes

Intern Wage

Tactic 1C - Posting Quotes to Facebook

Intern Wage

Tactic 1D - Posting 5 W's on Facebook

Intern Wage

Tactic 1E - Taking Video

Intern Wage

Tactic 1F - Posting Video

Intern Wage

Tactic 2: On-Campus PerformanceTactic 2A - General Meetings

Intern Wage

Tactic 2B - Contacting Performers

Intern Wage

Tactic 2C - Request event sight

Intern Wage

Tactic 2D - Set-up

Intern Wage

Tactic 2E - Performance Time

Intern Wage

Tactic 2F - Flyers Intern

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Hand-out WageTactic 2G - Post event

Intern Wage

Tactic 2H - Event recap

Intern Wage

Tactic 3: Student SurveyTactic 3A - Write Questions

Intern Wage

Tactic 3B - Enter Questions into Qualtrics

Intern Wage

Tactic 3C - Distribute Survey

Intern Wage

Tactic 3D - Monitor Survey

Intern Wage

Tactic 3E - Disconnect Survey

Intern Wage

Tactic 3F - Recap of Survey

Intern Wage

Tactic 4: Post SurveyTactic 4A - Write Content

Intern Wage

Tactic 4B - Layout Design

Intern Wage

Tactic 4C - Editing

Intern Wage

Tactic 4D - Print Surveys

150 (2/page) @ $.06 = $9.00

$9.00

Tactic 4E - Cut & Trim Surveys

Intern Wage

Tactic 4F - Put surveys into programs

Intern Wage

Tactic 4G - Give programs to Baca

Intern Wage

Tactic 4H - After performance

Intern Wage


readingsTactic 5: Flyers during On-Campus PerformancesTactic 5A - Write text

Intern Wage


Intern Wage

Tactic 5C - Proof Design

Intern Wage

Tactic 5D - Print Design

50 (2/page) @ $.06 = $3.00

$3.00

Tactic 5E - Distribute Flyers

Intern Wage

Tactic 6: Campus PostersTactic 6A - Write Text

1 hour @ $25.00 = $25.00

$25.00


3 hours @ $25.00 = $75.00

$75.00

Tactic 6C - Proof Design

1 hour @ $25.00 = $25.00

$25.00

Tactic 6D - Print Design

20 @ $.75 = $15.00

$15.00

Tactic 6E - Distribute Posters

Intern Wage

Tactic 6F - Take down Posters

Intern Wage

Tactic 7: Press Release | Jamey SimmonsTactic 7A - Research

Intern Wage

Tactic 7B - Create Press Release

1 hour @ $18.00 = $18.00

$18.00

Tactic 7C - Edit Press Release

Intern Wage

Tactic 7D - Distribute Press

Intern Wage

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ReleaseTactic 8: Professor EmailsTactic 8A - Writing Content

Intern Wage

Tactic 8B - Getting Consent

Intern Wage

Tactic 8C - Distribute Emails

Intern Wage

EXPENDITURES TOTALS

$27.00 N/A N/A $143.00 $170.00

Intern Wage $543.75Miscellaneous X 1.05TOTAL CAMPAIGN COSTS

$749.44

Campaign Proposal

Documents

Transcript of Campaign Proposal