IMC 636 – St. Jude Capstone Project

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 Northwest Republic. CONFIDENTIAL.

Campaign Objective: To position St. Jude as the elite fundraising program in the young professional (age 21-30) market and stimulate that experience into a collection of lifetime connections with St. Jude

Children’s Research Hospital.

St. Jude Integrated Marketing Communications Plan | 2

Ms. Melanee Hannock December 21, 2014 Sr. Vice President, Marketing St. Jude Children's Research Hospital 262 Danny Thomas Place Memphis, TN 38015-3678 Cc: Ms. Shelby Anderson and Ms. Katie Foster Dear Ms. Hannock,

Thank you for the opportunity to submit this marketing campaign proposal to St. Jude Children’s Research Hospital. Your organization’s efforts are saving the lives of countless children, allowing each to write the next chapter of their life’s story. We are so excited to share the stories of St. Jude – from bench to bedside – in a way that inspires young professionals to take hold of your mission and champion it for the rest of their lives.

Northwest Republic is a full-service creative agency that exists to work with non-profit organizations of all sizes to share their stories with existing and potential donors and advocates. We specialize in inspiring people to take action through a unique combination of market research, brand strategy, channel planning, creative strategy and execution, web and social media strategy, and brand experience and events.

Founded in the Pacific Northwest, and more specifically, Portland, Oregon, we refuse to bind ourselves by marketing norms in the non-profit sector. Our hometown is known for citizens who march to the beat of their own drum. This celebration of uniqueness is what fuels our work with non-profits. No two organizations are the same, and they shouldn't have their stories told the same either.

The strategy outlined in the pages that follow was produced from countless hours of studying you and your audience, and we are confident that our proposal will provide St. Jude the opportunity to position itself as the elite fundraising program in the young


professional market and stimulate that experience into a collection of lifetime connections with the organization.

We are very excited at the possibility of working with you, and I am extremely grateful for the opportunity to be considered. Please contact me with any questions you may have, and I hope we can partner together to tell your amazing story and inspire young professionals to action.

Sincerely, Andrew Hansen Managing Principal


TABLE OF CONTENTS Executive Summary.......................................................................................................................................... 5 About Northwest Republic............................................................................................................................. 6 Situation Analysis ............................................................................................................................................. 7 Target Market...................................................................................................................................................16 SWOT Analysis .................................................................................................................................................21 Online Survey ...................................................................................................................................................23 Brand Positioning ...........................................................................................................................................27 Brand Personality ...........................................................................................................................................31 Brand Perception ............................................................................................................................................33 Integrated Communication Strategy Statement ...................................................................................35 Creative Brief....................................................................................................................................................37 Media Plan .........................................................................................................................................................39 Objectives ..........................................................................................................................................................40 Tactics .................................................................................................................................................................43 Internal Communications Plan...................................................................................................................68 Creative Executions ........................................................................................................................................73 Budget .................................................................................................................................................................92 Integrated Communications Flow Chart .................................................................................................95 Campaign Focus Group Feedback..............................................................................................................96 Evaluation Plan................................................................................................................................................99 Conclusion ...................................................................................................................................................... 103 Appendix A: References ............................................................................................................................. 104 Appendix B: Survey Questions................................................................................................................. 112 Appendix C: Survey Responses................................................................................................................ 113 Appendix D: Focus Group Moderator’s Guide .................................................................................... 125 Appendix E: Press Release ........................................................................................................................ 127


EXECUTIVE SUMMARY

Today’s young professionals are upbeat and optimistic, determined to build amazing lives for themselves and leave their mark on the world. They crave experiences that will shape their lives into an amazing story worth sharing someday. The challenge for St. Jude Children’s Research Hospital is to find a way to be part of that story.

Young professionals want to get behind causes, but they need to see the impact made by their support. Every action and moment counts as they add to their legacy. If St. Jude truly desires to build relationships with members of this generation, they must make young professionals feel as if their support can make an immediate difference. This will require custom communication that can be delivered directly to them.

Make a Moment is a lead generation and relationship building campaign designed to integrate with young professionals’ existing social lives as opposed to creating another program for them to opt into. It is about the pursuit of experiences that create a meaningful story for a person. By focusing on the stories of its young professional donors, St. Jude can convince them to focus on the stories of the hospital’s young patients.

Through the integrated use of a beautiful, mobile-friendly website, extensive social media advertising, and traditional outdoor and television advertising, today’s young professional will regularly come into contact with the Make a Moment campaign. After participating in an official event, from a hike on their favorite trail to a movie night at a friend’s house, St. Jude will begin to cultivate a relationship using email and phone with content tailored to our target audience.

Young professionals are already posting group photos on Instagram, taking trips with friends, catching up over coffee, and dreaming of ways they can impact the world around them. Rather than design a campaign solely focused on attracting them to the cause of St. Jude, we believe meeting them halfway will allow for deeper connection that can last for decades to come. Let’s partner together to help young professionals tell a great story with their lives, and save countless others in the process.


ABOUT NORTHWEST REPUBLIC Northwest Republic is a full-service creative agency that exists to work with non-

profit organizations of all sizes to share their stories with existing and potential donors and advocates, ultimately moving these audiences to action.

Founded in Portland, Oregon, we refuse to bind ourselves by marketing norms in the non-profit sector. Our hometown is known for citizens who march to the beat of their own drum. If you walk down the street on any given day, you'll meet people who dress differently (and sometimes, very differently), and have different opinions and some pretty unique hobbies. What unifies us, however, is the celebration of what makes us unique.

This celebration is what fuels our work with non-profits. No two organizations are the same, and they shouldn't have their stories told the same either. Our agency's name embodies this belief. A republic is defined as a government where power lies in the hands of the citizens able to vote. In the non-profit world, that vote comes in the form of support for your cause. Our job at Northwest Republic is to highlight and celebrate that which makes your organization unique so that your audience can grow in size and commitment. You're doing something truly special and we want to inspire your audience to action.


SITUATION ANALYSIS Actor Danny Thomas found himself with moderate success in the city of Detroit,

Michigan, but needed something to happen in order for his career to go to the next level. He had discovered the power of prayer two years earlier when his faithfulness in a financially dire situation was rewarded with a small part that gave him the money needed to take care of his family. Faced again with a significant roadblock, Danny prayed to St. Jude, patron saint of hopeless causes, "help me find my way in life, and I will build you a shrine" (“Danny’s Promise,” n.d.). Danny’s career flourished as time passed, and by the early 1950’s he laid the groundwork to make good on his promise.

Helping Kids St. Jude Children’s Research Hospital was born in 1962 from a promise made during

one hopeless cause with the mission of helping children in the midst of their own dire situations. Its mission is to advance cures, and means of prevention, for pediatric catastrophic diseases through research and treatment (“St. Jude Mission Statement,” n.d.). No child is denied treatment based on race, religion, or a family's ability to pay. While the organization takes insurance, St. Jude covers any additional payment needed. Families have their treatment, meals, housing, and transportation covered by this generous hospital.

St. Jude’s founder, Danny Thomas, learned what faith and generosity can do firsthand. St. Jude pays this forward to every family that comes through, but also does the same with its research. The work done at this research hospital has developed a reputation that doctors trust, with some of the toughest cases referred there due to the high survival rates for some of the most aggressive childhood cancers.

For instance, the work done at St. Jude has helped increase the survival rates for acute lymphoblastic leukemia from 4% in 1962 to 94% today. Across all childhood cancers for which the hospital provides treatment, the survival rate has increased to 80% from 20% when it first opened (“St. Jude Facts,” n.d.). St. Jude attributes this to their “bench-to-bedside” approach that takes their extensive research to generate clinical trials that


qualifying patients can take advantage of in the treatment of their illness (“Current Clinical Trials,” n.d.).

This information not only benefits the patients of St. Jude, but those of countless other hospitals too. St. Jude freely shares these trials and other research with physicians and healthcare institutions throughout the world (“Current Clinical Trials,” n.d.). For instance, in 2012, St. Jude released the “largest-ever compilation of comprehensive whole genome human cancer data for access by the global scientific community” (“St. Jude Facts,” n.d.).

Managing more than 67,000 patient visits a year is understandably expensive. St. Jude’s daily operating cost is $2 million, 75% of which is covered by private donations (“Only St. Jude,” 2013). Operating out of 31 regional offices across the United States, St. Jude operates and supports 31,000 fundraising activities each year and is the second-largest healthcare charity in the country (“Only St. Jude,” 2013). Although St. Jude has 9 million active donors and 28 Fortune 1,000 companies supporting it, its mission to find cures for children with cancer and other deadly diseases through research and treatment requires the steady addition of new donors.

Current Communications

Social Media

St. Jude currently has a strong presence on various social media platforms. Its primary platforms that are promoted directly from its website are Facebook, Twitter, YouTube, and Google+. It also has a strong presence on Instagram. Its Facebook account is a leader on the world’s largest social network. In 2013, social research firm Louddoor ranked it as the brand with the most loyal following on Facebook using net promoter scoring (French, 2013). With a strategy of first appealing to their audience as human beings, focusing on highlighting their patients and interaction with their fans, many of the organization’s posts receive between 3,000 – 30,000 likes and dozens of comments that encourage the children and thank the hospital (Wilson, 2013).

Likewise, the brand receives similar responses from its fans on its other platforms. Many comments contain religious undertones of “God bless” or encouragement to the


kids and hospital, and there are rarely any comments that demonstrate a negative opinion of St. Jude or even modern medicine.

St. Jude highlights many of its young patients through photos or video stories. In both contexts, children are not identified solely by their disease, but also by activities they love and dreams they may have. This humanization of their patients increases relatability to the hospital’s supporters. St. Jude also makes a strong effort to highlight the work of its donors and volunteers through photos or direct thanks. One of the best places to see this manifest is on Twitter where the organization will seek out individuals and brands to thank them for their support in whatever form it comes.

It is important to note that much of St. Jude’s content is used across all its platforms. Photos may find their way across Facebook, Twitter, Instagram, and Google+, and occasionally the same calls to action are shared at similar times. The posted content is often native to the platform (e.g. photos hosted through Facebook or Instagram, videos uploaded directly to Facebook), helpful for breaking through these platforms’ algorithms, but their external links predominately take fans to initiative landing pages instead of deeper pages within the website where content can get more specific. Some of this may be attributable to a lack of a blog. While a news archive exists, it functions more as a repository for press releases and is less personable than the social platforms of the brand.

Partnerships and Endorsements

One of the best ways corporations have supported St. Jude is through the annual Thanks and Giving campaign. “During the St. Jude Thanks and Giving campaign, many of America’s most respected companies want to make it easy for their customers to give thanks [during the] holiday season” (“Meet Our Partners,” n.d.). Companies like Chili’s, AutoZone, Marshalls, Pottery Barn, and many more provide various opportunities to donate to St. Jude in checkout lines or when paying a bill. This point of sale integration raised $72 million in 2013, and over $380 million to date (“St. Jude Thanks and Giving,” 2013). These amounts also include individual gifts through the web and by mail, but corporate partners contributed $60 million last year (“St. Jude Thanks and Giving,” 2013).


Founded by actor Danny Thomas, it’s no surprise that celebrity endorsers regularly champion St. Jude. This occurs on a large scale during the annual Thanks and Giving campaign. Notable celebrity supporters have included Sofia Vergara, Jennifer Aniston, Robin Williams, Michael Strahan, Luis Fonsi, Shaun White, and of course, Marlo Thomas (Brady, 2012). In addition, celebrities also have supported St. Jude through patient visits over the years. This includes top government leaders to popular television actors and musicians (“Celebrity Involvement at St. Jude,” n.d.).

The NBA in particular has become a strong supporter of St. Jude and its mission, providing substantial support in the form of hospital visits, players acting as ambassadors, social posts, monetary donations, direct and indirect on-air promotion for the hospital in the form of specific mentions and subtle lapel pins worn by broadcasters, and the hosting of sweepstakes to generate interest (“Hoops for St. Jude,” 2011). In addition, the local Memphis Grizzlies decided to extend their partnership with St. Jude this year, committing to $2.5 million over the next ten years (“Grizzlies extend partnership,” 2014).

Events

St. Jude provides opportunities for involvement from elementary school-aged children up through the elderly. Everyone can contribute something, even if that means fundraising on behalf of the organization in lieu of, or in addition to, contributing your own funds. St. Jude's fundraising efforts include a Trike-a-thon and Math-a-thon for younger kids, as well as Up 'Til Dawn for college students and the Dream Home Giveaway for all adults (Zmuda, 2011). In addition to these events that bring in considerable support for the organization, St. Jude also hosts walks and sponsors participants willing to fundraise on the hospital’s behalf.

As part of its annual Thanks and Giving campaign, St. Jude is hosting the family-friendly St. Jude Give thanks. Walk. event around the country in over 65 communities. Since its inception, the event has raised over $17 million (“St. Jude supporters in 65 communities,” 2014). In addition, St. Jude Heroes is an opportunity for runners to fundraise on behalf of St. Jude at a variety of races around the country (“Heroes Home,” n.d.). This opportunity allows supporters to not only be active while they fundraise for St.


Jude, but also encourages them to be active voices that share the hospital’s brand with their personal networks.

Competitive Landscape While it feels difficult for some to recognize competition in the non-profit

landscape, it is a reality, as there are a finite number of dollars individuals are willing to pledge to one or more causes. As St. Jude begins to target the young professional it is important to consider other organizations that may directly or indirectly take their attention.

Direct

Easily identified direct competitors include organizations whose attention is focused on cancer and/or children suffering from catastrophic diseases. Stand Up 2 Cancer began in 2008 with the mission of funding groundbreaking research to develop and deliver new cancer treatments to patients (“What Is SU2C?,” n.d.). Co-founder Katie Couric has mobilized many in the entertainment industry to support the organization and help spread awareness on cancer prevention. Their strong use of celebrity and extensive backing has raised $261 million to date (“About Us,” n.d.).

The American Cancer Society (ACS) is another significant contributor to the fight against cancer. Founded in 1913, the ACS now stands as the largest voluntary health organization in the US (“Facts About ACS,” n.d.). ACS has a fairly comprehensive mission, focusing on cancer prevention and education, resources to those with cancer, and funding research and clinical trials. Since 1946, over $4 billion has been committed to cancer research, making them the largest private, non-profit funder in history (“ACS Fact Sheet,” n.d.). Their most notable fundraising event that activates people of all ages is the Relay for Life. Each year more than 4 million people in over 20 countries participate, making it an easily recognizable brand (“Relay for Life,” n.d.). Other notable events open to young professionals are ACS’s charity golf tournaments, galas, and walks/runs.

The Susan G. Komen organization began in 1982 with $200 and a goal to end breast cancer. To date, it has now “funded more than $800 million in research, more than $1.7 billion in screening, education, treatment and psychosocial support, and served millions in


over 30 countries worldwide” (“Our Impact,” n.d.). Their most notable fundraising event is the Race for the Cure, which involves more than 1.6 million supporters every year (“Komen Race for the Cure,” 2014). Additionally, there are young professionals groups in several larger markets across the country that host their own special events to fundraise for the organization.

Founded in 1981, Make-A-Wish grants wishes to children age 2.5 – 18 who have a life-threatening condition. The organization brought in $78.5 million in 2013 (“Make-A-Wish Annual Report,” 2013), and granted, on average, a wish every 38 minutes (“Wish Impact & Facts,” n.d.)! In addition to strengthening families and providing hope and encouragement to the young patients, Make-A-Wish also claims that 89% of doctors, nurses, and health professionals say they believe a wish experience can influence the child’s physical health (“Wish Impact & Facts,” n.d.). Much of the organization is broken down into regional chapters that manage the fundraisers and granting of wishes for their area. Most fundraising occurs through walks, direct donation, other special events, and workplace giving. Some regional chapters also have a junior or young professional board of people under age 40 who coordinate fundraising and awareness events for their peers.

Indirect

An indirect competitor for St. Jude is Sevenly. This startup based in southern California sells custom-designed apparel and other goods and then donates $7 from each purchase to a charity partner for the week. Over the past three years, the online company has donated $4 million to various organizations serving causes around the world (“How Sevenly Works,” 2014), and its social media strategy earned it the title of “America’s Most Social Small Business” from Mashable in February 2014 (Epstein, 2014). Sevenly targets Millennials in its design, social strategy, and overall communication. While they don’t represent a specific cause, they do represent the current “social good” trend being adopted by many small businesses and startups that are attracting quite a bit of Millennials’ attention.

Additional indirect competition includes other children’s non-profit organizations and hospitals, such as Children’s Miracle Network Hospitals, UNICEF, Invisible Children, and the National Council of YMCAs of the USA. While it’s arguable these organizations are


direct competition, they lack the brand equity St. Jude has and many are broader in scope. Of course, with common themes of children and healthcare, they could take attention away from St. Jude or create enough noise to detract from the organization’s messaging.

Challenges and Opportunities St. Jude operates as a non-profit organization within the healthcare sector. While

there are universal challenges and opportunities for non-profits, there are additional considerations that must be made in regard to particular niches. The overarching themes that affect St. Jude in particular will be discussed in the following section.

Current State of the Economy

While alternative sources of income exist, such as the limited insurance revenue St. Jude receives, non-profits primarily operate on donations from individuals and corporations. The state of the economy will always be a primary consideration for these prospective donors, and it’s currently a mixed bag. The employment rate as of November 2014 is 5.8%, but 2.9 million have been unemployed for half a year or more, and there are 7 million part-time workers desiring full-time employment (Long and Gillespie, 2014). In addition, wages aren’t growing (Luhby and Gillespie, 2014). With that said, GDP grew by a rate of 3.5% in Q3 2014, a good sign that the US economy is expanding (Solomon, 2014). While there are positive signs that the recession borne out of 2008 is slowly becoming smaller in our rearview mirror as a country, there are many still having a hard time financially who will be more cautious in their spending and giving.

Non-Profit Industry Saturation

The United States currently has approximately 1.44 million non-profit organizations registered (McKeever and Pettijohn, 2014), and as of 2010, there have been approximately 50,000 new organizations started each year (Lecy and Chisholm, 2013). Of the 1.44 million registered non-profits, approximately 37,374 are from the health sector (McKeever and Pettijohn, 2014). These numbers are significant because they point to potential saturation in the non-profit industry. As the number of players increase, both as a whole and in the various sub-sectors of the industry, competition for donors will continue to increase and


only the most efficient organizations will be able to survive. This highlights the need for strong branding and differentiation among non-profits.

National and Healthcare Sector Giving

In 2013, we saw non-profit giving increase almost across the board. When broken down, however, we begin to see the difference amongst various sectors. Overall non-profit giving grew 4.9% in 2013 from the year before, a good indicator of improving economic health (MacLaughlin, 2014, p. 2). Healthcare organizations, such as hospitals, grew by 3.6%, and medical research organizations grew by 1.4% (p. 3). It is worth noting that St. Jude is a combination of both sub-sectors. In addition, healthcare grew in online giving by 14.5%, making it the second-largest sector to utilize this growth opportunity (p. 4).

Donor Fatigue

Donor fatigue is a significant issue facing non-profits right now. Many organizations either lack the resources or expertise to fundraise well, and as a result, prospective donors become turned off to the idea of giving to anyone. Much of this is caused by a lack of personalization, too many requests, the inability to give in a way that works for the potential donor, or a sheer lack of interest (Pawley-Boyd, n.d.).

Some of these issues can be mitigated through strong customer relationship management programs/tools that allow for additional personalization, including recognition of the individual donor, honoring communication and giving preferences, and tracking previous communication.

Fundraising Challenges

While donor fatigue is a major challenge in fundraising, there are other important considerations non-profits must make in devising giving campaigns and strategies. One of the primary concerns surrounds the cost of overhead.

“You’re not going to raise dollars unless you are hiring people and paying the overhead necessary to support those activities,” says Bill McGinly, president and CEO of the Association for Healthcare Philanthropy (MacLaughlin, 2014, p. 8). While this may be


true, there is an increasing demand from donors to demonstrate impact. Igor Belokrinitsky, principal with Booz & Co., says “You need to have a compelling story in the market. Donors want to give money for distinction, groundbreaking discoveries, quality of care and the patient experience – not just to keep the hospital lights on" (Gamble, 2013). This doesn’t mean overhead costs are unacceptable to donors, but it is a tension to manage.

Additionally, it’s important to recognize technological trends. As stated earlier, online giving is on the rise, especially in the healthcare sector. Equally important is a strong mobile strategy. Two-thirds of non-profit organizations now have mobile-friendly websites, and over one-third plan to use at least one mobile tactic for fundraising (Barry, 2012). With Millennials growing in influence and spending power, easy access to information and next steps will become increasingly important.


TARGET MARKET Overview

Millennials are a growing segment of the overall population with considerable influence and buying power. Born between the years of 1977 and 1995, approximately 77 million Millennials currently exist, almost a quarter of the U.S. population and equal to the number of Baby Boomers and Generation Z (the generation following Millennials) ("Millennials: Much Deeper Than Their Facebook Pages,” 2014). This generation is one of the most educated in history, with 23% of its population holding a Bachelor’s degree or higher ("Millennials: Much Deeper Than Their Facebook Pages,” 2014).

Young Professionals, age 21 through 30 years, make up about 44.4 million, or approximately 57%, of Millennials as a whole (United States Census Bureau, 2013). Many of these individuals have substantial educations, though they completed their studies around the great recession that began at the end of 2008. As a consequence, 37% of those age 18 to 29 are unemployed or completely out of the workforce, the highest share among this age group in more than 30 years (“Millennials: Confident. Connected. Open to Change,” 2010). For some, this has meant looking for savings elsewhere, such as living at home. In fact, 13% of Millennials, many of whom fit within the Young Professionals group, have boomeranged back to living at home after having been out on their own (US Chamber of Commerce Foundation, 2012). Additionally, 36% of Millennials say they rely on financial support from their families (“Millennials: Confident. Connected. Open to Change,” 2010). While there isn’t data on specific income levels of Young Professionals, recent findings show that the salary range for Millennials as a whole is between $25,000 (average for ages 18 to 27) and $48,000 (average for ages 28 to 36) ("Millennials: Much Deeper Than Their Facebook Pages,” 2014).

Psychographics The Millennial generation is an upbeat one, more optimistic about their economic

futures and the overall state of the nation than their elders (Taylor and Keeter, 2010, p. 1). This is significant as many entered the job market during a major economic recession and grew up during major terrorist events such as 9/11 and combat centered in the Middle


East. With that said, 67% of Millennials believe “you can’t be too careful” when dealing with other people (Taylor and Keeter, 2010, p. 2). This wariness leads their desire for transparency from charitable organizations.

This generation also seeks peer input and affirmation on decisions once they’ve done their own research. As will be discussed further, they do so using technology like texting and social networks, but they also enjoy collaborating in person (Fromm, Lindell, and Decker, 2011, p.24).

Millennials, and particularly, Young Professionals, seek out lives of meaning and adventure. They desire to favorably look back at their life’s story when they reach the end of their lives. To this generation, success is a matter of hard work and is completely worth the amount of effort it takes to make it happen (Fromm, Lindell, and Decker, 2011, p. 30). In addition, they seek a different form of luxury from previous generations. “They crave experiences. And validation. … They see the richness in the storytelling of having an experience” (Faw, 2012). Including this group into the story of an organization is hugely important to generate buy-in.

Technology As a generation that has grown up with technology always part of their lives, it’s no

surprise that when surveyed, Millennials believe technology use is what most makes their generation unique ("Millennials: Technology = Social Connection,” 2014). For instance, approximately 60% of them upload content to the web, and around 30% have a blog or website (Fromm, Lindell, and Decker, 2011, p.18). Additionally, they see technology items as must-haves, rather than discretionary. “Millennials are constantly bombarded with the latest and greatest electronic gadgets, and they're also subject to more peer pressure regarding the ownership of these items,” says David Bakke, editor of Money Crashers Personal Finance (Halpert, 2012).

Spending Power Although the economy has slowly begun to turn around, concerns among other

generations remain high regarding financial security. Millennials, on the other hand, hold a more positive outlook. Approximately 90% of those surveyed say they currently have


enough money or that they will eventually meet their long-term financial goals, although this belief is stronger among younger members of this generation (“Millennials: Confident. Connected. Open to Change,” 2010). Whether or not this is truly reality remains to be seen, but in the interim, their spending power appears substantial, estimated at $200 billion (Fromm, Lindell, and Decker, 2011).

With this spending power, non-profits have to develop strong brands to attract and build relationship with them, and develop multiple avenues for engagement. The defined Young Professionals age bracket catches members in school or at the start of their careers with potentially limited discretionary spending, as well as others who have the ability to contribute.

Young Professionals and Non-Profit Organizations In 2013, 87% of Millennials made financial contributions to non-profit organizations

(Cohen, 2014). In contrast to their Baby Boomer parents, Millennials pay little attention to tax benefits or donating to arts and cultural institutions. In fact, their motivations are tied to desires for living meaningful lives. “Millennials aren’t interested in creating philanthropic legacies—meaning, presumably, endowed philanthropic institutions—but ‘are more interested in the impact their donations can make today rather than decades from now or after they’re dead’” (Cohen, 2014). Millennials care more about the number of people helped or change affected (Feldmann, Nixon, Brady, Brainer-Banker, Wheeler, 2013, p. 26).

When navigating relationships with Young Professionals, it’s important for non-profit organizations to emphasize the difference that can be made as opposed to ways in which one can manage their wealth (e.g. philanthropy). For those 21-30 years of age, deep consideration of wealth management beyond a 401k is unlikely. Millennials are happy to give, although the amounts may vary, but it’s only going to happen out of a growing relationship with the cause and advocating organization. Relationship differs from awareness in that it involves conversation and continual input.


Inspiring Young Professionals to Action Millennials view volunteer opportunities and events as opportunities to socially

connect with like-minded individuals (Feldmann, Nixon, Brady, Brainer-Banker, Wheeler, 2013, p. 6). While they are a generation united in their use of technology, they also enjoy face-to-face interactions. They want to create memories through experiences that add to their life’s story. Another great way this can manifest is through networking opportunities (p. 6). Young professionals desire to broaden their skill sets as they navigate the early stages of their career. Serving on non-profit boards, attending events with their peers, and volunteering their expertise helps increase retention as they become increasingly involved with a cause.

Of course, this isn’t to say that Millennials don’t respond well to new media. Social networks, blogs, mobile apps, and more are all important ways to directly connect with this generation. If an organization is going to use these mediums, however, they need to keep in mind that these aren’t opportunities for broadcasting. These are opportunities for relationship building. Even if a Millennial can’t give financially now, you can secure them once they become more financially stable (Spitsen, 2013).

In the interim, organizations should consider creating regular givers of this group by encouraging monthly giving at smaller amounts. In 2012, 23% of Millennials gave $51-100, and 40% gave $1-50 as their single largest gift of the year. In addition, 52% are willing to try monthly giving (Feldmann, Nixon, Brady, Brainer-Banker, Wheeler, 2013, p. 29). By creating regular givers, organizations have the opportunity to generate loyalty over time through relationship building on communication platforms this generation uses.

Potential Distractions Non-profit organizations are increasingly competing with social good companies such as Tom’s Shoes, Sevenly, and more. These are for-profit companies that contribute significant resources to non-profit organizations, sometimes even their own. These businesses understand the power of building a strong brand that can fuse with the Millennial’s personal identity. In fact, 37% pay extra for products consistent with the image they want to convey (Fromm, Lindell, and Decker, 2011, p. 32). Non-profit organizations


must create strong brands focused in relationship and engagement so that Millennials can champion them when among their peers.

Secondary Audience The secondary audience for St. Jude is its employees. From the doctors to

accountants, current employees can be the organization’s strongest advocates when engaged properly. By generating a high level of investment, we can ensure the entire campaign is successful.


SWOT ANALYSIS


Key Findings St. Jude is a nationally-recognized brand and extremely well-respected for its work.

As the non-profit industry continues to be impacted by donor fatigue and increasing competition for donor funds, there is an increasing need to engage Millennials in a way that resonates with them. Other competing non-profit organizations are currently working on developing strategies to reach this group, and some already have programs in place.

The primary opportunity in front of St. Jude is to focus on building relationships with young professionals. In the midst of a weakened economy, St. Jude can create new or use existing channels with content and language targeted specifically at this generation and their needs. This includes adjusting communication on donations. Young professionals need to know that their participation at any level could make a difference in the lives of St. Jude patients. By building a strong relationship with this generation now, St. Jude can mitigate the threat of competition from other organizations. This will, however, require the crafting of communication with Millennials in mind and delivering it on channels that will reach them.


ONLINE SURVEY Our online survey was designed to reach Millennials age 21-30, and was distributed

online through Facebook and Twitter. Most of those reached are from southern California and Oregon, representing a broad age range, as well as racial and religious backgrounds. Levels of completed education varied, but most of those who saw the survey are likely to have completed college or are in process.

Of its 71 respondents, only 59 qualified and were allowed to complete the survey. At this time, survey respondents skew slightly to female, those between 26 and 30 years of age, and most hold at least a Bachelor’s degree, making this group representative of young professionals. The approximately 18-question survey (dependent on responses to specific questions) was designed to evaluate Millennials’ thoughts on non-profit organizations, their current and potential involvement, social media habits, and current connections to St. Jude. A copy of the survey (Appendix A) and all current responses (Appendix B) are available in the appendix section.

Current Involvement with Non-Profits Of our respondents, 90% have given to a non-profit in the past 12 months, and 25%

of them give on a monthly basis. Most give to two or three organizations, though approximately 30% only give to one at this time. When asked to which organizations they contribute, only 30% give toward an organization such as St. Jude focused on health, disease, and medical research. More popular areas for giving were religious organizations (64%) and human services, housing, food, and jobs. Education, environmental, and arts organizations all received less support from the sample. Donation habits showed the flexibility of Millennials and their broad preferences for given channels. Over the past 12 months, 51% have given in person, 47% through a computer, and 30% at an event such as a walk or networking event. For the 10% of respondents who were unable to give the past 12 months, all cited personal finances as prohibitive.


Potential Involvement with Non-Profits Three questions were posed using a Likert scale. From these questions, we learned

that Millennials want to see the impact of their donations, although they won’t necessarily discount organizations where this is a weakness. They are open to learning about new organizations and causes, but not overwhelmingly so. Family and friends can excite them about the work being done through an organization, but ultimately in all of these areas, Millennials need to be individually turned on to a cause.

Once they are interested in supporting, 95% are open to making a direct donation. Millennials are also willing to support through concerts, races or walks, workplace initiatives, or, to a lesser extent, networking events. There were no respondents that disregarded these options.


Communication Preferences It should come as no surprise that Millennials prefer communicating with non-profit

organizations through social media more than any other platform. 64% of respondents said social media was a preferred method of communication, followed by the organization’s website and/or blog at 49%. Most content strategies link the usage of these two categories. Email followed closely behind at 47%. Other communication platforms had interest, but were preferred significantly less than the aforementioned top three.

Out of a list of the most popular social media platforms, respondents preferred Facebook. 88% of respondents are willing to engage with non-profit organizations here, followed closely by Instagram at 69%, and then Pinterest at 44%. These three platforms provide opportunities for dynamic visuals through photography and video, as well as written interaction. After these top three, we begin to see a significant dropoff in platform preference. Twitter, LinkedIn, and Snapchat follow distantly behind, and Tumblr, Google+, and Vine show no following among those surveyed.


Current Connections to St. Jude Of those surveyed 98% had heard of St. Jude, but only 72% had ever supported it

financially before. Opinions of the organization were fairly positive overall, but 36% were neutral. Of those who financially supported the organization, 75% had done so directly. One respondent who has supported St. Jude financially in the past shared, “I actually really like receiving stuff in the mail from them. I get way too many emails/social media ads/etc. that I have become desensitized.”


BRAND POSITIONING St. Jude’s current brand positioning is focused

on its main donor base of established adults with a moderate level of discretionary income. Its primary messaging is centered on its mission and slogan, and can be summarized in four key points: No family ever pays St. Jude for anything, St. Jude treats the world’s sickest children with the best care, every child saved at St. Jude means thousands more saved worldwide, and they put research and treatment under one roof.

The existing brand positioning is straight and to the point, much like their creative executions. Translated in both English and Spanish, print and digital advertisements typically include faces of their child patients. These photos represent different races and ages in an attempt to connect with as many people as possible. Some advertisements tie in the patient’s favorite hobby or career aspiration in hopes that the viewer will see the child’s potential and contribute. This would be more appealing to an older demographic that has lived multiple decades. The design itself is very simple, focusing heavily on the photos that are typically a portrait of at least one patient.

The current non-seasonal campaign for St. Jude is centered on the idea of ownership. “Because of You” attempts to thank donors for their contributions by conveying their ownership of the work done at St. Jude, namely saving the lives of


pictured children, as well as the countless others who benefit from the research hospital’s countless studies and clinical trials.

St. Jude’s television and radio commercials also continue this theme of “Because of You.” In the television ads, after explaining how their child has been helped by the hospital, the parents turn directly to the viewer to thank him or her for their contribution. This implies a peer to peer relationship, making the target audience older and/or parents. The radio ads are written with a compassionate, but authoritative voice also directed at established adults.

The organization also runs seasonal campaigns such as Thanks and Giving. During the Thanksgiving and Christmas seasons, this campaign pushes for donors to give thanks for the healthy children in their lives and give financially to those who are not. This campaign partners with countless businesses to provide opportunities to donate as they pay for their primary purchases. One such partner is Chili’s restaurants as pictured. This campaign not only provides immediate revenue for the organization, but also furthers the brand positioning and reminds the public of St Jude’s work.

Finally, St. Jude’s web and social presence exists to convey information to prospective donors and patients, but lacks any integrated story elements. Stories easily accessible from the home page are very brief snippets and are told from a third person perspective. In addition, the website itself is dated in its design. The mobile version of the website is even more stripped down and lacks any emotional appeal to those viewing it. The organization’s popular Facebook page improves upon their website’s deficits, but again, the storytelling elements remain very surface level in execution, always speaking on behalf of the organization rather than the patients themselves.


Repositioning St. Jude has done a great job reaching their existing target of established adults and

parents. When considering our target of young professionals age 21-30, however, there are areas where the brand must be repositioned. The brand’s biggest opportunity is to leverage the stories of its patients while defining clear action steps for people of all income. We recommend the following brand positioning statement as the organization targets Millennials:

St. Jude provides an amazing opportunity for young professionals to get involved in the stories of our patients and their fight against cancer and other catastrophic diseases. Their support provides patients and their families hope in the form of the best treatment, groundbreaking research, and the peace of mind of knowing it won’t cost them anything.

Millennials appreciate a good story and want to be excited about the cause for which they advocate. In fact, they’re unlikely to advocate at all for a cause they’re not


passionate about. This means St. Jude must find ways to tell compelling stories of the amazing work they are doing for children at their hospital and around the world. This can be done through video from the patients’ perspectives, including scenes of their life beyond the hospital walls. In addition, the design of the website and additional collateral should be updated slightly to feel current and relevant, while still maintaining a strong level of professionalism. As part of these efforts, the brand needs to reflect the practical ways a person can help. When doing so from the lens of financial donations, amounts should be broken down so that a young professional with less discretionary income can feel as if he or she is making a difference as well.


BRAND PERSONALITY In conjunction with revised brand positioning, we recommend that St. Jude shape

its personality around the following traits: inspiring, passionate, connected, and impactful.

Inspiring For an organization that is daily saving the lives of children, being inspiring is no

difficult feat. With that said, St. Jude must discover ways to focus their inspiration directly toward Millennials. This can be done in two primary ways. First, St. Jude needs to showcase the diversity of their patients while also highlighting their unity in overcoming cancer and other catastrophic diseases. Second, they must package ways for Millennials to help that feel achievable yet still impactful. Many of those in the target market are early on in their career and limited financially. The burden is on St. Jude to convey the idea that anyone can make a difference in the lives of these children.

Passionate To inspire Millennials to be passionate about the work done on a daily basis at St.

Jude, the organization must first lead the way. St. Jude must effectively communicate its passion for the work it does by telling the organization’s story from multiple angles. From the doctors to the nurses, the reception desk to the parking attendants, those unaffiliated with the organization need to see the enthusiasm each employee and current supporter has for what they do. This generation wants to see their lives as a powerful and dynamic story. By demonstrating their love for what they do, St. Jude can insert themselves into it.

Connected In today’s mobile-friendly society, Millennials are used to always being connected.

Through phones and the Internet in general, they have access to the latest news, their friends and families, and much more. St. Jude operates similarly. Not only does the organization stay connected with other hospitals around the world through sharing its research, they are also very focused on having an online presence. By continuing to develop and expand their social presence, they can extend their image of relevancy to a


generation that values easy access to brands and information – something especially important if St. Jude wants these Millennials to advocate on their behalf.

Impactful St. Jude has increased the overall childhood cancer survival rate from 20% to 80%

since 1962. This feat alone proves that this organization exists to create an impact, but it now must take this reputation and tie its supporters in. St. Jude is not making this impact alone – its many donors and supporters are due equal thanks. While the “Because of You” campaign is a great start, the voice needs to be adjusted for the Millennial audience. This generation needs to see where their dollars are going and who is impacted because of them. To them, being thanked is great, but seeing and feeling the impact made is worth so much more.


BRAND PERCEPTION The St. Jude brand is well known and regarded among Millennials we surveyed, but it does not appear that this generation is passionate about the organization’s work. We found that 98% had heard of St. Jude and view it favorably, though not overwhelmingly so. This makes sense considering the lack of Millennial-focused promotion. While St. Jude has broadly promoted itself across many mediums for years, even generating partnerships with younger organizations like international college sorority Tri-Delta, only 28% of those surveyed have ever been inspired enough to make a financial contribution to St. Jude.

The organization was ranked the number one most trusted non-profit organization (Hall, 2010) and has enjoyed the most loyal Facebook following (French, 2013). These rankings provide strong insight on national perception of the St. Jude brand.

What little secondary research information we do have on Millennial perception is positive. For the past two years St. Jude has secured the top position in the National Society of High School Scholars’ (NSHSS) Annual Millennial Career Survey (Meckler, 2014). They beat out popular and well-known organizations such as Google, Walt Disney, and approximately 220 others. This success has spawned other articles, including an interview in Cosmopolitan Magazine to discuss how a Millennial could secure a job at the research hospital (Wood Rudulph, 2014). An organization that is highly admired as a prospective employer is likely perceived as a positive, strong brand in all facets. While we can assume favorability and likely be correct, the lack of public connection to Millennials perhaps highlights an absence in messaging toward this people group from St. Jude.

Luckily for St. Jude, they aren’t the only ones missing out on the Millennial demographic. While competitors such as Stand Up 2 Cancer strongly utilize celebrity to get the word out about their cause and organization, the amount of chatter surrounding their organizations appears equal to that of St. Jude. Most of the positive press cannot be traced back to any particular people group other than established adults and parents. This is something of which many organizations are beginning to become aware. In a recent interview, Susan G. Komen Foundation CEO Judith Salerno stated, “There’s so much we need to do in bringing the younger generation in. What that fundraising looks like isn’t completely worked out in our mind, but we are doing a lot of research and looking at


working with new marketing strategies” (West, 2014). No one has completely figured out how to onboard Millennials to their organization in great number, leaving the door wide open for St. Jude to begin securing their support.


INTEGRATED COMMUNICATION STRATEGY STATEMENT

Rejected Statements • Support for St. Jude families can come in many forms. What story will you tell?

• Living a meaningful life matters. Supporting the kids of St. Jude allows them to live theirs.

• Live a purposeful story by helping the kids of St. Jude write their next chapter.

Rational Factors!• Cover treatment and related costs

for families, regardless of their ability to pay."

• Support an established brand with an extremely favorable reputation."

• Continue to push the overall survival rate for childhood cancers beyond its current position of 80%."

• Provide St. Jude research findings to medical professionals around so that all children have a better chance to fight their illnesses."

• Support the substantial daily operating cost of $2 million."

• Every child saved at St. Jude means thousands more saved worldwide."

• "Bench-to-Bedside" approach speeds discoveries from labs to doctors and their patients."

Emotional Factors!• Concerns over personal finances may

be prohibitive to giving."• Young professionals desire to see

the impact of their donations.!• Need more than one way to support

organization – including fundraise and volunteer, especially if personal finances aren't available.!

• Experts of personal branding and self-expression. Enjoy sharing stories about self and causes through social mediums.!

• Opportunities to stay connected via technology are important."

• Connection through various social media platforms is extremely important."

ICSS Statement:

Our lives can tell a powerful story. By partnering with St. Jude Children’s Research Hospital, you help countless children write their next chapter.


• Tell a great story with your life by giving the gift of hope to kids at St. Jude Children’s Research Hospital.

Rationale Today’s young professionals are part of a generation that strongly values self-

expression and personal fulfillment. These highly connected individuals want a story that they can share with their peers through social networks and choose to identify with brands that best represent themselves.

The first sentence in the Integrated Communication Strategy Statement (ICSS) highlights the power their individual story can have on the world around them. Written in an active voice, it reminds the young professional that, like any protagonist in a story, their choices impact how dynamic their journey will be.

The second sentence ties their story with those of patients at St. Jude Children’s Research Hospital. Use of the word “partnering” emphasizes that St. Jude can’t do it alone. They need people to take ownership of their work outside the hospital walls. “Countless” is also used to include patients from outside St. Jude who have benefitted from the research hospital’s open-handed sharing of discoveries. Finally, we emphasize the story of St. Jude’s patients, all of whom have their own to share. Their journey will be difficult, but St. Jude is dedicated to helping them move on to write their next chapter – one where they live healthy, normal lives.

Our ICSS takes this generation’s desire for personal meaning and purpose and draws parallels with St. Jude Children’s Research Hospital’s patients – young children in the early chapters of their own stories. Young professionals may have a variety of incomes and ways in which they can support St. Jude, but they are unified in their desire for a positive impact in their world.


CREATIVE BRIEF Client: St. Jude Children’s Research Hospital Date: 11/17/14 Type: Integrated Marketing Campaign Pages: 1 Why are we advertising? To position St. Jude as the elite fundraising program in the young professional market and stimulate that experience into a collection of lifetime connections with St. Jude. Whom are we talking to? Primarily young professionals, a segment of the Millennial generation, age 21-30. What do they currently think? They understand that St. Jude treats children with cancer, but they don’t see how they can make an impact in the organization and for the cause. They view the brand favorably, but aren’t necessarily passionate enough to act. What would we like them to think? St. Jude is doing amazing work to research and treat pediatric cancer and other catastrophic diseases, and my involvement as a young professional can make a lasting impact in the lives of children all over the world. Integrated Communications Strategy Statement Our lives can tell a powerful story. By partnering with St. Jude Children’s Research Hospital, you help countless children write their next chapter. What is the single most persuasive idea we can convey? By partnering with St. Jude Children’s Research Hospital, you help countless children see another day and write the next chapter of their life’s story.

Why should they believe it? St. Jude is one of the most trusted organizations in the world, in part because of their track record. They’ve increased the overall childhood cancer survival rate to more than 80 percent since 1962, and all breakthroughs made are freely shared with doctors and scientists worldwide to save even more children. Are there any creative guidelines? Microsite development, include responsive capabilities


:15, :30, and 1:00 YouTube and Television Ads Extensive use of photos featuring wide spaces and community gathering spots. Slower music to inspire thought, but happy and upbeat in quality. A mix of warm and cool colors. Inspirational copy tone.


MEDIA PLAN After a thorough study of young professionals, a subset of the Millennial

generation, we have designed a plan for St. Jude Children’s Research Hospital that utilizes digital and traditional media to create lifelong brand advocates and donors.

Millennials are becoming increasingly valuable to non-profit organizations, eager to secure their loyalty and future contributions. When we consider this with the increasing number of social good businesses, the challenge of attracting Millennial attention becomes very difficult. Their funds are limited, especially given current unemployment rates for the target audience. Taking a one size fits all approach toward events among a generation of individuals will not work, nor will mass advertising. Non-profit brands must become part of the Millennial’s lifestyle.

Part of this lifestyle involves the pursuit of positive experiences that add to their life’s story. Meaningful moments to this generation include pursuing their passions, from work to hobbies, as well as connection with friends and family. Rather than design a campaign solely focused on attracting Millennials to the cause of St. Jude, we believe meeting them halfway will allow for deeper connection that can last for decades to come. We want to encourage each member of the target audience to tell a great story with their life, and save another in the process.

The Make a Moment campaign is all about the pursuit of experiences that create a meaningful story for a person. We will encourage young professionals to host events connected to personal passions – day hikes, book clubs, networking events, dinners, museum trips, etc. – whatever they enjoy doing with others! These events will have suggested donations set by the host to benefit St. Jude and listed on a new website, MakeAMoment.org. Combined with an extensive email and social media campaign, the campaign focuses St. Jude on lead generation so that it can better connect with young professionals and generate a giving relationship. By focusing on the stories of its young professional donors, St. Jude can convince them to focus on the stories of the hospital’s young patients.


OBJECTIVES Our campaign goal is to position St. Jude as the elite fundraising program in the

young professional (age 21- 30) market and stimulate that experience into a collection of lifetime connections with St. Jude Children’s Research Hospital. Within this comes a variety of objectives, namely the primary business objective outlined by St. Jude: increase the average event total to $100,000 for events completed between August 2015 and August 2016 for a total revenue of $3 million in year one with the potential to grow to $30 million raised in 3 years.

Primary Marketing Objectives

1. Extend campaign reach to 50% of target market between August 2015 and July 2016.

Rationale

MakeAMoment.org is the main entry point to the Make a Moment campaign. Focusing resources toward directing traffic there helps us spread the word about St. Jude and the amazing work being done to create life-saving treatments for childhood cancer. By reaching half of all those age 21 to 30, we significantly increase the chances of them hosting or attending a Make a Moment event, as well as donating to St. Jude in the near future.

2. Recruit 150,000 first-time donors between August 2015 and July 2016.

Rationale

If through a Make a Moment event 150,000 donors give an average donation of $20 in the course of a year, it will amount to approximately $3 million, St. Jude’s goal for year one. The table below shows the financial potential if St. Jude can retain approximately half of these donors over 5 years. Not only is the entire initial investment recouped, but an additional $2 million is made. This, of course, doesn’t take into account new donors recruited during the same time period. The chart below emphasizes the importance of relationship building with Millennial donors:


Year Number of Donors Average Donation Total Donations

1 150,000 $20 $3,000,000

2 90,000

(60% of Year 1) $40 $3,600,000

3 63,000

(70% of Year 2) $60 $3,780,000

4 47,250

(75% of Year 3) $80 $3,780,000

5 37,800

(80% of Year 4) $100 $3,780,000

TOTAL: $17,940,000

3. Create recurring donors (using auto-pay or pledging) from 15% of all new donors between August 2015 and July 2016.

Rationale

This objective requires us to convert 22,500 of the 150,000 new donors to recurring givers within a year. If St. Jude can do so at smaller amounts now, there is future opportunity to increase their gifts as their disposable income grows. To do so, St. Jude will need to develop a plan to begin conversations with this base and develop a long-term relationship with communications focused on this age group.

4. Receive 75,000 campaign-related, user-generated posts across all social media networks between August 2015 and July 2016.

Rationale

Such a large amount of user-generated content will provide a needed layer of authenticity to the campaign, which appeals to Millennials. In addition, this will help


generate a buzz around the campaign that should stoke interest in learning more about Make a Moment, and more importantly, St. Jude.


TACTICS Objective

Extend campaign reach to 50% of target market between August 2015 and July 2016.

Tactic – MakeAMoment.org Website

The website MakeAMoment.org will serve as the hub for the Make a Moment campaign. Users will be able to search for events in their area based on interest and/or sign up to host their own event (private or public). The website itself will be photo and video-driven, and will include responsive design so that it displays well on mobile devices and tablets. While the website will have an obvious connection to St. Jude, its primary purpose is to gather emails and push people to an event where they can contribute financially and learn more about St. Jude among their peers. In addition, visitors will find a page dedicated to the campaign hashtag, #StJudeMoments, where they can see user-generated posts from Instagram and Twitter.

Rationale

A responsive website allows users to learn more about Make a Moment without having to worry about downloading an app they may later not want. While an app could provide easier access down the road, it’s harder to link to from various digital advertisements we may choose to create. The features needed are also fairly simple, making the cost of app development across multiple platforms feel unnecessary.

Budget

• Development and Design – $50,000

• Includes: Responsive design, interface design, content management system, email acquisition, custom photo gallery, and social media integration (Parr, 2014).

• Domain – $8.99 (GoDaddy.com)


• Dedicated Virtual Private Server – $71.96 / mo. or $863.52 / yr. (“VPS Hosting, 2014).

Evaluation

The success of this tactic will be determined through analytics software. We will be able to track where visitors are coming from and the average length of stay on our website, and see if conversions (choosing to attend or host an event) are being made on our intended pathway(s).


Tactic – Campaign Video

We will create one, 1:00 video to be hosted on YouTube and embedded in our website. In addition, we will also create :15 and :30 versions of the same video for paid advertisements on YouTube. Its purpose is to inspire viewers to pursue memorable moments and introduce the Make a Moment campaign as an opportunity to accomplish this while helping the children of St. Jude do the same. It will point viewers to the MakeAMoment.org website to take their next step.

Rationale

Millennials want to be part of an organization’s story, which means the use of common language and ideas is key. By creating a narrative that touches on themes of purpose, story, and memories, St. Jude can more easily bridge the gap for young professionals to understand the importance of St Jude’s work. While a viewer may not personally know a child with cancer, he or she can relate to the idea of a meaningful life story. Using video to convey this message, especially as an introduction to the entire campaign, allows for dynamic storytelling that is easily shared across social networks and email.

Budget

The total cost for this video will be $12,000, and is broken down below:

• Pre-production (location scouting, shooting schedule, etc.) at $500 a day for 3 days – $1,500

• Production – Two cameras and full day of shooting at $1,600 a day for 3 days – $4,800

• Post-production and Editing – $800 a day for 5 days (for all 3 versions of video) – $4,000

• Voiceover Talent – $500 for one day


• Acting Talent – 2 Leads (one male and one female) – $600 each. Extras sourced from open casting call on St. Jude social media and email accounts. No compensation will be given (“Standard Rate Card,” 2014).

Evaluation

We will track overall views of the video, as well as incoming traffic sources on the website. While views of the video will indicate the level of interest in the message to some degree, a greater indicator of impact will be how many people it drives to the website to take action. Of course, the video will also be used in conjunction with social and paid advertising tactics. We will be able to track the number of shares on various social platforms, Facebook and Twitter the most important of these.

We also can track its effectiveness through action taken during a paid advertisement. Click-through rates will tell us where to continue placing advertising dollars, as well as how many are getting to the website to begin the intended conversion path. We can also track which video length is most effective in the same way.


Tactic – Sponsor Popular Instagram Users

Instagram is a popular social platform allowing for dynamic storytelling through photos and 15-second videos. By sponsoring 40 popular users at different times throughout the year, St. Jude can use these photographers’ trusted brands to share this new campaign. Since Make a Moment is centered around experiences and community, photographers would be asked to highlight similar scenarios to illustrate how the campaign works and include a brief endorsement in the photo description, along with the hashtag #StJudeMoments. Photographers will be sourced from around the country and have an emphasis on lifestyle and inspirational photography. Examples of possible users include @seacannon, @iamshpak, @myandyisname. Users would be sponsored over a wider range of time to allow for better evaluation of effectiveness, as well as to act as a boost to overall promotion post-launch.

Rationale

With over 90% of its user base under the age of 35, Instagram is a great platform for St. Jude to reach young professionals (Smith, 2014). Photos allow for dynamic stories to be shared in photo and video form. Use of established Instagram users to promote the campaign provides increased credibility to the work of St. Jude and sets an example of what the organization would love to see on a wider level.

Budget

We plan to sponsor 40 users at $500 each, with an agreement for five posts over five weeks. This brings the total cost to $20,000.

Evaluation

Instagram does not allow for clickable links in individual photos, but it does through a user’s profile. If part of the sponsorship includes a link to the Make a Moment website for a predetermined time period, the conversion rate can be tracked. Since these sponsorships would predominately occur post-launch of the campaign, surges to the website or in social mentions would also be a fairly decent indicator of effectiveness. In


addition, individual posts would be watched to track and analyze likes and specific comments made regarding the campaign.


Tactic – Outdoor Advertising

By utilizing highly visual mediums such as billboards and mass transit vehicles, St. Jude can promote the Make a Moment campaign with photos of people gathering together in support of St. Jude. Once the campaign is underway, a contest would be held for the best photos to be featured on one of our billboards or bus advertisements to help spread the word about Make a Moment. These photos would range from standard group shots to more artistic action ones.

Rationale

Outdoor advertising has high reach and frequency over an extended period of time, including to those outside our target audience (“Bulletins,” 2013). It is likely that this campaign will appeal to many of those younger than 21 and older than 30, and at the very least, we can expose them to other content and information about St. Jude. With 71% of people looking at billboards while driving, we can be confident that recall of the Make a Moment campaign would be high, especially over time (Olenski, 2011). Even if someone cannot remember the web address, the campaign name can stick in their head and be easily searched. Outdoor advertising increases brand recognition.

Our use of user-generated photos on the billboards and bus advertisements will excite and encourage more users to participate using the official hashtag. Meanwhile, the advertisements themselves continue to raise awareness about the campaign and drive people to investigate the website or hashtag on their favorite social platform.

Budget

Outdoor advertising will cost a total of $3,981,250 over the course of the year and is broken down as follows:

• Printing 50 bulletin-sized billboards at $500 each – $25,000

• Renting approximately 30 billboards per city in 25 cities at $4,100 per billboard – $3,075,000 Based on average of major market ranges (“Billboard Costs,” 2014).


• Printing 750 “super king”-sized ads for buses at ~$175 each – $131,250 Based on numbers for print job half as wide (“MTD King 30,” 2014).

• Renting ad space on 50 buses per city in 25 cities for four weeks at ~$50,000 – $1,250,000 Based on numbers for Portland Metropolitan area and increased by an additional $20,000 to compensate for variance between markets (“Portland, OR Transit Rates,” 2014).

Evaluation

Our primary means of evaluation will be through website analytics. When we know our billboards and bus advertisements will be up in a particular location, website visits will be tracked to determine if there is an increase. In addition, post-testing will be utilized to determine how many of our donors came into contact with our outdoor advertisements.


Tactic – Television Ads

We will air the :30 version of our campaign video as a television commercial targeting young professionals. The advertisement’s goal will be to drive viewers to the website and will air during the following shows:

• The Walking Dead

o 1x / week for 8 weeks (4 during first half of season and 4 during last half of season)

• The Big Bang Theory


• NCIS


• The Vampire Diaries


Rationale

Television is definitely decreasing in popularity among Millennials as online opportunities to view their favorite programming become more readily available. With that said, it still is a fairly popular medium. Millennials spend about 41% of their total television time in front of a traditional set (D’Onfro, 2014). This occurs for several reasons, including an appreciation for screen size, community viewing, comfort, and reliability/quality (Wagner, 2013). With these reasons in mind, the Making a Moment campaign’s focus on community and high quality imagery stands to benefit.


The shows selected are based on current Millennial viewing habits. The Big Bang Theory and The Walking Dead dominate in popularity, and NCIS and The Vampire Diaries both attract significant viewership as well (“What Americans Are Watching In 2014,” 2014). These four shows represent different genres, increasing our overall reach.

Budget

• Walking Dead - $413,695 x 8 episodes – $3,309,560

• The Big Bang Theory - $327,885 x 8 episodes – $2,623,080

• NCIS – $143,204 x 4 episodes – $572,816

• The Vampire Diaries - $71,965 x 8 episodes – $575,720 (Steinberg, 2014)

Evaluation

Advertisement ratings will allow us to see how many people had their television sets tuned to the channel at the time of our advertisement. We will also track website hits that occur within 30-60 minutes from the advertisement’s airing. Because the advertisement’s primary goal is to drive traffic to our website, we can assume that if our target is moved enough to act, they will access the website from a desktop or mobile device within a 30-60 minute time frame. Additional surveying will allow us to further track how many in our target market saw the advertisement, as well as their opinions on its creative execution.


Tactic – Buzzfeed

We will advertise through Buzzfeed once per quarter in the first year to create a custom social post that will emotionally connect young professionals and St. Jude using our theme of Make a Moment. Buzzfeed is responsible for the generation of this content, but we expect a list post that provides commentary on people creating moments together, whether or not they originally did so for our campaign. At the end of the post we will have Buzzfeed tie the list back to the idea that creating moments can help support the children of St. Jude as we work to increase the survival rate for childhood cancer to 90%. This will hopefully illustrate what our campaign is all about and build an affinity in the visitor’s mind toward St. Jude.

Rationale

50% of Buzzfeed’s visitors are 18-34 years of age (“BuzzFeed Advertise,” 2014). In addition, the website ranks as the 33rd most popular in the United States (“buzzfeed.com Site Overview,” 2014). Promoting St. Jude here will increase visibility of the campaign and significantly increase traffic flow to makeamoment.org. Not only will visitors be interested in the article itself, they are also much more likely to share it with their friends due to its design and Buzzfeed’s reputation.

Budget

• ~$92,300 per campaign for four campaigns – $369,200 (Boxer, 2013).

Evaluation

We will look at the number of article views (provided by Buzzfeed) and track how many visitors clicked through to the Make a Moment website. We will also track where and how often the article was shared across the Internet. Not only will this give us an idea of effectiveness, but it also tells us where our audience spends more of their time. This could have implications for our other paid social advertising.


Tactic – Public Photo Booth

We will set up photo booths in 25 different cities for a day to allow passersby the opportunity to “make a moment” and take a fun photo! We will also overlay the St. Jude logo and campaign hashtag on the photo. When departing the photobooth, participants will be able to immediately post their photo to social media or send it to themselves via email. This information will then be catalogued for future email use as a dialogue box will require their approval to continue with retrieving the image. The other option will be to take a card with a custom campaign URL to retrieve their photos. Should they choose this option, they will first have the opportunity to watch the campaign video before accessing their photo directly.

Rationale

Young professionals are part of a generation that loves and values a good selfie. Millennials’ lives are rooted in a visual context and rely on it to tell their stories (Bush, 2014). This is a key motivation for us to use Instagram, and why this photo booth helps support that tactic. We are providing a starter photo for people to participate in the campaign, and giving them another reason to check out the website to learn more about the campaign and St. Jude.

Budget

• ~$1,000 per city through use of local photo booth companies in 25 cities – $25,000 (“Rental Price and Packages,” 2014).

Evaluation

We will monitor the number of photos taken and compare this to the number of photos accessed by users. Since each photo has a unique access code, we can get an exact number. In addition, we will set up tracking on our website to monitor how many visitors continue to browse beyond accessing their photo. We can then make adjustments to the photo access pages accordingly in an effort to increase click-through rates.


Objective

Recruit 150,000 first-time donors between August 2015 and July

2016.

Tactic – Make a Moment Event Toolkit

When someone chooses to host a group, the website will ask him or her a series of questions, including type of event, date, number expected to attend, and the cover charge. This information will be used to compile a toolkit that will aid in the collection of funds and attendee contact information. The kit will be constructed and mailed out within a week, and will include:

• Instructions for the event host that explain the importance of communicating the vision of St. Jude and facts about the hospital and its research, and encourage heavy documentation of the event through the official social media hashtag, #StJudeMoments.

• A video delivered via USB flash drive that is 10 minutes long and showcases the amazing work done at St. Jude. The flash drive will have the St. Jude logo and is the host’s to keep after.

• A sign-in sheet that allows St. Jude to gather address, phone, and email information. Event hosts will be encouraged to get email addresses at the very least.

• A prepaid return envelope for all money raised that night, as well as the sign-in sheet.

• A 10% off coupon for each participant to be used at the St. Jude online store.

If an event is held outdoors or has the potential for an unlimited number of participants, toolkits will include the sign-in sheet, prepaid return envelope, and instructions for the event host. Those that provide contact information will receive a link via email to the video post-event, and if a home address is given, they will be mailed a copy of the booklet and 10% off store coupon.


In addition, we want to resource event hosts with digital promotional tools. Once they’ve submitted their event application, an email will be sent that provides access to graphics and suggested language for promotion on social media. Graphic copy will be generic, requiring the event host to describe their event in their own words. This will help frame the event as more authentic.

Two days before the event takes place, event hosts will also be called by St. Jude headquarters to say thank you, provide encouragement, cast vision, and answer any remaining questions.

Rationale

Sending a toolkit to event hosts allows us to provide a basic template for promotion with the goal of increasing attendance and the collection of our target audience’s contact information. The built in redundancies of emailing event hosts, sending them a letter, then speaking with them on the phone will allow us to emphasize the importance of how they’re helping and what our goals are.

Budget

The total cost for creating the toolkits is $669,686. All numbers are based on the cost of assembling 100,000 kits and estimates from 48HourPrint.com unless otherwise noted.

• 1-Page Instruction Sheet – $3,196 // $0.10 each

• Prepaid Return Envelope – $10,984 // $0.11 each Potential Postage (if all 100,000 returned) – $49,000 // $0.49 each

• Email Sign-Up Sheet – $3,196

• Coupon Printing – $80,280 // $0.04 each

• Postage - $128,000 // $1.28 each

• USB Flash Drives w/ Video Loaded – $395,030 // $3.95 each Based on estimate for 8GB swing USB drive from 4imprint.com.


Evaluation

The toolkit will be evaluated by event hosts through post-event surveys. The host will be asked if they felt resourced, which materials were most effective, and what questions weren’t answered by existing materials. We will also track actual versus expected attendance to determine if toolkit contents should be adjusted to help increase success. Finally, we will look at the contact information collected from those in attendance to see how much was supplied. If return feels low, then adjustments may be made to the toolkit to make a better sell.


Tactic - Post-Event Email Campaign

The goal of our Make a Moment events is to begin exposing young professionals to St. Jude and the amazing work it does. Once attendee contact information is received, St. Jude staff will enter it into their database and add the names to a special email distribution list. These monthly emails will focus on how young professionals can support the making of moments for St. Jude patients through financial support, and emphasis will be placed on the fact that every little bit helps. Individual emails will be designed with two purposes in mind.

The first is to highlight the stories of St. Jude patients. When possible, we will attempt to share the story of a St. Jude patient from the email recipient’s geographic region. This will help emphasize that even if you live on the other side of the country from St. Jude, your donation and support makes an impact in the lives of those from your community.

Second, we will also focus on explaining how donations help. We will take the most common gift amounts from our target audience and explain what value or treatment they can accomplish. For instance, $100 helps St. Jude provide two platelet count tests for a St. Jude patient. All emails will include a call to action related to giving, whether it be to a specific campaign, individual gift, or encouragement to set up recurring giving.

Rationale

Targeted emails will allow us to speak in greater detail about St. Jude and forge a relationship with our target audience that can hopefully generate new individual and recurring donations. Ongoing communication that is personalized and delivered directly to our audience is statistically one of the best ways to engage them over a longer period of time (Olenski, 2014).

Budget

Emails will be designed by Northwest Republic and included in agency fee cost.


Evaluation

We will use custom URLs in conjunction with Google Analytics to track click-throughs to various pages on the St. Jude website, and most importantly, the donation page. In addition, we will also track the open rate of emails and adjust subject lines and content accordingly.


Objective

Create recurring donors (using auto-pay or pledging) from 10% of

all new target market donors between August 2015 and July

2016.

Tactic – Annual Top Donor Gala

The top 25 markets, determined by total donations within the surrounding area, will invite the top 500 young professional givers from the region to a special annual gala. There will be a time set up for connection and networking, followed by a full dinner and program, and ending with dancing. The primary goal is to convert one-time donors to recurring donors, as well as increase giving amounts of existing recurring donors.

The program will contain special words from a St. Jude executive, as well as a report on how St. Jude is doing. Within this report will be a focus on the work done by young professionals. At the end of the program, which should last approximately 20-30 minutes, young professionals will be encouraged to pledge gifts to St. Jude, specifically through recurring donations. In addition, St. Jude will continue to encourage young professionals to host a Make a Moment event of their own so that memories are made and their friends and family can learn more about St. Jude.

Rationale

Hosting a “thank you” gala gives young professionals the opportunity to feel like they are making a difference in the lives of St Jude’s patients, as well as increase their gifts or start to give on a regular basis. By not charging for tickets or tables, we increase the likelihood of their attendance. Similarly, because the program will be focused on contributions and achievements by young professionals, the chances of us achieving our objective increase.

Budget

The estimated total cost for 25 events is $664,825. Below is a breakdown of the projected costs:


• Dinner – $40 a plate x 500 people x 25 events – $500,000 total

• Facility Rental – ~$5,000 for 4 hours – $125,000 total Based on inquiry of average rental costs for 500 seats in Portland-metro area to Elizabeth Evans, Associate Director of Events at the University of Portland. Budget was then doubled to accommodate for variance in rates across country.

• Pledge Cards – $950 Based on estimates from 48HourPrint.com.

• Pledge Envelopes – $1,375 Based on estimates from 48HourPrint.com.

• DJ – $1,000 per event x 25 events – $25,000 (Deutsch, 2013).

Evaluation

Attendance will be our first indicator of whether or not the event type is the right way to approach celebrating young professionals. To determine whether or not the event helps us meet our objective, we will compare the total number of recurring pledges made to those in attendance who currently don’t have one. In addition, we will look at the percentage of existing recurring donors that increased their pledge.


Tactic – Target Regular Donors

Donors who give more than once in a 3-month period will be sent a personal email from their closest regional office encouraging the creation of a recurring donation as opposed to multiple individual ones. The email will thank the donor for their support and remind them of what they are helping St. Jude achieve. It will also feature a more direct call to action, linking the individual to a form in which he or she can set up their recurring gift.

If the donor does not respond to our call to action within 60 days, the regional office will follow up with a phone call to once again thank him or her for their gifts and encourage the establishment of a recurring gift.

Rationale

Recurring giving provides a reliable stream of income with lower dropout rates (Barry, 2012). In addition, we increase the chance of the donor building a long-term relationship with the organization. By making the ask in such a personal way through both mediums outlined above, we communicate that their donations hold considerable value to us and our desire is to help make the process easier. By first sending them an email, we give them a chance to think about the decision, and should they choose not or forget to act, the later phone call will feel like less of a blindside.

Budget


Evaluation

We will measure email open rates, click-through rates to recurring giving set up pages, and the number of recurring gifts established. We can also measure the number of recurring gifts established by phone and see which medium better engages our young professionals.


Objective

Receive 75,000 campaign-related, user-generated posts across all

social media networks between August 2015 and July 2016.

Tactic – Campaign Hashtag #StJudeMoments

The official Make a Moment hashtag will be #StJudeMoments across all social platforms, the heaviest of use being on Twitter, Instagram, and Facebook. The goal is for supporters to engage in online conversation on their favorite platform, ideally highlighting their support to the cause. The thread of social media posts made with this topic is likely to include messages of support, mentions of favorite group activities, photos and videos of Make a Moment events, photos of supporters, and more. In addition to user-generated content, St. Jude will contribute to the discussion by posting content with the hashtag. The goal is for users to stumble upon more content directly related to the work at St. Jude. This keeps the core purpose of this campaign – exposing Millennials to St. Jude and building a relationship with them – in front of the target audience.

Rationale

Social media matters to Millennials. They post twice as much content as the average user, and in doing so, generate 30% more clickbacks than the average user (Morrison, 2014). Getting them to create and respond to content online helps St. Jude spread its message to more young professionals. A recent survey found that 68% of those between 18 and 34 years of age agreed their peers’ social posts were “somewhat likely” or better to influence their purchase decision (Morrison, 2014). When it comes to Facebook, Twitter, and Instagram, these three networks boast some of the largest followings online (Constine, 2014). We want to focus resources on these platforms and allow Millennial social media usage habits to carry this content to other popular and growing platforms.

Budget

Social media graphics will be designed by Northwest Republic and included in agency fee cost.


Evaluation

Through the use of social media analytics software, we can track St. Jude-generated posts in detail through click-through rates, shares, likes, retweets, and more. In addition, we can monitor use of the official hashtag to see how many posts are being made on which networks, and track the number of shares and amount of interaction those posts get. Finally, we’d also want to track the use of keywords for the campaign, even when our official hashtag isn’t used. This includes words and phrases like St. Jude, Make a Moment, and even variations on the spelling of our hashtag should a person make a typing mistake.


Tactic – Paid Social Advertising

We will engage what we believe to be the strongest social platforms for our audience of young professionals with paid advertising. The platforms used will be Facebook, Twitter, Instagram, and YouTube. Additional platforms may be added later if determined to be a need.

Facebook Ads

Facebook advertisements to support the Make a Moment campaign will exist in two formats. The first will be through sidebar advertisements that link directly to the campaign website. The second will be through the sponsorship of posts from the St. Jude Facebook page to help tie the campaign back to the St. Jude brand. This second avenue will likely receive more investment.

Promotion on Twitter

Twitter offers multiple avenues to promote a brand. The largest investment we will make is the promoted trend, #StJudeMoments. This will occur during Q2 of the campaign to allow for awareness of the campaign to first build and increase the chances of their participation. We will also use promoted tweets to target young professionals during Q1 of the campaign in an attempt to increase campaign website visits.

YouTube Advertising

There are several different ways one can advertise on YouTube, but we would promote “in-stream,” meaning, before a video plays. YouTube will allow us to target based on age, gender, and location, so as the campaign continues we can adjust our target as needed. We will use one of the versions of our campaign video.

Sponsor YouTube Video by DevinSuperTramp

Popular YouTube filmmaker “Devin Super Tramp” has 2.6 million subscribers and over 470 million views on his videos. Many of them center around community, having fun, connecting, and participating in unique activities such as a rope swing through a canyon, building massive watersides on the side of a hill, and more. The feel-good nature of his


films makes him the perfect partner for Make a Moment. We would sponsor one of his videos to show people connecting and having fun for the benefit of raising funds for St. Jude. With participants wearing St. Jude apparel throughout the video, we could significantly elevate the Make a Moment platform and encourage viewers to host their own events and financially support St. Jude.

Rationale

We know that young professionals, and Millennials as a whole, are key users of social media. Paid social advertising allows us to demonstrate the many ways young professionals can get involved with Make a Moment using methods native to each platform. The central call to action will be participation in the hashtag or communication about St. Jude. A secondary benefit to these tactics is increased awareness of the campaign.

Budget

Twitter charges approximately $200,000 per day to buy a promoted trend (Fiegerman, 2013). We are budgeting to do this twice – once at the beginning of the year and once at the halfway point – for $400,000. We believe this will keep the campaign elevated in the minds of young professionals as they navigate the popular network.

All Facebook advertising runs on a cost-per-click or cost-per-mention basis. We will set a budget of $100,000 to run on a cost-per-click basis.

YouTube ads also run on a cost-per-click basis, typically between $0.10-$0.30 (Fore, 2014). We will have a $100,000 budget to be used over the course of the year.

The cost of sponsorship for Devin Graham, aka DevinSuperTramp, is not clear at this time. Some of the most popular YouTube stars have been known to charge up to $50,000 for a video sponsorship (Bourne, 2013). We’ve set the budget at $30,000 for a couple of reasons. The first is that we anticipate Graham’s fee to be higher due to his popularity. Second, we want to make sure we fund a video that will go viral on the Internet. This could require a more extreme approach, and consequently, more money.


We will see how much we can get (possibly more than one video) for this budget amount and believe it worthwhile to set this much money aside.

Evaluation

Social media tracking software will be used to count total mentions across all platforms, and individual social platforms will be monitored to track click-through rates to the campaign website or other sources of information.


INTERNAL COMMUNICATIONS PLAN It’s extremely important for internal stakeholders to understand and champion the

Make a Moment campaign, regardless of whether or not they fit the target audience demographics. These individuals are the ultimate brand advocates as they are closer to the work of St. Jude than anyone. By developing an internal communications plan that includes them in the implementation of the campaign, informs them of its progress, and allows them to celebrate its successes, we can generate a level of investment that helps the entire campaign be successful.

We know that for the overall campaign and business goals to be successful, we need to generate a strategy to onboard our internal stakeholders. Therefore, our two marketing objectives for this secondary audience are:

1. Achieve campaign awareness among 75% of St. Jude

employees between August 2015 and February 2016.

Tactic – Kickoff Event

We will hold a kickoff event at the launch of the Make a Moment campaign at our Memphis, Tennessee, headquarters. An internal email will be sent to all staff outlining the campaign and including the main campaign video. It will provide details for the 3-hour event to take place in a tent on the lawn at St. Jude. The event will be designed to allow staff to come and go as they please. Desserts will be available, as will several photo booths for staff to “make a moment” with each other.

Rationale

The event is designed to be a fun start to the campaign, allowing staff to feel appreciated while acting out what we hope young professionals will do – make a moment. We want the staff to take interest in this campaign so that they can advocate for the hospital and participate themselves. By the end of the launch, they should have a good understanding of what the campaign is attempting to achieve.


Budget

The event is fairly simple in setup since the primary focus is meant to be on connecting and taking a well-deserved break. In total, the event will cost $33,249.90.

• Three photo booths – $1,000 each for a total of $3,000

• Dessert – $8 per person with approximately 3,600 employees – $28,800

• Make a Moment Signage – $144.99 per standing banner x 10 – $1,449.90

Evaluation

We will send out a survey one month after the kickoff event to not only assess awareness and recall of the campaign and its purpose, but to see if the staff is seeing its impact outside the hospital walls among friends and family members. This survey actually acts as an awareness booster and good reminder of what St. Jude is attempting to accomplish.


Tactic – Quarterly Email Updates

An all-staff email will be sent once per quarter to inform people of the campaign’s progress and major milestones. This includes the type of promotion that is currently occurring, and will feature successful events. We also want the staff to know with how many young professionals we are engaging, as well as what we have fundraised from their participation.

Rationale

These emails do a great job of boosting awareness, but they also act as a platform from which staff can advocate. If our number of participants seems low for one quarter, they may be more inclined to participate online in sharing what the campaign is attempting to do. They also might be more inclined to celebrate when the campaign is doing well!

Budget


Evaluation

We will monitor open rates and click-throughs to any websites or social media accounts to which the emails link.


2. Obtain participation among 75% of St. Jude employees age 21-

30 between August 2015 and May 2016.

Tactic – Targeted Emails

We will send targeted emails out to all those on staff who are between 21 and 30 years of age at two different times – once at the launch and once at the halfway point. The emails will encourage participation and remind staff that they are leaders and key influencers who can lead their peers in saving the lives of St. Jude’s patients.

Rationale

The emails serve as good encouragement to staff, as well as a reminder of the incentive program outlined in the next tactic.

Budget


Evaluation

We will monitor open rates and click-throughs to any websites or social media accounts to which the emails link.


Tactic – Incentivize Participation

Elements of this incentive program will need to be finalized with St. Jude. The purpose would be to reward staff for their participation in Make a Moment. For instance, for every event hosted by a staff member at which $200 is raised for St. Jude or 20 new young professionals are added to the email list, they earn a free casual dress day in the office. Additional rewards could be given for posting on social media a certain number of times. Rewards may include: a day of paid time off, free lunch in the cafeteria, gift cards, etc.

Rationale

It’s easy to grow bored or numb to campaigns or projects you hear about at work. Make a Moment truly needs participation, however, as its primary purpose is to begin relationship building with the next generation. By incentivizing participation, St. Jude can more easily activate staff who are truly the most informed and reliable advocates for whom they could ask.

Budget

Incentives will be determined by St. Jude leadership and should not exceed more than $10,000 in value for the entire year.

Evaluation

We will track the number of St. Jude staff-hosted events, as well as the number of events employees participate in. In addition, we will create an online form for staff to submit evidence of their participation through social media. Rather than attempt to track individual social media accounts, employees can fill out the form to let us know what threshold they’ve met to receive the corresponding reward. Finally, we’ll conduct a survey at the end of the year to evaluate the campaign and allow staff to report their level of participation.


CREATIVE EXECUTIONS Make a Moment Website

Desktop version


Mobile version


Campaign Video Script

Video Audio

1. Fade in to WS of mid-20’s female walking along the sidewalk of the busy street, toward the camera, in late afternoon. Shots for duration of the film will be in slow motion.

SLOW, INTROSPECTIVE MUSIC BEGINS TO PLAY

2. CS of the girl’s face looking contemplative.

3. MS of freeway from overpass at sunset

VO: OUR LIVES ARE A SERIES OF MOMENTS THAT TOGETHER, CAN TELL AN AMAZING STORY.

4. MS of meeting in conference room. Attendees are smiling.

VO: THESE MOMENTS HAPPEN AT THE OFFICE...

5. CS in the same conference room of male young professional’s face as someone pats him on the back.

6. MS of co-ed group of friends on a hiking trail.

VO: ON A HIKE...

7. WS of college students in the classroom looking focused on professor’s lecture.

VO: IN THE CLASSROOM


8. MS of guy and girl on a date and talking.

VO: WITH A DATE

9. CS of female speaking to male.

10. CS of male speaking to female.

11. MS panning from left to right of male reading book at coffee shop.

VO: READING A BOOK

12. WS of co-ed group of friends laughing while talking on the couch.

VO: THESE MOMENTS CAN BE FUN, ENLIGHTENING, POSITIVE…

13. WS planning left to right of female sitting by herself in an office lobby waiting for an interview

VO: THESE MOMENTS CAN BE SCARY, INTIMIDATING…

14. CS of her face. Her eyes look just past the camera to its left. She then drops her eyes down and her head follows.

15. MS from behind earlier group of hikers as they look out over a valley. Some have arms around each other and one or two are laughing.

VO: ULTIMATELY, THESE MOMENTS CONTRIBUTE TO WHO WE ARE, THE DREAMS WE HAVE, WHERE LIFE TAKES US, AND THE IMPACT WE CAN HAVE ON THE WORLD.


16. CS from the side of a couple hikers as they look out with a contemplative expression.

17. MS: Male looks directly into camera with very determined look on his face. Background is outside on city street, though not very recognizable.

VO: GREAT MOMENTS ARE ALWAYS WORTH CHASING.

18. MS of hospital lobby. VO: AT ST. JUDE CHILDREN’S RESEARCH HOSPITAL...

MUSIC BEGINS TO PICK UP IN TEMPO AND ENERGY

19. CS of family talking with front desk in lobby.

VO: WE SEE THOUSANDS OF PATIENTS EACH YEAR WHO ARE FIGHTING FOR A LIFETIME OF MOMENTS.

20. MS of female patient in doctor’s office laughing and smiling with physician.

21. CS of female patient’s face as she continues to laugh and smile.

22. MS of male patient in hospital bed talking to his mother and father in the room.

VO: AS YOU ATTEMPT TO TELL A GREAT STORY WITH YOUR LIFE, YOU CAN SAVE ANOTHER IN THE PROCESS.


23. MS shot of 4-6 of the actors previously appearing in film. They are standing centered and facing the camera either smiling or looking determined. Shots cut from one to the next in fairly quick succession.

24. WS of hikers with less sharp of detail.

Makeamoment.org is on the screen in bold letters for entire shot before it fades to black.

VO: VISIT MAKEAMOMENT.ORG TO FIND OUT HOW.


Sponsor Popular Instagram Users – Example


Outdoor Advertising

Billboard Example 1


Billboard Example 2


Billboard Example 3


Bus Example 1


Bus Example 2


Photo Booth

Example of Finished Photo Available for Download


Make a Moment Event Toolkit

Example of Toolkit Pieces


Post-Event Email Campaign


Target Regular Donors Email


Paid Social Advertising

Facebook Example

Twitter Example


YouTube Ad Example

Sponsorship of “DevinSuperTramp” Video Example


Quarterly Staff Email Updates Example


BUDGET

Make a Moment Website

Development and Design $50,000.00

Hosting $863.52

Domain $8.99

Make a Moment Campaign Video

Preproduction $1,500.00

Production $4,800.00

Post-Production and Editing $4,000.00

Voiceover Talent $500.00

Acting Talent $1,200.00

Sponsored Social Media Users

Instagram $20,000.00

DevinSuperTramp (YouTube) $30,000.00

Outdoor Advertising

Billboard Space Rental $3,075,000.00

Buses (50 per city x 25 cities) $1,250,000.00

Billboard Printing $25,000.00

Bus Printing $131,250.00

Television Advertising

The Walking Dead $3,309,560.00

The Big Bang Theory $2,623,080.00


NCIS $572,816.00

The Vampire Diaries $575,720.00

Buzzfeed

Four Native Ad Campaigns $396,200.00

Guerilla Photobooth

Rental Costs $25,000.00

Signage $289.98

Make a Moment Toolkit

1-Page Instruction Sheet $3,196.00

USB Flash Drives $395,030.00

Prepaid Return Envelope + Postage $59,984.00

Email Sign Up Sheet $3,196.00

Coupons $80,280.00

Toolkit Postage $128,000.00

Make a Moment Annual Gala

Dinner $500,000.00

Facility Rental $125,000.00

Pledge Envelopes $1,375.00

Pledge Cards $950.00

DJ $25,000.00

Social Advertising

Twitter Sponsored Trend $400,000.00


Facebook $100,000.00

YouTube $100,000.00

Internal Kick Off Event

Photo Booths $3,000.00

Dessert $28,800.00

Signage $1,449.90

Internal Participation

Incentives $10,000.00

Evaluation

Evaluation Costs $33,200.00

Total Cost $14,095,249.39


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CAMPAIGN FOCUS GROUP FEEDBACK Number of Participants: 8 Participant Age Range: 20-30 years old Gender Mix: 5 male, 3 female

Our focus group was comprised of married and single individuals who belong to the target audience of young professionals. The group was held on Thursday, December 4, 2014. Members of our focus group were asked questions regarding community, St. Jude, and the various elements of the potential Make a Moment campaign. Our goal was to evaluate campaign resonance among this age group to determine if adjustments were needed or if the existing executions were on the right track. Results from the focus group have already been applied to the campaign’s strategy and executions.

After ground rules were set, the initial icebreaker question regarding favorite hobbies was asked. While simple in nature, we wanted to observe its potential link to the second question: “Tell me about a time you spent with friends that was meaningful.” This but also to see if the most meaningful moments had any tie to their favorite hobbies. While crossover or a lack thereof is not a sole indication of connection, our hope was to determine whether young professionals tie meaningful moments in groups to their favorite activities and hobbies.

Our discussion had three direct connections between a person’s hobby and a moment of meaningful friendship. One of the participants mentioned his favorite thing to do with free time is hiking, and then later mentioned a favorite camping trip with some buddies from college. His love for the outdoors provided a foundation for strengthening relationships with friends. For us, a key takeaway is that there is definite opportunity to integrate stories and meaningful moments in activities young professionals already participate in.

We then moved into the St. Jude and initial Make a Moment questions. Most in the room supported a non-profit, and almost all were currently donating to their church. In addition, five in the room gave to another non-profit organization on top of their church –three toward child sponsorship and two toward different organizations. Those sponsoring


children were doing so in connection to their place of worship, indicating that partnerships and group participation can more easily influence participation. The other two organizations supported had personal meaning to the participants – one volunteered at the organization and the other had previously interned for them out of college.

All participants in the room knew of St. Jude and respected its work, but none had supported the organization financially. “I know what they do, but I feel like you don’t really get to see the survivors. It’s hard... kind of, well, depressing,” said one female participant. Several others in the room echoed the frustration with a lack of resolution and success stories being communicated from St. Jude.

After the ICSS was shared with the participants, all had an opportunity to respond. Most liked the idea of telling a powerful story with their life, but questions began to emerge about their ability to actually do so through support of St. Jude. “I really like the work they are doing, but I feel like there’s not a lot I can do from the west coast,” stated one male participant.

We proceeded to go through each creative execution in the Make a Moment campaign. The most popular pieces were the video script, toolkits, and custom emails. All participants thought the video sounded like something they’d share online. “It seems cool and doesn’t feel like a straight-up sales pitch,” shared one male participant. The toolkit was well received particularly because it did the work for them. “To me the idea of hosting my own event seems cool, but I don’t know if I’d do it without expectations clearly outlined. I like that you’d tell me exactly what to do and give me what I need to do it,” shared a female participant. Finally, the custom emails sent post-event were appealing because of the desire to relate better to the needs and questions of young professionals. No one in the room indicated a passionate desire for custom emails, but the idea of direct communication that acknowledges they exist and are in a unique stage of life without a lot of discretionary income felt nice.

None of the participants indicated the desire to ignore any of the executions, though half of the room did say they were unlikely to host an event but would gladly participate in one. “I’d much rather go to a casual hangout than a formal event, but I don’t typically organize gatherings of my friends anyway,” stated one male participant. Several


others in the room nodded at this statement, potentially indicating the need to focus on activating existing donors to host events in their area that might be larger or open to the public so that more people can participate. The hashtag #StJudeMoments was well-received, but most in the room agreed that unless it takes off, they’d be unlikely to remember it exists and use it. This places an additional burden on St. Jude to make sure key influencers are using the hashtag and that the organization also contributes to it.

The group wrapped up with participants sharing how they’d describe the group to a friend. “It’s a cool way to hang out and support a good cause,” said one male participant. Another shared, “It helps you feel like you’re making a difference even if you don’t have a lot of money to give.” These statements, especially the latter, are great ideas to rally around. We need to make sure young professionals see and feel their impact at St. Jude so that a long-term relationship can be formed.


EVALUATION PLAN We are committed to executing an effective campaign for St. Jude that fulfills each

of the previously stated business and marketing objectives. Earlier, we outlined our evaluative methods for individual tactics. Ongoing measurement of these tactics will allow us to make adjustments as needed, refine our message, and prevent the wasting of resources. Below summarizes our approach to the evaluation of each marketing objective.

Pretesting

Survey

Conducting a more extensive survey will be hugely important to make sure messages are crafted and targeted well. Key to this survey will be a significantly larger sample size. We’ve determined that to achieve a confidence level of 95% and margin of error of 2%, our sample size will need to be at least 2,401. Assuming only one in five return a survey, we’ll need to administer this new one to 12,005 random individuals. This will allow us to gain a more comprehensive understanding of Millennials and to what messaging they will respond.

We anticipate the questions to be very similar to the initial questionnaire designed for this proposal. Additional demographic questions will be added, as will some sample messaging, including taglines and graphics. Our goal is for this additional survey’s results to refine the existing campaign strategy.

Budget

We will conduct this survey through email and estimate its cost to be $5,000 (Lee, 2002).

Focus Group

We plan to conduct four focus groups, one per market, across the country in Portland, OR, Los Angeles, CA, Dallas, TX, and New York, NY. Each group will have eight participants ranging in age from 21 to 30. We will attempt to gain further insight on the Make a Moment campaign, specific tactics, and overall messaging to Millennials. It’s


important to know how to inspire this audience to action, and a well-conducted set of focus groups will help with just that.

Budget

We plan to outsource our focus groups to a third party. By conducting 4 focus groups around the country, we estimate the total cost to be $23,200.

• $5,000 base cost per group (Lee, 2002)

• $100 compensation per participant ($800 per group)

Post-testing

Extend campaign reach to 50% of target market between August 2015 and July 2016.

We will conduct another survey of 12,005 new individuals via email to determine awareness of the campaign. Questions will ask where respondents have encountered elements of the campaign, whether or not they were moved to participate, and overall impression of St. Jude. Responses will aid in the determination of any adjustments to be made in year two of the campaign.

Budget

We will conduct this survey through email and estimate its cost to be $5,000.

Recruit 150,000 first-time donors between August 2015 and July 2016.

We will use St. Jude’s customer relationship management (CRM) software to determine how many new donors between the ages of 21 and 30 have contributed financially to the organization. In addition, we will cross-reference this number with data on donations from young professionals’ email click-throughs, Make a Moment events, and Make a Moment website click-throughs. Comparing these numbers could indicate the effectiveness of each tactic.


Budget

Evaluation will be conducted by Northwest Republic. Cost is included in overall agency fee.

Create recurring donors (using auto-pay or pledging) from 15% of all new donors between August 2015 and July 2016.

We will use St. Jude’s CRM software to determine if 15% of all new donors set up recurring giving within a year of first donating. We will also cross-reference this number with data from the annual galas, and segmented email campaigns to determine effectiveness of tactics that have the primary purpose of creating recurring donors. As the number of overall first-time donors grows, we will increase the frequency of evaluation to determine if immediate adjustments should be made to emails or events.

Budget


Receive 75,000 campaign-related, user-generated posts across all social media networks between August 2015 and July 2016.

We will use social media analytics software to track mentions of St. Jude and the Make a Moment campaign. These mentions can take the form of social shares of St. Jude-generated content and original posts. Specifically, we will want to see how many of these posts utilized the official campaign hashtag and evaluate whether adjustments need to be made in its promotion or overall use. Monthly reports will be made to allow for mid-course changes.

Budget



Achieve campaign awareness among 75% of St. Jude employees between August 2015 and February 2016.

Internal surveying will be conducted through email to get employee feedback on the Make a Moment campaign. With approximately 3,600 employees, we will be looking for about 1,400 to respond to maintain 95% confidence in our results. Questions will center around knowledge of the campaign, examples of their interactions with it, and their recommendations for improvement.

Budget

Because this survey is 100% internal, the email list already exists. Therefore, there is no cost to execute as the design is included in the agency fee.

Obtain participation among 75% of St. Jude employees age 21-30 between August 2015 and May 2016.

Additional email segmentation will be conducted to contact only those age 21 to 30. In addition to creating campaign participation incentives, we will also incentivize response to another survey that focuses only on employee participation. It will allow respondents to submit links to evidence of their participation in the campaign on social media.

Budget

Because this survey is 100% internal, the email list already exists. Therefore, there is no cost to execute as the design is included in the agency fee.


CONCLUSION St. Jude founder, Danny Thomas, told an amazing story with his life by founding one

of the most impactful children’s hospitals in the world. He understood how valuable life is and wanted these children to have a lifetime full of great moments. This is the inspiration for the Make a Moment campaign. Instead of creating something else for Millennials to join, St. Jude has the opportunity to integrate into their existing community so that this generation can more fully internalize the purpose of St. Jude: to provide life.

Make a Moment is designed to be a powerful lead generation campaign. By gaining access to talk directly with Millennials, St. Jude can tell its story in a way this generation will more easily understand and desire to act upon. Through extensive use of social media, video streaming services, and outdoor advertising, Millennials will be introduced to St. Jude in a way that produces a deeper emotional connection. They will see themselves in the St. Jude patients who want to live another day, and ultimately, a meaningful life.

After the connection is made, St. Jude will then be empowered to follow up through email and events that generate financial investment from these Millennials. Even in small denominations, the gifts made by these younger donors have the potential to grow alongside their disposable income. Make a Moment not only encourages meaningful peer-to-peer relationships, but a direct one with St. Jude that will impact countless young patients who deserve a chance at life.

Immediate return is important, and this campaign provides it. Long-term return, generated from investment in relationships with donors, is crucial to this organization’s future. We believe St. Jude has an amazing opportunity to make a moment of your own through the implementation of this campaign. We look forward to a partnership that will inspire young professionals to action.


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Gamble, Molly. (2013, December 13). “10 Challenges and Opportunities for Hospitals in

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Hall, Alyssa. (2010, March 4). “Harris Poll Finds: St. Jude's Research Hospital and Susan G Komen for the Cure are among Most Trusted Non-Profits.” Harris Interactive. Retrieved from: http://www.harrisinteractive.com/vault/ Harris_Interactive_News_2010_03_04.pdf.

“Heroes Home.” (n.d.). St. Jude Heroes. Retrieved from: http://fundraising.stjude.org/

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Lee, Mie-Yun. (2002, September 30). “Conducting Surveys and Focus Groups.”

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Meckler, Laura. (2014, May 28). “Study: Millennials Poised to Shake Up Corporate

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APPENDIX B: SURVEY QUESTIONS All multiple-choice response options are listed in Appendix B with the results.

1. What is your gender? 2. What is your age?

• If respondent was not age 21-30, he or she was taken to a final thank you screen and not permitted to finish the survey.

3. What is your current level of annual income? 4. What is your highest level of education completed? 5. Over the past 12 months, approximately how many times have you made a

financial contribution to a charity / non-profit organization? • If answer is Annually, Quarterly. Monthly, Every Other Week, or I have

donated, but not regularly, continue to Question 6 and skip Question 9. • If answer is None, continue from Question 9.

6. Of these contributions, to how many did you donate? 7. What type(s) of organization(s) do you give to? 8. Over the past 12 months, in which ways have you given to non-profit / charity

organizations? 9. Which of the following reasons best describe why you haven’t financially

contributed to a non-profit / charity in the past year. 10. How do you prefer to receive information from non-profit organizations / charities? 11. What are your favorite social media platforms? 12. Evaluate the following statements:

a. I prefer to donate to organizations where I can see a direct result of my impact.

b. I am more likely to donate to an organization already supported by my friends and / or family.

c. I am open to learning about other non-profit organizations / charities. 13. In what ways would you be willing to financially support a non-profit organization /

charity? 14. Which of the following non-profit organizations have you heard of?

• If they have not heard of St. Jude, jump to Question 18, else, continue. 15. What is your opinion of St. Jude Children’s Research Hospital? 16. Have you ever financially supported St. Jude Children’s Research Hospital by either

making a donation or participating in a fundraising event? 17. In what ways have you financially supported St. Jude Children’s Research Hospital? 18. Please provide any additional comments in the box below.


APPENDIX C: SURVEY RESPONSES Question 1

Question 2


Question 3

Question 4


Question 5

Question 6


Question 7


Question 8

Question 9


Question 10


Question 11


Question 12a

Question 12b


Question 12c

Question 13


Question 14

Question 15


Question 16

Question 17


Question 18

Please provide additional comments in the box below.

While I have not made a contribution to St. Jude my mother in law has. I also have seen a lot of those commercials with celebrities for St. Jude that plays before the movies (those don't make me want to give). I actually really like receiving stuff in the mail from them. I get way too many emails/social media ads/etc. that I have become desensitized. The mail, unfortunately, is still something you have to actually go through and recycle rather than just deleting. I think there might be an over reliance on social media/internet for fundraising.


APPENDIX D: FOCUS GROUP MODERATOR’S GUIDE Welcome “Hey everyone! Thanks so much for participating in today’s focus group! Before we get started, I wanted to let you know that I’ll be recording the audio of our time together. This ensures the information I relay to my client is accurate and allows me to better listen to what you have to say.” Introduction of Moderator “I currently work as the Communications Director of Willamette Christian Church in West Linn, Oregon, and have previous marketing experience in another church setting and with a level 1 trauma hospital, both in southern California. I’m currently in my final course to complete my Master’s degree in Integrated Marketing Communication, and this focus group is part of my final project.” Overview “I am working with St. Jude Children’s Research Hospital in an effort to help them better reach young professionals between the ages of 21 and 30. I’m going to share a potential campaign with you all today and want your feedback. What do you connect with? What’s it missing? Do you dislike something? Most importantly, why do you feel the way you do?” Ground Rules

• You do not need to be called on to speak, but please be careful not to interrupt each other.

• There are no right or wrong answers today – just your opinion. Please feel free to disagree with each other, but do so respectfully.

• Please try to stay on topic. Opening Questions

• What is one of your favorite things to do when you have a day off of work or school?

o This first question is designed to require little thought and act as an ice breaker for the group.


• Tell me about a time you spent with friends that was meaningful. o This question will allow participants to answer another easy question, but

begin to incorporate more details into their responses as preparation for later questions.

St. Jude & Make a Moment Questions

• Do any of you currently support a non-profit organization financially? Why do you like that organization?

• Tell me what you know about St. Jude Children’s Research Hospital. What is your opinion of this organization?

• Consider this statement: “Our lives can tell a powerful story. By partnering with St. Jude Children’s Research Hospital, you help countless children write their next chapter.” What does that statement mean to you?

“I am now going to provide you with an overview of a potential promotional campaign for St. Jude called Make a Moment. As we go through each, think about what you like, dislike, and are confused by.” (All creative executions will be reviewed.)

• Which of these stood out to you most? Why? • Which of these would make you want to learn more about the campaign?

o Is it because you’re curious or excited? Both? • Which would you ignore? Why? • Would you participate in Make a Moment? How?

o Could you see yourself hosting a Make a Moment event? Why or why not? o Would you use #StJudeMoments to add a photo or tweet to the

campaign? • Is there anything missing from this campaign? • In your own words, how would you describe this campaign to a friend? • Is there anything you haven’t had a chance to share?

Thank You and Dismissal “Thank you so much for taking time out of your busy schedule to meet today. Your feedback will greatly impact the Make a Moment campaign in development for St. Jude. If you have any questions about today’s meeting afterward, please feel free to email me!”


APPENDIX E: PRESS RELEASE For Immediate Release August 1, 2014

Northwest Republic Opens to Inspire Audiences To Action New Full-Service Creative Agency Focuses on Non-Profit Organizations

Portland, OR (August 1, 2014) – Northwest Republic, a full-service creative agency headquartered in Portland, Oregon, officially opened its doors today. The new agency exists to work with non-profit organizations of all sizes to share their stories with existing and potential donors and advocates, inspiring these audiences to action. After several years of working in the non-profits, Northwest Republic’s Managing Principal Andrew Hansen began to notice gaps in many of these organizations’ marketing campaigns. “Some lacked quality design and others were missing opportunities to showcase their brand creatively,” says Hansen. “It felt like many were using a standardized formula unsuited to their organizational goals. If anything, non-profits should be sharing some of the most dynamic stories out there – stories so powerful that audiences would be moved to action.” Northwest Republic specializes in digital storytelling through a unique combination of market research, brand strategy, channel planning, creative strategy and execution, web and social media strategy, and brand experience and events. While the organization’s capabilities are extensive, their approach is simple. “We can come up with fancy terms and fun flow charts, but ultimately our goal is to learn all we can about our clients and their target audience, develop strategies that work, execute the campaign, and monitor key performance indicators to make sure its working,” says Hansen. “Our team is highly qualified and comprised of individuals who have a passion for seeing the world become a better place.” The agency is currently accepting new clients and can be reached through their website, northwestrepublic.com.

### About Northwest Republic Northwest Republic (northwestrepublic.com) is a full-service creative agency that exists to work with non-profit organizations of all sizes to share their stories with existing and potential donors and advocates, ultimately inspiring these audiences to action. The agency utilizes a unique combination of market research, brand strategy, channel planning, creative strategy and execution, web and social media strategy, and brand experience and events.

IMC 636 – St. Jude Capstone Project

Marketing

Transcript of IMC 636 – St. Jude Capstone Project