Marci Nauman - IMC 636 Final Campaign (St. Jude)

A proposal to activate young professionals in a life-long engagement with St. Jude Children’s Research Hospital.

Presented on December 22, 2014 by Marci Nauman

be[cause] 630.456.2702

becauseonline.org

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL.

the world

Change

Engage young professionals

Save children’s lives

Ms. Melanee Hannock Vice President, Marketing St. Jude Children’s Research Hospital 262 Danny Thomas Place Memphis, TN 38015 December 22, 2014 Dear Ms. Hannock, Like you, we imagine a world where no child is afflicted with cancer or deadly diseases; where every child is free to laugh and play without fear of contracting a virus that will invade a weakened immune system; where children are allowed to be children. We want to help you make that world a reality. Inside these pages you will find our proposal to activate young professionals in a life-long engagement with St. Jude Children’s Research Hospital. We will do this through a multi-media approach that increases brand awareness, facilitates easy donations (we have an app for that), and encourages social activity. Additionally, we will help you engage your current team of employees and volunteers, to ensure your organization as a whole is on the same page and working in harmony. Finally, we will show you how to measure the results of these strategies, so you can understand what works best for your organization going forward, and stay accountable to your donors and board. Unlike other agencies, we partner exclusively with cause-driven organizations. We have learned to be more creative while accounting for every dollar spent. Because we are passionate about St. Jude’s mission, we will work harder, bolder, and better; investing ourselves completely in your success. We will work alongside you to fully understand your goals, integrate your ideas and strengths, and overcome barriers that stand between St. Jude and the world you’re trying to reach. Ms. Hannock, to allow sufficient time for you to review this proposal over a busy holiday season, I will follow up via phone call on January 5th to set up a time to go over this proposal in detail. If you have any questions between now and then, please feel free to give me a call. Thank you for your time. Marci Nauman Founder & CMO cc: Ms. Shelby Anderson Ms. Katie Foster

be[cause] marketing with purpose

st. louis office 630.456.2702

becauseonline.org

TABLE OF CONTENTS

Executive Summary 1

Who We Are 2

Situation Analysis 4

St. Jude history 4

Challenges & Opportunities 6

Competitive Landscape 7

Audience Insight 9

Young Professionals 9

Internal Audience 15

SWOT Analysis 16

St. Jude Brand Positioning 18

St. Jude Brand Personality 19

St. Jude Brand Perception 21

Integrated Communication Strategy

Statement 22

Creative Brief 23

The #save4change Campaign 24

Big Idea 24

Communication Objectives 24

Communication Strategies 24

Communication Plan 26

Budget Summary 26

Creative Executions 28

Internal Campaign 29

“I’m Changing the World” Videos 32

Social Media 34

Microsite 37

Round-up App 39

Direct Mail 41

Radio 44

Television 46

Guerilla Marketing 48

Physical Touch Points 50

Year-End Event 52

Thank you 53

Focus Group 56

Campaign Evaluation 58

Conclusion 60

Appendix

Press Release i

Online Survey ii

Questions ii

Results vi

Focus Group Moderator’s Guide xi

References xiii

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [1]

EXECUTIVE SUMMARY Be[cause] has developed a comprehensive plan designed to introduce St. Jude Children’s Research Hospital to a new young professional audience, then engage them in active fundraising. The young professional market consists of more than 40 million men and women who want change the world. They want to solve the world’s problems, but they don’t know how. This campaign will tell them how, and why to partner with St. Jude. It is clear in the research that the young professional audience wants to change the world, but they prefer to do it through an existing program, rather than seeking out ways to donate time or money on their own. The #save4change campaign addresses these desires in an all-encompassing plan that includes a variety of traditional and digital media tactics. The use of the word “change” throughout the campaign connects the idea that something as insignificant as spare change, when combined with thousands of other’s spare change, can make a huge difference in the world by changing the landscape of childhood cancer treatment. With exclusive experience working with cause-driven organizations, be[cause] understands the challenges St. Jude is facing, and how to overcome them. This campaign has three components that build off each other to meet business goals.

1. Introduce St. Jude to the audience as the premier research organization dedicated to treating, and eradicating, childhood cancer. This will be accomplished through a combination of hard statistics and humanized elements.

2. Make donating to St. Jude easy and fun through relevant technology and physical touch points.

3. Celebrate a year of hard work at a year-end event that encourages social fundraising and continued support.

Communication tactics are carefully developed and planned to deliver the right message at the right time. Rather than creating a fundraising campaign, be[cause] has crafted a life-long donor engagement plan. Rather than depending on emotional appeal once a year, this plan engages the audience logically to compel them to give all year long. While dropping fifty cents into a piggy bank at the end of the day may not seem like much, when that fifty cents is aggregated over several years and over thousands of people, it adds up to a lot. Over time, this audience will advance beyond donating their spare change, to making significant contributions as they prosper in the careers.


WHO WE ARE About Be[cause] Established in August 2014, be[cause] was founded on the idea that the greatest fulfillment in life comes when an individual has devoted her life to a cause. As a collective group, we hold many different causes close to our hearts, and we embrace the causes of our clients. Be[cause] does not hold one mission higher than another, but instead stands on the belief that working for the greater good is a far nobler endeavor than working for a profit. Mission statement Be[cause] connects cause-driven organizations with marketing strategies that ignite passions and drive action; identifying opportunities to engage new audiences and further activate current donors, volunteers and advocates through an integrated marketing approach. What We Do We partner with organizations who work towards a greater good, in order to provide an integrated marketing plan that breathes the passion of the organization, and drives action. We give legs to causes, allowing our clients to expand awareness and impact. Because when you believe in what you’re doing, you work harder, bolder, and better. We do this a number of ways, based on the needs of the organizations we work with. With an extensive background in non-profit and cause marketing, be[cause] offers solutions related to branding, direct marketing, advertising, public relations, and everything in-between. Core Competencies Be[cause] executives have extensive experience in the following areas:

• Marketing Strategy & Planning • Marketing Communications • Event Development • Financial Management

Additionally, we employ a team of talented individuals with expertise in: • Market Research & Analysis • Positioning & Branding • Public Relations

Our Approach Our approach is simple. We partner with our clients and work together to: Understand the situation, the marketplace, and the various audiences. Strategize the best solutions given the nature of the project and budgetary confinements. Deliver measured results, ensuring a thorough understanding of the ROI for each strategy. Who We Are If our agency were a person, we believe she would fall into the INFJ (introversion, intuition, feeling, judging) personality type. We employ talented individuals with a variety of personalities


which we believe makes us well rounded, and stronger as a whole. However, the key personality traits of an INFJ closely resemble our agency’s overall personality and DNA.

• Creative. We combine our vivid imagination with a strong sense of compassion to resolve challenges.

• Insightful. We see how people and events are connected, and use that insight to get to the heart of the matter.

• Inspiring and Convincing. We have a fluid, inspirational writing style that appeals to the inner idealist in our audience.

• Decisive. We follow through on our ideas with conviction, willpower, and the planning necessary to see complex projects through to the end.

• Determined and Passionate. We pursue our goals with conviction and energy. • Altruistic. We believe that our ideas will make the world a better place.


SITUATION ANALYSIS

ST. JUDE HISTORY Overview & History Built on the dream and promise of one man, St. Jude Children’s Research Hospital’s (St. Jude) mission is to advance cures, and means of prevention, for pediatric catastrophic diseases through research and treatment. Consistent with the vision of founder Danny Thomas, no child is denied treatment based on race, religion or a family's ability to pay. (St. Jude Mission, 2014). Located in Memphis, Tennessee, St. Jude works aggressively to research and cure cancer and other childhood diseases. When founded in 1962, children with cancer had only a 20% survival rate, and those with the most common form, acute lymphoblastic leukemia, had only a 4% survival rate. Today, thanks to the support of donors and hard work of doctors and researchers at St. Jude and other organizations, the survival rate of childhood cancer is 80%, and 94% for those with acute lymphoblastic leukemia. These statistics are a reason to celebrate, but there is still much work to be done. St. Jude will not stop until they have reached a 100% survival rate (M. Thomas, Personal Communication, October 2, 2014). To accomplish their goals, St. Jude requires two million dollars every day to cover research, treatment, and operational costs. To retain non-profit status, 75% of this funding has to come from donations, making fundraising a significant business and marketing priority. Hospital & Research St. Jude’s dedication to saving children requires a commitment to research. The hospital sees about 7,800 patients each year, predominantly on an outpatient basis for research programs. (St. Jude Overview, 2014). In addition to researching how to treat diseases, St. Jude offers an outstanding survival support program, The St. Jude LIFE & After Completion of Therapy Clinic Presented by Kmart, which tracks over 4,000 post-treatment adults to ensure they remain disease-free and receive the medical and emotional support they need. The ACT Clinic is the largest long-term follow-up clinic for pediatric cancer patients in the U.S. and is regarded as one of the best and most extensive of its type in the world (The St. Jude LIFE, 2014). The St. Jude campus in Memphis houses 2.5 million square feet of research, clinical and administrative space, including a recent expansion that doubled the size of the original campus. Six affiliate hospitals rounds out St. Jude’s U.S. presence. These affiliates are spread through the Midwest and mid-south regions. 20 partner sites in 15 countries expand St. Jude’s international outreach program to improve the survival of children with cancer and catastrophic diseases worldwide. Through the sharing of knowledge and technology, St. Jude and its’ affiliates, partners and alliances are able to combine resources and expertise to prevent and treat childhood cancer and catastrophic diseases. (St. Jude overview, 2014).


Marketing & Fundraising Efforts Extensive fundraising and volunteer needs and a limited budget creates a unique situation for St. Jude. With more than 5 million donors, and the average gift of just $30 (Zmuda, 2011), an extensive marketing program is required to cultivate these relationships while establishing new ones. Never afraid of a challenge, St. Jude has taken a multi-channel approach to meet donors in every cycle of life. Advertising

St. Jude uses traditional and emerging media to reach their various audiences. Perhaps the most well known marketing campaign for St. Jude is the “Thanks and Giving” campaign developed in 2003 by Marlo Thomas and her siblings. “The St. Jude Thanks and Giving campaign unites celebrities, media, retail and corporate partners in asking consumers to donate while they shop and support the lifesaving mission of St. Jude” (St. Jude Children’s Research Hospital, 2014). More than 60 corporate partners participate in this campaign, which receives extensive advertising and media support. Partners encourage customers to make donations to St. Jude, while others create dedicated St. Jude products whose proceeds directly benefit the hospital, or hold special events.

Social Media

St. Jude’s current social media presence is good on Facebook, but there is a lot of room for improvement on Twitter. Facebook

St. Jude has over 1.7 million likes on Facebook, with each post generating between 1,500 and 35,000 likes. On average, 5 or 6% of the total number of likes shares each post. St. Jude joined Facebook in 2007, but in 2012 when they launched “St. Jude Moments”, the brand really took off. This campaign connects with the audience on a personal level by spotlighting a current St. Jude patient every week. Rather than asking for donations, this campaign reminds the audience of the mission of the brand: the children they are trying to save. The social media team is also quick to reciprocate support, by responding to every comment and post and thanking donors on a regular basis. This brand presence is what earned St. Jude the title of Most Loyal Brand Following on Facebook by Louddoor in 2013 (Wilson, 2013). St. Jude beat out Facebook itself for that honor. Twitter St. Jude tweets are generating fewer than 10 likes or retweets each. The most popular recent tweet was in late November when Marlo Thomas opened the new Marlo Thomas Center for Global Education and Collaboration. St. Jude’s tweet and photo about the event generated 93 retweets. When Hilary Clinton tweeted a similar post, it was retweeted 516 times.


Partners and donors use Twitter to generate additional awareness and financial support on behalf of the brand. “The hospital has partnered with many other brands that are equally invested in promoting their associations with the nonprofit. That means that all parties will tweet about each others’ programs and affiliations” (Washenko, 2012). Bailey Browning, age 12, uses her twitter network to raise money for St. Jude. Since 2010, she has raised more than $62,000 after meeting her friend in kindergarten who was undergoing treatment for Leukemia. Baily set up a fundraising account, posted a link to twitter, and the donations started rolling in thanks to her connections to cast members of the television show Chuck. (Roman, 2013).

Events St. Jude engages audiences through a variety of events designed to raise awareness and funds for the hospital. The hospital’s fundraising events are designed to reach people of all ages, with the youngest seeking donations from parents and friends. The events include tricycle races for toddlers, walkathons, radio-thons, golf tournaments, house raffles, fancy dinners, and all-night dance parties and Greek events on college campuses. The hospital has more than 1,000 people on its fundraising staff, many of which work with local volunteers to plan grass-roots events. (Hall, 2012). Partnerships St. Jude partners with corporations and organizations to sponsor events and raise funds for the hospital. Fraternity and Sorority partnerships, like the one with Delta Delta Delta, raise money for naming rights to rooms and floors of the hospital. In 15 years, Tri Delta has raised $30 million dollars for St. Jude (Delta Delta Delta, n.d.). Corporate sponsorships range from retail partnerships during the holiday season allowing customers to donate a dollar at the register, to large sponsorships of events. Each partnership plays an important role in raising awareness and funds for St. Jude.

CHALLENGES AND OPPORTUNITIES According to a 2012 report by GuideStar (McLean & Brouer, 2012), non-profits that rely on charitable donations have faced a decline in number of donors, reduced donation amounts, and an increase in need for services in recent years. St. Jude is no exception, citing a disengagement of the young professional market (K. Evans, Personal communication, October 2, 2014). So, while operational costs are increasing, it is also becoming increasingly difficult to generate the donations needed to offer those services. Fundraising is a tedious job with little reward. In response to this summer’s overwhelmingly successful ALS Ice Bucket Challenge, Barry White, Director of the Master of Science of Fundraising Management at Columbia University, said in a recent Forbes article (Fortenbury, 2014), “Charities may get the impression from this challenge that it’s easy to make money if you


find a gimmick and get people to do it. But charities need to do more work at maintaining relationships or growing them, since 40-50 percent of new donors don’t come back.” While Millennials are more cause-driven than their predecessors, many organizations are vying for their attention. Young professionals have many options when choosing where to donate their time and money, with several opportunities within the same cause-segment. Marty Neumeier concisely states (as cited in Smith, 2011), “customers have choices – and if you don’t stand out, you lose.” With all of the messages they encounter on a daily basis, it is no surprise that Millennials experience cause-fatigue, making it important for St. Jude to position itself as more than just another charity. “More so than their parents, Millennials often stress they want their donation dollars to be spent wisely and accomplish the good they desire” (Dagher, 2014). They do not want their dollars tied up in overhead and administration – they want their money to go directly to the cause. For St. Jude, that means demonstrating how donations are directly impacting sick children, through research breakthroughs, treatment, the no-bill policy, and overall results like raising the survival rate for childhood cancer. Key Takeaways:

• To overcome cause-fatigue, St. Jude should position itself as a results-driven organization rather than just a charity.

• Communicating how donations are spent, organizational results, and medical accomplishments is important to the target audience.

• St. Jude should identify ways to maintain relationships with donors as a key to fundraising success.

COMPETITIVE LANDSCAPE With more than a million public and private non-profit charities in the U.S. (Chalmers, 2013), St. Jude has a lot of competition for a specified number of discretionary dollars. Among those million, several large organizations in the medical research and health-related cause segments are competing directly with St. Jude for the same audience’s time and money. The American Cancer Society and The Miracle Children’s Network Hospitals represent two of St. Jude’s top competitors within the healthcare sector, specifically those that focus on childhood diseases and/or cancer. American Cancer Society The American Cancer Society connects with audiences through the idea and tagline “The official sponsor of birthdays.” They have also established themselves as a premier cancer research organization with the simple website URL cancer.org. Director of Brand Strategy at the American Cancer Society, Andy Goldsmith, works hard with his team to express the brand promise through all marketing channels, from advertising through the brand experience (Turner, 2013). Everyone in the world wants more birthdays for themselves and their loved ones, so the brand’s


tagline is used with all audiences, though there are variations in messaging depending on the platform. This brand reaches the Millennial audience through events like Relay for Life, and commercials like “A crucial Catch”, created in partnership with the NFL, and which topped Nielson’s chart of memorable ads among Millennials in October 2014 (Poggi, 2014). ACS’s partnership with the NFL also creates awareness and donations, though the amount of donations generated through pink accessories during October has recently come under scrutiny. The brand’s social media presence presents a varied but cohesive message. They share stories about cancer survivors, general information about cancer prevention and healthy living, direct pleas to donate, and technical information and statistics about cancer research. This approach appeals to a variety of audiences from both an emotional and logical perspective. Children’s Miracle Network Hospitals The Children’s Miracle Network Hospitals (CMN) organization takes a different approach by fundraising to support 170 partner hospitals across the nation. Thought CMN is headquartered in Utah, donors are able to drive by their local partner hospital every day, making awareness a different type of challenge. While these hospitals do treat childhood cancer, they also treat everything from serious injury to AIDS. A popular fundraising tactic for this group is the sale of paper balloons at retail outlets during the month of October. Additional fundraising activities are similar to those conducted by St. Jude, including sports-related events and radio- and tele-thons. National sponsorships include Miss America, Dairy Queen and IHOP, all of whom host fundraising activities and events on a national basis. For the college-age group, CMN hosts a dance marathon, which promotes a yearlong educational experience culminating in a 12-40 hour-long dance event. (Help, n.d.) Key Takeaways:

• Both competitors have significant brand awareness and similar fundraising activities as St. Jude.

• ACS’s current ties to the NFL may be a hindrance due to recent press regarding donation allotment.

• ACS’s messaging includes statistics and results that appeal to the Millennial audience.


AUDIENCE INSIGHT

YOUNG PROFESSIONALS [target audience] Generation Y, or Millennials, make up a significant group of potential donors and volunteers for St. Jude. This audience segment is comprised of men and women born between approximately 1977 and 2000, though the exact years are debated. With the college portion of this audience addressed by targeted strategies, it is the young professional segment that offers an opportunity primed for St. Jude to activate and engage.

PRIMARY RESEARCH Be[cause] designed and distributed a survey via email to 24 young professionals on October 24, 2014, then shared on Facebook and LinkedIn the following day. The email list was pre-vetted, meaning that each member had already indicated their intent to participate, but did not know the subject of the survey ahead of time. 21, or 87.5%, of the email audience responded to the survey. An additional 36 members of the target audience completed the survey through social media links, for a total of 57 respondents. Questions were designed to dive into feelings and behavior toward charities. A complete list of questions and responses can be found in the appendix. Key survey results:

• 37% donate money on a monthly basis; 11% have never donated money to a charity • Top five causes: religious, children’s issues, education, poverty issues, and medical

research • Strongly prefers email and social media communication from charities • 69% feel they are making a difference when they contribute to charity • 66% do not feel that their salary is a factor in donating to charity • 65% prefer to donate when they can see a direct result • No strong preference for tying fundraising to an event • 58% donate between $1 - $100 to a single charity on an annual basis; 12%

donated between $1,000 - $5,000 • 66% have not donated to St. Jude in the past but would consider it

0-5 6-10

11-20 21+

Avg. Volunteer Hours (Monthly)


Key Takeaways:

• Do not assume that this audience does not have enough money to give. They don’t believe it, so we shouldn’t either.

• Assuming St. Jude’s cause aligns with the donors, the next most important thing is to communicate where those dollars are spent. It is important to this audience that their dollars are spent directly to help children, not on fundraising or administration.

• This audience has a strong affinity for donating time and money to causes they believe in. While the total dollars spent may be low, reeling them in at this stage in life can create long-term brand advocates.

• Significant work needs to be done to increase brand awareness. Finding ways to engage younger audiences and carry them through to this age group would be beneficial.

Very Positive

25%

Positive 38%

Neutral 35%

Negative 2%

Current Brand Perceptions

0

10

20

30

40

50

Workplace Initiatives Music-related Sports-related Auctions or giveaways

Dinner or gala

Preferred Fundraising Activities

Mission/Cause 53%

How Funds are

Used 26%

Other 21%

Most Important Factor When Donating Money


Secondary Research Much research has been published regarding the target audience. Through these studies, be[cause] has compiled the most relevant information for this campaign. Diversity Immigration fueled the growth of this generation, resulting in a more diverse group of people than ever before. The Hispanic population is expected to grow 167% by 2050, with Asians close behind with anticipated growth of 142% (Nielson, 2014). St. Jude’s mission to never turn a child away regardless of color, creed or ability to pay is in line with the culturally diverse generation, though it will be critical that this diversity be matched in marketing and programming. It is interesting to note that St. Jude donors are predominantly Caucasian (70%). There could be opportunities for growth among other ethnicities.

Relationship Status Fewer Millennials are getting married, compared to previous generations, though 36% of females in this age group have had children (Nielson, 2014). This demonstrates a shift in focus from marriage to parenthood. A recent survey (Wang & Taylor, 2011) indicates that 52% of Millennials value parenthood while only 30% say the same of marriage. While the two used to go hand in hand, Millennials no longer see single or unwed parenthood as negative. Income and Assets Young professionals age 21-30 are early in their careers, but that does not mean they do not have any income. As a whole they were significantly affected by the Great Recession and are

Caucasion 70%

Hispanic 18%

African American 5%

Asian 4%

Other 3%

St. Jude Millennial Donors (Race)


experiencing high unemployment, student loan debt, and low income. However, they are more educated that any other generation, and those with an entrepreneurial spirit have found success. A recent report by Nielson (2014) indicates that younger Millennials, age 18-27, have a median income of $25,000, while older Millennials, age 28-36, have a median income of $48,000. The same report indicates that this generation makes up 14.7% of those with more than 2 million dollars in assets, more so than Generation X.

Technology & Social Media Having grown up in the digital age, Millennials are often referred to as the social generation. 75% own smartphones, and they use them predominantly for texting and social media. The top apps in terms of time spent include Facebook, Instagram, Candy Crush Saga, and Twitter (Nielson, 2014). In regards to social media, Millennials have an average of 319 friends on Facebook, and will update their Facebook status several times throughout the day, sometimes from the bathroom. They use social media to connect with friends and discuss purchase and trends. Millennials rely on the advice of friends more than experts. In fact, receiving buy-in from peers is important to this generation, which is why marketing messages aimed at this audience should be easily shareable on social media. Videos, photos and hashtags offer the greatest propensity for virility. Media Consumption As a whole, Millennials value self-expression and creativity, apparent in their ties to music and media. Those ages 25-34 are the highest streamers and downloaders of music. This can be used to St. Jude’s advantage since about 25% will try a brand or product if they sponsor an event for a music artist they like.


An endorsement campaign with a music artist has been shown to increase buy rates of a product by as much as 28% among the artist’s fans. An endorsement campaign by an artist has been shown to increase a brand’s market share by as much as 2.4 points among the artist’s fans. (Nielson, 2014).

This generation does not read the newspaper, but they read more magazines than previous generations. Music, television, books and magazines are accessed digitally through mobile devices, and they are often multi-tasking while consuming the media, often commenting on what they like or dislike about a television show as they are watching it.

Philanthropy Despite a low income, 75% of Millennials made a charitable donation in 2011, though typically less than $100. 71% have raised money on behalf of a non-profit, and more than half volunteer their time. This generation wants to make a difference in the world, but they also want it to be easy to do so. They are more likely to contribute via a company’s cause-driven program than to do so on their own (Ray, Willis & Pattat, 2012). The most common causes for this generation are children’s charities (Ray, Willis & Pattat, 2012), education, poverty and the environment (Nielson, 2014). According to Miller (2013, loc. 866), “Generation Yers are more likely to give when they feel they are part of a community of change. They see themselves as connected global citizens and are confident that together they can correct injustices of the past and make the world a better place.” Historically, St. Jude has done a good job connecting with Millennials, though recent years have shown a decline in the number of donors in this age group. As a group, Millennials have a higher average household income than St. Jude’s average donor, with 34% of St. Jude’s active 2013 Millennial donors having an average household income of $75,000 or greater (Ray, Willis & Pattat, 2012). This demonstrates a financial ability, at least on paper, for this age group to make significant contributions. Live, Work and Play Unlike previous generations, Millennials prefer to live in urban centers where they can live, work and play without having to fight traffic. Many suburban areas are transitioning to “New Urbanism” which emphasizes diversity in housing types and populations, walkability and eco-friendly public transportation, historic preservation, and community (Nielson, 2014). When trying to reach this generation, St. Jude should look to popular urban areas like Austin, Texas; Washington, D.C.; San Francisco, CA; San Diego, CA; Denver, CO; and Chicago, IL (Marketing Charts, 2014), which are among the top 10 U.S. markets by concentration of wealthy Millennials.

MILLENNIALS PREFER PERFORMING CAUSE WORK IN GROUPS VS. INDEPENDENTLY

78%

22%

THEMILLENNIALIMPACT.COMFOR MORE INFORMATION, VISIT:


TARGET AUDIENCE HIGHLIGHTS The young professional audience encompasses a large group. For the purposes of this campaign, be[cause] will focus on a smaller audience. Age: 21-30 Live: Urban centers including: Austin, TX; Washington D.C.; San Diego, CA; San Francisco, CA; Denver, CO; Chicago, IL; Boston, MA; New York, NY; Baltimore, MD; Seattle, WA. Ethnicity: While highly diverse, this campaign will focus on a generalized English-speaking, American-born audience. Relationships: In a relationship, has at least one child. Income: At least $60,000 annual household income; maintains steady employment Education: Has at least a bachelor’s degree Social Media: Spends significant amount of time on social media; has an extensive network Technology: Owns and utilizes a smart phone several hours every day Media: Access media on mobile devices; Enjoys music and popular television shows Philanthropy: Has history of giving; does not currently have a strong partnership with a competing organization. Current Feelings Toward St. Jude: Positive brand perception; has an affinity for pediatric health causes Meet Adam & Miranda Adam and Miranda are both 29-years old living in Chicago. Miranda earned her master’s in marine biology and works at Shedd Aquarium while Adam works as a senior software engineer. They both commute easily from their 2-bedroom condo in Lincoln Park where they live with their one-year-old daughter. Combined, they make $110,000 annually. Their condo cost $325,000, they each have significant student loans, and one car payment. Though together since college, Adam and Miranda have not married, but do have a child together. They have many similarities with a traditional married couple with a joint checking account, shared expenses and dual parenting. Evenings and weekends are spent trying new restaurants in their neighborhood (they love sushi), taking walks along Lake Michigan, or spending time with friends and family. Miranda is active on Pinterest, often pinning recipes, though she rarely cooks, and Facebook where she connects with friends. Adam spends his time watching television and movies on Netflix through his mobile devices, or playing games with his friends virtually. Both have a smart


phone, tablet and a laptop, but no television. They also make do with just one car, a 2009 Nissan Altima, since they rely mostly on public transportation. Politically, they do not associate with either Republican or Democratic parties. Instead, they fall somewhere in the middle, depending on the issue. They typically support issues and causes that promote freedom and equality for all people, as well as environmental issues. Financially, they support the Shedd Aquarium, and a child through Children International. They also contribute to causes at the register of their favorite retail stores, or when catastrophe strikes, like Red Cross donations after hurricane Katrina, the Japanese tsunami or the Joplin tornado. Since having a baby, child-related causes, especially those related to health and education, have become increasingly important. Their favorite brands include Target, The Limited, Apple, their local farmers market, Peet’s Coffee, and Trader Jo’s. They also do a lot of online shopping, always looking for a good deal. Miranda scouts out deals to local establishments on Groupon as a way to explore and patron her local shops while also saving money. Over the next five years, Miranda and Adam hope to have another child. Miranda is excelling in her job and expects to receive a promotion in that time, while Adam anticipates continuing in his role as a senior software engineer consultant. They love their condo and neighborhood, and do not plan to move any time in the near future, though they expect that a second child could necessitate a move eventually. INTERNAL AUDIENCES [secondary audience] The 2014 employee engagement report from Quantum Workplace (Hackbarth, Weisser & Wright, 2014) reveals that 6.6% of employees at companies and organizations across the USA are disengaged from their work, resulting in reduced profits and lower customer satisfaction rates. On the opposite side of the spectrum, fully engaged employees, or those who work the hardest and speak favorably about the organization, account for 68% of employees. The top drivers for engagement include: Positive future outlook, confidence in leadership, and valuing employees. An important part of the campaign will address how St. Jude can communicate with employees and fully engage them in the process. The internal audience at St. Jude Children’s Research Hospital is an important secondary audience for the organization to consider during this campaign. This internal audience is comprised of scientists, doctors, management, staff, and a vast network of volunteers and local chapters. The demographics and psychographics of this group vary greatly, but one common thread is the mission of St. Jude. It will be important to remind them of the significance of the mission and the value of their individual roles, whether on the front line working with children and their families, or behind the scenes scrubbing floors or writing research findings. The success of the campaign presented by be[cause] will rest on the shoulders of these men and women. Generating excitement among this group and full engagement will be a priority.


SWOT ANALYSIS

Strengths St. Jude’s strengths center on the hard work the organization has completed thus far to create a positive brand image and set up internal systems to support marketing and fundraising efforts. The sheer number of volunteers in place, as well as the variety of events held across the country is impressive. These efforts are hugely significant in terms of fundraising efforts and it is a strength to have these already in place. The fact that the organization has not had bad press is also seen as


a positive; being seen as trustworthy is an important part of reaching the millennial market and donors in general. Weaknesses Weaknesses for St. Jude are mostly related to internal costs and revenue streams. The changing healthcare landscape and change in insurance policies, while external, impact the internal staff who submit paperwork to insurance companies, requiring more time and training, and could negatively impact the amount of revenue from this source. Additionally, the amount of capital required to operate on a daily base is significant. Some potential donors may question where their dollars are going with that significant overhead. While St. Jude has an expansive campus, its location in the Midwest may affect its global reach and national brand recognition. This low brand awareness may be playing a role in a declining donor base among this audience. While programming is in place to reach children at an early age, if market penetration is limited geographically, and specific events for this age group are lacking, it will be difficult to reach this audience. Opportunities The great news for St. Jude is that the young professional market has a huge affinity for giving and doing good in the world. They also have an extensive social network and will bring friends on board with the causes they support. Millennials are highly social and prefer urban areas, which provides plenty of opportunity for St. Jude to reach a significant percentage of the audience by focusing on specific urban areas. Because the urban centers are scattered across the US, penetrating these markets will provide centers from which to branch out and really expand the organizations national reach. The Hispanic market is also largely untouched. This group has a greater affinity for charity-work than Caucasians, and as one of the fastest growing markets in the U.S., there are significant opportunities. The sorority partnerships that were made during the college years could be expanded to further engage this audience. Targeting sorority alums through sorority-specific events and opportunities could be an easy way to reach an already engaged audience. Threats The greatest threat to St. Jude is simple competition. With more than one million charities currently operating in the U.S., and each vying for the same dollars, the market is highly saturated, forcing St. Jude to find a way to really stand out. Add to competition the high unemployment rate and low income, and each dollar becomes harder to come by. Increasing the number of donors may still result in a donation shortfall due to the decrease in income. The economic impact has affected other areas as well. Corporations that fail to meet their revenue goals may have to find ways to scale back, posing a threat to corporate sponsorships. Medical research and infrastructure is also capitol-intensive to remain competitive, putting a continued strain on financial resources. All of this while the costs of reaching potential donors, and continued engagement of current donors, are increasing, due to the market saturation mentioned above.


BRAND POSITION Current brand position appears to be focused on reaching an older market, specifically older gen x or young baby boomers. This is seen in celebrity endorsements by the late Robin Williams, Jennifer Aniston, Sophia Vergara, and Michael Strahan. While some younger stars have been included in recent years, the biggest names come from celebrities in an older demographic. Current messaging is highly family-focused, which makes sense since families are central to St. Jude. With the target audience’s younger demographic, however, the family focus does not appeal as much as the global impact of St. Jude’s research. Current PSAs (PSA Download Center, 2014) are on-target with the current brand position, and the diverse offering is impressive. It is clear that St. Jude is trying to make it easy for their message to reach as large of an audience as possible. A sampling of PSAs is to the right to illustrate the family-oriented theme. A revised brand position that will better resonate with the younger audience would be something like, “St. Jude Children’s Hospital conducts leading-edge research and treatment, sharing their findings with the world to prevent and treat childhood cancer and deadly diseases for all children, regardless of race, creed or ability to pay, on a global scale.” The transition of focus onto outcomes with a global impact will resonate with the audience who sees themselves as part of a global community. They are also motivated by results, and specific data points more so than generic emotional statements (Interim Messaging, 2013), making the shift to the global impact of the organization through research a stronger brand position for this audience.


BRAND PERSONALITY The new brand position will need to embody specific personality traits to effectively appeal to the target audience. Be[cause] suggests the following traits be used as key personifies of the St. Jude brand.

Helpful At the core of St. Jude’s mission is a desire to help. St. Jude helps the children they are treating by bringing them joy and hope alongside medication. St. Jude helps the family by covering all expenses so they can focus their energies on their child. St. Jude helps the world fight cancer and fatal diseases by sharing their research freely, not earning a profit on their research. This desire to help is at the core of the Millennial’s ambition as well. Young professionals want to do good, they want to help organizations like St. Jude accomplish their mission. They believe in helping those who cannot help themselves, like children suffering from catastrophic illnesses. This personality trait will resonate with the Millennial audience because it is shared between them. Trustworthy As evidenced in both primary and secondary research, Millennials insist on trustworthiness in the companies and organizations they deal with. This is increasingly important when they are donating their time and money, or putting their reputation on the line by promoting the organization in their social circles. St. Jude is very trustworthy, but they need to prove it to the target audience. Demonstrating gratitude to donors, and being up front about where dollars are spent is one significant way for St. Jude to personify trustworthiness. Humanizing the organization is another way to personify trustworthiness. St .Jude does a great job putting faces to the organization through the use of current patients, but could go a step further to highlight the doctors, staff, and volunteers who make up the organization. St. Jude should show the audience who the hands and feet are of the organization and paint them as people with a commitment to the cause, rather than a paycheck. Many organizations have experienced negative PR courtesy of a stray comment from the president. This audience is tired of hearing about immoral and unethical executives. Demonstrating that the entire organization is trustworthy, from the top down, will have a positive impact. Knowledgeable If a young professional is donating time and money to an organization, they want to know that the organization is knowledgeable, that they are the best in class. If St. Jude is not seen as knowledgeable, potential donors will question how their money is being spent, and may donate to other causes they feel are more knowledgeable. St. Jude has many facts and figures that support the idea that they are the best in the industry. St. Jude has top-notch research facilities and the results to prove it. If St. Jude continues to share


statistics about the research completed and percentage gained of cancer treatment results, they will have no problem demonstrating their knowledge to the target audience. Results-Driven Millennials want to know that the organization will persist over time, and that their money will not go to waste. St. Jude’s historical success, and determination to never give up until no child dies from cancer should reassure the target audience that their money will have a lasting impact. They will be reassured that when St. Jude faces adversity, that they will stick to their mission and continue to research and treat childhood cancer no matter what. St. Jude’s research (Interim Messaging, 2013) indicated a similar idea, that the forward-looking goal of reaching 90% overall cancer survival rate in the next decade inspires a strong motivation to give. It shows that the organization has a goal, and a plan on how to reach it.


BRAND PERCEPTION Brand awareness is a bigger concern than brand perception for the target audience in this campaign. Primary research conducted by be[cause] indicates that of the 50% who are aware of the brand, the vast majority has a positive perception of the brand. Q. Describe your experience and impressions of St. Jude Children’s Research Hospital A. More than half have no real knowledge, or very minimal awareness of the organization. The

rest are overwhelmingly positive. • “They seem genuine and their efforts equal results - lives changed and saved” • “St. Jude's has a solid mission and dedication to helping children, and they've consistently

displayed their dedication to this mission over many years.” • “I have experience with fundraisers with St. Jude, and their commercials, I also had a

professor that agreed strongly and supported St. Jude.” • “My impression is positive. Cutting edge facility.” • “Always heard great things. Around Christmas they're everywhere in the stores asking

you to donate. Can get annoying but an easy way to give a few dollars and good reminder to do so during a materialistic time of year. “

The real problem, then, lies in the limited brand awareness. The fact that the audience is receptive to cause-related organizations suggests that St. Jude can be successful is reaching this audience if the messaging is on target. Understanding that Millennials work for causes, not organizations, St. Jude needs to establish itself as the preferred avenue for advancing the cause. This is why the details of the organization become less important than the results. St. Jude has an arsenal full of result-specific ammunition. Discussing St. Jude’s accomplishments, not just what they hope to accomplish, gives the audience a better understanding of everything the organization has done already. Understanding how far St. Jude has come, and the number of children who have been saved by the organization, should set St. Jude as the premier pediatric medical research and treatment center. By doing so, when a member of the target audience considers how they can help advance the cause, St. Jude will be at the forefront of their mind. It is important to tie research and treatment together. Without the research component, St. Jude would be just another hospital. The research component is what sets St. Jude apart from the competition. Research + Treatment + No Bill = St. Jude Children’s Research Hospital.


INTEGRATED CREATIVE STRATEGY STATEMENT Venn Diagram

Integrated Creative Strategy Statement St. Jude brings together a global community of people with a singular mission: find cures and save lives. Young professionals who donate time and money to St. Jude are changing the world by supporting leading-edge pediatric cancer research and treatment. Rationale By aligning St. Jude’s exceptional abilities with the target market’s desire to change the world as part of a global community, this integrated creative strategy statement delivers a powerful punch. It will act as a blue print for marketing strategies, reminding the audience how St. Jude helps them accomplish their emotional goals in a realistic, logical way.

Rational • My gift is tax deductible • Supporting a cause helps me be

informed about issues I care about • Improves my social standing among

my friends • St. Jude conducts leading-edge

research that has significantly improved cancer survival rates

• It’s the right thing to do • It looks good on my resume when I

support a cause • St. Jude shares their research with

the world; it makes sense to promote that research through my donations and time

• It allows me to meet new people • St. Jude has the world’s best

survival rates for some of the most aggressive childhood cancers.

Emotional • My donation saves the lives of

innocent children • Spiritual dividends • It makes me feel good • It makes me feel like I am doing

something important • I want to help others not have to

go through what my [friend/family member] went through

• By donating money, I feel like I am a part of something bigger

• When I support a cause, it gives me a greater sense of self-satisfaction

• I like that no child is turned away because of race, creed or ability to pay

• Volunteering my time causes people to respect me


CREATIVE BRIEF Client: St. Jude Children’s Research Hospital ICSS St. Jude Children’s Research Hospital brings together a global community of people with a singular mission: find cures and save lives. Young professionals who donate time and money to St. Jude are changing the world by supporting leading-edge pediatric cancer research and treatment. Why are we advertising? To increase the awareness and engagement of young professionals with the St. Jude brand so they donate their time, resources, and social capital extending the mission of the brand. Whom are we talking to? Young professionals age 21-30 who live in urban areas of the US and have an affinity for charitable giving. What do they currently think? St. Jude provides medical treatment to sick kids. What would we like them to think? St. Jude is the most effective conduit for eradicating pediatric cancers across the globe. What is the single most persuasive idea we can convey? For every life saved at St. Jude, a thousand more are saved around the world. Why should they believe it? St. Jude has already changed the landscape of childhood cancer by increasing the survival rate to 80%. They do this through leading-edge research and treatment, which they share freely with medical professionals around the world. Are there any creative guidelines? A variety of executions will be employed, including radio, television, digital and mobile advertising, direct mail, magazine ads, and guerilla marketing. All executions should follow the St. Jude branding guidelines and proper logo usage. St. Jude official colors include red (Pantone 1955; C=0, M=100, Y=60, K=37) and Gray (Pantone Warm Gray 9; C=0, M=11, Y=20, K=47). St. Jude fonts are Utopia and Helvetica Neue. Proper wording of the organization is critical, for example, “St. Jude”, not “St. Judes”. Imagery should be authentic, not stock imagery.


THE #SAVE4CHANGE CAMPAIGN CAMPAIGN GOAL To activate young professionals in a life-long engagement with St. Jude Children’s Research Hospital. BIG IDEA #save4change This play on words blends St. Jude’s mission of finding cures and saving lives with the idea of saving and donating change to change the world by eradicating childhood cancer. This idea delivers the message that by donating saved nickels, dimes, and dollars, young professionals can help St. Jude change the world through life-changing research and treatment. The campaign will compel young professionals to save their change, invite their friends to do the same, then donate at year-end celebrations across the nation. COMMUNICATION OBJECTIVES Objective #1: Raise 3 million dollars in donations from the target audience in one year with the

potential to raise 30 million over three years. Objective #2: Increase brand awareness among young professionals by 25 percent in one year. Objective #3: Attract 20,000 donors from the target audience to the year-end event. Objective #4: Achieve 90 percent awareness of the campaign among internal audiences with a 95

percent positive buy-in. COMMUNICATION STRATEGIES Strategy #1: Identify employees and volunteers who have compelling stories of how they are

changing the world through their work and develop these stories into shareable content.

Strategy #2: Employ social media to generate positive word of mouth marketing by posting audience-relevant content at least 4 times per week over the course of the campaign.

Strategy #3: Design a microsite to host campaign-related content and generates at least 20,000 unique visitors each month on average.

Strategy #4: Develop an app that makes it easy to donate rounded-up change for non-cash transactions, with 20,000 downloads in the first year.


Strategy #5: Use multiple media channels to expose 70 percent of the target audience in 25 identified markets to the mission of St. Jude.

Strategy #6: Distribute 250,000 physical touch points to remind the target audience of the campaign on an ongoing basis.

Strategy #7: Host 25 fundraising events for young professionals that raise at least $100,000 each.

CAMPAIGN GEOGRAPHY The target cities for this campaign include those with an existing St. Jude presence and those with a high population of young professionals. It is important to note that while these urban areas are the targets of the campaign, it is expected that the campaign message will trickle into surrounding areas as the audience shares their experiences with their social networks. The identified cities include:

1. Boston, MA 2. Baltimore, MD 3. Washington D.C. 4. Virginia Beach, VA 5. Atlanta, GA 6. Louisville, KY 7. Nashville, TN 8. Memphis, TN 9. Indianapolis, IN 10. Chicago, IL 11. Dallas, TX 12. Austin, TX 13. San Francisco, CA

14. San Diego, CA 15. Los Angeles, CA 16. New York City, NY 17. Tampa, FL 18. Miami, FL 19. Columbus, OH 20. Pittsburgh, PA 21. St. Louis, MO 22. Denver, CO 23. Seattle, WA 24. Baton Rouge, LA 25. Las Vegas, NV


COMMUNICATION PLAN

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BUDGET SUMMARY

Per$Item$Cost Quantity Total$Projected Percent$of$Budget

Internal$Campaign 70,950$$$$$$$$$$$$$$$$$$$$$$$$ 0.47%Introductory*Video $1,000 1 1,000$**************************Piggy*Banks $0.85 7,000 5,950$**************************"I'm*Changing*the*World"*videos $5,000 10 50,000$***********************UserFgenerated*videos F$******************************Prizes $20 500 10,000$***********************Event*Tickets $100 40 4,000$**************************

Social$Media 750,000$$$$$$$$$$$$$$$$$$$$$$ 5.01%Content*Development Included*in*Agency*Fee F$******************************Facebook*Sponsored*Posts*&*Ads 500,000$*********************Twitter*Promoted*Hashtag*&**Tweets 250,000$*********************Social*Media*Monitoring Included*in*Agency*Fee F$******************************

Microsite 75,000$$$$$$$$$$$$$$$$$$$$$$$$ 0.50%Development*&*Testing 25,000$***********************Employee 50,000$***********************

RoundGUp$App 75,000$$$$$$$$$$$$$$$$$$$$$$$$ 0.50%Development*&*Maintenance 75,000$***********************

Direct$Mail 1,745,000$$$$$$$$$$$$$$$$$$$ 11.67%Postcard*Creative Included*in*Agency*Fee F$******************************Printing $0.20 4.5*M 900,000$*********************Postage $0.17 4.5*M 765,000$*********************List*Purchase $100/m 500,000 50,000$***********************Email 5,000$**************************SMS/Text*Messaging 25,000$***********************

Radio 1,505,000$$$$$$$$$$$$$$$$$$$ 10.06%Script*Development Included*in*Agency*Fee F$******************************Production $1,000.00 5,000$**************************Spotify*Audio/banner*ads $15/m*impressions 100,000,000 1,500,000$******************

Spotify*Branded*PlaylistFree*of*Charge*if*Meet*

Requirements 1 F$******************************Television 3,060,000$$$$$$$$$$$$$$$$$$$ 20.46%

Production $20,000.00 3 60,000$***********************Hulu $30/m*impressions 100,000,000 3,000,000$******************

Guerilla$Marketing 62,500$$$$$$$$$$$$$$$$$$$$$$$$ 0.42%Installation*&*Removal $100*per*pig 250 25,000$***********************LifeFSize*Piggy*Banks $150 250 37,500$***********************

Physical$Touch$Points 1,175,000$$$$$$$$$$$$$$$$$$$ 7.86%Piggy*Banks $0.85 500,000 425,000$*********************Bracelets $3.00 250,000 750,000$*********************Bracelet*Revenue $10.00 250,000 (2,500,000)$*****************

Event 4,962,500$$$$$$$$$$$$$$$$$$$ 33.18%Music*Guests $150,000.00 25 3,750,000$******************Venue*Rental $7,500.00 25 187,500$*********************Bar*&*Appetizers $50 20,000 1,000,000$******************Employee*Overtime 25,000$***********************Fundraising*Revenue $300 20,000 6,000,000$******************Ticket*Revenue $100 20,000 2,000,000$******************

Thank$You$Campaign 20,000$$$$$$$$$$$$$$$$$$$$$$$$ 0.13%LetterFWriting F$******************************Printing*&*Postage $0.40 50,000 20,000$***********************Email Incurred*in*Direct*Marketing F$******************************

Campaign$Management$&$Evaluation 1,457,500$$$$$$$$$$$$$$$$$$$ 9.74%Agence*Fee Flat*Fee 1,350,000$******************Surveys 7,500$**************************Focus*Groups 100,000$*********************Google*Analytics*and*Social*Media*Monitoring Included*in*Agency*Fee F$******************************

Total$Campaign 14,958,450$$$


CREATIVE TACTICS & EXECUTIONS

1. Internal Campaign

2. “I’m Changing the World” Videos

3. Social Media

4. Microsite

5. Round-up App

6. Direct Mail

7. Radio

8. Television

9. Guerilla Marketing

10. Physical Touch Points

11. Year-End Event

12. Thank You


INTERNAL CAMPAIGN St. Jude needs to engage employees, volunteers, partners, and other key stakeholders in the #save4change campaign to increase awareness and donations among the young professional segment. They play an integral role in communicating with external audiences, so their buy-in is essential. This plan employs a variety of tactics utilizing current communication tools to inform audiences, and encourages involvement through user-generated content and the ability to nominate co-workers. Each tactic will be stored on the existing company intranet for future accessibility. • Send an introductory video of the campaign via email to all internal audience members.

Managers should ensure their staff watch the video and are aware of the campaign. • Ensure every employee, partner and volunteer receives the piggy bank as a reminder of the

campaign. • Identify significant research, treatments, successes, etc. that can be featured each month via

intranet, newsletter, and email (and other existing communication channels). o Crowdsource ideas via email and existing newsletter o Encourage department heads to discuss these accomplishments with employees

during regular departmental meeting • Identify employees who have compelling stories of how they are changing the world through

their work and share these stories with internal and external audiences. o Provide an avenue for employees, partners and volunteers to nominate compelling

stories o Compile a team to vet the stories and select 10-12 to pursue in the first year. o Develop short two or three minute video clips for each story to share internally, and

in external communications. • Encourage employees to create their own short videos of how they are changing the world to

share with internal audiences. o Provide an avenue for employees, partners and volunteers to upload their own videos

to the company intranet. o Videos will go through an approval process before going live on the intranet. o Well-done videos may be shared externally via social media

• Encourage departmental fundraising competition with prizes for departments/teams who raise the most donations. Run a 6-month long competition pairing teams against each other until only four teams remain – Those teams receive free tickets, plus guest, to the year-end event in their region.

Targeting • All employees, partners, volunteers in the United States • Primary language will be English, but local offices can translate communication to

accommodate non-English speaking employees Budget Introductory Video = $1,000


Piggy Banks $0.85*7000=$5,950 Videos 10*5000=$50,000 Prizes $20*500=$10,000 Events tickets 40*$100=$4,000 Total budget= $70,950 Tracking/Evaluation Managers will be on the frontline to ensure their employees are aware of the campaign, and to field any questions. Employee participation will be evaluated based on departmental competitions, donations received, and story recommendations. Active listening will also be employed with channels developed for identifying disengaged employees or negativity, and solutions for addressing any issues.


CREATIVE EXECUTION

INTERNAL EMAIL


“I’M CHANGING THE WORLD” VIDEOS

As referenced in the internal communications plan, a series of monthly videos will be distributed to internal and external audiences to showcase how individual employees and volunteers are changing the world through their work at St. Jude. These videos will be short and shareable at only 90 second to two minutes each, and will feature a diverse set of employees in terms of age, race, geography and job. Targeting • Internal audience

o All employees, partners, volunteers in the United States o Primary language will be English, but local offices can translate communication to

accommodate non-English speaking employees • External Audience:

o Young professionals age 21-30 o Live and work in the 25 targeted US cities o Men and women o English speaking

Budget These costs are budgeted in the internal communication portion of the campaign Tracking/Evaluation These videos will be tracked based on views and shares on social media.


CREATIVE EXECUTION

2-MINUTE VIDEO


SOCIAL MEDIA Young professionals spend a lot of time on social media, so part of this campaign will include sharing relevant information on a regular basis, and engaging in social media advertising in the form of promoted posts and hashtags on Twitter and Facebook. An editorial calendar will be developed by be[cause] in conjunction with St. Jude to include content related to research successes, personal stories, videos, photos, donation requests, etc. Post and tweet engagement will be closely monitored to provide direction for improving content development. Targeting

• Young professionals age 21-30 • Live and work in one of the 25 targeted US cities • Men and women • English speaking

Budget Social Media content development and calendar included in agency fee Facebook $500,000 Twitter $250,000 Total Budget $750,000 Tracking/Evaluation Extensive tracking of new likes/followers, post engagement (including likes, comments and shares), as well as sentiment will allow for strategy adjustments. Early engagement will be seen as positive since it takes time to build an audience.


CREATIVE EXECUTION

SAMPLE TWEET


SPONSORED POST (FACEBOOK)


MICROSITE A microsite dedicated to the campaign will be developed to ensure relevant information is easy to find for the target audience. The site will be designed to appeal to young professionals, and shareable media will be strategically placed on the homepage with easy sharing mechanisms. Visitor information will be collected via a sign-up form to be added to email list, and a donation form will also be available. A URL for the site (change.stjude.org) will be included on all print media and video executions. A dedicated staff member will be hired to maintain the website Targeting


Budget Development: $25,000 Employee: $50,000 Total Budget: $75,000 Tracking/Evaluation Total visitors to the site will be tracked weekly along with bounce rate, visitor sources (direct link, online ad, social media, etc.), conversion rate (those who complete the form), and media shares. Online donations will also be tracked, though this is a secondary priority. Daily review of website interactions, like how pages are visited, which media is clicked on, and search terms used will be used to proactively optimize the site.


CREATIVE EXECUTION

MICROSITE


ROUND-UP APP Young professionals are on mobile phones constantly, and often use debit cards or mobile apps to pay for products. To make it easy for this audience to donate regularly, a round-up mobile app will be developed to automatically round-up purchases made from bank or credit card accounts and create a savings account that will be directed to St. Jude. The app will also have a social component so users can compete with friends to save the most money. A bar code will be available for use at the year-end event to track personal savings on behalf of St. Jude. Targeting

• Young professionals age 21-30 • Live and work in one of the 25 targeted US cities • Men and women • English and Spanish app • Android and iOS application

Budget Development: $50,000 Maintenance: $10,000 Total Budget: $50,000 Tracking/Evaluation Evaluation will include tracking the number of downloads, social media connections, and overall donations generated from the app.


CREATIVE EXECUTION

ROUND-UP APP


DIRECT MAIL

Direct mail in the form of postcards, email, and SMS will be used to inform and engage the target audience. Every email and postcard will include the microsite URL, campaign hashtag, and text messaging opt-in. All communications will abide by regulations regarding opt-in and opt-out requirements. Targeting

• Three audiences: Sorority and Fraternity partners (1 million), existing donors/volunteers from previous three years (500,000), and new contacts from list purchase (500,000)


Details

• With approval from the Tri Delta organization, contact alumnae within age range via postcard and email with information about the campaign, including opportunities for raising donations and their local year-end event. Delta Delta Delta partnership logo will be prominent and wording will imply this campaign is an extension of the college partnership. The action item will be to visit the microsite.

• Existing donors and volunteers will receive similar communication, minus the sorority sponsorship information.

• Communication to the list purchase will be conducted via mail only and will focus on driving the audience to the microsite, which will encourage an opt-in for email communications.

• On a monthly basis, email and text these audiences information about how St. Jude is changing the world through research, treatment, etc. This communication will feature compelling headlines and links to read more. The idea is to deliver short, consumable bites of information.

• Six months before the year-end event communicate through another postcard and email series, the details of the event and encourage readers to gather teams of five to participate.

Budget Postcard development Included in agency fee Printing ($0.20 each) * 4.5 million = $900,000 Postage ($0.17 each) * 4.5 million = $765,000 List purchase $100 per thousand * 500,000 = $50,000 Email $5,000 SMS/Text Messaging $25,000 Total Budget $1,745,000 Tracking/Evaluation


Vanity URLs will be employed on the postcards to monitor engagement. For example, the sorority mailing would be change.stjude.org/tridelta. Microsite activity around postcard drop dates will be closely monitored for spikes in traffic. Email open and click-through rates will also be closely monitored, as will SMS subscriptions.


CREATIVE EXECUTION

POSTCARD (TRI DELTA)


RADIO Spotify is a popular free music service used by the target audience, and it allows advertisers to target specific demographics when delivering commercials via desktop or mobile device. Spotify commercials cannot be skipped, so the audience will be captive. Several radio spots will be produced, and will run during work hours and on weekends when the target audience most frequently listens. In addition to the audio ad, a clickable ad image in the cover art area will be displayed for users to click on. For the first half of the campaign, the spots will deliver messaging about how St. Jude is changing the world and directing listeners to the microsite. The second half of the campaign will focus on raising donations. In addition to audio commercials, be[cause] will help St. Jude craft a branded playlist featuring music from the artists who will be targeted to participate in the year-end events, as well as those with long-standing relationships with St. Jude. Since branded playlists are free to create when meeting Spotify’s requirements, it is a no-cost way to increase brand awareness and allows for additional engagement. Targeting


Budget Script development costs included in agency fee Production 5 spots * $1,000 = $5,000 Spotify audio $15/thousand 100,000,000 impressions = $1,500,000 Spotify branded playlist = $0 Total Budget: $1,505,000 Tracking/Evaluation Impressions, click-throughs, and listens (to the playlist) will be tracked to ensure objectives are met.


CREATIVE EXECUTION

:30 SPOT (FUNDRAISING) SFX: SOUND OF A QUARTER DROPPING INTO A PIGGY BANK

ANNCR: HOW MUCH IS A QUARTER WORTH TO YOU? AT ST. JUDE CHILDREN’S

RESEARCH HOSPITAL, A QUARTER IS WORTH MORE THAN TWENTY

FIVE CENTS.

SFX: SOUND OF COINTS POURING INFINITELY

ANNCR: WHEN YOU SAVE YOUR CHANGE AND DONATE IT TO ST. JUDE, YOU

SUPPORT LIFE SAVING RESEARCH AND TREATMENT TO ERADICATE

CHILDHOOD CANCER AROUND THE WORLD.

SFX: SILENCE

ANNCR: SAVE YOUR CHANGE TO CHANGE THE WORLD, AND VISIT

CHANGE.STJUDE.ORG.


TELEVISION COMMERCIAL With young professionals watching their favorite television shows on-demand, placing commercials during popular televisions on Hulu and targeting specific demographics, St. Jude can push their message to a precise audience. The messaging of these commercials will focus on raising donations by directing viewers to the microsite. Targeting


Budget Commercial Production (3 * $20,000) = $60,000 Hulu $30/m * 10,000,000 = $3 million Total Budget = $3,060,000 Tracking/Evaluation Success of this tactic will be evaluated based on ad click-through as well as recall as determined in post-campaign focus groups.


CREATIVE EXECUTION

30-SECOND COMMERCIAL


GUERILLA MARKETING Life-size St. Jude-branded piggy banks will be strategically placed in the 25-targeted urban areas to bring awareness to the campaign as well as act as a repository for donations. They will remain in highly trafficked and monitored areas for one month. Targeting


Budget 250 banks * $150 = 37,500 Installation and removal = $25,000 Total Budget = $62,500 Tracking/Evaluation Evaluation of this tactic will come from tracking of news and social media mentions as well as total donations received.


CREATIVE EXECUTION

PIGGY BANKS


PHYSICAL TOUCH POINTS Touch points are an important way to round out the campaign and give the audience a way to remember the campaign in a physical way. A St. Jude-branded piggy bank will be provided for free through existing retail relationships. These piggy banks will look the same as the life-size piggy banks being used in the guerilla-marketing tactic. The piggy bank will remind the audience to save their change to donate to St. Jude. Additionally, a bracelet made with a penny will be sold for $10 each as both a fundraiser and as a constant reminder of St. Jude’s mission. When this bracelet is worn, it reminds not only the individual wearing the bracelet of St. Jude, but also acts as a conversation piece for friends. Targeting


Budget Piggy Banks $0.85 * 500,000 = $425,500 Penny Bracelets $3 * 250,000 = $750,000 Total Budget = $1,175,000 Bracelet Sales $10 * 250,000 = $2,500,000 Net Costs = -$1,325,000 (profit) Tracking/Evaluation The number of piggy banks distributed will be tracked to determine success. Data will be segmented by location to determine best avenues for distribution in the future. The ROI of the bracelets will be determined based on total sales. Ideally all 250,000 will be sold, but the minimum number to be deemed successful with positive ROI will be 80,000.


CREATIVE EXECUTION

PIGGY BANK

PENNY BRACELET


YEAR-END EVENT The grand finale of the campaign will be a year-end musical event celebration hosted in the 25 urban areas identified as the target markets. Research indicates that this audience relates to music on an emotional level, and they also enjoy fundraising as part of a group. This event combines the two in an experience that brings groups of friends together for a cause. Teams of four or more will register for the event, paying $100 per ticket ($400+ per group), and commit to raising donations of $300 each ($1,200+ per group). The target attendance for each event is 800, which should be feasible given the caliber of artist available with the allocated budget. Artists in the $75,000 - $150,000 price range include: Hunter Hayes, Straight No Chaser, Christina Perri, Eli Young Band, Ellie Goulding, Ed Sheeran, David Guetta, Avicii, One Republic, etc. (Celebrity Talent, n.d). Savings from lower-cost artists, pricing negotiation, and existing relationship discounts can be used to book higher-caliber artists in select locations. The teams will compete with each other for backstage passes and a post-concert meet and greet. Upon arriving at the event, donations will be collected from team members via cash, check, or app accumulations (using the barcode), and tallied. The three teams at each event with the highest average donation per team member will win the back-stage experience. The fundraising total for the event will be announced prior to the start of the concert while attendees are mingling and enjoying cocktails and hors d'oeuvres. Winning teams will also be announced prior to the start of the concert so they can enjoy their front-row seats. Targeting

• Young professionals age 21-30 • Live and work in one of the 25 targeted US cities • Annual household income of at least $60,000 • Men and women • English speaking

Budget Musical Guest $155,000 * 25 = 3,750,000 Venue Rental $7,500 * 25 = $187,500 Open bar and appetizers = $50 per person * 20000 = $1,000,000 Total Budget = $4,962,500 Ticket revenue = $2,000,000 Net Costs = $2,962,500 Anticipated Donations: $6,000,000 Anticipated Revenue per Event: $121,500 Tracking/Evaluation The events will be deemed a success if the attendance and fundraising targets are met. Attendance and donations received at each event will be tracked to determine ROI at each location.


THANK YOU Saying thank you is imperative to continued donor engagement. Rather than sending a thank you from the CEO or the organization, this campaign will ask current patients, parents, and survivors to participate in a thank-you letter-writing campaign to further demonstrate the worldwide and life-changing impact of St. Jude. Complete 25 different letters from all groups combined that can be mailed to all donors. Donors who gave online but did not participate in an event will receive a thank you via email. Anyone who donated via mail or attended an event will receive a mailed letter. For mailed pieces, creating an envelope that will entice recipients to open and read the letter is important. Targeting


Budget Letter printing and postage 50,000 * 0.40 = $20,000 Email costs are incurred in Direct Marketing tactic Total Budget = $20,000 Tracking/Evaluation No tracking or evaluation needed


CREATIVE EXECUTION

ENVELOPE


LETTER

© 2012 ALSAC/St. Jude Children’s Research Hospital (11580)

STJUDE.ORG | 1-800-877-5833

August 1, 2016 Dear Marci, !

THANK YOU! My name is Kayla and I have been undergoing treatment for acute lymphoblastic leukemia. I was scared about having my hair fall out, and about feeling sick, but the doctors and nurses at St. Jude made me feel a lot better. My mom and dad and brother get to be with me every day, too. I know all of this is because people like you gave money to St. Jude to help. I will need more treatment in the future, but for now, I am feeling a lot better, and the doctors tell me that things are looking good. My mom and dad smile when the doctors say things like that, and so do I. I like it here at the hospital, but I can’t wait to go home and see my room and my dog, Butters. When I get older, I think I want to be a doctor and help sick kids like me. It will be easier for me because I will understand what it is like to be scared, and I can help other kids not be scared, and help them feel better. Thank you again for helping St. Jude, and for helping me. My mom and dad say thank you, too. Kayla Age 9


FOCUS GROUP Be[cause] conducted a focus group to gauge initial response to the campaign’s big idea and creative executions. This information was used to tweak the campaign to better engage the audience in messaging and execution. A full moderator’s guide is available in the Appendix. Setting The focus group was conduced in a conference room at Greenville College in Greenville, Illinois. The large room had a table in the center configured as a large rectangle with plenty of seating around the exterior of the table. An iPad was used to record the session. Refreshments of water, juice, and homemade cookies were available on a side table in the room. Because the room is off the foyer, the moderator welcomed attendees in the foyer as they arrived and directed them to the conference room, and pointed out the restrooms. Attendees Six participants ranged in age from 22 to 31 and consisted of four females and two males. Five of the participants were Caucasian and one was African American. All participants are employees of Greenville College and make significantly less than the target market, which is an important note later on in the analysis. Results What parts of the campaign did you like the most? The group really liked the app, the life-size piggy banks and the year-end event. They felt they would notice a giant piggy bank in downtown St. Louis and it would pique their curiosity. They also really like the ease of using the app, but only one said they would definitely download and use it. The others said they would use it if their friends were using it, and a few mentioned concerns about account security being an issue with these types of apps. Notes were added to the campaign execution for the app to include security information in the description to assure users that their data was secure. The year-end music event caused excitement among the group based on the types of bands suggested. Some participants questioned the ticket cost in addition to fundraising requirements. When I explained that the ticket sales served two purposes: to cover expenses of the event, and assure that only people serous about supporting the cause attended, the explanation made sense to them. Further analysis is needed to determine messaging about ticket costs for the campaign. Also, the budget was revised and the ticket price was reduced to encourage greater participation. Which parts did you not like? As mentioned above, the ticket cost and app security were on the “con” list. Additionally, they were not wowed by the radio spot, which has since been revised. They felt it didn’t stand out, though it did fit the campaign strategy. They like the idea of a branded playlist, but didn’t think it would cause them to engage further with the brand. They did acknowledge that it would help with brand name awareness.


How do you think this campaign compares to others you have seen? Overall, participants felt this campaign was different than others. They like the playfulness of the piggy bank, and felt the online videos would be effective in sharing specific results in a compelling way. Their current awareness of other cause-related campaigns generally take the form of 5Ks or sappy commercials. They felt this one strikes a good balance between delivering relevant information, without being too emotional. Would you contribute financially or attend the year-end event? All said they would contribute if it were easy – like at one of the life-size pigs. Only half said they would attend the year-end event, and only if the artist was someone they enjoyed. The other half indicated they do not generally spend $100 or more on concert tickets and would not feel compelled to attend as a fundraiser. Of those who would not attend, each stated they have friends who would likely be interested, depending on the artist. It was during this section that the salary of the participants came into play. Because the participants came from a rural community, though still part of the greater St. Louis area, their spending habits are likely different from their more urban counterparts. If you could design a new campaign from scratch, what would you do to make it better? One participant recommended a social media contest to increase the fan base. Further discussion led to the idea of giving away tickets (without the fundraising requirement) to winners of the contest. They felt this would be more effective than sponsored posts. Another participant suggested user-generated videos. The group discussed ways to incorporate this into a campaign idea. They felt that if volunteers at the local chapters in their age group were able to make their own videos about how they help, and the videos were shared on social media like Facebook and YouTube, that the videos would be effective in reaching a larger audience. This idea has been implemented into the campaign. Is there anything else you would like to share? Nothing else was shared.


CAMPAIGN EVALUATION & MEASUREMENT Evaluation methods are built into each tactic to facilitate real-time optimization for stronger results. These methods are explained in detail within each tactic. Each campaign objective will also be measured to determine overall campaign success and collect information that will inform St. Jude on how to move forward in the next few years. Communication Objective #1: Raise 3 million dollars in donations from the target audience in one year with the potential to raise 30 million over three years. Measurement: Track total amount received during the campaign from those within the target market. Amounts raised will be segmented by method to determine long-term viability of event, app, etc. Amount raised per event will also be collected to determine which cities delivered the highest ROI. Budget: Included in agency fee Communication Objective #2: Increase brand awareness among young professionals by 25 percent in one year. Measurement: Pre- and post-campaign surveys and focus groups will be conducted to collect quantitative and qualitative data related to brand awareness, campaign awareness and radio and television advertising recall. Social media monitoring of the campaign hashtag #save4change as well as the brand name and social handles using Hootsuite will provide data related to mentions, engagement and sentiment. Budget: $105,000 Communication Objective #3: Attract 20,000 donors from the target audience to the year-end event. Measurement: The tracking of this objective is straightforward and easy. Simply tracking the number of tickets sold as well as the number of attendees at each event will indicate the level of success. For a deeper look, the names of ticket purchases will be cross-referenced with St. Jude’s current donor database to determine at what level the event engaged new donors. Budget: Included in agency fee Communication Objective #4: Achieve 90 percent awareness of the campaign among internal audiences with a 95 percent positive buy-in.


Measurement: Be[cause] will conduct randomized anonymous surveys of the internal audience one month after launch, and at the mid-point of campaign. Qualitative data will be collected through employee listening at supervisory levels. The open and click-through rate on internal emails as well as clicks and time spent on campaign pages within the intranet will provide quantitative data that can be extrapolated and used to draw a hypothesis, which will be tested against the surveys and employee listening methods. Budget: $2,500


CONCLUSION An integrated marketing communications plan like the one be[cause] has presented not only delivers a singular message across multiple channels, it delivers that message to a specific audience using channels that are relevant. Like a symphony where instruments lend their individual sounds in harmony with others to create a cohesive musical score (What is IMC, 2014), the #save4change campaign creates a richly complex, yet memorable hook which will activate young professionals in a life-long engagement with St. Jude Children’s Research Hospital. The #save4change campaign engages the audience through traditional media like television and radio, uses technology and social media to support the message, and provides physical reminders that allow personal interaction. Beyond the communication channels, this proposal sends a dynamic and cohesive message that St. Jude is changing the world through life-changing research and treatment. First, the mission of St. Jude is reignited internally and the message of the campaign is spread to those who are doing the life-changing work of St. Jude Children’s Research Hospital. Then, the message is shared with the target audience through compelling personal stories and supported by data and statistics to demonstrate that St. Jude is the most effective conduit for eradicating childhood cancer and catastrophic diseases. Finally, the audience is invited to join St. Jude in their mission by donating to the organization, and/or fundraising on their behalf. They are reminded that their spare change can change the world; and that a little can go a long way when in the hands of St. Jude Children’s Research Hospital. As William Golding writes in Lord of the Flies (1954), “The greatest ideas are the simplest” (p. 143). The idea behind #save4change is fairly simple, but the execution is not. Be[cause] has the knowledge and expertise to execute this plan like a master conductor conducts a symphony; with precision and skill to amplify a group of individual instruments to a complex but cohesive sound that demands attention.

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL.

APPENDIX

Appendix A: Press Release

Appendix B: Online Survey Questions

Appendix C: Online Survey Results

Appendix D: Focus Group Moderator’s Guide

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [i]

APPENDIX A Press Release

For Immediate Release August 2, 2014

Contact: Marci Nauman

Founder & CMO [email protected]

630.456.2702

New Cause-driven Marketing Agency Opens in St. Louis

St. Louis, MO (August 1, 2014) – A new non-profit, cause-driven marketing agency launched today in St. Louis. Dedicated to working exclusively with cause-driven organizations, be[cause] offers a full-service, totally integrated experience for clients. This small organization lands a big punch with a combined 35 years experience in non-profit marketing, specifically marketing strategy, communications, event development and financial management. Founder and CMO Marci Nauman states “Most agencies get a thrill from coming up with the really big idea. Don’t get me wrong, that is an exciting moment. But it’s more thrilling for us when our ideas help our clients change the world through conservation, medical research, education, or any number of other causes. What could be more satisfying at the end of the day than knowing you made a difference in the world? That’s why I started be[cause].” A house-warming event is planned for September 5th. The public is invited to visit be[cause] headquarters at Locust and N. 20th for an after-hours event celebrating the launch. The event starts at 6pm. A small team of four, be[cause] is already hard at work. Current projects include local organizations such as GO! St. Louis, YMCA of Greater St. Louis, Catholic Charities, and The Journey Church. The agency encourages volunteerism by providing employees with paid time off to volunteer with local organizations. These experiences equip them to develop fresh ideas that support the mission of their clients. About be[cause]: be[cause] is a non-profit marketing agency that connects cause-driven organizations with marketing strategies that ignite passions and drive action; identifying opportunities to engage new audiences and further activate current donors, volunteers and advocates through an integrated marketing approach. For more information about be[cause], visit them online at becauseonline.org or follow them on twitter @becauseSTL.

# # #

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [ii]

APPENDIX B Online Survey

https://marcinauman.typeform.com/to/CLyhw2

Thank you for taking a few moments to share your thoughts on cause-driven organizations and philanthropy. All answers will remain confidential, and will help us, and our clients, make a difference in the world. 1. What is your gender?

• Male

• Female

2. What is your age?*

• 14-17

• 18-20

• 21-25

• 26-30

• 31-40

• 41-50

• 51+

3. How frequently do you donate to a charity or non-profit organization?

• Annually

• Quarterly

• Monthly

• Weekly

• Never

• Other

4. What is the most important factor for you when donating to a charity or non-profit organization?

[Open ended]

5. To which types of organizations do you donate?

• Education

• Green initiatives

• Children’s issues

• Religious

• Awareness causes like domestic violence, harassment, bullying, etc.

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [iii]

• Medical research

• Animal rights

• Poverty issues

• Other

• N/A

6. How do you prefer to stay in touch with charities or non-profit organizations? [\

• Email

• Fundraising events

• Social media

• Website

• Family

• Friends

• Mail

• Other

7. Evaluate the following statements: [Scaled 1-5; 1=strongly disagree, 5-Strongly agree]

a. I feel like when I donate I make a difference.

b. I don't make enough money to donate money.

c. I prefer to donate money when I can see a direct result.

d. I prefer to donate money when there is a charity or fundraising event.

Some popular events include: sporting events like a 5k or basketball game; a formal dinner, gala,

or ball; music benefit concerts, etc.

8. How much money do you typically donate to one particular charity in a given year? If you support

multiple charities, consider the charity to which you give the most money.

• Less than $25

• $25 - $50

• $51 - $100

• $101 - $500

• $501 - $1,000

• $1,001 - $5,000

• Over $5,000

9. In a typical month, about how many hours do you volunteer? [Open-ended]

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [iv]

10. How would you describe your current feelings towards St. Jude Children’s Research Hospital? [Scaled

0-4; 0 = very poor, 4 = very positive]

11. If you were writing a Yelp review, how would you rate St. Jude Children's Research Hospital?

Compare what you know of St. Jude to other medical research organizations like ALS Association,

American Cancer Society, Susan B. Komen, etc. [possible 5 stars]

12. Please describe your experience and impressions, if any, of St. Jude Children's Research Hospital.

[Open-ended]

13. Have you ever, or would you consider, donating to St. Jude?

• Yes, I regularly donate to St. Jude

• Yes, I have donated to St. Jude at some point in the past

• I have not donated to St. Jude, but I would consider it

• No, I would not donate to St. Jude

14. What would be the best way(s) for St. Jude to reach out to you to donate, volunteer, or promote the

cause?

• Phone

• Email

• Social Media

• Text

• Mail

• In person

• N/A

• Other

15. What types of events or activities would encourage you to donate money to a non-profit or charity?

• Fundraising events like a dinner or gala

• Workplace initiatives

• Auctions or giveaways

• N/A

• Music-related events

• Sports-related activities

• Other

16. Who are your favorite influencers or celebrities? This could be an author, musician, actor, athlete,

politician... [Open-ended]

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [v]

17. Please provide any additional comments in the box below. [Open-ended]

Thank you!

Your responses will be carefully considered in developing an exciting marketing campaign for St. Jude

Children's Research Hospital.

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [vi]

APPENDIX C Online Survey Results

11/16/2014 General Report - Capstone Research - Marci Nauman

https://marcinauman.typeform.com/report/CLyhw2/imRr?typeform-print=1&typeform-cache=0 1/6

What is your gender?57 out of 57 people answered this question

What is your age?57 out of 57 people answered this question

How frequently do you donate to a charity or non-profit organization?57 out of 57 people answered this question

To which types of organizations do you donate?57 out of 57 people answered this question

44 / 77%1

13 / 23%2

33 / 58%1

24 / 42%2

0 / 0%3

0 / 0%4

0 / 0%5

0 / 0%6

0 / 0%7

21 / 37%1

12 / 21%2

11 / 19%3

6 / 11%4

5 / 9%5

2 / 4%6

30 / 53%1

Female

Male

26-30

21-25

14-17

18-20

31-40

41-50

51+

Monthly

Quarterly

Annually

Never

Other

Weekly

Religious

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If you were writing a Yelp review, how would you rate St. Jude Children's Research Hospital?56 out of 57 people answered this question

Have you ever, or would you consider, donating to St. Jude?56 out of 57 people answered this question

What would be the best way(s) for St. Jude to reach out to you to donate, volunteer, or promote the cause?57 out of 57 people answered this question

22 / 39%3

20 / 35%2

14 / 25%4

1 / 2%1

a a a a a4.09 Average rating

A A A A

30 / 54%1

16 / 29%2

9 / 16%3

1 / 2%4

37 / 66%1

16 / 29%2

3 / 5%3

0 / 0%4

34 / 60%1

25 / 44%2

18 / 32%3

10 / 18%4

a a a a

a a a a a

a a a

a a

I have not donated to St. Jude, but I would consider it

Yes, I have donated to St. Jude at some point in the past

No, I would not donate to St. Jude

Yes, I regularly donate to St. Jude

Social Media

Email

Mail

In person

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [x]



What types of events or activities would encourage you to donate money to a non-profit or charity?57 out of 57 people answered this question

2 / 4%5

2 / 4%6

2 / 4%7

1 / 2%8

26 / 46%1

24 / 42%2

22 / 39%3

21 / 37%4

20 / 35%5

8 / 14%6

4 / 7%7

N/A

Other

Phone

Text

Workplace initiatives

Music-related events

Sports-related activities

Auctions or Giveaways

Fundraising events like a dinner or gala

N/A

Other

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [xi]

APPENDIX D Focus Group Moderator’s Guide

Focus Group Objective: To gauge initial response among the target audience to the campaign’s big idea and creative executions to set campaign performance expectations and tweak messaging and executions prior to launch. Participants:

• 6-12 participants • Equal distribution men and women • Diverse race • Age range between 21 and 30 • Household income: $60,000 and above • Employed or in school • Heavy mobile users • Familiar with pop culture

Welcome Thank you for attending this focus group this evening. I know it’s a busy Holiday season so let me assure you that your time today is valuable to me, and to St. Jude Children’s Hospital. As a final project for my master’s program, I am developing a fully integrated marketing plan to help St. Jude engage with young professionals like yourself. All of your comments today will be taken into consideration to present a campaign that will resonate with young professionals and drive them, you, to action. The outcomes I’m looking for over the next hour and a half are your opinions on the theme of the campaign, the channels selected to try and reach this audience, and the actual design work for the ads, promotions and tactics. This session will be recorded which will allow me to accurately incorporate quotes and ideas that you present into my summary of findings. All attributions will remain anonymous. Let’s get started. The Rules I will be asking a series of questions to better understand what you do and do not like about the campaign. Please do not interrupt each other while talking, and be respectful of others opinions and time. These are all opinions, and each is valid, so please allow each other an opportunity to speak. Any questions? Questions Start with icebreakers to make participants comfortable with each other and provide insight into their personal behaviors and thought processes.

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [xii]

• Tell me about your favorite television show • Tell me about the last thing you read • When you think of a charity, which one immediately comes to mind?

For anyone not familiar with St. Jude Children’s Research Hospital, it is exactly as the name implies – they conduct research and treatment related to childhood cancer and fatal diseases. They are a non-profit organization, and no family ever receives a bill for treatment or any treatment-related expenses like travel and hotel costs. Since 1962, they have raised the survival rate of childhood cancer from 20% to 80%, and are striving to hit 90% in the next decade. All of their research is freely shared with medical professionals around the globe so that every life saved at St. Jude means 1,000 more saved worldwide. My campaign is to engage with young professionals to inspire them to volunteer their time and donate financially. I am going to walk you through my campaign big idea and creative executions, then ask your thoughts and opinions about what you think would inspire you to get involved, and what you would ignore, or dislike. [Discuss big idea, strategies, and tactics, and show creative executions]

• What parts did you like the most? • Which parts did you not like? • How do you think this campaign compares to others you have seen? • Would you contribute financially or attend the year-end event? • If you could design a new campaign from scratch, what would you do to make it better? • Is there anything else you would like to share?

Thank you again for your time. If you think of anything else to add, please contact me. I have left my business card on the table so you know how to reach me. I have $10 Adam Brothers gift cards for each of you as thank you for your participation.

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http://cdn.trustedpartner.com/docs/library/AchieveMCON2013/MIP_4YearSummary_v4.pdf

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Golding, W., & Epstein, E. L. (1954). Lord of the flies: A novel. New York: Perigee Hackbarth, N., Weisser, D., & Wright, H. (2014). 2014 Employee engagement trends report.

Quantum Workplace. Retrieved from http://www.quantumworkplace.com/wp-content/uploads/2014/07/Resources-Whitepapers-2014-Employee-Engagement-Trends-Report.pdf

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Help. (n.d.). Children’s Miracle Network Hospitals. Retrieved from http://childrensmiraclenetworkhospitals.org/Help

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Marketing Charts. (2014, February 25). Top 10 US markets by concentration of wealthy Millennials. Retrieved from https://www.marketingcharts.com/traditional/top-10-us-markets-by-concentration-of-wealthy-millennials-40048/

McLean, C. & Brouwer, C. (2012, October). The effect of the economy on the nonprofit sector. GuideStar. Retrieved from https://www.guidestar.org/ViewCmsFile.aspx?ContentID=4781

Miller, K. L. (2013). Content marketing for nonprofits: A communications map for engaging your community, becoming a favorite cause, and raising more money. [Kindle book]. San Francisco, CA : Jossey-Bass.

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Marci Nauman - IMC 636 Final Campaign (St. Jude)

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Transcript of Marci Nauman - IMC 636 Final Campaign (St. Jude)