October 23, 2013
Dear Ms. Anderson,
We appreciate the opportunity to present this IMC proposal to you and your team at St.
Jude Children’s Research Hospital.
At next view, we understand the challenges of our customers and make every effort to
anticipate the unique needs of the nonprofit organizations we serve. Our goal is to
deliver a campaign that will inspire your team internally, while also providing the
anticipated results from your intended audience.
Branding is our business. We create brands, nurture brands, and eventually define them
within the intended market place. Our team specializes in providing the brand a voice,
and we strive to exceed expectations. Ideally, we create client relationships that last
indefinitely because we see you as a partner for the extended life of the brand.
Please take your time to review the proposal, and feel free to contact me with any
questions at your convenience. We look forward to meeting with you and your team to
discuss this offering, and we anticipate the many future successes of this partnership.
William M. Clarke
next view, Inc.
65 Berkeley Place Suite 300
North Andover, MA. 01845
Table of Contents
Target Market Demographics
Internal Communication Plan
Campaign Performance Metrics
Timeline Schedule of Events
next view: executive summary
St. Jude Children’s Research Hospital has a prestigious history of serving the
needs of sick children, finding cures, and instilling hope where there was none.
The organization was created through a promise and a dream, and they have
continued to change the lives of children and their parents. As with all nonprofits,
sustainability is the ultimate objective. How will St. Jude Children's continue to
finance the efforts of this elite organization?
The power of our campaign is based on research and a unique understanding of
our demographic. We have surveyed them, tracked them via the web, and
spoken to them real-time within a small focus group. Ultimately, we have come to
understand what they like, what they fear, how they see themselves today, and
how they see themselves moving into adulthood. Although they are kids with
plenty of time to change and reshape their core opinions, they are also the future
of St. Jude Children’s and our country.
Today, everything is relative to value. The majority of consumers are driven by
“what’s in it for me” whether they are exploring a retail purchase or charitable gift.
Teens can have similar values yet also be somewhat different. They are very
conscious of causes (diseases, environmental, humanitarian), and tend to align
with their peers. We discovered that teens prefer the team approach, and they
enjoy being part of a group. Working together is a comfortable scenario for them.
They also want to be trendy with their friends, fall in line with the crowd, possess
the same attitude and wear the accepted styles.
Thus, our exciting campaign was designed to inspire teens. “Kids helping Kids”
empowers teens to come together and take action. It’s all about teens joining a
cause that will not only change their lives, but also change the world. The goal is
all about aligning teens for the sustainable future of St. Jude Children’s. Our
campaign will deliver millions of teens to the website onestrongvoice.com, where
they connect and become that one strong voice. Our ads are designed to appeal
to all teens. They portray kids just like them, coming together as one voice. We
utilize key print publications that appeal to teens (Seventeen, ESPN, etc.), and
are also deeply invested in social media, Facebook, Twitter, Instagram, and
YouTube. Teens are driven to the website and social media through strategic
emails and some non-traditional live flash mobs.
Our campaign is designed to bring teens together, and reshape the future of
volunteerism and the relationship with the St. Jude brand. The “Kids helping
Kids” campaign is the first step in creating a partnership for life, an alliance
between teens and St. Jude Children’s Research Hospital.
next view: business card
next view: press release
For Immediate Release
October 19, 2013
next view, Inc. Marketing & Communications
“Innovative Concepts for Nonprofits”
Boston, MA. (Oct. 19, 2013) - Next view marketing and communications announced
the opening of their distinctive new agency. Next view will dedicate their services to
nonprofits, charities, and will specialize in healthcare organizations.
“We are a unique and innovative agency with a clear focus,” said William Clarke,
next view Founder and Director. “There is an obvious need in the greater Boston
area for a fresh perspective and a dedicated voice for nonprofits. Our team will be
that voice and deliver the needs of the nonprofit community”.
The next view team comes from both corporate marketing and private agencies
throughout the US. We are experienced professionals with superior skill sets; our
expertise encompasses direct marketing, promotions, PR management, social media,
TV, radio, media relations, professional writing, interviewing, and fundraising.
Next view will operate their office out of 65 Berkeley Place, Berkeley Business Park,
Suite 300, North Andover, Massachusetts. The inaugural team will consist of ten
employees and the organization expects to double in size within six months.
About next view, Inc. Marketing & PR
next view, Inc. (www.nextview.net), headquartered in the Greater Boston area,
North Andover, Ma, the premier nonprofit marketing and public relations agency.
Founded in October of 2013 by William Clarke, the agency seeks to serve the needs
of nonprofits providing innovative and successful programs.
next view: who we are
At next view, we believe that every project we touch can and will be the next big
buzz, while our integrated marketing approach has a track record of varied
successes. When we undertake a project for a client, we don’t want to just satisfy
you, but rather, overwhelm you with a sense of unlimited potential. Your goals
are essentially our goals, while strategically we intend to cultivate a bond
between your audience and the brand.
During our twenty years of creating nonprofit brands, we have always possessed
a relentless drive, manufacturing results through the development of innovative
campaigns. We are small, yet a genuinely unique organization. We are not only
content to be smaller, but our size allows us to be laser focused. Our
commitment to your organization is one focused team, giving you one hundred
percent as we represent the underlying voice of your brand.
We are specialists when it comes to nonprofits both small and large, and our
intent is to ignite the power of your brand. Success is the combination of our
team collaborating with your team. We want to be your next view!
next view: mission-business philosophy-value
• We provide an influential voice within the media for each
client. Our goal is to exceed expectations, solve problems,
and always achieve superior outcomes. The commitment we
offer is entrenched within a partnership, as we work
together to invigorate your program.
• Simplistic and innovative, are the two contributing factors
that anchor our business theory. We understand the critical
elements of marketing and communications, and we will
work with you to make your organization more successful.
Our unique understanding of the nonprofit world will
deliver your goals, and energize donations.
• As cliche as this may sound, we spend every dollar as if it
were our own. We access the financial landscape with the
intent to determine the most effective tactic, for both
qualitative and quantitative valuation, delivering projects on
time and within budget expectations.
next view: organizational culture
We love what do, and we are at our best when we are serving the needs of our
clients. Nonprofit marketing and communications is a what we thrive on day in
and day out, and our team’s internal kinship manifests well in this atmosphere of
project sharing. Together, our team lives the highs and lows of the creative
crunch. We strive to be the best and are always contemplating the next idea.
Ultimately, our inspirational atmosphere breeds positive vibes and we are quite
sure that the next big trend starts with us.
next view: leadership
Will Clarke is the passionate purveyor of our organization, part entrepreneur, part
poet, and part genius. Will is appropriately described as a passionate leader, for
he exists to create for you and your cause. His actions and energy constantly
stimulate our team, while he instills a dynamic level of confidence throughout the
organization. Our agency thrives off the energy of our leadership, and we believe
in our mission.
next view: background
St. Jude Children’s Research Hospital was born out of a dream and a promise,
from a man who envisioned serving the needs of sick children. Danny Thomas
was down on his luck and seeking spiritual guidance, with strong religious
convictions, the would-be entertainer prayed to St. Jude Thaddeus, asking for a
sign. In his prayers, Thomas promised, “show me my way and I will build you a
shrine”. The guidance Thomas asked for was bestowed upon him, and he was
offered an acting job just a few days later. Thomas’ career proceeded to take off
after his big break, and he never forgot the promise he had made.
After years of fundraising alongside his beloved wife Rose, the promise he made
became a reality. In 1962, St. Jude Children’s Research Hospital opened its
doors and so began the legacy of hope, anchored by their mission to advance
cures, drive research, and always strive for positive patient outcomes. Although
in reality, St. Jude Children’s is much more than a hospital, rather the
organization is quite unique. Much of what they do is relative to the research of
pediatric cancers, especially Acute Lymphoblastic Leukemia (ALL), which is the
most common childhood cancer. Thanks to the research and treatment regimens
developed at St Jude, the survival rate for this cancer is now greater than 90%
for children. While in retrospect, this is not the only cancer success story for St.
Jude Children’s, the organization has increased the survival rate for childhood
cancer to 80%, and they have every reason to believe that within the next
decade that number will reach 90%.
Since the organization’s inception, St. Jude Children’s has delivered care free of
charge to all children, regardless of race, creed, or country of origin, and they
have continued to do so for the past fifty years. St. Jude Children’s has always
extended a promise to both child and parent alike, a dedicated message that
echoes throughout their hallways, “finding cures and saving children”.
There are few prerequisites for children who seek treatment and care at St Jude.
Patients must have a disease studied by the organization, they must be eighteen
years of age or younger, must be referred by a physician, and at least one parent
must accompany the child. When patients are treated at St. Jude, they may be
an inpatient in one of the hospitals 78 beds, or they may stay with their parents at
one of the housing units, such as Target house, Grizzlies house, or the Ronald
McDonald house. These facilities are comfortable and modern apartments,
meals included, transportation, and they are also free of charge. Each day, more
than 260 patients receive treatment, while 500 new patients enter the system
each year; globally there are some 5500 active patients.
Fundraising obviously has been a critical component to the longevity of the
organization. Today’s operating costs for St. Jude approaches $2 million per day,
and yearly operating costs are about $730 million. Realizing the importance of
long term funding, Danny Thomas created ALSAC - American Lebanese Syrian
Associated Charities in 1957.The organization has been the financial backbone
of the research hospital since before the doors ever opened, or a single
treatment took place. ALSAC is the third largest healthcare charity in the US, and
the immense power of the St. Jude brand continues to set precedent in
fundraising circles. In 2012, ALSAC produced $785 million for St. Jude
The promise and dream of Danny Thomas slowly materialized into one of the
premiere pediatric cancer centers in the world. What Thomas started some fifty
plus years ago is now the saving grace for sick children and their parents. St.
Jude offers them hope when there appears to be none, and endless possibilities
for a future free of cancer. The torch of caring compassionate giving was passed
from Danny Thomas to his daughter Marlo Thomas, and she continues the
traditions of her father, dedicating her life to “finding cures and saving children”.
The only question that eludes is who will carry that torch into the future for St.
Jude Children’s. Logically the younger generation is the obvious choice, and as
each baby boomer fades away, it appears there are two Millennials to replace
them. Yes Millennials, the generation known for living life on a whim, and living in
irresponsible bliss. We are in essence attempting to garner the favor of younger
teenage Millennials, attaching them to our cause, and keeping them interested
and committed for years to come. This partnership will begin as “one strong
voice”, and the future is now.
next view: swot analysis
The power of the brand is the single most important aspect for St. Jude
Children’s. We have established through our survey and a mini-focus group that
the brand is well established and possesses an identity that our demographic
and the public, in general, are aware of and can relate to. Another factor is the
overall experience of the organization regarding fundraising. Obviously, they
understand the process, and have been successful in supporting St. Jude
Children’s through donations for fifty plus years. Although they are proactive in
garnering assistance to evolve this process, reviewing new proposals from
outside creative sources could open new some doors for the hospital.
The economy may be the most ardent hurdle that St. Jude attempts to overcome,
and while we classify it as a weakness, it’s a compelling threat, as well. We
consider the economy a weakness, with consideration to another weakness,
competition. The economy remains weak in the US, rebounding somewhat, but
still a factor when consumer donors attempt to manage their budget. Finding that
extra $10 dollars for a charity is more difficult than ever before, and determining
where that dollar should go is an even tougher task. Charities are vying for every
available dollar, and they are aggressively positioning themselves to be the one
and only benefactor of your donation. The stark reality is that there are almost
one million registered charities in the US, and nearly half of those groups support
children in one way or another, essentially St. Jude must find a way to be front
and center when the checkbook comes out. St. Jude has experienced some
issues with regard to ROI campus to campus, and this may be partially relative to
the economy as well. While they have experienced real win falls on some college
campuses, other situations have yielded much less. Ultimately the primary need
is a campaign that can deliver consistent results nationwide.
Volunteering has become contagious for people of all ages, and this was evident
in our research where our survey recognized that about 60% of the respondents
would be interested in volunteering. We also determined that 97.14% of the
respondents said they enjoyed giving and helping those less fortunate than they
are. Millennials and volunteering are a perfect combination; instinctually they
align with the trending actions of their peers and they work well in teams. This is
a key opportunity that we will exploit in our campaign for St. Jude Children’s.
Ignorance could become a key issue for the organization, as operating costs for
St. Jude Children’s are approaching $2 million per day. Funding is becoming
more and more critical, and the research hospital receives about $80 million per
year from NIH grants. Now, realistically, grant funds cannot be utilized for day-today hospital operations but in turn, it’s the trickle-down effect. Theoretically, if St.
Jude was afforded funding for a five-year grant for $10 million through the NIH,
due to sequestration, that funding could be cut by 20% or more. Ultimately, the
research must still be completed, the cure must be assured, but the missing
funding will have to come from another St. Jude source. Ignorance is at play
here, supporters of St. Jude must understand that funding continues to dissipate,
new sources and new audiences must be attained. We must develop the
innocence and the giving spirit of Millennials in an attempt to counteract the
ignorance of society in general.
next view: target market description
Born between 1981-2003, the younger Millennials are just finishing junior high
school while the older segment of the generation is settling into their thirties.
They are the new world order, 100 million strong, and they are the most
ethnically and racially diverse generation in US history; 60% of which are white,
while Hispanic, African American, Asian, and mixed race individuals define the
The group is well educated; those of appropriate age have graduated from
college and moved into the ranks of the working class. The majorities of this
generation has yet to marry and are living that carefree single lifestyle. Another
issue for Millennials has been managing money. They have proven time and time
again that they are not good with money; about 61% were still attached to their
parents financially after college. Consequently enough, about 70% of them tend
to utilize their credit cards for necessities to get by week-to-week. The
overwhelming mind-set of the group has been that paying your bills on time each
month is the definition of financial security.
Millennials are the masters of the digital platform, being the first generation to
grow up on a strict diet of web-enhanced, text driven, email inspired, and social
media based communication. This generation firmly assumes that it’s either
available online or it does not exist. They have that video game mentality, and
quickly adhere to trends that are inspired by their peers.
They are an extremely optimistic generation, tend to be upbeat about the future
and 95% have a positive outlook on life. Multi-tasking is the norm, and it’s routine
to juggle school, sports, and social interaction with ease. Sharing is a critical
personal trait that runs deep within this group, and 74% believe that it’s important
to support causes they care about. They tend to work well together, enjoy
structure and stability, and they are truly team oriented.
next view: Brand Positioning / Personality / Perception
Currently their mission, finding cures and saving children defines the brand. The
majority of the brand collateral features the logo and a sick child; usually the child
appears sickly and bald, which is most likely due to chemotherapy treatments.
Some of these children are smiling and others are more somber, but regardless
of the child’s expression, these are powerful images. The type of images that
stay with you, you’ll find yourself thinking about them again and again, and that’s
essentially the desired impact.
We reviewed some of the St. Jude ads with a small focus group of teenagers 1518 years of age, one of the initial questions from our focus group was whether or
not these children were now deceased. Our group was quite empathetic with the
children and their plight, and they felt that St. Jude Children’s commercials on
television portrayed children who did not appear to be as sick as those in the
ads, although we did not review any commercials directly with our group.
The brand should be positioned quite differently than it is today, in an attempt to
appeal to Millennials; they must soften the advertising theme. Traumatizing
teenagers will not produce the alliances they wish to develop and maintain for
years to come. We will generate a campaign centered on healthy teenagers, who
can relay the story and the pain of the victims, kids helping kids. Supportive teen
peers working together to increase donations, create camaraderie, and dedicate
time to volunteer for the cause. The ad featured below is much softer, yet makes
St. Jude Children’s is a dedicated healthcare provider that seeks to be the best,
with admirable goals of preventing disease, advancing cures, providing care and
enhancing the quality of life for children. The brand represents a degree of trust,
as they serve the needs of children, and endeavor to provide each and every
child superior medical care at no charge.
The evolution of St. Jude Children’s personality has come over a period of some
fifty years, the organization has had to shape and reshape itself to meet the
demands of its publics. Throughout this process, they have demonstrated a
caring compassionate nature, delivering care to whoever may require it and
never turning anyone away. St. Jude is accepting of anyone regardless of race,
creed, or color, economic status, religious belief, or country of origin. The
organization accepts responsibility for not only the care of each patient, but also
the care of each family member, as St. Jude believes that the families should be
the primary support mechanism for each patient. The hospital also takes much
pride in the ultimate goal of defeating childhood diseases and cancer, and there
is an ever-present determined approach to continued research and treatment.
The perception of the brand is extremely positive, and both our survey
respondents and our focus group afforded us substantial information regarding
the organizations public profile. During our survey, we discovered that 88% of the
respondents had heard of St. Jude Children’s Research Hospital.
Our group of respondents was also inclined to either donate to St. Jude
Children’s or volunteer, and 43% would be willing to volunteer and donate. We
found that those interested in volunteering (65%) would be interested in
dedicating 3-5 hours per month. We also asked our respondents if they enjoyed
giving to those in need, and helping people less fortunate than they are, and 97%
answered that they would want to help those in need.
The St. Jude brand stands tall in the marketplace today, the accomplishments
they have delivered in the form of saving lives can only be described as
monumental. However, presentation of the brand, through advertising and the
web site, places the consumer in an awkward position, while their methodology is
to shock the audience. Presenting sick kids in a sort of up close and personal
manner is difficult for adults to handle and even more difficult for teenagers.
Some of their competitors, such as the American Cancer Society, have used
shock and fear campaigns to try and persuade adults to stop smoking tobacco.
The most famous and heart wrenching were the Yul Brynner “Don’t Smoke” ads,
Brynner says, “now that I’m gone, the only thing I can tell you is don’t smoke”.
Powerful messaging, although this is not the direction or path St. Jude Children’s
should take, to garner the attention of Millennials; they must soften the message
and build a relationship with this demographic.
next view: strategy statement
We chose to anchor our “Strategy Statement” with a pyramid for several reasons.
Pyramids represent both superior energy and absolute harmony, both of which are
necessary for a successful IMC campaign. Pyramids have four sides (3 sides and the
base) and there are four levels of an IMC campaign (Schultz, 1998). The pyramid has a
stable base extending toward an apex, as an IMC campaign must have a strategic plan
extending up and outward with tactical solutions.
Share what you can is the underlying message for our teens, it relates to our pyramid
and the four sides. The base of the pyramid is volunteering, and our three sides are
relative to donating, supporting the cause, and the intended partnership for life.
next view: creative brief – St. Jude Children’s Research Hospital
Why are we advertising?
To inspire volunteering, donations, and a partnership between St. Jude
Children’s and high school students (Millennials).
Whom are we talking to?
Teenagers 14-18 years of age.
What do they currently think?
Millennials believe donating time or money to charities is worthwhile, they want to
help those who are less fortunate than they are.
What would we like them to think?
Developing a personal relationship with St. Jude Children’s would be an
important progression in their lives, volunteering, donating, or supporting the
organization in some way would make a difference for a sick child.
What is the single most persuasive idea we can convey?
Volunteering will change your life forever!
Why should they believe it?
St. Jude Children’s reputation for treating sick kids is world renown, they are a
well-respected nonprofit hospital, and they have a history of saving lives.
Are there any creative guidelines?
No, the creative highway is wide open, and the quest is to deliver outstanding
next view: media plan
The plan we have designed for St. Jude Children’s offers an aggressive
approach, aligned with digital, social media, print and other web-centric
Understanding our audience is the key initiative as we shape our plan, which
ultimately will inspire teens to volunteer and appreciate the brand that is St. Jude
Children’s. Convincing our desired teen demographic that St. Jude is their cause,
converting the initiative of kids helping kids, and why this should become their
life’s mission. Building upon this foundation is crucial for the future of the hospital
and its unique research. Realistically, this partnership with millennial teens is the
defining moment for organization, the future of everything that could be.
Currently, the link between teens 14-18 is transparent, there is no true identity
that links St. Jude Children’s and this most influential demographic. There is no
call to action, no real alliance between teens and the hospital, no platform for
effective communication. We are well aware that teenage Millennials like to hang
out, read magazines, browse the web, engage with social media, enjoy being
with friends, and are technology junkies.
The “Kids helping Kids” campaign has been structured around the premise of
bringing our demographic together for one specific goal, in one particular place.
The website OneStrongVoice.com will be the platform upon which we will build
our aspiring teen nation of volunteers. Social media venues will drive teens to the
website; print, video, and digital media will do the same. This unique website will
be the hang out and common ground for our teens. They can share ideas about
volunteerism, or maybe just learn more about St. Jude Children’s and what their
personal role could be.
1. Introduce the St. Jude brand to 50% of teenage Millennials in the US
during the next 12 months.
2. Introduce OneStrongVoice.com to 60% of teens in the US during the next
3. Increase the number of teenage Millennials volunteering and fundraising
for St. Jude Children’s Research Hospital by 40% during the next 12
Introduce the website OneStrongVoice.com to 60% of teens in the US
during the next 12 months.
Development and introduction of the website onestrongvoice.com. The site
will be designed to inspire teen Millennials to get involved in volunteerism
and fundraising for St. Jude Children’s. The site will also serve as a
communication tool for teens, with interactive features that will drive teens to
the site and keep them interested.
Blogs - Guest teen bloggers
Internships - Nonprofit training at St. Jude
Videos - Submitted by teens
Surveys and Polling
Design your own fund-raiser -”Kids helping Kids”
Our website will be a multi-functional resource for teens. The site must offer
inspiration and motivation on all levels. We want an army of teens who will
eventually love the St. Jude brand and all it stands for.
The “One Strong Voice” is not merely a website but also an alliance between
St. Jude Children’s and teenagers who will become engaged in our “Kids
helping Kids” campaign. In essence, they are undertaking a partnership for
Teens spend hours (average 4.5) each day browsing the web, searching for
local news, checking email, and reviewing cutting trends of the day. The web
is mission critical for teens; it shapes their opinions and allows them to
communicate with friends. Web sites geared toward teens have a unique
ability to effectively communicate with teens. They are, and you might say,
in sync with the pulse of teenage Millennials.
$1.5 million - Design and maintenance includes keyword – SEO, keyword
Introduce the St. Jude brand to 50% of teenage Millennials in the US during
the next 12 months.
Our campaign, “Kids helping Kids”, will be introduced through specific print
media ads during the next 12 months. The goal is to familiarize the audience
with the cause, and drive them toward the website onestrongvoice.com and
social media (Facebook, Twitter, YouTube, and Instagram). We will utilize
publications with large teen readership and average circulations of 2-3
million per issue.
3. Teen Vogue
4. American Cheerleader
Strategy for our print campaign consists of a full-page ad for 12 months in
each publication. Print media can introduce teens to the brand, inform them
with regard to our cause, and bring them together to explore “Kids helping
Our survey results and research clearly indicated that teen Millennials are
readers; they enjoy reading and spend a portion of their free time reading.
Primary research determined that 78% of teens read magazines; 32% of
those teens maintain that magazines are their favorite non-book reading
material. Thus, we have decided to approach our demographic through the
above listed print media sources.
$6,000,000 – 4 monthly publications for 12 months.
Facebook: is our primary area of focus for our social media campaign. We will build a
community of Millennial teens, create awareness, promote events, collect email addresses,
and ideally, drive traffic to the onestrongvoice.com website. Utilizing some of the Facebook
ad tools to reach our demographic, ad targeting will be an essential ingredient to establish the
brand and nurture our audience offering them an inviting page. The ad targeting feature
allows us to create our ideal audience, age, gender, location, interests, and type of school
(high school, college, prep school), and then deliver our specialized advertisement to that
the St. Jude brand to 50% of teenage Millennials in the US during
the next 12 months.
YouTube: utilized in tandem with our other three sources encouraging our teen volunteers to
share videos about their St. Jude volunteering experience, fund raisers they have participated
in, and unique information for other teens and why they should get involved. Ideally, we would
like our teens to create this content which can be posted to social media.
Twitter: will essentially become the voice of our brand (#OSV) offering updates on activities
such as blogging posts, the latest St. Jude news, and updating teens when new pictures are
posted on Instagram. “Kids helping Kids” (#KHK) through the collaboration of One Strong
Voice and St. Jude, will always be the resounding message that Twitter delivers to our
audience. Building brand loyalty is what it’s all about, and gaining precious followers who will
encourage others to visit the website. We want our student influencers to tweet and retweet,
engaging teens to follow us.
Instagram: is the basis of our PR platform, which will allow our campaign a visual connection
for teens, and deeply tied to and shared with Facebook and Twitter. This option will enable
fast and simple photo and video sharing for all One Strong Voice devotees, and enable our
teens to follow their peers with the commitment to “Kids helping Kids”. Teens will be asked to
share photos with the following hashtags, #onestrongvoice.com, #OSV, #kidshelpingkids, and
Our teen audience is utilizing social media and networking with their peers;
52% believe that social media enhances relationships with friends. Teens
are comfortable with social venues that allow them to relax and be
themselves, they feel less-shy (29%) and many just have the overall feeling
of confidence when networking online (28%).
We found that 9 out of 10 teens have tried some social media venue;
Facebook is the choice of 55% of teens, Twitter garners 22%, and Instagram
has captured 21% of the high school aged teens. These teens are bold and
offer a plethora of information to the social media world; 71% list their school
name, 53% give an email address, 71% offer the city or town they live in,
and surprisingly enough, 20% actually have a cell phone number in their
$1,100,000 includes Facebook advertising and Social Media Associate.
Introduce OneStrongVoice.com to 60% of teens in the US during the
next 12 months.
We will utilize email to communicate with our teens, driving them to
our message at either Facebook or onestrongvoice.com, with the
intent of delivering our branded message of “Kids helping Kids”. The
strategy is simplistic; design effective emails that will attract teens,
short pointed subject lines with aggressive calls to action,
encouraging teens to learn more and join the cause. These emails
must be mobile compatible, quick snippets, and must provide a link for
the teens to quickly move on to social media or our website.
Purchasing email lists of teens will be our starting point. We will then
establish a schedule for emails to deliver unique messages to our
audience. Initially we will utilize a strategy relative to an introducing
the campaign “Kids helping Kids” and our website
onestrongvoice.com. As the campaign progresses, we can adjust our
message as needed. There will be one template design;
effectiveness of the overall campaign will dictate actual content of the
Email still offers teens the opportunity to keep track of fashion trends,
stay in touch with retail outlets for the latest sales, and learn about the
world around them. As the flip phones have faded away, and more
and more teens are utilizing the latest smartphones, email is once
again showing its strength. When the message is alluring enough,
teens will be inclined to open and interact. Facebook and Twitter
continue to be successful utilizing email to reach out to teens, and
obviously their strategy is maintaining and growing their audience.
Ultimately we estimate that we can produce exceptional click-to-open
rates in the range of 20%.
$800,000 Initially we will purchase several email lists, as our
audience becomes entwined within the cause, we should be able to
garner email addresses through Facebook and the
Increase the number of teenage Millennials volunteering and fundraising for
St. Jude Children’s Research Hospital by 40% during the next 12 months.
Our very well planned and coordinated flash mob will need no invitation via
social media or email. Rather than trying to develop the buzzing attendance
needed for such an event, we have carefully chosen crowd enhanced
locations/events that will lend themselves to our potential success. Next
view will coordinate, train, and recruit teen teams for our flash mobs, utilizing
local teens as our flash mob participants.
Super Bowl Boulevard NYC – February 1, 2014
NCAA Final Four Arlington, Texas – April 7, 2014
Terminal 5 JFK JetBlue NYC – June 9, 2014
(Initially we will plan for 3 flash mob events, with the option of executing more during the year)
We will utilize Twitter and Instagram during and post our event to entice our
teen audience. Teens can tweet about the event and Instagram will provide
a nice forum for a teaser of initial pictures with the majority of our pictures
displayed on Facebook and the website. These proposed events are great
opportunities to get national exposure for free, our team will be dressed in
the bright green “St Jude - kids helping kids” tee shirts and black jeans, and
we will bring media outlets such as CNN, HLN, FOX, CNBC, and local ABC
and NBC affiliates.
Teens are drawn to opportunities to be together in a group or working
together as a team. Flash mobs are a perfect match for this
demographic. Other causes have done well utilizing flash mobs to
bring teens together to deliver a message; teen pregnancy, teen
violence, and anti-drug organizations have been successful with teens
and flash mobs. A successful flash mob is one that generates a buzz
within the social media community and the web in general.
$300,000 – 3 events at $100,000 per event.
next view: internal communications plan St. Jude Children’s
Within the St. Jude organization, we would like to build momentum for our “Kids
helping Kids” campaign. Ultimately, we would like an extreme investment from
the employees for our program, assuring their buy in which is critical to the
success of the entire campaign. Support from the St. Jude team is critical, but we
would also like to enjoy some internal enthusiasm and buzz as this campaign is
for teens yet part of the voice of the organization.
Thus, our internal communications program will be anchored by six project
developmental teams of employees; we suggest that these teams consist of
varied employees. Teams should consist of members of the organization from
Senior Management, Supervisors, Clinical staff, Ancillary/Support/Maintenance
staff, and the Marketing Communications team. Teams will be prepared to assist
with the initiation of our campaign, communicating the programs goals, and
creating the internal investment from each employee. Our program ambassadors
will be expected to introduce the “Kids helping Kids” campaign to their
designated audience, along with the unique teen centric website
1. Kick-off Party at St. Jude Children’s (Location: cafeteria cake and icecream) – Introduced by CEO, Marketing Communications team, and the
next view team.
2. Posters/Infographics – Introducing the campaign, website, and social
3. Screen saver- IT will download our “Kids helping Kids” campaign screen
saver to all computers internally.
4. St. Jude Children’s Intranet- Campaign profile and links directly to the
website (onestrongvoice.com), Facebook, Twitter, Instagram, and
5. Surveys and Polling- Employees will be able to complete polls and
surveys on the St. Jude Intranet.
Throughout the campaign, our internal ambassadors will be updating their fellow
employees on the success of the campaign, available print publications
(magazine ads), posted videos, and the overall buzz that has manifested on
social media. Employees will also have the opportunity to complete surveys and
polls which will be offered on the intranet during the campaign. We want the
employees to be an essential component of the success of the program.
next view: creative executions
The website is mission control for our campaign. We want to align teens with the
interactive offerings such as blogs, surveys, internship information, scholarship
offerings, volunteering and fundraising. Ultimately, we want the site to be 50%
about our teens, and 50% about St. Jude and the cause.
Our website is mobile ready and offers all the functionality of the main website,
while our social media venues are mobile-enabled which gives teens the
flexibility that they demand.
Our Facebook page, along
with our steep investment in
audience targeted ads, will
drive our audience toward
Our Facebook page sponsored
ad, along with Twitter will drive
our audience toward the website
and keep them interacting with
Instagram offers our teens a visual showcase of the “Kids helping Kids”
campaign. It allows our teens the opportunity to interact with each other as they
become more involved with the program. Eventually, Instagram will offer teens
globally the opportunity to share pictures as they volunteer, participate and plan
fundraisers, and help secure donations for St, Jude Children’s. Instagram will
eventually become a visual diary of the development our program.
Initially, we would like our teens to load their own “Kids helping Kids” videos and
share their one strong voice with other teens. We will also make the unique St.
Jude Children’s videos available as well, as we would like our teens to learn
more about the organization.
Simplistic call to action, the campaigns print ads have been designed to deliver
one distinct message, join us!
These four publications will afford us a circulation in the range of ten million touch
points monthly. Another key consideration is that magazines have a healthy
shelf-life, and they tend garner 15-20 readers over 3.5 years.
These are two examples of emails that we will utilize during the campaign, we
adjust our messaging and overall style depending upon our responses within the
first ninety days of the email campaign.
Our flash mob teams will wear our campaign logo shirts and black jeans.
next view: campaign performance metrics
Our “Kids helping Kids” campaign is essentially dedicated to converting teens
into fans of website and its vast array of interactive teen-centric offerings. The
goal initially is to garner “likes” and “followers” while we gradually introduce our
teens to volunteerism. We want to develop a simplistic engagement, and as the
relationship matures, seek incremental service from our teens.
Throughout our campaign, we will continue to monitor our intended audience
after the introduction of the website and social media channels. We will randomly
survey groups of teens 60, 120, and 180 days post campaign introduction. These
surveys will assist with understanding the effectiveness of our tactics, and the
perception of the brand. Determining how well we are delivering our message
can be ascertained from the traffic to the site, search engine, referral traffic, ad
traffic, and keyword traffic. While the inbound requests from our emails,
Facebook, Twitter, Instagram, and YouTube must be tagged and possess easy
to use links to move the audience toward the website.
Google Analytics: will allow us to create specific targeted reports of the metrics that are
valuable to our websites performance, we will primarily focus on the following.
Visits- number of total visitors each month.
Page Views- number of pages these visitors view.
Page/ Visit- average visit in term of page views.
Average Time on Site- average amount of time visitor spends on site.
% New Visits- percentage of new visitors to the site compared to all visitors. We want billions
of visitors but millions would suffice if they keep coming back.
Traffic sources- where our traffic is coming from. Ideally we want it to come from social media,
our email blasts, those who type the URL in from our magazine ads, and organic listings from
search engines due to our key word and overall SEO structure.
Bounce rate- these are visitors who stopped by but exited the site after just viewing the home
page. This can be a deceptive metric but also could mean the site content didn’t interest them.
There are nearly a hundred different metrics that you derive from Google Analytics, so
we may add or remove certain reports throughout the campaign.
Social Reports: another example of what can be garnered from Google Analytics. These
reports focus on your social media venues and can afford specific information (similar to the
above mechanism) regarding social media visits and referrals originating from social media
Social Mention: this is a free online tool that allows easy tracking and measurement of what
the web audience is saying about you. Primarily it’s a program that helps you listen more
effectively, while it provides access to the information from more than 100 social networks and
defines the values into four categories strength-sentiment-passion-reach.
Hootsuite: an option that was free until recently although there is still an antiquated free
version. Allows the user to manage and measure social media efforts, schedule messages,
emails, and tweets to keep your campaign moving forward and fresh. Overall it’s a great tool!
Our print media will be tracked through a series of email surveys from Survey Monkey. We will
target our teen audience and determine their knowledge of our ads in Seventeen, American
Cheerleader, Teen Vogue, and ESPN magazine.
We will also tag some of the URL’s that we utilize with the domain name ( i.e.
www.onestrongvoice.com/teens-4-stjudechild), teens-4-stjudechild is basically our tag, if this
was added to the website address from each magazine we could determine how many hits we
were getting from our print tactics (Google Analytics, 2013). The negative aspect of this
methodology is that it lengthens the web address that must be used, thus making it great for
analytics and lousy for teens potentially remembering the address (Union Street Media, 2013).
Understanding the effectiveness of our email is critical to our campaign, thus we will track our
email blasts to better understand key metrics.
Open rate: percentage of total recipients that opened the email.
Total opens: total number of opens by recipients, even those who opened several times.
Forward opens: number of opens and then email forwarded to friends.
Subscribers with most opens: recipients that opened the email most often.
Click-through rate: how many recipients clicked our web link or social media (Join us).
Social stats: number of recipients who shared the email on social media.
Unsubscribes: how many recipients op-out and unsubscribe.
Bounce rate: undeliverable email, could be old email addresses or a number of other issues.
The above metrics can be derived from your email provider (Mail Chimp, Constant Contact,
Emma) or from where else but Google Analytics.
(St. Jude Children’s team)
During these events we will create a buzz that rocks the media world, and social venues will
carry our message globally from the streets to the web. We will schedule planned tweets and
Facebook messages asking teens to tweet and retweet, take pictures and post them to
Instagram and Facebook. With all the major media players waiting in the wings for this event,
we are assured some free press from both TV and radio.
Surveys and polling options will be available on the St. Jude Children’s intranet, we will
periodically ask employees about the internal program posters, screen saver, and emails. While
also urging them to visit the website and social media venues, we would like them to
experience the message and the reaction from our teen audience. Essentially we want the
employees to learn as much about this demographic as they can, understand their likes and
dislikes, which will empower them to compliment the “Kids helping Kids” campaign.
next view: schedule of events - timeline
2014 St. Jude Kids Helping Kids Campaign
Monthly activity for the entire campaign
Bi-weekly activity for the entire campaign
next view: budget
next view: St. Jude Children’s “Kids helping Kids” Campaign 2014
Budget and Expenses
Website (www.onestrongvoice.com): site
development, build out, SEO-key word, etc.
Domain names: onestrongvoice.com is
available and for sale through a broker for
Print media: monthly publications (x4), 12
Social media: page design and setup,
Facebook, Twitter, Instagram, and
Facebook ads: audience targeted ads and
page sponsor ads.
Email: design and statistical data (open
rate etc.), email lists for our demographic.
Flash mob: next view will plan and coordinate
this activity, recruitment of local teens,
notification of all media sources, all permits etc.
are included in the estimate. Three flash mobs
programs will be executed, Super Bowl 2014
(NYC), NCAA Final Four (Arlington, Texas), and
JetBlue Terminal 5 (JFK-NYC).
Social Media Associate: next view will provide
a full time SMA to work with St. Jude Children’s
on an ongoing basis for one year, listening,
monitoring, and posting to all venues and
available to assist with any elements of the
“Kids helping Kids: campaign.
Internal communications- St. Jude
Children’s: posters-infographics, IT screen
saver design and licensing, surveys and
Agency fee: detailed breakdown is
available upon request.
next view: conclusion
With the adoption of the “Kids helping Kids” campaign, St. Jude Children’s will begin
the most critical relationship in the history of the organization. The campaign is
uniquely designed to build a dynamic buzz among teenagers, while inspiring a
commitment to the St. Jude cause for life. Our message will be delivered through a
series of media exploits that align well with our millennial teens, while we have
focused the tactical portion of the campaign on their likes and tendencies.
Our campaign is designed to drive interest among teens through a series of
integrated advertisements. We will deliver our audience to Facebook and our
website onestrongvoice.com, with the aid of magazine advertisements, Twitter,
YouTube, and Instagram. We will utilize email to move them along into our social
media venues and our website, and will knock them off their feet with a series of
flash mobs centered around some outstanding events.
Our survey questions were derived from primary research performed via the web.
We obtained information regarding the selected demographic that assisted us in
choosing questions relative to the needs of our client.
Our group consisted of six teenagers 15 to 18 years of age, two male students
aged 15 and 18, four female students 15, 16, 17, and 18 years old. The students
attend three separate high schools, 3 students are in private school, and three
attend the local public high school.
Location: Classroom setting local community center, comfortable high-back
chairs, round table within a temperature controlled room, and water was made
available to each participant.
Moderator: William Clarke
Participants: Six teenagers, all high school students, 4 female and 2 male.
Duration: 60 minutes
Ground Rules: There are no wrong answers, and everyone is entitled to present
their own opinion. Please allow your fellow members to speak, and do not
monopolize the conversation.
Discussion topics: St. Jude Children’s Research Hospital, nonprofits, charities,
donating, volunteering, and evaluation of St. Jude Children’s ads.
1. Have you heard of St. Jude Children’s Research Hospital?
2. How did you hear about St. Jude Children’s?
3. Why is it important that the hospital is free of charge and insurance is not
4. Have you ever volunteered for a hospital, nonprofit, or charity?
5. Have you ever donated to a hospital, nonprofit, or charity?
6. Have you ever participated in a fundraising event?
7. What kind of event did you participate in?
Groups Overall Perception
St. Jude Children’s Hospital, what if any knowledge do you have of the
organization, and how did you become acquainted with St Jude Children’s.
All six teens were familiar with the organization, 5 of the 6 believed that they had
seen TV commercials regarding the hospital, 3 of 6 associated St. Jude with
cancer, and all six were aware of hospital and its work with sick children. Two of
the six, both of the 18 year olds were aware that the hospital was free of charge,
and all six felt that was important. Three of the participants (15-f, 15-m, 16-f) felt
that “no charge” was critical due to the glitch with the Obama care website, they
felt most people were now unable to get health insurance.
Participated, donated, or fundraising
None of the students have ever participated in fundraiser for St. Jude Children’s,
although they have been involved with fundraisers for “Save the Children”,
“Boston Children’s Hospital”, and “Unicef”. The six students had also participated
in fundraisers for their schools, activities included raffles, walks, and bake sales.
With regard to donations, all six students had made donations, 2 of the six had
donated their own money, while the other 4 had received money from their
parents for a donation.
5 of 6 said that they would volunteer for a charity or any children’s hospital. Each
of the 18 year olds has worked at a local food pantry during their junior year (4
hours), and both will participate in that program once again this year (8 hours).
The remaining four participants all indicated that they must volunteer for some
organization prior to graduating from their school.
Evaluating St. Jude Children’s Print ads
The consensus was that the ads were abrasive, scary, startling, several students
asked if the children in the ads were now deceased. Overall the ads did not
create a positive reaction between these students and the brand. The style and
focus of future ads must soften the reality of the brand.
We are well aware that as much as Boston Children’s Hospital and St. Jude
Children’s are both pediatric facilities, they are in turn also very different
organizations. We wanted to take this opportunity to review some print
advertisements from both organizations, to gain an opinion from our teens.
Upon review both of these ads
have a powerful message. Yet
the Boston Children’s ad softens
the message while maintaining
the primary intent. The St. Jude
ad was viewed as abrasive and
scary for our teen evaluators.
These ads were both
acceptable to our teens, they
confirmed that both children
are in good spirits. Although,
they did once again make
reference to the St. Jude ad and
the child appearing to be bald
and somewhat sickly.
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