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WClarke final stjudechildren's - IMC 636 WVU


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IMC 636 - Marketing / PR presentation 2013

IMC 636 - Marketing / PR presentation 2013

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  • 1. IMC Campaign Proposal Presented by: “Your creative partner” 65 Berkeley Place Suite 300 North Andover, MA. 01845 St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2013 next view, Inc. CONFIDENTIAL 1
  • 2. 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. Kindest regards, William M. Clarke Marketing Director next view, Inc. 65 Berkeley Place Suite 300 North Andover, MA. 01845 2
  • 3. Table of Contents _____________________________________________ Executive Summary 4 Agency 6 Background 11 SWOT 14 Target Market Demographics 17 Brand Positioning 19 Strategy Statement 23 Creative Brief 24 Media Plan 25 Internal Communication Plan 31 Creative Executions 33 Campaign Performance Metrics 47 Timeline Schedule of Events 49 Budget 50 Conclusion 51 Appendix 52 Survey Focus Group Bibliography 3
  • 4. 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, 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. 4
  • 5. 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. 5
  • 6. next view: business card _____________________________________________ 6
  • 7. 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. (, 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. 7
  • 8. 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! 8
  • 9. next view: mission-business philosophy-value ______________________________________________________ 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. 9
  • 10. 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. 10
  • 11. 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. 11
  • 12. 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. 12
  • 13. 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 Children’s. 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. 13
  • 14. next view: swot analysis _____________________________________________________ Strengths 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. 14
  • 15. Weaknesses 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. Opportunities 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. Threats 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, 15
  • 16. 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. 16
  • 17. next view: target market description _______________________________________________________ Demographic 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 other 40%. 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. Psychographics 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. 17
  • 18. 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. 18
  • 19. next view: Brand Positioning / Personality / Perception _______________________________________________________ Brand Positioning 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 19
  • 20. 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 the point. 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. 20
  • 21. Brand Personality 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. Brand Perception 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. 21
  • 22. 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. 22
  • 23. 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. 23
  • 24. 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 results! 24
  • 25. 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 platforms. 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 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. Objectives 1. Introduce the St. Jude brand to 50% of teenage Millennials in the US during the next 12 months. 2. Introduce to 60% of teens in the US during the next 12 months. 3. Increase the number of teenage Millennials volunteering and fundraising for St. Jude Children’s Research Hospital by 40% during the next 12 months. 25
  • 26. Objective Introduce the website to 60% of teens in the US during the next 12 months. StrategyTactic Development and introduction of the website 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. Website Key features: Teen News Blogs - Guest teen bloggers Scholarships 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 life. Rationale 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. Budget $ $1.5 million - Design and maintenance includes keyword – SEO, keyword set-up etc. 26
  • 27. Objective Introduce the St. Jude brand to 50% of teenage Millennials in the US during the next 12 months. StrategyTactic 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 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. Print Media Publications: 1. Seventeen 2. ESPN 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 Kids”. Rationale 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. Budget $ $6,000,000 – 4 monthly publications for 12 months. 27
  • 28. Objective Introduce StrategyTactic 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 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 tangible group. Social Media 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,, #OSV, #kidshelpingkids, and #khk. Rationale 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 profile. Budget $ $1,100,000 includes Facebook advertising and Social Media Associate. 28
  • 29. Objective Introduce to 60% of teens in the US during the next 12 months. StrategyTactic We will utilize email to communicate with our teens, driving them to our message at either Facebook or, 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. Email 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 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. Rationale 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%. Budget $ $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 website. 29
  • 30. Objective Increase the number of teenage Millennials volunteering and fundraising for St. Jude Children’s Research Hospital by 40% during the next 12 months. StrategyTactic 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. Flash Mob Locations: 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. Rationale 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. Budget $ $300,000 – 3 events at $100,000 per event. 30
  • 31. 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 Internal Tactics: 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 media venues. 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 (, Facebook, Twitter, Instagram, and YouTube. 5. Surveys and Polling- Employees will be able to complete polls and surveys on the St. Jude Intranet. 31
  • 32. 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. 32
  • 33. next view: creative executions ______________________________________________________________ Website Surveys 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. 33
  • 34. Mobile Web 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. 34
  • 35. Social Media Our Facebook page, along with our steep investment in audience targeted ads, will drive our audience toward the website. 35
  • 36. Our Facebook page sponsored ad, along with Twitter will drive our audience toward the website and keep them interacting with our brand. 36
  • 37. 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. 37
  • 38. 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. 38
  • 39. Print 39
  • 40. Simplistic call to action, the campaigns print ads have been designed to deliver one distinct message, join us! 40
  • 41. 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. 41
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  • 44. Email 44
  • 45. 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. 45
  • 46. Flash Mob Our flash mob teams will wear our campaign logo shirts and black jeans. 46
  • 47. 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. 47
  • 48. Tactic Website ( Tracking Mechanism 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 Media (Facebook, Twitter, YouTube, Instagram) 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 sites. 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! Print (Magazines) 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., 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). Email 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. Flash Mob Internal (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. 48
  • 49. next view: schedule of events - timeline ______________________________________________________________ 2014 St. Jude Kids Helping Kids Campaign Jan Feb March Apr May June July Aug Sept Oct Nov Dec Website Facebook (Social media) Twitter (Social media) Instagram (Social media) YouTube (Social media) Seventeen (Print magazine) American Cheerleader (Print magazine) ESPN (Print magazine) Teen Vogue (Print magazine) Email Flash Mob 201214 St. Monthly activity for the entire campaign Bi-weekly activity for the entire campaign Bi-monthly (Feb-Apr-June) 49
  • 50. next view: budget ______________________________________________________________ next view: St. Jude Children’s “Kids helping Kids” Campaign 2014 Budget and Expenses Website ( site development, build out, SEO-key word, etc. Domain names: is available and for sale through a broker for $1000. Print media: monthly publications (x4), 12 month campaign. Social media: page design and setup, Facebook, Twitter, Instagram, and YouTube. $1,500,000 $1,000 $6,000,000 $700,000 Facebook ads: audience targeted ads and page sponsor ads. $300,000 Email: design and statistical data (open rate etc.), email lists for our demographic. $800,000 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. $300,000 $100,000 Internal communications- St. Jude Children’s: posters-infographics, IT screen saver design and licensing, surveys and polling. $125,000 Miscellaneous expenses: $75,000 Agency fee: detailed breakdown is available upon request. $750,000 Total Value $10,751,000 50
  • 51. 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, 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. 51
  • 52. Appendices _____________________________________________________________ Survey 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. 52
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  • 65. Focus Group 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. Questions: 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 necessary? 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? 65
  • 66. 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. Volunteering 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. 66
  • 67. Comparison 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. 67
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