Stimulating charitable donations


Published on | | Dynamic Marketing & Neuromarketing Case Studies | Whether the campaign uses traditional offline media, mass media, online and interactive media, direct marketing, emerging media, mobile media, social media, online or on-site marketing, Web development and e-commerce, or an optimized combination of all these elements, FabCom crafts powerfully emotional, relevant one to one messaging that reaches to the core of each individual. This one to one messaging is delivered on the media platforms they use; at the precise moment they use them. | The result is high-impact messaging that engages individuals in an ongoing conversation with your brand, just as they are choosing between your brand and your competitor’s brand. | FabCom is a full service dynamic marketing agency that is leading the charge, nationally, in deploying these one to one neuromarketing campaigns.

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Stimulating charitable donations

  1. 1. BRAINFOODINNOVATIONS FROM THE CONVERGENCE OFBUSINESS, MARKETING AND CREATIVE STRATEGIESWITH LEADING TECHNOLOGYCase StudyWhite PaperDemographic Case Study Re-positioning to effectively and profitably harness thechanging demographics in key market areas.
  2. 2. RE-POSITIONING TO MEET CHANGING MARKET DEMOGRAPHICS ANDINCREASE FUND RAISINGSITUATION GOALS/OBJECTIVESThe population in the primary service area (PSA) Goalsand secondary service area (SSA) of a two-hospital • Expand the system’s database of patients andintegrated healthcare delivery system had traditionally prospective patients by 20,000+ per yearbeen almost exclusively seniors. It was now transitioningvery quickly to “boomers” and older boomers with • Immediately link each new resident in the PSA/families. The marketing challenge was to neutralize the SSA with an affiliated physician30-year perception that the system was for “seniors • Increase calls to the system’s call center foronly,” without alienating the historically older target physician referrals by 30% audience. The majority of new residents moved in withlittle or no awareness of their local healthcare choices • Increase foundation fund raising efforts andand without a primary care physician. results without cost to the foundationAlso because of the change in demographics, new Objectivesresidents had little or no awareness of the healthcare • Raise immediate awareness of the system and itssystem’s long history of serving the community and, servicestherefore fund raising for the system’s foundation haddeclined. Because of the decline, the foundation did • Develop the nucleus of a relationshipnot have sufficient budget to effectively market for management programdonations. • Build and maintain relationships with new residents • Create immediate confidence that the system is “the perfect healthcare resource to turn to”1 FabCom Case Study
  3. 3. Strategy and TacticsThe healthcare system had for many years published a Our reasons for these strategic recommendations weresix-times-per-year newsletter called “Health Matters,” 1. The infrastructure and costs associated with thetargeted to area residents whose average age was 67+. vehicle were already in existence.Health Matters was mailed to approximately 55,000area residents. Our research indicated that over the 2. The communication is ongoing and continualpast several years approximately 86,000 householdshad been established with an average age of head of 3. The cost per contact is one of the most cost-household of 52.5. This 15-year difference in average effective vehicles for the systemage is generationally and clinically worlds apart in terms 4. The cost per contact is even lower when youof marketing messaging required to influence loyalty to account for 20 pages of information messagesthe healthcare system. being communicatedWe recommended the creation of two separate 5. Various key messages can be addressedversions of Health Matters: one targeted to the older simultaneously and in a timely mannerdemographic and one targeted to the new, youngerdemographic. We further recommended including one 6. Frequency builds familiarityor more articles in each issue to promote the benefitsand results of donations to the foundation. The production tactic to implement this strategy was to design different front covers, back covers and inside center spreads which are demographically target- specific. This provided us with the opportunity to drive unit costs down while at the same time providing very specific, targeted messages. Because delivering the publication to the new, younger residents would slightly more than double the print run, we recommended making Health Matters a quarterly publication to moderate the required printing/postage cost increases. Because of these recommendations, the unit cost of the publication was actually reduced by 15%.2 FabCom Case Study
  4. 4. ResultsMore than 60% of Health Matters recipients requested Finally, the International Association of Businessadditional information on one or more topics. More than Communicators awarded the program their prestigious66% of recipients found the articles “informative.” Gold Quill Award. The program was also honored with a local market Copper Quill Award of Excellence by theOther results of the program were equally impressive. Phoenix Chapter of the IABC.Website sessions increased 70%, membership in thewellness program increased 58% and phone calls to thesystem’s “HealthLine” increased by 35%. The numberof residents referred to system physicians increased20% and participation in community education eventsincreased 16%.Just as impressive, the healthcare system’s foundationmet its annual fund raising goal for the first time inthree years, without spending any additional budgetto generate the results. The revised Health Matterspublication and additional readership pushed them overthe top.FABCOM IS A FULL-SERVICE STRATEGIC MARKETING, PR, AND ADVERTISING FIRMPrincipal: Brian Fabiano Location ContactNumber of Employees: 25 7819 East Greenway Road phone (480) 922-1122Local Area Billings: $30.7 Million* Suite 5 fax (480) 922-0606 Scottsdale, AZ 85260*Amortized for media billings as calculated in the Phoenix Business Journal Book of Lists.3 FabCom Case Study