3. FOR IMMEDIATE RELEASE
Contact:
Laine Hrabcak
hrabcale@miamioh.edu
(614) 371-1150
MAXSPORTS TO TRANSITION TO NEW NAME, SPORTEX
ALPHARETTA, Ga. – Feb. 3, 2015 – LSU graduate, Zachary Jaxson, is soon to take
his extreme sports equipment and apparel firm, MaxSports, through a widespread name
change to SportEx. The Tiger alum was an All-American wrestler during his time at
LSU, and continued his passion for athletics by integrating it into his entrepreneurial life
path.
The primary purpose of the change is to consolidate brands, allowing for better cross
promotion. A total of 28 brand names will be reformed to SportEx, including: Slopes,
TopTen, Spokes Unlimited and SpeedTec. The publishing operations, however, will
maintain the MaxSports name.
The MaxSports president, Zachary Jaxson, hopes that the name change will be a
contributing factor to the firm’s growth in sales, which have the outlook to increase at a
steady rate of 5 percent every year over the next five years.
The firm hired BrandTech, a branding firm in Dallas, Texas, to design a new logo for
SportEx that will be approved in two weeks time. The firm expects to spend
approximately $15-20 million on name change activities and $70 million primarily on
advertising over the course of the next nine months.
It will take approximately one year for the firm to transition fully to the new SportEx
name. “Although our name is changing, we will continue to maintain the same high
quality products that our customers have come to know and love,” said CEO Thomas
Smith.
-more-
4. MaxSports to Transition to New Name, SportEx – page 2
Future outlets under consideration to accompany the modified title include the website
domain name and NYSE trading symbol. As primarily an online retailer, the domain
would affect a sizeable portion of MaxSports’ consumers, while the trading symbol
would directly impact the firm’s 18,000 public stockholders. Both avenues are currently
only under exploration. For more information, please visit http://www.maxsports.com.
About MaxSports
Zacharey Jaxson founded MaxSports in 1982 with the purpose of focusing on extreme sports
equipment and apparel. Born and raised in Mississippi, Jaxson and his family have been avidly
involved in athletics, leading them to their passion for the MaxSports’ industry. Headquartered
near Atlanta, GA, the MaxSports brand represents a merger of nine different firms acquired from
1990 to the present, merged into seven subsidiaries. These subsidiaries represent over 30 brand
names that are sold primarily online, and can also be found marginally through athletic retailers
and department stores.
###
5.
PRESS RELEASE
6. FOR
IMMEDIATE
RELEASE
Contact:
Laine
Hrabcak
hrabcale@miamioh.edu
(614)
371-‐1150
DONORS
NEEDED
TO
FUND
CINCINNATI’S
FUTURE
CINCINNATI
–
Feb.
24,
2015
–
Big
Brothers
Big
Sisters
of
Greater
Cincinnati
will
be
releasing
multiple
public
service
announcements
across
radio
and
broadcast
channels
over
the
next
three
months,
thanks
to
generous
funding
from
the
Ford
Foundation.
The
organization
is
in
search
of
community
members
to
join
as
financial
donors
and
benefit
the
lives
of
area-‐wide
youths.
Big
Brothers
Big
Sisters
relies
on
external
funding
to
place
children
through
the
entire
matching
process
and
beyond.
Adults
from
the
community
serve
as
mentors
to
the
child
who
they
are
paired
with
after
the
extensive
matching
process.
About
48
percent
of
Cincinnati’s
children
live
below
the
poverty
line,
and
nearly
two-‐thirds
of
them
will
be
involved
in
crime.
Cincinnati’s
future
lies
within
its
youth.
“Big
Brothers
Big
Sisters
wants
to
remove
local
children
from
this
vicious
cycle,”
said
Kathleen
List,
the
organization’s
president
and
CEO,
“by
building
positive
bonds
between
mentors
and
youths
that
will
be
long-‐lasting
and
life-‐changing.”
Monetary
support
has
been
limited
recently
and
the
organization
is
in
need
of
further
funding
in
order
to
continue
to
help
Cincinnati-‐area
children.
For
more
information
on
becoming
a
donor,
please
visit
http://www.bigsforkids.org.
About
Big
Brothers
Big
Sisters
of
Greater
Cincinnati
Big
Brothers
Big
Sisters
of
Greater
Cincinnati
has
been
serving
the
community
since
1904.
Caring
mentors
are
brought
into
children’s
lives
to
help
change
their
perspective
and
give
them
the
opportunities
to
reach
their
potential.
Children
who
are
matched
with
a
Big
have
-‐
more
-‐
7. Donor’s
Needed
to
Fund
Cincinnati’s
Future
–
page
2
reported
that
the
program
instilled
values
and
principles
that
helped
to
guide
them
through
life.
These
children
become
more
confident
in
their
schoolwork,
are
more
likely
to
graduate
high
school
and
get
along
better
with
their
families.
Big
Brothers
Big
Sisters
knows
that
the
children
leave
this
mentoring
program
better
positioned
for
success,
and
can
positively
change
the
future
of
Cincinnati.
###
8.
CREATIVE BRIEF
9.
CREATIVE
BRIEF
Big
Brothers
Big
Sisters
of
Greater
Cincinnati
PSA/Project
Donor
Laine
Hrabcak
2/22/15
Deliverables:
Radio
PSA
and
broadcast
PSA
to
be
broadcast
through:
Radio
Stations:
91.7
WVXU
90.1
WORI
90.3
WKCD
99.9
WCHD
Broadcast
Channels:
Channel
5
WLWT
Channel
12
WKRC-‐TV
Channel
9
WCPO
Fox
19
Objective:
Increasing
the
number
of
donors
who
support
Big
Brothers
Big
Sisters
of
Greater
Cincinnati
Target
Audience:
Upper-‐middle
class
citizens
in
the
Cincinnati
area,
age
range
35-‐50
years
old
with
a
strong
interest
in
community
betterment,
preferably
(but
not
mandatory)
with
at
least
one
child
Most
important
benefit,
promise
and/or
offer:
An
increase
in
donor
support
will
allow
the
organization
to
partner
with
more
of
the
area’s
youth,
and
therefore
remove
more
children
from
toxic,
hazardous
situations
that
often
lead
to
them
participating
in
activities
that
harm
the
community.
Instead,
these
youths
will
become
contributing
members
of
society
as
they
grow.
What
facts
support
this
benefit,
promise
and/or
offer?
-‐83
percent
of
former
Littles
surveyed
agree
that
their
Big
instilled
values
and
principals
that
have
guided
them
through
life.
-‐After
18
months
of
spending
time
with
their
Bigs,
Littles
were
46
percent
less
likely
to
begin
use
of
illegal
drugs,
52
percent
less
likely
to
skip
school
and
33
percent
less
likely
to
hit
someone
than
those
children
who
were
not
in
the
Big/Little
program.
-‐Littles
were
found
to
feel
more
confident
in
their
schoolwork
and
get
along
better
with
their
families.
-‐The
entire
matching
process
and
beyond
is
made
possible
by
outside
financial
support
(donations).
Call
to
action:
Become
a
donor
to
Big
Bothers
Big
Sisters
of
Greater
Cincinnati
Who
or
what
are
we
competing
with?
10. Local
nonprofits
that
benefit
children,
most
notably
Transitions
Global
and
the
YMCA
of
Greater
Cincinnati
What
should
the
tone
of
the
piece
be?
Serious,
transitioning
into
light-‐hearted
and
uplifting;
a
reflection
of
the
bright
futures
that
Cincinnati’s
youth
have
when
partnered
with
a
Big
Brother
or
Big
Sister
Mandatories:
Colors:
primarily
vibrant
red,
orange,
green,
blue
and
purple;
logo
(black)
should
be
in
the
bottom
right
hand
corner
of
the
broadcast
at
all
times
(approximately
1/16th
of
the
screen
space)
along
with
the
Big
Brothers
Big
Sisters
of
Greater
Cincinnati
website
HTML
in
the
bottom
center
of
the
screen
at
the
same
approximate
size
as
the
logo,
must
have
disclaimer
at
end
of
broadcast
that
all
donations
are
non-‐refundable
and
may
be
claimed
as
tax
deductions
Design
specifications:
Final
file
should
be
delivered
in
MP4
format,
time
no
longer
than
30
seconds
(individually)
for
both
the
radio
and
broadcast
PSA
Budget:
Overall
budget
is
totaled
at
$250,000:
$125,000
for
broadcast
PSA:
For
video
production,
equipment,
editing
and
writing
$50,000
for
radio
PSA:
For
audio
production,
equipment,
editing
and
writing
$75,000
for
purchasing
broadcast
and
radio
space
Due
Date:
First
draft
for
client:
due
April
20,
2015
Final,
completed
project:
due
June
10,
2015
Delivery:
Final
written
copy
will
be
emailed
to
client
via
PDF
file,
as
well
as
audio/video
being
delivered
via
portable
external
hard
drive
in
MP4
format
11.
MEMO – PR PLAN
12.
FairAir Image Reinforcement
TO Mr. Andrew Corazon
FROM Laine Hrabcak
DATE 3/10/15
SUBJECT FairAir Image Reinforcement
Problem Statement
FairAir is suffering from damaged consumer relationships due a to prior lack of concern for
customer service, resulting in a lack of awareness in regards to the positive changes made.
Research
Formal:
A direct mail survey will be conducted in order to discover the current number of previous FairAir
fliers who would choose to purchase a flight with FairAir again in the future.
Telephone surveys based on random sampling will be conducted in order to discover the average
amount of favorable and unfavorable viewpoints from consumers toward FairAir, as well as their
likelihood to trust FairAir in the future if changes are made.
Informal:
A focus group will be organized in order to discover the demographics that FairAir should target
through various future campaigns.
A search of the company’s online database will be done to discover the demographic of prior fliers
of FairAir, with whom relationships must be rebuilt.
Intercept interviews will be conducted at the end of every flight for a one-month time period in
order to find an average likelihood of customers to return to FairAir now that they have
experienced the current changes.
Research on previous media coverage will be conducted in order to discover what messages have
been sent to the public through media outlets that include The Travel Magazine, main TV news
stations ABC, NBC and CBS, travel blog websites. Addressing what messages have been given to
the public will help to conduct damage control through direct channels, and to emphasize positive
messages.
Key Findings:
A few key points were found from the formal and informal research methods listed above. First,
from the telephone surveys it was found that 80 percent of respondents hold an unfavorable
viewpoint toward FairAir. Among those numbers, 15 percent responded that they would be
willing to purchase a flight through FairAir in the future, despite the current quality of service. On
the other hand, 30 percent of individuals responded that they would be willing to try flying with
FairAir in the future if extensive operational changes were to be implemented. Next, the
demographics of an audience of potential future FairAir fliers were
-more-
13. Memorandum- page 2
discovered through the focus group. It was revealed that persons whom have previously
purchased flights to the Caribbean or Florida through other airlines, primarily consisting of
individuals or families with adults of the ages 20-35 years old in the middle-income economic
class, are the most likely future customers.
Publics
Primary: The solution primarily needs to be targeted toward any person who has been a
customer of FairAir in the past, in order to repair the existing damaged relationships.
Secondary: The solution will also reach an audience of those who have previously purchased a
flight to the Caribbean or Florida areas, therefore making them potential future customers. This
consists primarily of families or individuals 20-35 years old in a middle-income economic class,
residing primarily in mid-western states.
Intervening: Travel bloggers will serve as opinion leaders for the general public, previously
reporting FairAir online as one of the worst airlines in customer service. Due to their direct target
on FairAir in the past, this public will need to be addressed if the desired change in reputation
and public opinion is ever to be followed through fully.
Goals
To improve the public image of FairAir and rebuild consumer relationships, increasing customer
loyalty.
Objectives
To increase favorable viewpoints from past and potential future customers, as well as travel
bloggers, toward FairAir from 15 percent to 40 percent, a 25 percent increase, in one year’s time.
To increase consumer loyalty from past and potential future customers through willingness to fly
with FairAir in their future trips by 30 percent in one year’s time, starting at a baseline of 30
percent.
Strategy
An increase in favorability, awareness and loyalty will be achieved through social media
platforms, print media and a series of advertisements targeted towards three segments of publics.
Key Messages
FairAir has revamped its entire process in order to provide clean facilities and positive, efficient
airline experiences.
FairAir is committed to the customer and building positive, long-lasting consumer relationships.
FairAir will ensure the highest quality experience by working extensively to mend any consumer
concerns with the airline quickly and efficiently.
Tactics
Magazine advertisement series
-more-
14. Memorandum- page 3
One full-page magazine advertisement will be placed in both Travel and Leisure magazine and
Parents magazine. The advertisement will have a primary goal of calling attention to the fact that
FairAir has made extensive changes, and that their satisfaction is guaranteed from here on out.
The main headline will read, “The FAIRest value in flying just changed for the better,” with a
smaller print section simply stating, “Updated check-in processes. Cleanest facilities. Customer
satisfaction guaranteed.” The cost of running the advertisement in a total of six monthly issues of
Travel and Leisure will run approximately $861,942 total, which divides out to $143,657 per
placement. The cost of running the advertisement in three monthly editions of the Parents
magazine will run approximately $619,800 total, dividing out to $206,600 per issue. In-house
production costs for the advertisement itself will run a total of $3,000. This media is intended to
reach not only past and future fliers, but also the travel bloggers who will primarily be expected to
view the advertisement in Travel and Leisure, reasoning for why six total placements were
purchased there, with only three placements in Parents. The Parents magazine, on the other
hand, is being utilized because the company’s secondary public consists partially of younger
families and these families are often very current in their media buying and seek out highly
popular informational outlets, most notably being the Parents magazine.
Direct mail campaign (postcard):
A postcard will be developed and sent out to previous customers of FairAir. Approximately
50,000 cards will be produced and sent out a total of two times during the one-year plan,
reasoning for the large number being produced initially. The front of the postcard will read the
same two messages as the above advertisement, however the backside will include a short letter
addressing the company’s gratitude for the individual’s business, a summation of the changes that
have been made within FairAir and an offering of 20 percent off of their next FairAir flight
purchase when they present the card at checkout. The coupon is intended to serve as an
additional incentive for the individual to purchase from FairAir again, and therefore experience
the great operational changes that have been made.
Twitter campaign
This tactic will be implemented in order to increase awareness of FairAir on a much larger and
immediate basis, addressing primarily the future fliers ages 20-35 who tend to be active within
social media platforms. It will also be in the effort of changing the opinions of the general public
in regards to FairAir due to any prior word-of-mouth negativity that may have been spread before
the company made extensive operational changes. Photo opportunities of the new, clean facilities
will be included, as well as customers pictured with the newly employed, customer-centered flight
attendants and check-in staff. The pictures will be accompanied by messages with any current
updates the company has to announce, and messages such as “FairAir, raising the standard for
low-cost, high-quality air travel,” “FairAir, reshaping our business because we care about our
customers #FairAirwilltakeyouthere,” or “The fairest value in flying just changed for the better.”
New Twitter posts will be released minimally three times a week; however, once to three times a
day is the initial goal.
Instagram Campaign
This tactic will be implemented in order to increase awareness of FairAir on a much larger and
immediate basis, addressing primarily the future fliers ages 18-30 who tend to be active within
social media platforms. It will also be in the effort of changing the opinions of the general public
in regards to FairAir due to any prior word-of-mouth negativity that may have been spread before
the company made extensive operational changes. Photo opportunities of the new, clean facilities
-more-
15. Memorandum- page 4
will be included, as well as customers pictured with the newly employed, customer-centered flight
attendants and check-in staff. The pictures will be accompanied by messages with any current
updates the company has to announce, and messages such as “FairAir, raising the standard for
low-cost, high-quality air travel,” “FairAir, reshaping our business because we care about our
customers #FairAirwilltakeyouthere,” or “The fairest value in flying just changed for the better.”
New Instagram posts will be released every other day, whether it is something supporting the
company or supporting the community. The goal is to keep the FairAir name continually in the
front of user’s minds.
Update company website
An update of the FairAir website is necessary. When consumers visit the website to check out
pricing or future flight options they need to be greeted with an entirely reimaged site in order to
reinforce the impression that the airline is serious about changes. The website’s main page will
also include multiple quotes and articles about the continual or large changes that have been
made and what the customer can now expect when they think of FairAir. This tactic is not only
intended for potential new customers, but returning ones as well and travel bloggers that may be
checking out the website on an occasional basis due to the primary material that they deal with
being online. We will want travel bloggers to not only be impressed by the operational changes,
but the dedication of the company to take the changes all the way down to its bones.
Email newsletter: The email newsletter will be sent out to prior customers of FairAir on a
monthly basis in order to announce any on-going updates that the company has. The newsletter
will also serve a primary function of keeping the “FairAir” name relevant in the minds of
consumers, and reinforcing the message that the airline has taken the customers concerns and
implemented their requests into serious change.
Timeline
The one-year plan is set to launch on May 1, 2015 and end on May 1, 2016.
May 2015- production of the direct mail and magazine advertisement pieces begins.
Design brainstorming of the new website layout starts to take place. Post-flight intercept
interviews begin and last for the full month. The Twitter and Instagram accounts are
created, and the social media platform initiated. Twitter posts occurring twice a day for
the duration of the entire month. Instagram posts occurring every other day for the
duration of the entire month.
June 2015- the magazine advertisement is released in this month’s edition of both Travel
and Leisure and Parents magazines. Formal web design begins on the new website.
Twitter posts continuing every day, one to two times per day, for the duration of the
entire month. Instagram posts continuing every other day for the duration of the entire
month.
July 2015- the first email newsletter is crafted and sent out to previous fliers. Twitter
posts occurring once a day for the duration of the entire month. Instagram posts
occurring three times a week for the duration of the entire month.
August 2015- the magazine advertisement is released in this month’s edition of Travel
and Leisure. The new website is officially launched on the first of the month, the social
media platforms broadcast the launch with a countdown to the new release. Twitter posts
-more-
16. Memorandum- page 5
occurring once a day for the duration of the entire month. Instagram posts occurring
three times a week for the duration of the entire month.
September 2015- the direct mail postcard is sent out to previous FairAir fliers for the first
time. A second round of post-flight intercept interviews begin and last the full month.
Twitter posts occurring once a day for the duration of the entire month. Instagram posts
occurring three times a week for the duration of the entire month.
October 2015- the magazine advertisement is placed in this month’s edition of Travel and
Leisure magazine. The social media platforms do a Halloween-themed photo-content
release. Twitter posts occurring once a day for the duration of the entire month.
Instagram posts occurring twice a week for the duration of the entire month.
November 2015- the second email newsletter is crafted and sent out to previous fliers due
to the upcoming holiday season. Twitter posts occurring once a day for the duration of the
entire month. Instagram posts occurring twice a week for the duration of the entire
month.
December 2015- the Twitter and Instagram accounts release a month-long holiday-
themed content campaign, drawing fliers to purchase flights to their tropical destinations
as temperatures continue to drop. The magazine advertisement is released in this
month’s edition of both Travel and Leisure and Parents magazines. Twitter posts
occurring once a day for the duration of the entire month. Instagram posts occurring
three times a week for the duration of the entire month.
January 2016- the Twitter and Instagram accounts release a New Year’s Resolution
themed campaign in early January promoting Caribbean vacations to increase sales. A
third round of intercept interviews begin and last the full month. Twitter posts occurring
once a day for the duration of the entire month. Instagram posts occurring three times a
week for the duration of the entire month.
February 2016- the magazine advertisement is released in Travel and Leisure magazine.
Twitter posts occurring once a day for the duration of the entire month. Instagram posts
occurring three times a week for the duration of the entire month.
March 2016- the Twitter and Instagram accounts release a spring-break-themed
campaign to promote Caribbean and Florida trip packages to increase flight purchases by
families with children. Twitter posts occurring once a day for the duration of the entire
month. Instagram posts occurring three times a week for the duration of the entire
month.
April 2016- the direct mail piece is released for the second and final time, mailing all
final postcards to prior customers. The magazine advertisement is released in this
month’s edition of both Travel and Leisure and Parents. Twitter posts occurring once a
day for the duration of the entire month. Instagram posts occurring twice a week for the
duration of the entire month.
May 2016- the Twitter and Instagram accounts release campaigns on summer
vacationing. A final round of intercept interviews begin and last the full month, direct
mail surveys are distributed, data is collected and tallied at the end of the month to
discover if the initial goals were reached. Twitter posts occurring once a day for the
duration of the entire month. Instagram posts occurring three times a week for the
duration of the entire month.
-more-
17. Memorandum- page 6
Budget
A total budget of $2,225,000 has been granted for this project.
$861,942 total ($143,657 per placement) will be spent to purchase space in Travel and
Leisure magazine for one full-page ad placement in a total of six monthly-edition releases
$619,800 total ($206,600 per placement) will be spent to purchase space in Parents
magazine for one full-page ad placement in a total of three monthly-edition releases
$12,610 total will be spent on the direct mail campaign for printing, postage and shipping
costs of 50,000 postcards
$718,648 total of the remaining granted funds will be spent on production of Twitter and
Instagram accounts and campaigns, updating the company website with an entire new
interactive layout, and an email newsletter sent out twice during the yearlong plan to
previous customers
$12,000 will remain as a buffer for any unseen costs that may occur during the plan’s
duration, including any desire for things such as a greater number of direct mail pieces
Evaluation
Evaluation of the success of the campaign will take place on a bi-monthly basis, with one final
encompassing evaluation taking place at the close of the yearlong plan. An initial survey was
mailed to all prior fliers of FairAir at the beginning of the plan, as well as intercept interviews
conducted at the end of each flight for a one-month time period. Key findings included that a
mere 20 percent of fliers held favorable viewpoints of FairAir and that 30 percent were willing to
purchase a flight with FairAir in the future if extensive operational changes were made. Monthly
intercept interviews and post-flight surveys will be conducted to see if these numbers are
increasing in a favorable manor for FairAir as time passes. At the yearlong plan’s close, a survey
will be sent to all fliers of FairAir and intercept interviews will be conducted with random
individuals at airports in which FairAir flies in and out of. This data will be then collected and
analyzed to see if the objective of the plan was reached, meaning that 45 percent of those surveyed
now have favorable viewpoints of FairAir and that consumer loyalty through the repeated
purchase of flights with FairAir increased to 60 percent. If in one-year’s time this data is reached,
then it is safe to say that FairAir has succeeded in rebuilding consumer relationships and
improving public image. Were this to happen, they will be on the right track in continuing to
succeed thanks to changes in operational improvements and an increase in public awareness. An
evaluation of the success of any and all tactics will be conducted as well. One such evaluation will
be of the direct mail pieces through collecting data on the number of promotion codes used while
purchasing tickets. Another will be tallying the total number of likes, favorites and re-Tweets
received on the FairAir Twitter and Instagram accounts.
###
