Inspiring Lifelong Support for St. Jude Children's Research Hospital

Integrated Marketing Plan
June 16, 2014
OBJECTIVE:
Inspiring those aged 14-18 to become lifelong supporters
of St. Jude Children’s Research Hospital
Prepared for:
Ms. Melanee Hannock
Sr. Vice President, Marketing
St. Jude Children’s Research Hospital
262 Danny Thomas Place
Memphis, TN 38015-3678
iGnite Marketing
919 Montrose Dr.
S. Charleston, WV 25303
matt@iGniteMarketing.com
304.617.4145

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Contents
Company Logo ................................................................................................................................ 7
Business Card (front and back): ...................................................................................................... 7
Fonts, etc:........................................................................................................................................ 7
Agency Description ......................................................................................................................... 9
Integrated Marketing Firm ...................................................................................................... 9
The iGnite Promise .................................................................................................................. 9
Getting Started............................................................................................................................ 9
Secondary Research................................................................................................................. 9
Primary Research................................................................................................................... 10
Specializations........................................................................................................................... 10
Industry-leading Web Team .................................................................................................. 10
Media Savvy........................................................................................................................... 10
Video Production................................................................................................................... 11
Search Engine Optimization (SEO)......................................................................................... 11
Social media marketing (SMM) ............................................................................................. 12
Pay-Per-Click (PPC) ................................................................................................................ 12
Situation Analysis.......................................................................................................................... 13
Brief History of St. Jude............................................................................................................. 13
Founder Danny Thomas: A Promise Kept.............................................................................. 13
St. Jude’s Mission................................................................................................................... 13
A Story of Progress ................................................................................................................ 13
Global Impact......................................................................................................................... 14
Reaching the Target Audience .................................................................................................. 14
Brand Awareness................................................................................................................... 14
Competition........................................................................................................................... 15
Social Media, mobile technology .......................................................................................... 15
Target Market Description............................................................................................................ 17
Demographics............................................................................................................................ 17
Psychographics.......................................................................................................................... 17

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SWOT Analysis............................................................................................................................... 21
STRENGTHS................................................................................................................................ 21
Strong private support........................................................................................................... 21
Brand awareness ................................................................................................................... 21
Favorability rating is high ...................................................................................................... 21
History of success .................................................................................................................. 21
Local impact........................................................................................................................... 21
Global impact......................................................................................................................... 21
Integrated approach.............................................................................................................. 21
WEAKNESSES............................................................................................................................. 22
Consistency............................................................................................................................ 22
Product recall......................................................................................................................... 22
Financial burden is high......................................................................................................... 22
Point of entry into schools has been difficult to determine ................................................. 22
Weak involvement with 14- to 18-year-olds......................................................................... 22
Rural markets are harder to reach ........................................................................................ 22
ROI is not consistent from campus to campus...................................................................... 22
OPPORTUNITIES ........................................................................................................................ 23
Stronger digital presence, Social media ................................................................................ 23
Leverage Varsity Brands ........................................................................................................ 23
Re-envision the existing programs and partnerships............................................................ 23
Leverage multiculturalism of this segment........................................................................... 23
THREATS .................................................................................................................................... 24
Bad PR.................................................................................................................................... 24
Competition for fundraising dollar........................................................................................ 24
Nonprofit creation is on the rise ........................................................................................... 24
Economic uncertainty............................................................................................................ 24
Survey Questions .......................................................................................................................... 26
Survey link:............................................................................................................................. 26

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Demographics............................................................................................................................ 26
Level of Involvement................................................................................................................. 26
Affinity to nonprofit organizations............................................................................................ 28
Familiarity with St. Jude brand.................................................................................................. 29
Social media for fundraising...................................................................................................... 29
Feedback ................................................................................................................................... 29
Insights from survey...................................................................................................................... 30
Brand Awareness, Affinity......................................................................................................... 30
Room for Improvement ............................................................................................................ 30
Brand Analysis............................................................................................................................... 31
Brand Positioning ...................................................................................................................... 31
Brand Personality...................................................................................................................... 34
Brand Perception....................................................................................................................... 35
What is the impact of the St. Jude brand? ............................................................................ 35
What are the strengths of the brand?................................................................................... 35
What are the weaknesses of the brand?............................................................................... 35
IC Strategy Statement................................................................................................................... 36
Venn Diagram............................................................................................................................ 36
IC Strategy Statement ............................................................................................................... 36
How the Rational and Emotional Factors were Transformed into a Strategic Insight................... 37
Insights ...................................................................................................................................... 38
Creative Brief ................................................................................................................................ 39
Executive Summary....................................................................................................................... 40
Communication Plan..................................................................................................................... 42
External Communication Plan................................................................................................... 43
Objectives .............................................................................................................................. 43
Tactics........................................................................................................................................ 44
Tactic #1 – Guerilla Marketing............................................................................................... 44
Tactic #2 – Microsite.............................................................................................................. 44

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Tactic #3 – Radio (Terrestrial and Online)............................................................................. 45
Tactic #4 – TV......................................................................................................................... 46
Tactic #5 – Posters................................................................................................................. 46
Tactic #6 – Social Media ........................................................................................................ 47
Tactic #7 – Social mobile app ................................................................................................ 47
Tactic #8 – Public Relations ................................................................................................... 48
Internal communication plan.................................................................................................... 49
Internal Communication Objective ....................................................................................... 49
Tactic #1 – Social media / PR campaign ................................................................................ 49
Tactic #2 – Posters................................................................................................................. 50
Tactic #3 – Guerrilla marketing / Bonus program ................................................................. 50
Cost Estimates ....................................................................................................................... 51
Statement of Idea ......................................................................................................................... 52
Creative Touchpoints.................................................................................................................... 57
#Whenyouleastexpectit campaign............................................................................................ 57
Guerrilla Marketing................................................................................................................... 58
Pharrell Williams - #halftime show........................................................................................ 59
#OvernightCarnival................................................................................................................ 60
#HotDogeatingcontest........................................................................................................... 61
#BataliLunch .......................................................................................................................... 62
St. Jude Benefit concert (2-pages)......................................................................................... 63
Microsite ................................................................................................................................... 65
HighSchoolChallenge.org (2 pages)....................................................................................... 65
Radio ads ................................................................................................................................... 67
TV ads........................................................................................................................................ 68
TV Ad #1:................................................................................................................................ 69
TV ad #2:................................................................................................................................ 70
Social Media .............................................................................................................................. 71
Twitter and Vine .................................................................................................................... 71

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Facebook................................................................................................................................ 72
Tumblr.................................................................................................................................... 72
Mobile ....................................................................................................................................... 73
Fundraiser app....................................................................................................................... 73
Public Relations......................................................................................................................... 74
Press releases ........................................................................................................................ 74
Internal Touchpoints..................................................................................................................... 75
Social Media .............................................................................................................................. 75
Twitter and Vine .................................................................................................................... 75
Tumblr.................................................................................................................................... 75
Guerilla Marketing Bonus Program........................................................................................... 76
Focus Group.................................................................................................................................. 77
Questions .................................................................................................................................. 77
Brand recognition, affinity..................................................................................................... 77
Social Media Usage................................................................................................................ 77
Motivations............................................................................................................................ 78
Additional insights ................................................................................................................. 80
Evaluation Plan.............................................................................................................................. 81
Conclusion..................................................................................................................................... 82
References............................................................................................................................. 83
Appendix................................................................................................................................ 88

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Company Logo:
Business Card (front and back):
Fonts, etc:
Headers (H1) - Font: 22pt, bold
Subheads (H2) - Font: 14pt, bold
Tertiary header (H3) – Font: 12pt, bold

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June 16, 2014
Ms. Melanne Hannock
Sr. Vice President, Marketing
St. Jude Children's Research Hospital
262 Danny Thomas Place
Memphis TN 38015-3678
Cc: Ms. Sarah Wright
Ms. Hannock,
Thank you for the opportunity to present this proposal on behalf of iGnite Marketing. As I hope
you will learn from the content that follows, iGnite is especially excited to work with St. Jude
Children’s Research Hospital because of the great work that goes on within your organization.
iGnite recognizes the unique challenges of reaching and motivating those in the 14 to 18-year-
old demographic, but we also have the experience needed to overcome these challenges.
In this proposal, iGnite has outlined a plan to help St. Jude build lifelong contributors to the
mission of St. Jude. iGnite realizes the value of loyalty when it comes to the long-term success
of organization. This marketing proposal takes into account the mission of St. Jude and the
“mission” of the average teenager, and attempts to identify the absolute best ways to energize
(or “iGnite”) this demographic. We aim to create rich experiences for youth to help them
recognize the value of contributing each and every year, while building an affinity toward the
St. Jude brand.
iGnite has a talented staff of professionals with an expertise in both traditional and new media
marketing. The agency credentials which follow go into greater detail regarding iGnite’s
experience, but as you will see we are a firm that is selective in our marketing pursuits. At
iGnite, one of our core principles is believing in the clients that we represent. It is a big part of
the reason we have built a reputation of success in the marketing industry.
In the next few business days, I will call to set up an appointment to discuss our proposal in
greater detail. I look forward to meeting with you and your colleagues.
Sincerely,
Matt Crist
iGnite Marketing
304.617.4145

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Agency Description
Integrated Marketing Firm
iGnite Marketing is a full-service marketing firm dedicated to an integrated communications
strategy. At iGnite, we believe the best approach to marketing is one that takes into account all
levels of communications, internal and external, to always deliver a consistent and unified
message to consumers.
In today's world, it is easy to get lost in a sea of competing messages and strategies. iGnite
simplifies the marketing process by implementing a holistic approach. This means connecting all
of the traditional and nontraditional units of marketing that tend to go their own separate ways
with other firms. The result of this integrated approach is a more unified message that helps
consumers develop their own identity and connection with your brand.
The iGnite Promise
At iGnite, believing in our clients is an integral part of our success. For this reason we only
choose to work with clients that we support 100% and those with which we believe we can
make a big difference. As part of our own internal directive, we want to be proud of every
campaign that has our name on it. For this reason, the first research we conduct is to find out
more about our prospective clients. While we would love to always take on new clients, we
want to make sure it is a right fit for both iGnite and the client we will be representing. If you
are reading this now, it is likely that iGnite has bid or selected to work with your company, and
that is because we believe in your business, service, mission and/or goals to succeed. We are
excited to work with all of our clients, and we have found that this enthusiasm is a necessary
component of the B2B relationship that helps us succeed.
Getting Started
Secondary Research
Secondary research is an essential part of the marketing process, and iGnite will go the extra
mile to learn about you, your competitors and your consumers. Once iGnite has signed on with
your company, we will dedicate ourselves to learning as much as possible about your history,
your brand and the industry that surrounds it.
iGnite will meet with key staff members to collect internal secondary data to gain perspectives
from within your company. These internal insights help us gain a better understanding of the
essence of your brand from employees who largely represent the face of your business. iGnite

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will also search for all relevant external data through traditional and new media outlets to
better understand existing public perceptions and media treatment of your brand.
Primary Research
After we have analyzed some of the existing secondary data, we will identify your noticeable
strengths, weaknesses, opportunities and threats (SWOT analysis). From the SWOT analysis, we
can begin to identify potential focus areas to help meet campaign objectives.
We will also perform a full competitive analysis. The competitive analysis identifies local and
national competitors, and aims to highlight areas where competitors are experiencing success
and failure. This process will also expose directions and creatives that may work best for your
campaign. At iGnite, we have learned that the more dedicated we are to understanding your
company and your unique challenges, the better prepared we are to make your campaign a
success.
iGnite relies on a mixture of qualitative and quantitative data to draw the most reliable
conclusions when developing campaign, marketing and advertising strategies. With regard to
survey research and focus groups, iGnite can work with any budget, large or small to help
facilitate useful and dependable data. Throughout the campaign process, iGnite is dedicated to
constantly improving our processes. We believe marketing should be informed from the start,
but also it can always be improved through processes such as A/B testing and multivariate
platforms.
Specializations
Industry-leading Web Team
iGnite has emerged as a leader in stunning web design and development. Our designers create
eye-catching sites that developers then turn into search-friendly optimized websites and
microsites. iGnite understands the importance of having a great looking site that is also
functional, practical and easy to manage. Our designers and developers work together to make
sure that both ends meet throughout the process, which helps save time and money.
Media Savvy
iGnite offers media planning and placement, advertising sales, public and media relations,
branding and positioning, and creative development. iGnite has supervised the media buying,
placement and planning for dozens of accounts. Our staff has worked with clients in all markets
of the United States with spot television, radio, cable and print campaigns.

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Video Production
iGnite has invested heavily in our own video production services. By providing these services in-
house, we are able to deliver quality videos at a fraction of the cost of several of our competitors.
Our creative team will work hard to create rich content that speaks directly to the target
audience.
Search Engine Optimization (SEO)
Importance of Ranking
In July 2013, Google provided an estimated 13 billion search results and Bing ranked
second with 3.5 billion (comScore, 2013). Search sites like Google and Bing are where
people go to quickly find information today. Therefore, visibility through search is one of
the most important components of an Internet marketing campaign. A separate 2013
study released by Bing shows that "more than 50 percent of Bing users click the first
result...," while only 4-6 percent select the third result and 2-3 percent select the fourth
result (McGee, 2013).
Web site optimization
Internal linking structure, meta tag descriptions and logical page structuring are
essential parts of optimization. Web site owners often spend an exorbitant amount of
time creating fresh content only to find out that the basic structure of their web site is
inhibiting search engines from locating them. Every site we build is designed in a way
that is logical to search engines, making it easy for search engines to find content on
your web pages.
The bottom line: Once your site has been optimized, search engines will be able to find
it more easily.
Keyword Research and Competitive Analysis
In-depth, research is necessary to identify market trends for user related keywords,
including short and long-tail organic search terms. By identifying the traffic, visitor
profiles, and search engine rankings of your competitors, we can tell you exactly how
you match up, and from there devise our strategic marketing and link building plans.
Link building
Our link building efforts carefully create relevant links that direct traffic to your site
organically from other pages around the web. iGnite’s intense analysis of keywords
helps to optimize for search and attract targeted consumers.

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Social media marketing (SMM)
Social Media Profiles
In today’s online experience, users create their own content and search for others with
similar interests. iGnite will increase your visibility on social media sites like Facebook,
Twitter and YouTube by focusing on the long-term sustainable relationships that
consumers demand out of businesses.
Viral content
Part of the social media effort consists of developing creative content for the web. We
can use creative efforts on sites like YouTube, where the right ideas can suddenly have a
“viral” effect and promote traffic on exponential levels. A combination of timeliness,
intuition, and a bit of luck often results in wildly successful results.
Pay-Per-Click (PPC)
Our keyword research will also come in handy by identifying your target audience and maximizing
the effectiveness of a pay-per-click (PPC) campaign. The iGnite staff will decrease your average
cost-per-click and increase click-through-rates, while enhancing conversion rates through direct
and indirect marketing efforts. We will test and retest your landing pages (A/B testing), use ad
variations and find targeted venues for ad placement. iGnite provides each of its clients with
detailed analytics of our progress that are easy to understand and hard to deny.

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Situation Analysis
Brief History of St. Jude
Founder Danny Thomas: A Promise Kept
As history goes, Danny Thomas, a devout Roman Catholic, often prayed to St. Jude Thaddeus,
“the patron saint of hopeless, impossible and difficult cases (Rothstein, 1991).” Thomas, who
was born of modest beginnings, struggled early on in his adult career as an actor. It was during
these times that he asked his beloved saint for guidance. His promise in return was that he
would one day build him a shrine. That shrine as we know it today is called St. Jude Children’s
Research Hospital (Rothstein, 1991).
St. Jude’s Mission
By 1957, Danny Thomas had already found success in the movie industry and was ready to
repay his debts to St. Jude Thaddeus. As part of his initial fundraising effort to build a
philanthropic shrine, Thomas organized ALSAC (American Lebanese Syrian Associated
Charities), and with over 100 leaders vested in his cause, he and his supporters began drafting
the legacy of St. Jude Children’s Research Hospital (SJCRH) (“Danny’s Promise,” 2014).
In the “Preamble to the Constitution of ALSAC” written October 10, 1957 at meeting in Chicago,
the vision and the mission of SJCRH was officially born
“…this nonprofit, non-sectarian, charitable corporation is “dedicated to the parable of
the ‘Good Samaritan’ to love and care for our neighbor, regardless of color or creed.
This dedication shall manifest itself in the maintenance of St. Jude Hospital, Memphis,
Tennessee, which, in turn, is dedicated to the cure of leukemia and related blood
diseases in children, absolutely free. In so doing, we shall serve God and Our Country
and we shall serve the good names of our fathers and mothers who made possible our
birth in America, the land of the free (“ALSAC: Grounded in Gratitude,” 2014).’”
A Story of Progress
The story of St. Jude Children’s Research Hospital is one of amazing successes, and yet it is in
the nature of this honorable mission that the need for progress will always remain. Through
dedicated research and pediatric care, SJCRH has “pioneered treatments that have helped push
the overall survival rates for childhood cancers from less than 20 percent when the hospital
opened in 1962 to 80 percent today (“Danny’s Promise,” 2014).” That said, cancer remains the
leading cause of death among children (St. Jude Staff, et al., 2013). In the spirit of SJCRH’s
founder and those who work tirelessly for the SJCRH cause, the work is not done until the

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threat of cancer is a thing of the past. In the following decade, SJCRH aims to reach a 90 percent
or higher overall survival rate for children diagnosed with cancer (“St. Jude Facts,” 2014).
Global Impact
When SJCRH discovers a new life-saving procedure and/or treatment, the information is shared
freely with the world. Invaluable resources become instantly available to doctors and scientists
worldwide. As described on the National Cancer Institute (NCI) website, SJCRH “brings the
latest advances in pediatric cancer to developing countries through web-based initiatives,
education of local health care providers, and the establishment of pediatric cancer clinics in
areas with limited local resources (“NCI-Designated Cancer Centers…,” n.d.).” The Cure4Kids
initiative offers a host of resources to developing countries including “high quality content for
continuing education” and “web communication tools to support collaborations among
pediatric oncologists and health professionals worldwide.” The information is available cost-
free “to more than 39,000 doctors, nurses and other healthcare professionals in 187 countries
(“St. Jude Cure4Kids: An International…,” 2014).”
Reaching the Target Audience
Brand Awareness
Eighty-four percent of the population is familiar with the St. Jude brand, and 76 percent view
SJCRH favorably, which is a “significantly” higher favorability rating than any sister charity. This
still leaves plenty of room for improvement. One of the challenges identified as a weakness for
the St. Jude brand is relevancy. St. Jude has a fairly positive image, but people still fail to
connect with the brand. Some of the contributing factors for this include that SJCRH has failed
to communicate the uniqueness of its own mission, the reach into local communities, and the
personal relevance to each and every person (“Messaging & Brand Information,” 2013).
SJCRH will need to overcome these brand challenges in order to effectively win the hearts and
minds of those in the 14-18 year-old demographic. Better communication is needed using the
social tools that teenagers are increasingly using to communicate. This, of course, includes
social media, but simply being on social media is not enough. SJCRH will need to become
involved in everyday activities and interests of teenagers to win them over. Sporting activities,
social events, popular culture and other personal interests are the gateways that SJCRH must
use to break into the teen demographic and reach high school students on a more personal
level. By looking at some of the methods that sister charities have used to reach this
demographic, it becomes easier to identify ways that SJCRH may be able to target this group.

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Competition
Sister charities present a definite challenge to fundraising efforts of SJCRH because they often
compete for the same time, money and energy that non-profits rely on. Also, St. Jude’s sister
charities may already be very active in the schools that St. Jude will be targeting. While this
certainly complicates fundraising efforts, it does open up the possibility for partnerships, or
collaborative efforts in the name of charitable causes. There is also much to learn from the
events that are taking place in high schools across the nation. In many cases, these charities are
providing SJCRH with a template for success.
Here is a look at what some of the top sister charities are involved in today:
 Susan G Komen
"Rally for the Cure" often incorporates high school sporting events, especially golf and
tennis related events. It includes ticket sales, car washes, bake sales and breast cancer
awareness (St. Jude Staff, et al., 2013).
 American Cancer Society
Relay for Life involves a team of people who “camp out at a local high school, park, or
fairground and take turns walking or running around a track or path (“About Relay for
Life,” 2014).” In 2010, Relay for Life events raised $27.7 million from “youth and college
campuses” combined. $5.5 million of those funds came from 93 “all high school events
(Relay for Life: Facts & Figures…,” 2010).”
 American Heart Association
Hoops for Heart is a program at the High school level and Jump Rope for Heart is geared
toward grades K-8. It has a participation rate of 10 million, with $54 million raised
annually (St. Jude Staff, et al., 2013).
 Children's Miracle Network
Dance Marathon involves 150 high school and college campuses across the U.S. Last
year, college dance marathons raised $8 million. This is a year-long fundraising
commitment for college and high school students. During the year, participants interact
directly with the families at Children’s Miracle Network (“Dance Marathon: About Us,”
2014).
Social Media, mobile technology
Non-profits have been very successful in fundraising through sponsored events such as golf
outings, special dinners, and activities that take place directly in the local community. Another
huge opportunity for St. Jude is to become more involved with social media and mobile
technology. Research shows that high school students are very active users of social media and
mobile technology, and people are becoming ever more willing to use the Internet as a means
for social awareness and change.

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Here are some (as of September 2012) statistics that apply directly to teens and internet usage:
 95% of teens age 12-17 are online
 83% of boys and 84% of girls age 14-17 own a personal computer
 85% use some form of social media
 25% of teens use their cellphone as a primary means to access the Internet
 50% of smartphone owners use it as a primary internet device
 77% have an active Facebook account
 24% have an active Twitter account
(Madden, et al., 2013)
One thing to keep in mind also is that this data was compiled from a survey taken in Sept. 2012.
Since then, teen usage data has changed dramatically. Other sites, such as Tumblr, SnapChat,
Tinder, Reddit, Google+, Instagram, YouTube and Pinterest—to name a few—have taken off
since this survey and they are certainly impacting the way everyone communicates online. Later
in this report, iGnite will present some of the preferences that teens indicated regarding social
media use in 2014. These insights will help set the stage for some interesting creatives that will
be used to reach SJCRH donors and volunteers in completely new ways.

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Target Market Description
Demographics
14-18 year old high school students living in the U.S.
Psychographics
14-18 year old students are comprised of two age groups defined by their generation of
upbringing. Millennials are primarily seniors who are on their way out, and Gen Z or the NEXT
Generation comprises the rest of teenagers under the age of 18 (Drake, 2014).
The last generation of Millennials are defined as a hybrid group, a cross with Gen Z, so it is
important to understand the characteristics of both groups, and perhaps with an emphasis on
Gen Z (Drake, 2014).
Millennials
 1980-1997, makes them 17-18+
 Information Rich
 Open to Change
 Confident
 Social Media savvy
 Impatient
 Team Oriented
 Image Driven
 Racial diversity, 43% are non-whites
(Drake, 2014) (St. Jude Staff, et al., 2013)
Very important personality types and things that attract them:
 Parenting
 Smart. Funny. Kind.
 Capture the Moment
 Mini Brand Managers
 "Don't undersell us...we are smart, hard workers"
(St. Jude Staff, et al., 2013)
A recent Pew Research study found the following characteristics also to be true of Millennials:
Millennials tend to be more independent when it comes to political and religious thought than
previously recognized. According to the report, “Half of Millennials now describe themselves as
political independents and 29% are not affiliated with any religion—numbers that are at or near

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the highest levels of political and religious
disaffiliation recorded for any generation in
the last quarter-century.”
The Pew study described Millennials as a
cash-strapped generation that is largely
single, and interested in achieving economic
security before relationship status or
marriage, which is a major attitude shift
from previous generations. Consider that
“36% of Gen X-ers, 48% of Baby Boomers
and 65% of the members of the Silent
Generation were married” between the
ages of 18 to 32, compared to 26% today.
To young Millennials, marriage appears to be an afterthought, whereas before it was traditional
to get married shortly after high school (Drake, 2014).
Gen Z, or the NEXT Generation
 Born after 1997, 0-17
 Hard truths
 Agents of change
 Born right when Amazon, Google and EBay were evolving
 Born during recession, huge impact in volatile markets appreciation of money parents
strapped with cash
 Digital natives, living in global thought
 Shares everything, cars houses, showers, etc.
 Skepticism
(Drake, 2014) (St. Jude Staff, et al., 2013)
Reaching Gen Z and Millennials through Social Media
There is very little quantitative data that exists on social media usage to account for the 14 to
18 year old age group specifically. Part of the reason for this is because social media is fairly
new and younger generations are discovering it in new ways every day. Marketing research
companies do seem to share the idea that the younger the audience the more engaged they
tend to be when it comes to content creation and social media usage.

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According to a 2010 Forrester Research report, the age group of 18-24 is by far the most likely
to share content on social media. The report did not take into account children under the age of
18, but the older the demographic the less likely each age group was to share content. Of those
in the 18-24 group, 46% were classified as content creators, meaning they spend a great deal of
time creating content (blogging, vlogging, commenting and sharing via social media) (“What's
The Social Technographics Profile…,” 2014).
Generation X
 Gen X includes the bulk of our secondary and tertiary targets
o Secondary: Parents, Teachers and Leaders
o Tertiary: St. Jude Management, staff, volunteers and local chapters
 1964-1979, makes them 34-49 years of age
 61 percent white (non-Hispanic)
 Nearly half have some level of college education
 Savvy, skeptical and self-reliant
(Taylor & Gao, 2014)
The attributes of Generation X are often overlooked by marketers because they are a relatively
middle of the road group when compared to Baby Boomers and Millennials (Taylor & Gao,

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2014). While this group is not nearly as active in content creation on social media, they are still
very active social media users.
Similar to the graphic (shown above) for Millennials the following image depicts a Generation
that is very present, and somewhat critical, when it comes to online social life.

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SWOT Analysis
STRENGTHS
Strong private support
St. Jude is eleventh overall on Forbes list of “The 50 Largest U.S. Charities” which takes into
consideration “private support” as the primary measurement. Of the identified sister charities,
only the American Cancer Society outranks St. Jude when it comes to private support in the U.S.
(“The 50 Largest U.S. Charities,” 2013).
Brand awareness
51 of 54 respondents to an iGnite survey indicated they were at least moderately familiar with
the St. Jude brand. All respondents were between the ages of 14 to 18.
Favorability rating is high
People like SJCRH. Of the 55 high school students who took part in the iGnite survey, 44 gave
either a “favorable” or “very favorable” rating to St. Jude, while no one chose an unfavorable
rating. According to SJCRH, “Our authenticity is world-class, outperforming other nonprofits
(“Messaging and Brand Information,” 2013).”
History of success
In addition to numerous advances in specific treatments of cancer and research in general, St.
Jude has been a major contributor to the drastically improved survivability rate of patients
diagnosed with cancer today (“St. Jude Facts,” 2014).
Local impact
St. Jude has helped children in all 50 states in the U.S. Every community in the U.S. has a story
of how St. Jude has impacted it directly (“St. Jude Facts,” 2014).
Global impact
SJCRH’s dedication to open and shared research contributes to the welfare of doctors, scientists
and patients worldwide.
Integrated approach
SJCRH has a unique integrated approach that combines care and research. As Dr. William Evans
describes it, the resources at St. Jude combined with public support allows St. Jude “to be like
no other place—to try things that other places can’t try (Promise Staff, 2014, p.14).”

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WEAKNESSES
Consistency
St. Jude cites a lack of consistency in branding. An integrated marketing approach that focuses
on internal and external communication is desperately needed.
Product recall
St. Jude also lacks a brand defining message. Most people know about SJCRH, but lack the
awareness of specific details about the brand’s achievements. St. Jude needs help with finding a
way to “highlight the things that supporters care most about (“Messaging and Brand
Information,” 2013).”
Financial burden is high
It costs $1.9M per day to run SJCRH, and these costs are largely covered by individual
contributions (“St. Jude Facts,” 2014).
Point of entry into schools has been difficult to determine
Student leaders are not as independent as college-aged leaders, so there may be heavy reliance
on staff and parents as organizers. Also, competition exists in the sister charities and pre-
established annual events (St. Jude Staff, et al., 2013).
Weak involvement with 14- to 18-year-olds
Involvement at the high school level needs to be much stronger. Events like Team Up for St.
Jude are not well-known (St. Jude Staff, et al., 2013).
Rural markets are harder to reach
St. Jude has 15 regional offices and total of 31 including satellite offices existing in most major
cities. As a result, reaching rural areas is a challenge. Also the messages and initiatives that
work in metropolitan areas may need to be approached much differently in rural areas based
on technological constraints and psychographic differences.
ROI is not consistent from campus to campus
Predicting ROI is difficult to determine because interest in SJCRH varies so much from campus
to campus (St. Jude Staff, et al., 2013). This can be addressed only by initiating a stronger
presence on campuses across the U.S. To satisfy the campaign goal of $2.8M, raised and 32K
new donors, an average of $14K per high school will need to be raised, and 160 new donors
added to the profile, so an average donation per person of $87.50.

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OPPORTUNITIES
Stronger digital presence, Social media
Students are active in social media, and SJCRH has limited involvement with fundraising in
social media, although it has several platforms on social media even now. St. Jude has a
Facebook page as well as Twitter and Pinterest accounts. The next step is using them in
effective ways to target 14 to 18-year-olds and use social media as a vehicle for fundraising and
brand advocacy.
Leverage Varsity Brands
Varsity Brands has been a successful fundraising partnership. In the past three years, this
relationship has helped usher in “more than $1.5M” in donations to SJCRH (“Team Up for St.
Jude,” 2014). St. Jude can benefit from continuing to build on the Varsity Brand relationship as
well as other partnerships (St. Jude Staff, et al., 2013).
Re-envision the existing programs and partnerships
Team Up and Up ‘til Dawn are existing programs with the potential for even more success. A
close evaluation may uncover some opportunities within these program that will help them
become even more successful.
Leverage multiculturalism of this segment
St. Jude was born from the generosity of Arab Americans who wanted to contribute to the
vision of Danny Thomas. In the same regard, St. Jude has an opportunity to reach out again to
specific cultures and ethnic groups by highlighting the work that goes to benefit multicultural
groups.
Teens are begging to be entertained
Remember “cruising” when you were younger? Teenagers drive around in circles for no
apparent reason, just to get out and do something. Teens go to the movies perhaps more than
any other age group (Epstein, 2006). They like to socialize. With all of those pent-up hormones
and adrenaline racing through their veins, teens want to be entertained. Charity groups often
fight for serious causes, but that does not mean that events should lack entertainment. The key
to a teenager’s heart and mind might be through the creation of positive, fun and entertaining
experiences.
Teens want time away from parents
In her book, “It’s Complicated: The Social Lives of Networked Teens,” Microsoft researcher
Danah Boyd explains that teens use social media as a way to socialize away from their parents.

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As Boyd argues, teens are looking for social opportunities, but without their parents being a
part of that experience. Social media is a way virtually "hang out" with friends exclusively even
though the parents may be sitting right next to them. If this is true, this finding creates an
opportunity for St.Jude. Most charity events are familial to some degree. One way to stand out
as a charity would be to buck this trend, and give teens the reigns and the opportunity to share
an experience exclusively with their friends (Thompson, 2013).
THREATS
Bad PR
Legal issues, lawsuits, privacy concerns and ethical concerns are always a threat. St. Jude works
with Children that have life threatening diseases and also publishes important medical research
documents. There is a high amount of risk involved in such a pursuit, and a great deal of
scrutiny. Recently St. Jude was questioned for its treatment of a heart device (Meier & Thomas,
2012).
Competition for fundraising dollar
Sister charities may often be competing for the same dollars in high school where they have
developed a strong presence.
Nonprofit creation is on the rise
This means more competition (more noise) from all directions. Nonprofits are popping up
everywhere and the web is making them more accessible, more competitive and easier for
small organizations to reach the masses.
Economic uncertainty
When the economy is strong,
donations also tend to be strong.
When the economy is weak,
donations tend to taper off, as seen
in the following diagram (left). In the
years following 2002, donations by
individuals have not continued the
growth rate as seen in previous
years.

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(Image: Charitable Giving in America: Some Facts and Figures, 2013)
Source: Giving USA 2013: The Annual Report on Philanthropy for the Year 2012 (Chicago:
Giving USA Foundation, 2013), p.26.
Becoming Obsolete
A big part of the reason competition is on the rise is the Internet. Any charity with a noble
cause can gain exposure on a small budget. These budding new companies also represent
something new and exciting. They are taking advantage of a medium that is relevant and
exciting (if used correctly). St. Jude must fight being perceived as the “old guard” by becoming
more engaged with social media, new Internet technologies and mobile technology. Simply
being on Facebook is not enough. Being progressive means using Facebook before others did.

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Survey Questions
The following data is based on 61 respondents between 14 and 18 years old. The data was
compiled using SurveyMonkey, an anonymous online survey tool.
Survey link:
https://www.surveymonkey.com/s/M29WT3W
Demographics
What is your gender? (Answered: 61, Skipped: 0)
Female: 59.02%
Male: 40.98%
What is your age? (Answered: 61, Skipped: 0)
14 to 18: 100% (all other respondents where filtered out of the survey)
Level of Involvement
Have you ever volunteered for a charity or fundraiser? (Answered: 60, Skipped: 1)
Yes: 75%
*No: 25%
*The answer no was designed as a logic question. All respondents who answered no
automatically skipped questions 5, 6, and 7.
At what age did you first volunteer for a charity or non-profit organization? (Answered: 42,
Skipped: 19)
(There were 42 responses in total)
Age # of people percent
0 to 10 7 people 16.66%
11 to 13 17 people 40.47%
14 3 people 7.14%
15 9 people 21.43%
16 5 people 11.90
17 1 person 2.39%
18 0 people

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Are you actively volunteering for any charity or nonprofit, or planning to in the near future?
(Answered: 43, Skipped: 18)
Yes: 86.05%
No: 13.95%
What charities and/or nonprofits are you actively involved with now, or plan to be involved
with soon? (Answered: 38, Skipped: 23)
Boy’s and Girl’s Club, 6
Muscular dystrophy, 4
Ronald McDonald House, 3
St. Jude Children’s Research Hospital, 2
Susan G. Komen, 2
American Cancer Society, 2
Relay for Life, 2
Red Cross, 2
4-H, 2
YMCA, 1
Juvenile diabetes, 1
March of Dimes, 1
Autism, 1
Big Brother, 1
Cystic Fibrosis, 1
Day of Hope, 1
Pancreatic cancer awareness, 1
Teen Institute, 1
Food Pantry, 1
Freerice.com, 1
Others (non-specific) or N/A, 6
In a typical month, about how many hours do you volunteer? (Answered: 39, Skipped: 22)
Volunteer hours # of people percentage
0 hours 1 person 2.5%
1-2 hours 11 people 28.2%
3-4 hours 15 people 38.5%
5 or more hours 12 people 30.8%

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Affinity to nonprofit organizations
Using a scale of 1 to 5, rank the following nonprofits from most familiar (1) to least familiar
(5)?
Charity Most familiar brand Choice 1 and 2 combined
Susan G Komen for the Cure 14.55% 74.6 %
American Cancer Society 9.26% 18.5%
American Heart Association 7.27% 10.9%
Children’s Miracle Network 7.27% 20%
St. Jude Children’s Research Hospital 61.82% 76.4%
Based on the following choices, which nonprofits would you most like to be involved with
(pick 3)? (Answered: 55, Skipped 6)
Charity Choice #1 Choice #2 Choice #3
American Cancer Society 5 6 22
American Heart Association 3 4 8
Children’s Miracle Network 8 6 12
St. Jude Children’s Research Hospital 31 15 5
Susan G. Komen for the Cure 8 24 8
How well do you think most charities or non-profit organizations are managed?
(Answered: 55, Skipped 6)
Extremely well 7.3%
Quite well 40%
Moderately well 43.6%
Slightly well 7.3%
Not well at all 1.8%

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Familiarity with St. Jude brand
How familiar are you with St. Jude Children’s Research Hospital? (Answered: 54, Skipped 7)
Extremely familiar 13%
Very familiar 20.4%
Moderately familiar 61.1%
Slightly familiar 3.7%
Not familiar at all 1.8%
How would you rate your opinion of St. Jude Children's Research Hospital? (Answered: 55,
Skipped 6)
Very favorable 21.8%
Favorable 58.2%
Neutral 20%
Somewhat Unfavorable 0%
Very Unfavorable 0%
Social media for fundraising
What do you think is the most effective social media service for reaching teens who may
want to work with St. Jude? (Answered: 55, Skipped 6)
Facebook 30.9%
Tumblr 29.1%
Pinterest 5.5%
Instagram 1.8%
Twitter 30.9%
Google+ 1.8%
Feedback
Please provide any additional comments in the box below. (Answered: 4, Skipped 57)
1. I was diagnosed with diabetes at age 12.
2. Hopefully this survey helps you!!
3. It would be effective to connect with teens through Twitter, but it would be wise for
organizations to go through other social medias as well. Also the organizations could
add a hashtag to show others charitable deeds and whatever else goes with their cause.

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4. You can really use social media similar to Facebook, Twitter, and Instagram.. Pinterest
could somewhat work.
Insights from survey
Brand Awareness, Affinity
St. Jude Children’s Research Hospital appears to be extremely well-known and well-liked. The
survey conducted for St. Jude Children’s Research Hospital clearly demonstrates that teenagers
in the 14 to 18 age group are very familiar with the St. Jude brand, and they are very active in
charitable causes already. Over 94 percent of this age group indicated being at least moderately
familiar with the SJCRH. Also, 80 percent of those aged 14-18 have a favorable view of SJCRH,
with the other 20 percent indicating they are neutral (perhaps due to lack of familiarity). More
importantly, 83.7% picked St. Jude as either a first or second choice to want to be involved
with.
Room for Improvement
Perhaps one of the most telling statistics was that, despite the familiarity and favorability of St.
Jude to the teenage demographic, only 2 of 36 respondents indicated current involvement with
the brand. There is obviously room for improvement when it comes to getting teens engaged
with the St. Jude brand. A final takeaway from the survey results is that teenagers tend to get
involved in charitable causes at an early age, and nearly all of them do before they graduate. A
majority of the respondents also indicated that they contribute 3 or more hours each month to
volunteer work.

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Brand Analysis
Brand Positioning
Brand position refers to how St. Jude Children’s Research Hospital is perceived by the public.
SJCRH is recognized as an authentic and world-class brand, but it lacks the definition and
consistency that is needed for potential volunteers and donors to connect to St. Jude
(“Messaging and Brand Information.” 2013). Moreover, in order for SJCRH to connect with
youth, the brand position will need to change to appeal more to the interests of this group. St.
Jude needs to be more exciting, more precise in messaging and more attuned to addressing the
needs and attitudes of high school students.
The following are examples of St. Jude’s current positioning efforts found in the Brand toolkit
and online:
This SJCRH logo (left) is the preferred logo for St. Jude, as
indicated in the brand toolkit provided for this proposal.
It features the brand name, offers credit to ALSAC and
Danny Thomas, and includes the tagline, “Finding cures.
Saving Children (Image: “Brand Toolkit: St-Jude-Logos,”
n.d.).”
Plaques such as this one are used by
SJCRH to congratulate partners for
an “achievement, recognition for
service, etc. (Image: “Brand Toolkit:
Plaques,” n.d.).”

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(Image: “Golf Galaxy: St. Jude…,” n.d.)
This advertisement found on GolfGalaxy.com appears to be targeting shoppers who may be
interested in adding a donation to in-store purchases. The calls to action include in-store
donations, text donations and donations via the St. Jude website.

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(Image: Giles, 2012) (Image: @St.Jude, 2014)
Actress and comedian Betty White is wearing a Beatles-themed #heystjude t-shirt as part of a
promotional effort on Twitter to create buzz about St. Jude. In both of the images [above],
SJRCH appears to be targeting adults. White is an 80’s and early 90’s TV-star, and therefore
likely appeals to that audience. The ad to the left appears to be a fairly standard St. Jude ad, not
necessarily with anything specifically geared toward high school students.
(Image [above and left]: St. Jude Children's Research Hospital on Facebook, 2014)
On Facebook, St. Jude also is not making any noticeable
steps toward grabbing the attention of high school
students. The Facebook header picture (above) is a fairly
standard look for St. Jude as is the “Happy Father’s Day”
message shown on the left.

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Changing the brand position to more effectively target those in the 14- to 18-year old age group
is needed to show this demographic that St. Jude cares more about it. Instead of Betty White,
perhaps Jack White, or someone that teenagers admire, should fashion the #heystjude t-shirt.
Katy Perry has 53.8 million followers on Twitter. Someone who is popular and more in line with
the teen pop culture would be more suitable. All of St. Jude’s ads seem to be missing any sense
of cool-factor or pop culture. Bridging the professionalism required of St. Jude’s brand with
youthful and exciting message that energizes high school students is a challenge, but a
necessary one. It will help to ensure the message is not only heard, but also embraced.
Brand Personality
For St. Jude reach its target audience, and maintain relevancy, it must be able to adapt. This
means adapting to new ways of communicating—such as through social media—and also
adapting to unique audience’s. SJCRH has indicated a desire to improve its differentiation
through a more cohesive message to the public (talking points, logo colors, etc.) (“Messaging
and Brand information,” 2013).
It is important that this not be confused with a restriction on delivery mechanisms. Teens need
to hear messages they can relate with AND from people they can relate with in order for them
to “buy in” to the St. Jude way. There is far too much competition, and competitive growth in
the nonprofit sector to settle for one platform and one message. Social media and data mining
has allowed marketers to gain insights into customers at a very precise level. Messages can be
catered to the individual based on location, lifestyle and a combination of other characteristics
that allow for precision marketing. There is no hope for marketers that paint with a broad
brush anymore.
Four personality characteristics that the St. Jude campaign for high school students will need to
succeed are as follows:
Independent
Teens inherently seek independence. From the days that teenagers listened to rock against
their parent’s wishes, or got their first tattoo, teens have always been in search of their own
personal identity and place on this earth. Whether it is rebellion or simply deciding which side
of the political fence they are on, teens are constantly defining and redefining themselves
throughout their teen-dom.
Persistent
“Can I borrow the car? Can I go to the movies? Pleeease!”

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When a teenager wants something, they are not afraid to ask twice, and persistence often leads
to impatience (but that one is next). The importance of persistence means that teens are
learning the art of persuasion at a very young age. Getting the most persuasive, most
influential, and perhaps most annoying teens to celebrate your cause could be the start of a
beautiful relationship. The challenge is offering them something they actually want.
Impatient
When teenagers have to wait, they become very impatient. That may explain why clear, concise
and attention grabbing messages are a requirement for this group. Images, headlines and short
videos are imperatives.
Entertained
If teenagers are not entertained, marketers have no chance. Entertainment is a requirement for
all age groups, but arguably even more so for teenagers. High school students demand to be
entertained. They demonstrate this supreme need for entertainment by driving in circles
around community hangout spots, playing video games for hours-on-end, being involved in
various sporting activities, going to concerts, and hopefully—volunteering.
Brand Perception
What is the impact of the St. Jude brand?
St. Jude was identified as a top brand among teens, and affinity was also very high; however,
engagement with the brand appears to be very low. The likely explanation for this is that St.
Jude needs to be doing more to get teens in the 14 to 18 age group involved in brand activities.
What are the strengths of the brand?
Based on iGnite survey data strengths include brand awareness, favorability. St jude also has a
history of success, a good reputation, an honorable cause and both local and global impact.
What are the weaknesses of the brand?
St. Jude also has a few weaknesses. For one, St. Jude is not doing enough to get its target
demographic to participate in brand activities. Part of the reason is that there is a lack of high
school focused events that this demographic would be interested in. More exposure and
opportunity to become involved with the St. Jude brand is needed. St. Jude must also focus on
creating tailored messages that really resonate with this demographic.

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IC Strategy Statement
Venn Diagram
Rational Factors Emotional Factors
IC Strategy Statement
As a volunteer for Saint Jude Children’s Hospital, I contribute to life-changing results that
directly impact me and my community.

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How the Rational and Emotional Factors were Transformed into a Strategic Insight
In determining the strategic insight, I identified the common denominators and resulting
insights that exist among rational and emotional factors shown in the Venn diagram. I did not,
however, come to this conclusion all at once. It was with careful reflection and revision that led
me to what I believe is a cohesive strategy statement.
I found that it was easiest to list the most obvious rational and emotional thoughts first, and
then analyze them against one another. I asked myself, “Does this emotional factor have a
corresponding rational factor that may have been overlooked?” More than once, the answer
was a glaring, “Yes.”
I used existing research, SJCRH talking points, my SWOT analysis, and several other resources to
identify important rational and emotional factors. Through the entire process, I identified some
underlying truths that were not recognized at first. Once I finished the Venn Diagram, I
proceeded to compare each side.
I found the following:
Overlap of the Emotional and Rational Factors
 Socially conscious
 Making a difference
 Money is put to good use
 Research is not treated as proprietary
 Cancer affects everyone
These independent overlapping factors also seem to tie into one another. SJCRH must protect
its own image to remain viable as a charity organization, and part of protecting the image is in
being socially conscious and making a difference. Supporters also want the same thing. They
want to help the mission of SJCRH because it does make a difference and it is a socially
responsible action. As long as donors and fundraisers trust the efficiency and the integrity of
SJCRH they must also believe that the money is being put to good use. The fact that research at
SJCRH is open and for the common good (not exploited for private gains) builds trust, and adds
to the common goals of difference making and social consciousness.
Finally, cancer affects everyone. I think this is a really important insight that plays into the
strategy statement. SJCRH’s research is instrumental in finding cures and this is to the
advantage of every living being.

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Insights
Worthwhile
SJCRH is worthwhile to everyone involved, mainly because it is “socially conscious” and “making
a difference.”
Open and honest
SJCRH is open and honest and this notion is reinforced through the fact that “research is not
treated as proprietary” and the “money is put to good use.”
Life-changing results
Again, SJCRH is “making a difference” for children, but it is also working to help fight cancer
with new treatments that could one day benefit one of us.
Close to home
Everyone knows someone who has cancer. SJCRH speaks to our fears, empathy and our
determination to fight cancer.

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Creative Brief
Client: St. Jude Children’s Research Hospital Date: 06/10/14
Pages: 1
__________________________________________________________________
IC Strategy Statement (Restated)
As a volunteer for Saint Jude Children’s Hospital, I contribute to life-changing results that
directly impact me and my community.
Why are we advertising?
To raise funds and build lifelong advocates.
Whom are we talking to?
High school students between the ages of 14 and 18.
What do they currently think?
St. Jude is a healthy and meaningful brand, but there are few opportunities to get involved.
What would we like them to think?
St. Jude is dedicating itself to creating opportunities for and building meaningful relationships
with 14- to 18-year olds.
What is the single most persuasive idea we can convey?
St. Jude is most exciting brand for teenagers in the 14 to 18 age group to become involved with.
Why should they believe it?
St. Jude has developed highly accessible programs specifically for teens in this age group that
will inspire and entertain them.
Are there any creative guidelines?
Radio
1 x 10 sec radio ad
1 x 15 sec radio ad
TV
2 x :30 sec spots
Social Media
Facebook, Twitter
(includes Vimeo ads),
and Tumblr accounts
Posters
11 x 17 (tabloid-size) posters
Guerilla marketing
4 promotional, spontaneous events
Mobile app
Fundraising
awareness app

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Executive Summary
iGnite Marketing’s in-depth analysis of St. Jude’s primary, secondary and tertiary audiences as
well as the SWOT analysis, Brand Analysis and survey research helped uncover an IC Strategy
statement that sets the tone and the objectives for the rest of the campaign. What follows are
the creative plans for carrying out a message that will resonates with teens, and make them
believe that they are a part of something life-changing.
iGnite has devised an integrated communication plan that incorporates new and traditional
media strategies. To many teenagers, parents and employees this IMC plan and the creative
ideas that follow will create a new face for St. Jude that challenges the “old guard” persona that
many aging businesses and organizations must challenge to stay relevant. This “face lift” so-to-
speak is not a re-alignment of the brand itself, but simply takes the brand message and makes it
more relevant to teens. This is accomplished by incorporating modern technologies that teens
are using. iGnite proposes the value of delivering more age-targeted content that speaks
directly to the audience that St. Jude wants to reach. In some cases, this means replacing
outdated content, or content that speaks to all ages, and refocusing the message specifically on
the 14-18 year old group. In some cases, it means using social media services like Vine and
Tumblr to illustrate to teens that St. Jude is trying to become part of the conversation.
While the importance of personalized (targeted) communications cannot be understated,
iGnite also sought out to motivate teens to act on their positive emotions and affinity toward
St. Jude. While there is no argument that St. Jude’s cause for child cancer research is a
wonderful, noble, worthwhile cause, how do we ultimately get teens to spend time and
money?
The IMC plan does this in several ways. First it tackles the “single most persuasive idea,”
(identified in the Creative Brief section) which is to convince teens that St. Jude is most exciting
brand. This communication plan convinces teens that St. Jude is exciting by creating excitement
for teens in their own environments and through social media. The guerrilla marketing
touchpoints take advantage of the element of surprise and unconventionality to deliver
messages that create a maximum amount of buzz. The #highschoolchallenge aims at
competitiveness and ties in with mobile technology to reinforce the brand relevance to the
teen market. The benefit concert, which features teen favorite entertainment, is a self-
sustainable event that will also create brand excitement and aims to attract teens looking for an
attractive brand to volunteer their time and money.
The centerpiece of this integrated plan is the microsite. The microsite is a place where
controlled content exists to motivate students to volunteer, such as the #highschoolchallenge

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for which the site is named after. Social media, which is linked to the site through RSS and and
other widgets, will also remind students that there is a contest going on, and prizes to be won.
As the year goes on, those prizes will largely be showcased directly on the microsite where they
are also promoted. TV ads, radio ads, social media services and strategically placed posters for
prospective schools will all be promoting the exciting rewards, challenges and events associated
with the campaign. At the same time, they will all be directing traffic to the
highschoolchallenge.org website.
The internal plan is very similar to the external communications plan and deliverables. It
incorporates most of the same social media services and is designed to get employees to use
the social media services that are an integral part of the communications plan for teens. If St.
Jude’s workers are NOT familiar with the tools being used for marketing to teens, it would
undermine the marketing strategy. They must be excited about the campaign and all of the
aspects of it, including Tumblr, Twitter and Vine. This is achieved in part by sharing important
campaign information, as well as contest information, on the same social channels that teens
are using.
The internal guerrilla marketing campaign is designed to create just as much excitement as the
#whenyouleastexpectit campaign. With $2,000 being offered each week for social media
challenges, this strategy is sure to 1) get employees excited about the campaign; and 2) get
them to use the social media services that teens are already using.

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Communication Plan
In order to meet the initiatives set forth by St. Jude Children’s Research Hospital, iGnite has
developed an external communication plan that is responsive to the campaign goals and
objectives identified in the Adobe Connect session, subsequent meetings and supporting
campaign documents.
This communication plan focuses on mobilizing teens and giving them the tools to make a
difference in their respective communities. Through national media exposure, social media
campaigns, guerilla marketing tactics and aggressive advertising measures, this campaign will
speak directly to the target audience using the mediums they inhabit. While the plan focuses
primarily on the 14 to 18 age group, it also addresses the needs and interests of parents,
teachers and community leaders. iGnite understands the importance of peers in helping to
motivate and mobilize teens for volunteer and fundraising work, so this group will also be
targeted directly and indirectly.
Finally, every large-scale campaign should have an internal communications plan. SJCRH
employees must believe in the importance of this campaign and the merits of each external
touchpoint to ensure the overall success of the campaign. Internal campaigns often mimic
external campaigns, or are very similar (Bruner, 2011). The internal campaign proposal was
designed in such a way to help SJCRH workers feel a deeper sense of involvement and personal
importance in the success of the campaign.

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External Communication Plan
A successful campaign, as defined by SJCRH staff and supporting documents, means that iGnite
must accomplish the following (non-specific) goals:
1. Position SJCRH as the elite fundraising program in the high school market.
2. Build an affinity for SJCRH.
3. Motivate students age 14-18 to interact with SJCRH through local event volunteer
opportunities including those events already in place by SJCRH.
4. Compel high school students to share information on a social media environment.
5. Advocate the cause within the primary target’s own sphere of influence.
6. Encourage these students to become active in fundraising and devote a lifelong
commitment to St. Jude.
Objectives
The following objectives were also identified by SJCRH and must be used as metrics for the
campaign’s overall success:
Objective #1
Recruit 250 new high schools to participate in campaign fundraising events.
Objective #2
Increase average event total to $20,000 for events completed between Aug. 2015-16.
Objective #3
Grow revenue to a total of $30M by 2016.

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Tactics
This section of the communication plan is dedicated to identifying each of the media types
being used, as well as the capacity, reach, cost estimate and rationale for using them.
Tactic #1 – Guerilla Marketing
Objective
Host a series of spontaneous events that will reach 25 million high school students (measured
by event attendance, national media attention and social mentions—hashtags, Facebook likes,
etc.) and over 200 million viewers on social media channels. Also, host a benefit concert that
will raise $3M directly from the event itself.
Budget allocation
Planning, renting a space, hosting a concert event, providing security, staff, vendors and
entertainment: $6.51M
Rationale
The guerrilla marketing campaign events will create a positive brand experience for attendees
and generate further positive media attention locally and nationally. These events will utilize an
affiliate sponsorship (i.e. MTV), and will reach high school students and supporting parents,
teachers and community leaders. The affiliate relationship with a brand like MTV will lend
credibility and likeability toward the St. Jude brand from the primary target audience.
Tactic #2 – Microsite
Objective
Attract an average of 250,000 pageviews per month and encourage 5% of visitors to sign up as
volunteers and/or registrations, 2% to donate and 0.2% to apply for hosting a “Team Up” or
“Up ‘til Dawn” event. Average donation goal is $25+.
Budget allocation
Website creation (design, development, local/personalized content creation/management,
SEO, data analysis): $530K
Rationale
The microsite will be a central and controlled space online aimed at getting high school
students involved and talking about St. Jude. The benefit of a microsite is controlled content,
and the specified domain is perfect for a promotional campaign because it allows iGnite to

45
direct targeted traffic from all other marketing mediums. It will serve as a dedicated space for
high school students to learn more about St. Jude’s mission, get involved and realize the
rewards of volunteering and fundraising.
This site will also have plenty of avenues for parents, teachers and community leaders to get
involved and help mobilize teens. Features will include email and newsletter registration and
online forms allowing visitors to sign up for local events, including “Team Up” and “Up ‘til
Dawn.” As a dedicated site, St. Jude will be able to get detailed web traffic reports and keep
track of campaign successes and/or weaknesses following major media events.
Meeting this particular objective, would mean 150,000+ volunteer/registration forms
submitted, 60,000+ donations, and 6,000 combined “Team Up” and “Up ‘til Dawn” requests for
information. If the average donation is $25, the site would raise 1.5M strictly from donations.
Tactic #3 – Radio (Terrestrial and Online)
Objective
[1 x 10 and 1 x 15 radio spots]
Serve 50 million ads to listeners in the targeted age group by identifying terrestrial stations that
cater to this demographic. Also, on sites like Pandora and Spotify, place the same or similar
audio ads serving another 100 million ads to listeners in the first 6 months, and 50 million in the
final 6 months. Traffic will be directed to the microsite, with a response rate goal of 0.5%, or
1.15M microsite views in 12 months.
Budget allocation
~$10 CPM x 50 million ad listens: $500K (terrestrial)
~$10 CPM x 180 million ad listens: $1.5M (online radio)
Research and production fees: $50K
Rationale
Simply put, teens like music. A Q4 2012 study by NPD Group involving 7,600 survey
respondents found that those in the 13-35 age group listen to music via terrestrial radio 24% of
the time, and are using online services like Pandora, iHeartRadio and Spotify 23% of the time—
a number which has steadily increased (Marcucci, 2013). Many online services like Pandora,
which alone hosts “76 million listeners monthly,” also requires registration including “age
gender and zip (“Pandora Advertising,” 2014).”

46
The reason for dedicating a portion of funds to local and smaller terrestrial markets is for better
market saturation and to seek out those whose listening habits may not yet include online
radio.
Tactic #4 – TV
Objective
[2 x :30 TV ads]
Obtain 100M ad views to help promote a guerrilla marketing event and send web traffic to the
microsite with a response rate goal of 1%, or 1M microsite views in 12 months. Also, find an
affiliate network or station (ideally MTV) that is willing to offer some level of support to the St.
Jude mission through sponsorship and an awareness campaign.
Budget allocation
~$25 CPM x 100 million ad views: $2.5M
Research and production fees: $1M
Rationale
Advertising on TV stations with teen programming will reach teens in their homes. These
advertisements will help St. Jude gain national exposure for a guerrilla marketing event, the
microsite, social media efforts and create additional brand recognition for St. Jude amongst
high school students and their family members.
Working with an affiliate like MTV, St. Jude can further extend the brand to a loyal teen
audience that watches programming on this station regularly. This will ensure repeat exposure.
Tactic #5 – Posters
Objective
Distribute 1,000+ personalized 11x17 full color posters in cafeterias and message board areas of
participating schools (4 per school x 250+ goal). Distribute posters at an additional 2,500
schools with 3,000 students or more following guerrilla marketing events (about 20 per school)
to help generate buzz.
Budget allocation
~51K 11x7 color copy posters at $5 per copy: plus design and distribution costs: $255K
Design and distribution costs: $60K
Rationale

47
In participating schools, the posters will serve as a reinforcement of the campaign objectives,
including ways to get involved, places to get information and a calendar of events for each
school. In the non-participating schools, posters will be standardized. Both will aim to generate
excitement about the brand by connecting to the SJCRH guerrilla marketing campaign,
referencing the St. Jude microsite and top reasons to become involved with SJCRH.
Tactic #6 – Social Media
Objectives
1) Interact directly with 20,000K+ high school students through social sites
2) Convince 2,500K students to sign up for local “Team Up” and “Up ‘til Dawn” events
through targeted social links to the microsite
3) Convince 1,500 students/advocates to create their own original content to promote St.
Jude’s mission
4) Raise $5M directly through social media
Budget allocation
Managing conversations, interactions and creating unique content on Twitter, Facebook and
Tumblr: $250K
Rationale
On social media, businesses are learning the value of being social. Listening and interacting with
consumers is how this medium is meant to work. Interacting directly with teens will help build
brand affinity for St. Jude and it will show teens that St. Jude wants and needs their help.
Through direct interaction, praise for accomplishments, responsive and proactive dialogue and
creative challenges, St. Jude can convince the target audience that it is a living and breathing
organization that is worthy of their time and money.
Tactic #7 – Social mobile app
Objective
Create a mobile app for volunteers and fundraisers and gain 10K+ app subscriber downloads in
one year.
Budget allocation
App development, promotion of the app across social channels and microsite,
evaluation/monitoring of the app throughout the campaign: $215K
Rationale

48
A social mobile app is something that high school students are comfortable using. This tool will
further promote the idea that St. Jude is a relevant and forward-thinking organization.
Tactic #8 – Public Relations
250+ personalized local press releases for each participating school, and 15-20 national press
releases reaching 100M within the target (students, parents, teachers, leaders, etc.)
Budget allocation
~$500 per targeted press release accounting for research, content development and
distribution to appropriate media channels: approximately $135K
Rationale
A public relations campaign allows St. Jude to design a controlled message that is aimed at local
and national media attention. It is an affordable and effective way of reaching millions of
consumers. Press release will be distributed to local and national media sources for syndication.
These press releases will address St. Jude’s work in each respective community, and the ways in
which it benefits communities locally and nationally. On the national level, St. Jude will also
write press releases regarding the high school campaign and as a way of promoting the guerilla
marketing event and microsite.

49
Internal communication plan
While the essence of the external communication plan is to encourage high school students to
participate in SJCRH volunteering and fundraising activities, the internal communication plan
aims to convince SJCRH employees to also buy in to the campaign and become invested in its
success. Without willing and knowledgeable staff eager to work with high school students,
parents, teachers and community leaders, organizing events and meeting the campaign goals
will be impossible.
The primary goal for St. Jude employees is to aid in the recruitment of 250+ schools for event
participation. This will require keeping up to date with the campaign protocol, events and being
available to prospective volunteers and fundraisers on the local and national level. St. Jude staff
and volunteers must facilitate leads from the microsite, social media, TV, radio and other
promotional events. They will need to help with organizing necessary meetings with
community leaders and school officials. In order to spur creativity, enthusiasm and
competitiveness, iGnite has set forth a dedicated internal communication plan.
Internal Communication Objective
Generate a continued enthusiasm and sense of individual purpose for the external
campaign throughout the year-long campaign.
Tactic #1 – Social media / PR campaign
Objective
Celebrate and reward community leaders and staff members each week on social media and
internal communications for their accomplishments related to the SJCRH high school campaign.
Budget allocation
Monthly newsletters; consolidated CRM for tracking donations and volunteer data; creative
content development; employee focus group to determine best reward strategies: $65K
Rationale
iGnite will use social media as a platform to celebrate internal successes at St. Jude, as well as
office-wide achievements during the campaign. Recognizing employees for their hard work
during the campaign is essential to developing employee support.

50
Tactic #2 – Posters
Objective
Distribute personalized 11x17 full color posters to local chapters and satellite offices in the U.S.
during months 5 and 6 of the campaign.
Budget allocation
Distribution of ~1000 personalized (by location/chapter) color copy posters, $5 per copy, plus
design and distribution costs: $14K
Rationale
As with the participating schools, these inter-office posters will serve as a reinforcement of the
campaign objectives. They will have an internal spin on the #highschoolchallenge initiative.
They will promote performance goals and offer a calendar of important events for employees
and volunteers. The posters are intended to bring relevance to those behind the scenes who
work hard to field leads and recruit high schools.
Tactic #3 – Guerrilla marketing / Bonus program
Objective
Keep employees up-to-date and interested in the high school campaign, as well as offer
incentives to help SJCRH meet its primary objectives (250+ participating high schools, average
of $20K per event, and $30M in revenue by August 2016).
Budget allocation
Budget for prizes, incentives is $2,000 per week: ~$105K
Weekly management of the contest and creatives: $30K
Rationale
It is fair to assume SJCRH staff are already invested in the success of multiple St. Jude projects.
The bonus program is a way to intensify the meaning of this particular campaign among
employees.

51
Cost Estimates
The above stated budget allocations were based on industry averages for each of the services
and reach. According to 2014 data from the Television Bureau of Advertising, the average 30-
sec primetime ad has a CPM of $24.76 (“TV Cost & CPM Trends…,” 2014). Radio ads command
closer to $10 per CPM (O’Kane, 2010).
Rates for hourly service like web design, development and content management services are
based on iGnite’s own hourly rates for in-house services, and our rates are comparable to
industry averages.
The following Budget Summary report breaks down the costs even further, and using these
estimates, iGnite shows exactly how it intends to utilize the $15M allotted for this campaign.

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Statement of Idea
When a child learns they have cancer, or a parent learns their child has cancer, it is always an
unexpected, not to mention terrifying, experience. iGnite set out to find the best way to remind
teens and families that life changing events can happen to anyone, anywhere, good or bad, at
the least expected moments in life.
For this reason, a big part of the creative campaign is dedicated to creating these shock and
awe experiences—albeit positive ones—for teens. iGnite constructed an integrated plan that
blends several mediums together to create a unified, energetic and thought-provoking
campaign that is sure to motivate teens to want to work with St. Jude Children’s Research
Hospital.

57
Creative Touchpoints
#Whenyouleastexpectit campaign
It all starts here. #Whenyouleastexpectit is a highly targeted campaign designed to generate
excitement, social media buzz and national media attention.
(“The Interpretation of Dreams,” 2013)
The IMC approach means linking together traditional and non-traditional communication
mediums to create the ultimate experience for those involved: the target audience. While the
campaign is designed with the primary target in mind, it is sure to captivate parents, teachers,
community leaders and current St. Jude employees and volunteers as well.

58
Guerrilla Marketing
Guerrilla marketing is all about bringing the unexpected to the consumer for the maximum
amount of recall. In 2010, Coca-Cola placed a special vending machine in a busy cafeteria. The
machine ‘accidentally’ spit out a dozen 12 oz. bottles at a time or even a bouquet of flowers.
This unexpected sequence of events and the crowd who witnessed it was all caught on specially
placed cameras. The reactions of those who experience guerrilla marketing first hand are truly
what makes them memorable and relatable events. Coca-Cola received millions YouTube views
and social commentary for its efforts (Coca-Cola Happiness Machine, 2010).
iGnite wants to capture the imagination of teens in a similar fashion and to make them realize
that things can truly happen when you least expect them to happen. This is where the
#whenyouleastexpectit campaign comes in.
Successful guerilla marketing campaigns are often marked by their ability to reach a highly
targeted audience. They aim to attract attention and this plays well on social media, where
social media participants are always looking for something interesting, emotional and exciting
to share.
Creative concept:
Each guerrilla campaign is designed to create shock and awe in the hopes that students will not
only want to find out more about St. Jude, but also to become inspired by what St. Jude is
already doing. We want teens to say, “This is an exciting brand that is doing something new and
creative for the greater good. I want to be a part of this brand. I want to tell my friends about
it.”
Each event is set up to take place at top performing (volunteering and fundraising) high schools
in the U.S. like a flash mob event, where the sequence of events happen very fast and
unexpected to ensure maximum amount of surprise and confusion. This will get people talking
and sharing on social media. Each event is also pre-approved with school officials, but only
giving as limited details as possible and keeping the events as much of a surprise as possible.

59
Pharrell Williams - #halftime show
(Image: iamOTHER, 2013)
Description:
iGnite will hire musical artist Pharrell Williams for a one song, one-time event. The event will
take place at one of the top performing fundraising schools on Friday, October 16, 2015.
The school will be expecting the band to do a special performance at halftime, but instead the
field will be rushed by Pharrell, crew and equipment. This includes a small stage, large speakers,
stage hands, light crew, video crew, and security. Pharrell will perform the song “Happy,” and
then the stage will deconstruct and he will leave.
“Life changing events happen #whenyouleastexpectit…
Pharrell’s happy video topped the singles chart recently. It has over 350M views on YouTube
(iamOTHER, 2013). “Happy” is a positive song that reinforces the St. Jude brand, and Pharrell’s
presence will be sure to draw the excitement of students and social media users that will help
St. Jude reach the right audience.
*Demi Lovato, Carrie Underwood and several other famous musicians who have previously
worked with St. Jude may be considered if Pharrell is not available or unwilling to work within
the budget (“Celebrity Supporters & Events,” n.d.).

60
#OvernightCarnival
What if you woke up to go to school, and noticed that the carnival was in town…and more
importantly, it was on school grounds?
The #overnight carnival event is designed to
be completely unexpected. A professional
traveling carnival crew would be hired to set
up shop in the overnight hours at another
top-performing high school. The hashtag
banner (above) would be placed at the
entrance and several locations around the
school campus. The lack of “St. Jude
Children’s Research Hospital” in the logo is
intentional. iGnite believes that those who
may be unfamiliar with the logo will be
curious enough to ask about it, and perhaps
learn from those who do recognize it, or have
worked with St. Jude.
The #overnightcarnival hashtag is also intended to get students to use the hashtag on social
sites and create a unified organic growth (social discussion) of the event. This event is surprising
enough to draw the attention of St. Jude fans and other high school students on social media,
but events at the carnival, including a few unexpected magic talents at the end of the day
(depending on actual costs) will help promote it even further (Image: Fundriasers/Events, n.d.).

61
#HotDogeatingcontest
Background:
Every year in America, an unusual type of “sporting event” gets national airtime. Yes, it’s the
“Nathan’s Famous Hotdog Eating Contest.” This year, seven time champ Joey Chestnut inhaled
61 hotdogs to take the crown. His female counterpart, Sonya “The Black Widow” Thomas ate 36
½ hotdogs to take the record for the women. The event which aired on ESPN, and in 2014 had a
viewing audience of about 1 million.
(Image: Tolan & Brown, 2013)
The event
It just so happens, it’s hotdog day in the cafeteria!
The high school event will take place with spontaneity (again) being the key. A table will be
cleared, and suddenly ESPN commentators, a camera crew and 5-7 of the world’s top hotdog
eaters will be shoving hotdog’s down their throat. This will be a lighthearted event design to
make people laugh. Of course these competitors have to train, so this could be considered a
training exercise for some of the participants.

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#BataliLunch
Tired of the same old cafeteria food?
Lucky for students, Mario Batali, famous chef and co-host of “The Chew” on ABC will be serving
lunch today...
This event will feature one of America’s top chefs to host a surprise lunch for students. As
usual, the element of surprise will be used. As students head to lunch they will be greeted with
a completely transformed cafeteria room. There will be round tables with white table cloth,
fancy (plastic) wine glasses and flower vases. Soothing Italian music will be playing in the
background. For lunch, Batali will be serving a smorgasbord (or trio) of his famous Italian dishes:
 Mortadella and Cheese Panani
 Grilled Skirt Steak with Salsa verde
 Herb and cheese filled chicken thighs
(Image and recipes: “From perfect pastas to
herb and cheese…,” n.d.)
As with the other events, the #Batalilunch banner will help ensure use of a common hashtag on
social channels like Twitter, Instagram and Facebook.
*Other chef’s for consideration: Emmanuel Delcour from “Chef Academy” on Bravo TV, among
others have worked with St. Jude in the past. iGnite will target Batali first, but other famous
chef’s would be considered if Batali is not available (Sell Annapolis, 2012) (“Celebrity Supporters
& Events,” n.d.).

63
St. Jude Benefit concert (2-pages)
Location Midtown, Atlanta, GA – Piedmont Park
Date: July 9, 2015
Ticket price: $65 (also, donations accepted at gate and with designated vendors, staff)
Resources:
Fund Raising Office in Atlanta
5901 Peachtree Dunwoody Rd, Atlanta, GA 30328
Phone:(770) 416-7707
The local field office would be an essential part of organizing the benefit concert. According to
the “St. Jude Children's Research Hospital - Georgia connection” Facebook “About” page, this
particular field office has experience conducting events throughout Georgia. iGnite would
collaborate with the local office to help with licensing fees, permits and promotional efforts, as
well as identifying local talents and staff that could donate time and money, or perhaps work at
a reduced rate (“St. Jude Children's Research Hospital - Georgia connection,” n.d.).
Why Piedmont Park?
Based on Music Midtown’s (a popular annual Piedmont Park concert event), vendors will have
access to 60,000 ticket holders at the event which takes place in mid-September each year
(“Music Midtown: Marketplace Vending Information and Application,” 2014). Based on the
crowd capacity, and the level of entertainment, vendors will be more than happy to pay
premium prices to attend the event.
Ticket Sales
Ticket sales are $85 each, so if the capacity crowd of 60,000 arrives, $5.1M would be raised to
cover all expenses, and with a profit of $1.5M for St. Jude. Of course, St. Jude can also rely on
sponsorships and vendor fees to raise even more.

64
Sponsorships / Vendor fees
Using the local field office as a tool, sponsorships would be sought to help pay for promotional
items like banners, t-shirts and local ads. Sponsorships would also help pay for venue costs,
security, musician fees (although all of this has been built in to the budget), and all other
concert related fees. The goal of sponsorship would be to find pledges for half of all fees which
are $3.6M, so $1.8M in pledges. Also, another way to pledge would be to offer vendors a way
to donate a portion of proceeds to St. Jude.
Information Booths
While the benefit concert will be a great way for people of all ages in metropolitan Atlanta to
experience food and entertainment, it also gives St. Jude an opportunity to reach volunteers
and donors. St. Jude staff would be tasked with setting up informational booths alongside
vendors to educate people about St. Jude’s mission and how to get involved in next year’s
#highschoolchallenge hosted by SJCRH.
Giveaways
 Top 15 staffers (link to internal campaign) who do the best on #highschoolchallenge
challenges get tickets and lodging for the event.
 Top 50 #highschoolchallenge students will get tickets to the benefit concert
 Best Vine video gets a ticket (based on Vine “loops”)
 Top 100 students get benefit T-shirts, care package
How will iGnite promote it?
The benefit concert is to be promoted using several touchpoints, including the
highschoolchallenge.org microsite (visuals to follow), press releases and social media
throughout the campaign. iGnite will also utilize staff in the Atlanta area and at surrounding
regional field offices to help promote the event and mobilize volunteers.
How is this connected to the #whenyouleastexpectit campaign?
It’s not. This is simply a benefit concert. It compliments the #whenyouleastexpectit campaign
and the #highschoolchallenge campaign as one of three ways St. Jude is representing its brand
as a fun, entertaining and hip charity to be involved with. It is being promoted on the microsite,
social media, printed materials, WOM and through press releases, but not as part of the
#whenyouleastexpectit campaign.

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