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A Year-Long Campaign to Increase Engagement and
Fundraising Among Millennials Ages 21-30
Presented by:
173 Flintlock Road | Drexel Hill, PA 19026
December 22, 2014
St. Jude Children’s Research Hospital Campaign Proposal. Copyright © 2014 Cohesion Communications.
CONFIDENTIAL.
Celebrate Survival

173 Flintlock Road | Drexel Hill, PA 19026 | m: 717.380.5154 | CohesionCommunications.com
December 22, 2014
Ms. Melanee Hannock
Sr. Vice President, Marketing
St. Jude Children’s Research Hospital
262 Danny Thomas Place
Memphis, TN 38015-3678
Dear Ms. Hannock:
On behalf of Cohesion Communications, I thank you for the opportunity to present our
proposed integrated marketing communications campaign to assist St. Jude Children’s
Hospital. We are eager to support St. Jude in its mission and current challenge of increasing
engagement and fundraising among Millennials in the 21-30 age range. As Cohesion
Communciations is located in the Philadelphia area, which is a secondary market for St. Jude,
we have centered our campaign tactics in this ultra-competitive marketplace.
Cohesion Communications was founded in 2012 with the goal of creating communications and
marketing plans that are easy to implement yet have staying power and are engaging for each
of our partner’s target audiences. We work with each client to create a seamless team with one
overarching goal – to create a successful campaign for each of our clients.
Our mission is to bring the full array of integrated marketing communications functions to each
of our partner clients, helping each bring their vision to life. We have studied St. Jude’s current
marketing efforts and are confident that we have conceived of some marketing concepts that
will continue to further the St. Jude Children’s Research Hospital mission in new markets while
expanding your reach among the Millennial cohort.
We are confident that Cohesion Communications will be your ideal partner in creating and
implementing the concepts outlined in this plan. We look forward to working with you, and I
encourage you to contact me directly on my mobile phone (717.380.5154) with any questions
you may have regarding our ideas and how Cohesion Communications can best partner with
St. Jude Children’s Research Hospital.
Thank you for this opportunity,
Melissa Sampson
Chief Communicator at Cohesion Communications
Cc: Ms. Shelby Anderson and Ms. Katie Foster

Cohesion Communications Proposal
One Year Fundraising Campaign Targeting Millennials Ages 21-30
St. Jude Children’s Research Hospital Campaign Proposal. Copyright ©2014 Cohesion Communications. CONFIDENTIAL.
Page 3
Executive Summary .............................................................................. Page
About Cohesion Communications ......................................................... Page
Cohesion Communications Introductory Press Release
About St. Jude Children’s Research Hospital ....................................... Page
History and Background Information
Competitive Landscape
Challenges and Opportunities
Target Audience
Demographics
Psychographics
SWOT Analysis ....................................................................................... Page
The St. Jude Brand ................................................................................ Page
Perception
Positioning
Personality
Creative Execution ................................................................................ Page
Integrated Communications Strategy Statement
Creative Brief
Campaign Vision, Strategy, Goals, and Objectives
Campaign Tactics and Touchpoints
Campaign Budget
Integrated Communications Timing Flow Chart
Internal Communications Plan
Focus Group Report ............................................................................... Page
Campaign Evaluation ............................................................................. Page
Conclusions ............................................................................................ Page
Appendix ................................................................................................ Page
Business Card and Logo Designs for Cohesion Communications
Online Survey of Millennials and Attitude Toward Giving
Focus Group Guide
Project References ................................................................................ Page
Table of Contents

Page 4
Executive Summary

Page 5
Founded in 2012 by Chief Communicator Melissa Sampson, Cohesion
Communications is a boutique Integrated Marketing Communications (IMC) firm that
specializes in integrated marketing strategy with an emphasis on communications functions.
Cohesion Communications strives to be a leader in integrated marketing
communications functions for businesses of all sizes. While based in
the Philadelphia metropolitan area, Cohesion Communications is a
truly mobile and global firm with the ability to engage clients worldwide
through today’s technological advances. Cohesion Communications
manages all aspects of IMC planning and strategy, but its niche is in brand
communications and helping companies find their voices when speaking
to clients and employees alike. Cohesion Communications encourages
transparent communications, living that mantra with its own internal clients
that make up the Cohesion Communications team.
The world of marketing communications has morphed and changed in recent years,
particularly with the increasing use of social media among today’s consumers. Cohesion
Communications understands today’s fast-paced world and the best ways to reach our clients’
clients. We utilize an integrated marketing approach of marketing, advertising, communications,
and public relations to increase client engagement through traditional and social avenues.
Cohesion Communications uses these IMC models to build a comprehensive strategy that is
easy for clients to deploy.
Our Founder
Melissa Sampson has nearly 13 years of experience working in the marketing and
communications field. She started her journey in marketing communications as a public
relations intern, continuing in the public relations side through client engagement and retention,
as well as traditional public relations functions in various professional positions. Ms. Sampson
made the transition into a marketing and advertising role in 2005, and has experienced
professional success combining marketing, communications, and public relations functions into
cohesive and functional strategic integrated marketing plans for nearly a decade.
Cohesion Communications was built on Ms. Sampson’s experiences with less than
effective brand communications; small and mid-sized companies in particular tend to suffer
more from subpar communications functions across the board than their larger counterparts.
About Cohesion Communications
Melissa Sampson

Page 6
Personal and anecdotal evidence suggests that the smaller the company, the less focused
its leaders are on communications functions to both internal and external clients. Despite
the lack of focus, these companies tend to be the strongest candidates for strongly branded
communications plans or platforms.
Ms. Sampson’s experience in all facets of marketing communications gives her a unique
perspective from which to study clients’ challenges; her solutions are as innovative as the
companies she represents.
Core Competencies
While the Cohesion Communications team believes it has strong competencies in all
areas of marketing communications, the following are at the core of our mission:
• Campaign Development and Execution – Cohesion Communications
understands how to develop specialized and integrated marketing campaigns
that are designed to reach each client’s preferred target audience. Whether
a fundraising mission, disseminating information to a client base, or creating
sustainable and functional tactical plans, Cohesion Communications has
a track-record of creating successful marketing campaigns that are easy to
execute and yield results.
• Communications Specialization – Cohesion Communications was
founded as a boutique communications firm with a specialization in internal
employee brand communications. As the firm has evolved, Cohesion
Communications has found itself working with existing clients to improve
communications to external clients, coaching client marketing teams on best
practices for customer acquisition through messaging.
• Branding – Cohesion Communications believes that a brand is the best
storyteller. What makes your brand different? What attributes does your
company have that make it stand out from the crowd? Cohesion
Communications works with clients to determine these characteristics and
uses IMC tactics to enhance and promote their brands.
• Storytelling – What is your brand’s story? What is your brand’s legacy?
How do you want the public to see your company? Cohesion
Communications works with our clients to refine their brand story to make
it universally relatable. Once a client’s story is ready to be told, Cohesion
Communications weaves that story in and out of each piece of marketing

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collateral for each marketing platform, ensuring consistency in the story and
brand representations.
• Relationship Building – creating strong bonds with clients is critical to building
a lasting relationship and overall success of a marketing campaign.There needs
to be a sense of mutual trust and appreciation prior to contractual obligations
being established. Cohesion Communications begins creating a relationship
with each potential client from the first moment of introduction and hopes to
continue those relationships long into the future, beyond an initial campaign.
Our Brand Philosophy and Approach
Cohesion Communications has established itself as a leader in IMC functions with
a niche specialization in internal brand communications. Our logo of overlapping letters
represents the cohesiveness that is integrated marketing communications; IMC is a sum of
the whole and no one piece can be independent from the rest. Our logo reflects that IMC
core competency, which is also how we treat our clients. When working with Cohesion
Communications, clients are considered to be a valuable part of our team, and we work
together as a cohesive unit to make your brand a success for years to come.
The Cohesion Communications has for every client is to create communications and
marketing plans that are easy to understand and simple enough to follow, yet engaging enough
to maintain a captive audience. We partner with our clients to create one seamless team with
a consistent focus on the end goal: a successful campaign for each and every Cohesion
Communications client.
Our Mission
Cohesion Communications strives to bring the full array of integrated marketing
communications functions to each of its partner clients, helping each of them to bring their
vision to life.

173 Flintlock Road | Drexel Hill, PA 19026 | m: 717.380.5154 | CohesionCommunications.com
FOR IMMEDIATE RELEASE
August 1, 2014
Contact: Melissa Sampson
Phone: 717.380.5154
Email: Melissa@CohesionCommunications.com
Cohesion Communications Announces Launch
Marketing Agency Focuses on Communications and Client Partnership
Drexel Hill, PA (August 1, 2014) – Cohesion Communications, a boutique marketing agency
located in Drexel Hill, PA, announces its launch today. Originally launched as a freelance
agency in 2012 by Melissa Sampson, Cohesion Communications has grown into a full-time
venture that specializes in integrated marketing strategy with an emphasis on communications
functions.
Cohesion Communications was built on Ms. Sampson’s nearly 13 years of experience
working in the marketing and communications field. With experience in all facets of marketing
communications, Ms. Sampson brings a unique perspective to integrated marketing
communications functions.
“In today’s fast paced world, messages are easily muddled or lost in the mix,”
said Melissa Sampson, Chief Communicator at Cohesion Communications. “Cohesion
Communications strives to bring clarity to each of our partner clients, helping each of them to
bring their vision to life.”
Located in the Philadelphia suburbs, Cohesion Communications has the capability and
capacity to work both locally and remotely for national clients, depending on each client’s needs.
###
About Cohesion Communications
Founded in 2012, Cohesion Communications has grown from a freelance project to
a full service boutique integrated marketing communications agency that focuses on holistic
approaches to its client’s marketing needs. Cohesion Communications partners with its
clients to create streamlined and effective marketing plans that provide each client with a
comprehensive and easy to implement marketing campaign that points to overall success.

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About St. Jude Children’s Research Hospital
Originally built on a promise and a prayer to St. Jude at the time founder Danny
Thomas’s daughter was born, St. Jude Children’s Research Hospital has been dedicated
to becoming “the world’s premier pediatric research institution” since first opening its doors
in February 1962. When St. Jude Children’s Research Hospital opened its doors, childhood
cancer had a survival rate of less than 20% (Fifty Fabulous Years, 2014); as of 2014, over 80%
of St. Jude’s patients are cancer survivors, with Leukemia survival rates climbing 90% over fifty
years (Thomas, 2014).
“St. Jude is working to drive the overall survival rate for childhood
cancer to 90 percent in the next decade. We won’t stop until no
child dies from cancer.”
(St. Jude Facts, 2014)
Built in Memphis, TN, part of a then-segregated south, St. Jude Children’s Research
Hospital was not only a pioneer in treating catastrophic pediatric cancers, but it was a pioneer
in desegregating the Memphis area. The original hospital building was designed by renowned
African-American architect Paul Revere Washington, and any hotel in Memphis that wanted to
partner with St. Jude had to agree to house any patient, regardless of race (In 1962..., 2014).
St. Jude Children’s Research Hospital enjoyed tremendous success from its opening,
with 30 projects initiated in the first year and several others through the rest of the decade (In
1962..., 2014). At the end of the 1960s, researchers observed that 25% of Memphis’s low-
income children had some type of affliction and launched a program that was the first pre-
cursor to today’s WIC program (In 1969..., 2014).
Since its first decade, St. Jude Children’s Research Hospital has expanded to research
and treat additional diseases typically seen in childhood, including sickle cell and a fatal
strain of pneumonia (in 1977), pediatric AIDS (1987), and avian flu vaccines (2003), all while
researching genetic markers of cancer to determine best courses of treatment for its patients.
These research breakthroughs, while important to the patients suffering from those diseases,
have only helped St. Jude to continue its fight against childhood cancers.
St. Jude Children’s Research Hospital practices a “bench to bedside” approach to care,
implementing research breakthroughs to patient care plans as soon as they are realized. St.

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St. Jude is where doctors often send their toughest cases because
St. Jude has the world’s best survival rates for some of the most
aggressive childhood cancers.
Jude also has a commitment to share all research findings with other healthcare facilities to
improve catastrophic childhood illness survival rates around the world (Thomas, 2014).
Today, St. Jude Children’s Research Hospital treats approximately 7,800 patients each
year on its Memphis campus; this campus includes 2.5 million square feet of research space
with 78 beds for inpatient treatment. Due to the generosity of donors around the world, St.
Jude can support its $2 million daily budget and still fulfill the promise made by Danny Thomas:
patients will never have to pay a dime for care and care-related items at St. Jude Children’s
Research Hospital (St. Jude Overview, 2014).
Fundraising Efforts
As Danny Thomas’s dream of building a hospital like St. Jude Children’s Research Center
started to come to fruition, the reality of funding set in. A decade or so before the hospital even
opened, Thomas was in fundraising mode, and in 1955, he partnered with a group of Memphis
businessmen to launch efforts for what would eventually become St. Jude Children’s Research
Hospital. Danny and his wife Rose Marie maintained a frenetic travel schedule to cover as many
cities in the United States as possible to raise funds for the building of St. Jude (All About Danny
Thomas, 2014).
In the excitement of the success of the hospital fundraising campaign, Thomas realized that
there would be significant operational expenses to account for, which lead him to founding American
Lebanese Syrian Associated Charities (ALSAC) in 1957. This group has become the official
fundraising arm of St. Jude Children’s Research Hospital, is the country’s second largest healthcare
charity, and is supported by over a million volunteers annually (All About Danny Thomas, 2014).
St. Jude Children’s Research Hospital dedicates a great deal of time, effort, and energy
to its fundraising efforts on an annual basis. Daily operations cost $2 million, and 75% of
those funds are raised through private donations. These donations come from 9 million active
donors, 28 of Fortune’s top 1000 companies (St. Jude Children’s Research Hospital, 2014), and
upwards of 35,000 fundraising events held annually (Thomas, 2014).
St. Jude Children’s Research Hospital has a number of ongoing fundraising efforts based
at the Memphis campus, including:

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• Scheduled donations through the Partners in Hope campaign
• Dream Home Giveaway raffles
• The St. Jude Gift shop
• Memorial and Honor Cards
• Thanks and Giving Campaign
(Ways to Help, 2014)
St. Jude also utilizes local community outreach in its fundraising efforts, working with
schools and other organizations to target the following groups for fundraising events:
• Students and Teachers
• St. Jude Up ‘til Dawn
• Math-A-Thon®
• Trike-A-Thon
• Team Up for St. Jude
• Professionals
• Dinners and Galas
• Matching Gifts
• Sports Fans
• St. Jude Sports
• Saddle Up for St. Jude
• Martial Arts for St. Jude
• Workout for St. Jude
• St. Jude Walk
• Cruisin’ for St. Jude
• Music Fans
• Country Cares for St. Jude®
• Radio Cares for St. Jude™
• Promesa y Esperanza
• Music Gives to St. Jude
(Volunteers, 2014)
These fundraisers, as held regionally around the country, are crucial in bringing in the
funding that St. Jude Children’s Research Hospital needs to continue its mission.

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Competition
While many other non-profit organizations could be considered competitors to St.
Jude Children’s Research Hospital, there a number of national organizations that are direct
competitors. In addition to national organizations, there are regional non-profits that compete
against St. Jude for fundraising dollars in those areas. Each of these organizations has a strong
mission and incredible stories of triumph to share, further competing against St. Jude and each
other for precious donation dollars.
The Children’s Miracle Network
The Children’s Miracle Network was founded in 1983 and works
with approximately 170 hospitals in the United States and Canada
to provide care for children suffering from a variety of illnesses and
injuries (About Us, 2014). The number of hospitals that are part
of the “Network” are so numerous that more than one patient per
minute enters one of the designated hospitals for treatment. Patient
needs range from cancer care to pre-mature birth to broken bones and traumatic injury.
Since the Children’s Miracle Network’s inception, it has raised over $5 billion in donations,
which goes to research, training, equipment costs, and patient care (About Us, 2014).
American Cancer Society
From its early days as the American Society for the Control of Cancer, the American Cancer
Society’s (ACS) mission has been to raise awareness about cancer.
The ACS has been doing this since 1913, and today there are 14 million
people alive that otherwise wouldn’t be, thanks to the ACS and its efforts
(Our History, 2014).
There are over three million American Cancer Society volunteers
around the world, involved in organizing and executing events,
spreading the word about cancer prevention strategies, and providing screening tests (Facts
about ACS, 2014).
The American Cancer Society works with 121 hospitals and treatment sites in the United
States, and since 1946, has spent over $4 billion on cancer research that has lead to numerous
breakthroughs in the treatment and prevention of various cancers (Facts about ACS, 2014).

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American Heart Association
The American Heart Association (AHA) “is the nation’s oldest, largest voluntary
organization devoted to fighting cardiovascular diseases and stroke”
(About Us, 2014). Founded in 1924, the AHA has grown from is six
founding cardiologists to include 22.5 million volunteers, 144 local offices,
and 2700 employees. The AHA is focused on public health as well, and
trains over 13 million people in CPR techniques. Focusing on wellness education and illness
prevention, the American Heart Association was able to funnel nearly $487 million into the
organization in 2012-13 (American Heart Association Annual Report, 2014).
Susan G. Komen for the Cure
Arguably the most recognized non-profit specialty organization, Susan G. Komen was
founded in 1982 as a promise from Nancy G. Brinker to her sister, Susan
G. Komen, to end breast cancer (About Us, 2014). As of 2014, Komen
has spent $2.5 billion in research, outreach, and advocacy programs
in 30 countries around the world; the organization is the world’s largest
non-profit source of funding for breast cancer research and treatment
(About Us, 2014).
In 2012, Susan G. Komen invested $1.5 billion in community health and research
programs, and the three-decade total for research funding exceeded $610 million the same
year (2011-12 Annual Report, n.d.). The organization now boasts over 100,000 volunteers for
essential programs and 400,000 advocates around the country (2011-12 Annual Report, n.d.).
Because the majority of St. Jude funding comes from individual
contributors, St. Jude has the freedom to focus on what matters
most – saving kids regardless of their financial situation.

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Challenges and Opportunities
In general, non-profit organizations have universal branding struggles due to
oversaturation and outward lack of differentiation among the various non-profits that exist. In the
case of St. Jude Children’s Research Hospital and other medical non-profits, these struggles
are compounded by patient health issues and the Health Insurance Privacy and Accountability
Act (HIPAA) rules that govern healthcare privacy in the United States.
Oversaturation and Differentiation
There are a plethora of non-profit organizations in the United States that compete
against each other for donations from the general public. There are a large number that, like St.
Jude Children’s Research Hospital, focus solely on healthcare – and some only on children’s
healthcare needs. These include the above-mentioned organizations: the Children’s Miracle
Network, the American Cancer Society, the American Heart Association, and Susan G. Komen.
Others are child-focused in a more general sense: Boy and Girl Scouts, Save the Children, the
4-H Club, the United Way, and countless others. Other popular non-profit organizations include
National Public Radio (NPR), Habitat for Humanity, the YMCA, the Wounded Warrior Project,
Goodwill, and so many more.
St. Jude Children’s Research Hospital has several direct competitors in this space,
as mentioned above, and standing out among similarly missioned organizations becomes
a challenge, particularly in regions that might be considered outside of St. Jude’s sphere of
influence. Philadelphia is one such area, simply because the Children’s
Hospital of Philadelphia (CHOP) has deep roots and widespread
proliferation in the region (Children’s Hospital of Philadelphia, 2014).
While the two hospitals are similar in their mission and what they do
in terms of both treatment and research, CHOP relies on insurance
payments and places that burden on families; St. Jude does not accept
payment for any phase of a patient’s treatment, nor does the organization expect family
members to spend a dime either.
Also prevalent in the Philadelphia marketplace is the Four Diamonds Fund. Known more
colloquially under its main fundraiser’s name – THON – the Four Diamonds Fund operates
through Penn State Hershey Children’s Hospital and is focused
on the research and treatment of pediatric cancer (About Us -
Four Diamonds, 2014). Like CHOP, Four Diamonds and Penn
State Hershey rely on insurance payments to cover much of the treatment cost; like St. Jude

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Children’s Research Hospital, patients rely on fundraising and donations to cover remaining
cost so patient families do not receive bills for the cost of healthcare while a child is undergoing
treatment.
The Penn State student community embraced the Four Diamonds Fund shortly after its
inception, using the Four Diamonds Foundation almost as an excuse for something fun to do
during dreary Central Pennsylvania Februarys. Since its founding in
1973, THON has grown into a weekend-long dance marathon in State
College, mini-THONs at schools around the state, and is responsible for raising over $13 million
dollars in 2014, with over 96% of that total going directly to Four Diamonds (About THON, 2014).
Creating Opportunities
Perhaps the best way for St. Jude Children’s Research Hospital to differentiate itself
and stand out from direct competitors like Four Diamonds and CHOP here in the Philadelphia
market, as well as other competitors around the country, is to place direct emphasis on its
mission and successes since St. Jude was founded in 1962. While all children’s hospitals have
an emphasis on research and treatment, St. Jude Children’s Research Hospital stands alone in
the second part of its mission:
Consistent with the vision of our founder Danny Thomas, no child is
denied treatment based on race, religion or a family’s ability to pay.
(St. Jude Mission Statement, 2014)
St. Jude was one of the first racially integrated hospitals in the country, adn Memphis
was strategically chosen as its home, based on a personal event in Danny Thomas’s life
(Thomas, 2014). Considering the highly multi-cultural make-up of the Millennial generation
that is our target market. St. Jude has an important story to tell as a leader in racial equality,
particularly in the medical field.
This mission statement alone makes St. Jude standout from its competitors; CHOP is
very clear in its policies that insurance and aid programs are available for patient payment
(Children’s Hospital of Philadelphia, 2014), and Four Diamonds emphasizes insurance as a
primary payment source, followed by utilizing funds raised through THON and other donations
for the remaining balance of patient treatment. Neither organization, however, provides any
assistance for patient caregivers. St. Jude Children’s Hospital has realized the importance of
having parents and/or guardians available for its pediatric patients and covers all expenses for
the family to be involved in treatment, not just the treatment itself (Thomas, 2014).

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Breaking through the clutter is difficult for brands and their marketers on a normal basis;
creating brand momentum in a saturated marketplace brings an entirely new set of challenges
to the table. St. Jude Children’s Research Hospital needs to create campaigns around their
most distinguishing factors; in this conversation, it becomes a holistic course of treatment for
the patient and his/her family, without worry of medical bills. Very few, if any, other research
hospitals guarantee that a patient and his/her family will never see a bill for treatment, nor have
to deal with the burden of medical expenses. Relying on the brand’s mission to stand out from
the crowd is crucial for any company, but is essential when that brand relies on the generosity
of others for its survival.
(St. Jude Children’s Research Hospital, 2013)

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1962 - St. Jude opens in
Memphis, TN.
1969 - In an attempt to
fight malnourishment
in low-income children
in Memphis, St. Jude
enrolls thousands
of local infants in a
successful nutritional
program, which serves
as the prototype for
WIC.
1976 - The World
Health Organization
(WHO) designates St.
Jude as a Collaborating
Center for the study
of the transmission of
influenza from animals
to humans.
1984 - A St. Jude
patient with sickle cell
disease is the first to
be cured with a bone
marrow transplant.
1991 - The survival
rate for ALL reaches
73%.
1968 - Researchers
combine chemotherapy
with radiation to
increase survival rates
for Ewing sarcoma.
1972 - The hospital
demonstrates a 50%
survival rate for acute
lymphoblastic leukemia
using a combination
of chemotherapy
and radiation,
revolutionizing
leukemia therapy
worldwide.
1977 - St. Jude
develops a treatment
that not only cures a
type of pneumonia
frequently fatal to
children. The treatment
is later shown to
prevent the same
type of pneumonia in
patients with AIDS.
1987 - Founder Danny
Thomas announces
that HIV/AIDS falls
within the parameters
of the St. Jude mission
and institutes a clinical
program to seek a cure
for pediatric AIDS.
1995 - Cancer survival
rates for African-
American children
are shown to have
reached parity with
Caucasian children
when treated with
protocol-based
therapy.
2007 - St. Jude is
designated one of six
Centers of Excellence
for Influenza Research
and Surveillance funded
by the National Institute
of Allergy and Infectious
Diseases, a part of the
National Institutes of
Health.
2008 - St. Jude
is designated
as a National
Cancer Institute
Comprehensive Cancer
Center, making St. Jude
the first and only cancer
center solely focused
on pediatric cancer to
receive this distinction.
2011 - St. Jude is
named one of the
country’s “100 Best
Companies to Work
For” by FORTUNE
magazine, a
designation that is
repeated in 2012.
2010 - Survival rates
for children with acute
myeloid leukemia
(AML) treated on a
St. Jude protocol rise
to 71%, which is 20%
better than previously
reported U.S. rates.
2012 - Work led by
St. Jude scientists
pinpoints genetic
factors that make
Hispanic children more
likely than those from
other racial and ethnic
backgrounds to receive
acute lymphoblastic
leukemia (ALL)
diagnoses and to die of
the disease.
1998 - The survival rate
for ALL reaches 80%.
2003 - A St. Jude study
comparing long-term
outcomes of children
treated for acute
(ALL) shows that black
children can do as well
as white children if
given equal access to
the latest treatments.
2003 - St. Jude
scientists create a
harmless version of
avian influenza to be
used as the master
seed for vaccine
manufacturing. The
team produces a
vaccine in only four
weeks.
2004 - The acute
(ALL) survival rate
reaches 85%.
2006 - St. Jude
reports a 94% survival
rate for patients with
acute lymphoblastic
leukemia (ALL), using
therapy that does not
include radiation.
A St. Jude Children’s Research Hospital Timeline
St. Jude Children’s Hospital Timeline of Selected Events
(Fifty Fabulous Years, 2014)

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Known by various names – Millennials, Generation Y, Generation Net, etc. – individuals
generally born between 1980 and 1999 make up roughly 79 to 92 million people (Stanley,
2013). Millennials are the latest demographic group to breach the “adulthood” ages of either 18
or 21, and represent a large segment of the American – and global – population. Depending on
what source is used in research, this generation was born between 1984 and 2002 (Solomon,
2013), the late 1970s-mid 1990s (Brandau, 2012), or anyone ages 18-34 as of 2011 (Fromm,
How to Get Millennials to Love and Share Your Product, 2013). With such varying definitions
of who falls into this Millennial generation, it’s no wonder there are various additional segments
included in this age subculture.
Demographics of Millennials
Millennials are considered to be “young, image-conscious, brand-savvy, well-informed,
celebrity-obsessed, influential and easily
influenced, technologically astute and have
money to spend” (Newman, 2009). Not only is
this generation technologically savvy, but also
are constantly on and connected to their social
networks and have substantial buying power
to the tune of close to $130 billion annually
(Newman, 2009). This generation is also
considered to be the most educated, based on
Pew Research showing 90% of 25-29 year olds
have graduated from high school.
The commonalities among members of
Gen Y are quite numerous. These common
interests and bonds include: being hopeful
about the future, maintaining a positive
outlook on life, and value being connected, yet fancy free (Solomon,
2013). Millennials didn’t grow up in traditional families like the Boomer generation – 25% of
Millennials at age 21 were raised in single parent households – and 35% of this generation
is non-white (Solomon, 2013). This generation represents over one-third of the population
of the United States and spends over $170 billion of their money and their parents’ money
Target Audience
(Parker, 2012)

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annually (Solomon, 2013). Fromm goes further to say that this generation has direct access to
nearly $200 billion in direct spending power, and influences as much as $500 billion in indirect
purchase power (Fromm, Do You Have a Millennial Marketing Strategy?, 2011).
St. Jude Children’s Research Hospital ranked as the No. 1
preferred company to work for by Millennials.
(National Society of High School Scholars (NSHSS), 2014)
Millennials are looking adventure, with over 70% of this generation expressing a desire
to visit every continent (Fromm, Do You Have a Millennial Marketing Strategy?, 2011). This
adventure quest doesn’t solely revolve around grand vacations and travel; Generation Y likes
to inject fun and adventure into daily life by having unique experiences (Fromm, Do You Have a
Millennial Marketing Strategy?, 2011).
Psychographics of Millennials
A 2009 survey by the Boston Consulting Group and the Service Management Group
further divided the Millennial generation into six segments (Brandau, 2012):
• The Hip-ennial - a more cautious, globally aware and information-hungry consumer;
• The Millennial Mom - a wealthier, family- and health-oriented, digitally savvy female
consumer;
• The Gadget Guru - a successful, free-spirited, usually single and male consumer;
• The Clean and Green Millennial - a cause-driven, health-oriented, optimistic consumer
likely to be a student;
• The Old-School Millennial - a cautious consumer less likely to be wired and more
likely to be Hispanic;
• The Anti-Millennial - a locally minded and conservative consumer.
Within these sub-cohorts are several distinct sub-sub-cohorts that represent even more
refined values, beliefs and life status that further complicate targeting for marketers. However,
the most commonly heard request of Millennials to marketers is that they remain authentic. As
Fromm (2011) states, “A one-size-fits-all effort will fail to connect with every Millennial segment.”
The most important commonality that unites Millennials together is their connectedness.
This generation was the first to have personal computers in their houses, 500-plus channels on
cable TV, portable music and electronics, and – of course – the internet (Solomon, 2013). They

Page 20
are 2.5 times more likely to be at the forefront of new technology adoption, and the explosion of
mobile connections in the US reflects the Millennials’ connectivity.
With the widespread use of mobile devices and their prolific usage, it’s no wonder that
Millennials have high expectations for their online usage and expect “mobile-friendly Web
sites, Facebook presence, quick responses to tweets and substantive rewards for having the
most check-ins on Foursquare or Gowalla. If your organization doesn’t have a strong digital
and technology strategy in place, it risks losing the Millennial consumer spend” (Fromm, Do
You Have a Millennial Marketing Strategy?, 2011). If marketers aren’t reaching into the mobile
domain, they risk losing out on the Millennial purchase power.
Based on this information, it can be concluded that the Millennial consumer is highly
educated in general and knows how to research products prior to purchase. These individuals
have some purchase power and disposable income, especially on the younger end of this
generation prior to getting married and starting families. They tend to be more engaged
with the world around them, focusing on social networking and causes for which they are
passionate. However, in order to capture their attention, loyalty, and purchase power, brands
not only have to have a presence on various marketing channels, but also have to remain
authentic. Regardless of what sub-sub-cohort the target can be found in, the message from this
generation is the same: be true.
“Millennials are inspired by organizations that link to a compelling
cause or mission. It’s important for them to trust the company” to
the point that celebrity endorsements only inspired 2% of Gen Y’s
population to donate to their cause.
(Solomon, 2013)

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Survey Results
In order to better understand St. Jude Children’s Research Hospital’s desired target
market of Millennials between the ages of 21-30, Cohesion Communications commissioned
a survey to gauge the interest of this target market in volunteering and donations in general,
what specific causes spur them into action, and what other factors contribute to their desire
to become involved in a non-profit organization’s mission. The full results of this unscientific
survey can be found in the Appendix; an overview of the results follows below (Cohesion
Communications, 2014).
The statistics above demonstrate that the Millennial user is still using traditional forms
of computing, but mobile usage is strong among this cohort. This is somewhat contrary to
Millennial research that indicates that this targeted generation is very mobile and depends on
their devices for information. Perhaps the respondents of this survey completed it from their
place of employment or students from their computers instead of working on the go.

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An overwhelming majority of the survey respondents were women, and 79% of total
respondents were the targeted 21-30 age.
A number of respondents indicated that they were involved in more than one form of
employment category, with a number of full-time employees and either part-time students or
part-time workers.
Female
Male
21-30
31-40
51 - 60
41-50
Full-time Employment
Full-time Student
Part-time Employment
Other
Unemployed

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Annual household incomes were varied, as is expected with Millennials that are in
the 21-30 age range. A number of these younger respondents were college-aged students
and included their parents’ incomes in the household total. While difficult to determine which
incomes are associated with individuals, it can be assumed that the variations are indicitive of
young professionals just starting in their careers, possibly living on their own for the first time,
and having to juggle living expenses with any disposable income and a desire to give back to
the community as a whole. Of these survey respondents, 73% had a household income ranging
between $25,000 and $99,999.
$25,000 - $49,999
$75,000 - $99,999
$50,000 - $74,000
$0 - $24,999
$100,000 - $124,999
$150,000 - $174,999

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Survey respondents had favorable views of non-profits in general, with over 90%
responding as such.

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Those responding to the survey commissioned by Cohesion Communications
indicated that they were willing to donate time and/or money to non-profit organizations; 95%
claimed to donate money at least once annually and 87% volunteer in some fashion.
Once annually
Twice annually
Quarterly
Other
Monthly
Never
Once annually
Monthly
Quarterly
Never
Twice annually
Other

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True to the busy Millennial lifestyle, over half of respondents would prefer to donate
either online of via text message, in lieu of more tradditional forms of donation.
Healthcare foundations tended to be the most popular among respondents when it came
to donation and/or preference.
Online donations
Attend an event
Organize an event
Text message donations
Other
Children’s foundations
Cancer foundations
Animal care foundations
Organizations that fight hunger
Organizations that fight poverty
Environmental organizations
Religious organizations

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Of ways to reach the target audience, Millennials ranked eight methods out of five stars
as follows:
• Social media outlets (4.16 out of 5)
• Online videos (3.55 out of 5)
• Foundation website (3.53 out of 5)
• Celebrity endorsements (2.96 out of 5)
• Television ads (2.67 out of 5)
• Direct mail pieces (2.46 out of 5)
• Radio ads (2.29 out of 5)
• Newspaper ads (2.18 out of 5)

Cohesion Communications will investigate and propose solutions to St. Jude
Children’s Hospital for reaching the Millennial market, increasing St. Jude exposure to this
cohort. We will propose a campaign of events and outreach opportunities that will build
Millennial affinity for St. Jude, increase participation at local events, increase engagement
across social media channels, and create raving fans that advocate for St. Jude Children’s
Research Hospital among their peers. These activities will not only increase donations to St.
Jude, but they should also build a lifetime commitment to St. Jude.

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SWOT Analysis

Page 29
The above SWOT analysis highlights the overall impressions that St. Jude Children’s
Research Hospital maintains across its target audience. While generally favorable, there are
a number of areas in which St. Jude can improve its brand recognition, particularly among its
target market of Millennials ages 21-30.
Strengths
The St. Jude Children’s Research Hospital brand is extremely strong among the
Millennial audience, with over 90% recognition among survey respondents to Cohesion
Communications’ October/November 2014 survey (Cohesion Communications, 2014).
For the second year in a row, St. Jude was named the number one place Millennials want to
work (National Society of High School Scholars (NSHSS), 2014) and is consistently one of
U.S. News and World Report’s top ranked hospitals (U.S. News and World Report, 2014).
St. Jude has a very strong story and telling that story – along with patient stories – has long
been effective in securing much-needed donations. St. Jude has a very strong national and
international reputation on which it can rely.
Weaknesses
With only one affiliated hospital, St. Jude doesn’t have the opportunity to crowd-source
its fundraising efforts and share among sister institutions; it is the only hospital of its kind, which
leaves it vulnerable to economic conditions, donor fatigue, and a “not in my backyard” type of
mentality when it comes to donations. St. Jude Children’s Hospital relies on public donations for
approximately 75% of is annual funding, far above what most other healthcare institutions need to
sustain their business practices, care for patients, and complete research initiatives (Thomas, 2014).
Opportunities
There are a plethora of opportunities for St. Jude Children’s Research Hospital to take
advantage of for reaching Millennials, particularly that cohort’s desire to be a part of the greater
good. Many Millennials have been moved by stories of children with cancer and are inspired to
do something in honor of that child; Millennial parents may have had a child with a catastrophic
illness or have a friend who has a child who has one (Brandau, 2012). Other Millennials could
be survivors of one of these childhood illnesses and have become a crusader for finding a cure
so no child suffers like she/he did as a child.
St. Jude has strong and long-established fundraising campaigns and sponsorships,
including the Thanks and Giving Campaign. The brand needs to continue investigating how to

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refresh these campaigns and keep them relevant to Millennials as that cohort moves through
the various stages of life.
Threats
Because there are so many non-profit causes that proliferate daily life and the fact St.
Jude Children’s Research Hospital relies very heavily on donor participation, there is a true
threat of donor fatigue, especially in a recovering economy. The Millennial generation, while the
most educated in history, is heavily burdened by student loan and other debts (White, 2014).
These debts severely handcuff this target market, and coupled with the rising cost of healthcare
and economic conditions, Millennials are hard-pressed to part with any of their income that they
deem is expendable.

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Since opening its doors in 1962, St. Jude Children’s Research Hospital has been on the
forefront of fighting childhood cancers and other catastrophic diseases from its headquarters
in Memphis, Tennessee. The brand’s messaging is consistent through its current creative
executions, and reflects its mission: Finding cures. Saving lives. (St. Jude Children’s Research
Hospital, 2014).
Brand Positioning
is currently positioned to target Generation
X and the Baby Boomer generation, along
with the oldest Millennials. The information
provided is very fact and data driven and
is dry when considering the information
Millennials seek and are attracted to. While
childhood cancer is certainly not a fun or
exciting topic, the beneficiaries of each
fundraising campaign are children; regardless
of their health, children are inherently a fun
group of people at heart.
The standard St. Jude Children’s
Research Hospital campaign revolves
around a series of “Because of You” PSAs
and creative pieces. These creative pieces
include television and radio spots, magazine
and newspaper advertisements, mass transit
billboards in bus shelters, mallscapes, and
airports, and various online banner ads (PSA
Download Center, 2014). These are available
in both English and Spanish editions, various sizes and
resolutions, and in black and white and color variations for ease of publication.
As the holidays approach each year, St. Jude launches its Thanks and Giving Campaign.
This dedicated campaign includes point of sale donations through retail partners, fundraising
The St. Jude Brand
(PSA Download Center, 2014)

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walks, and a weeklong residency on The
Today Show on NBC (Thanks and Giving,
2014). The Thanks and Giving Campaign is
typically highlighted by an additional color that
corresponds with the St. Jude traditional brand
colors while making the campaign eye-catching
to stand out.
In regard to St. Jude’s current
advertising, the storytelling involved is
compelling and effective, even if the yellow-green color scheme for the Thanks and Giving
Campaign misses the mark against the larger St. Jude brand.
(PSA Download Center, 2014)

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Brand Personality
Survival in the face of the unknown
St. Jude Children’s Research Hospital creative pieces are certainly powerful in their own
right, they don’t necessarily tell the whole story of St. Jude Children’s Research Hospital. St.
Jude is extremely proud of the increase in survival numbers, but there is little evidence in their
current advertising efforts that promotes the fact that over 80% of children treated by St. Jude
survive their diagnoses (Thomas, 2014). Cohesion Communications recommends promoting
the incredible success that St. Jude has had and the research breakthroughs that their team of
scientists and physicians have brought to not just St. Jude Children’s Research Hospital, but to
the entire medical community, should be a tremendous part of the St. Jude story.

Telling the family’s story
When a child is diagnosed with cancer, that child’s entire family is also diagnosed and
becomes part of the St. Jude Children’s Hospital family. While it is commonly known that the patient
never receives a bill from St. Jude for treatment, its is less commonly known that the patient’s family
is 100% taken care of in regard to expenses as well (Thomas, 2014); at no point in time is a patient
or his/her family responsibility for travel, food, lodging, or care while undergoing treatment at St.
Jude. Cohesion Communications strongly suggests telling not just the patient’s story, but the
patient’s family’s story in more detail as well. By engaging siblings in the story, St. Jude can create
a secondary level of brand ambassadors; these individuals have nearly as powerful of a story as
the patients themselves.
Keeping hope alive, even in the darkest of times
St. Jude Children’s Research Hospital was founded because of a promise Danny
Thomas made at one of the darkest and lowest points in his life; prayer and hope overcame a
desperate situation, and he went on to honor St. Jude Thaddeus in the best way he knew how –
providing hope in the darkest of times (Thomas, 2014). A cancer diagnosis is inherently a scary
thing for the patient and his/her family, and St. Jude provides a beacon of hope of survival to
those families.
Harnessing the power of St. Jude Children’s Research Hospital
There are few brands out there that have the recognition, respect, and power that St.
Jude yields. Despite having only one location nationwide, St. Jude is known in every corner of
the United States and beyond as the pre-eminent research and treatment hospital for childhood

Page 34
cancer. The St. Jude “bench to bedside” (Thomas, 2014) approach has created approximately
a 60% increase in the number of children who survive childhood cancer diagnoses, and the
research currently being done, combined with new and
existing fundraising campaigns will continue to propel
that number upward until all children diagnosed with
childhood cancer become survivors.
Brand Perception
Through the research Cohesion
Communications conducted, St. Jude Children’s
Research Hospital has a strong reputation among
the Millennial cohort, and a large percentage of those
individuals would consider donating time, money, or both
to St. Jude. These individuals have a generally favorable reaction to non-profit organizations,
but are most likely to donate to children’s foundations or cancer foundations than other types
of non-profits (Cohesion Communications, 2014). St. Jude falls into both of those categories
and is a likely recipient of some of that donated time and/or money from Generation Y. St. Jude
has a strong and positive reputation that is needs to continue building on as it brings Millennials
into its raving fan fold.

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Creative Execution
Integrated Communications Strategy Statement
• St. Jude helps kids.
• St. Jude provides 100%
expense-free care to patients and
their families.
• 80% of cancer patients plus
receive clean bills of health after
treatment.
• St. Jude is a long-established
and respected organization.
• St. Jude is a leader in scientific
healthcare research and shares all
discoveries to increase all patients’
chances of survival, not just St.
Jude patients.
• Volunteering or donating time
and/or money is easy to do.
• St. Jude gets 75% of its funding
from donations.
• St. Jude doesn’t turn away
patients because they can’t pay.
• No one likes to see a sick or
suffering child.
• I feel a social responsibility for
helping sick children.
• I feel good when I volunteer or
donate time and/or money to non-
profit causes.
• I am lucky to be healthy and feel
a need to give back.
• I enjoy being part of something
bigger than myself.
• I have been moved by the story
of a child impacted by pediatric
cancer.
• My donation, no matter how big
or small can make a difference and
help a child.
• I have a friend or a family
member who survived childhood
cancer.
• I have a friend or family member
who didn’t survive childhood cancer
• My donation can help a family
that might not be able to
otherwise afford healthcare
for a child with cancer.
• Helping kids with
cancer
• Making medical
advances and
increasing survival
rates
• Anyone can receive
care through generous
donations and support
• Easy to support
through volunteering
and donations
Rational Factors Emotional Factors

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1. Volunteering my time and/or money is a quick and easy way to support St. Jude Children’s
Research Hospital and makes me feel like I’m making a difference in the world. (green)
2. St. Jude Children’s Research Hospital provides care for people all over the country,
regardless of ability to pay and relies on private donations to achieve that goal. (red)
3. Did you know that over 80% of St. Jude Children’s Research Hospital patients receive
a clean bill of health after treatment? Join St. Jude in improving pediatric cancer survival
rates to over 90% by 2025. (blue)
4. I can help improve the lives of children with pediatric cancer. My donation to St. Jude
Children’s Research Hospital continues the tradition of care for families and children around the
country. (purple)
Integrated Creative Strategy Statement:
Did you know that over 80% of St. Jude Children’s Research Hospital patients receive a clean
bill of health after treatment? Through your volunteerism and generous monetary donations, St.
Jude can continue to research and treat patients and improve pediatric cancer survival rates to
over 90% by 2025.
Rationale:
This statement builds on a concept the Cohesion Communications team been mulling
over since our project launch and pulls in an idea to use survivors as brand captains and
ambassadors for events. The survival rate number increase for St. Jude patients has been
staggering, but we should live in a world full of tomorrows for everyone – kids with cancer
shouldn’t be excluded. There are several friends in the Cohesion Communications team
whose children have recently been diagnosed with childhood cancer, and as a Michigan State
alumna, the story of Lacey Peterson breaks Ms. Sampson’s heart. St. Jude has made incredible
strides since its inception by increasing childhood cancer survival rate from 20% to 80%, but
there is still room to improve. By combining current statistics with St. Jude’s goal for the next
decade, we were able to create a powerful statement that has some force and is a concept that
can be embraced by Millennials.

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The Creative Brief
Client: St. Jude Children’s Research Hospital Date: December 22, 2014
Type: Integrated Marketing Communications Campaign Pages: 1
Integrated Communications Strategy Statement:
Did you know that over 80% of St. Jude Children’s Research Hospital patients receive a clean
bill of health after treatment? Through your volunteerism and generous monetary donations, St.
Jude can continue to research and treat patients and improve pediatric cancer survival rates to
over 90% by 2025.
Why are we advertising?
To build lifelong donors and brand advocates for St. Jude Children’s Research Hospital,
increase participation in St. Jude events in under-represented areas like Philadelphia, and to
increase overall donations for St. Jude.
To whom are we talking?
The Millennial generation, specifically individuals ages 21-30. This wide-range of individuals can
be broken down into several sub-targets, including students, young professionals, couples, and
young families. These people are generally globally aware, are digitally-savvy, and cause-driven.
What do they currently think?
This target audience thinks that St. Jude is a hospital that treats children’s cancer patients.
Their knowledge of the brand is superficial and largely based on celebrity endorsements.
What would we like them to think?
St. Jude Children’s Research Hospital is the world’s pre-eminent pediatric cancer research and
treatment center and that their volunteerism and time are critical to St. Jude’s success.
What is the single most persuasive idea we can convey?
St. Jude has been successful in creating generations of pediatric cancer survivors that that
cannot continue or improve without the help of the Millennial generation.
Why should they believe it?
St. Jude has been in existence for over 50 years and through its research and treatment efforts
has increased childhood cancer survival rates over 60% in that 50-year period.
Are there any creative guidelines?
St. Jude has provided a brand toolkit with their brand guidelines that includes logo placement,
font requirements, and messaging. Executions will include print, video/audio, social media,
online ads, and additional celebrity endorsements with new messaging across the campaign.

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Campaign Vision, Strategy, Goals, and Objectives
During our October kick-off meeting, the St. Jude Children’s Research Hospital team
indicated several Business and Marketing Objectives they were looking to accomplish
during the year-long campaign. First and foremost, this overall campaign goal is “A year-long
campaign to increase engagement and fundraising among millennials ages 21-30.” In order to
accomplish this campaign goal, St. Jude provided several business and marketing goals that
inspired the basis for the campaign strategy Cohesion Communications has created.
Based on the campaign vision information from St. Jude, Cohesion Communications
proposes the following waterfall flow chart of goals, strategy, objectives, and communications
tactics that are designed to jump start the efforts St. Jude traditionally has in place while
attracting a new Millennial donor base. These proposed objectives are designed to be
implemented between August 1, 2015 and July 31, 2016 and are in addition to the currently
planned events that St. Jude hosts on an annual basis. The overall budget for this campaign
is $15 million, and it is designed to be scalable for implementation in other markets than the
Philadelphia area.
The waterfall recommend by Cohesion Communications follows on the next page, with
campaign tactics, touchpoints, budget, and timing flow chart to follow in subsequent sections.

Page 39
Strategy Waterfall
Cohesion Communications Marketing Objectives:
• Increase Millennial exposure to St. Jude to at least 12 times annually through advertising and event touch points
via traditional and social avenues for an overall increase in brand recognition to over 95%.
• Create scalable events that are easy to duplicate and bring in donations at each of at least $100,000.
• Boost volunteer and donor participation with at least 50% repeat participation each year through increased
exposure online and offline and through volunteer recognition programs.
• Foster St. Jude employee participation in campaign events for a 50% increase through recognition and special
events.
Campaign Vision:
The goal and vision of this campaign is to make St. Jude Children’s Research Hospital the premier non-profit
organization of choice for Millennial donors.
Campaign Strategy:
Design and implement a comprehensive integrated marketing communications campaign to increase repeat,
lifetime Millennial donors through engagement in fundraising efforts and volunteer opportunities in their local
communities.
St. Jude Children’s Research Hospital Business Goals:
• Position St. Jude as the elite fundraising program in the young professional market.
• Stimulate that experience into a collection of lifetime connections with St. Jude.
St. Jude Children’s Research Hospital Business Objectives:
• Test at least 25 young professional events throughout the country starting in August 2015.
• Increase the average event total to $100,000 for events completed between August 1, 2015 and July 31, 2016 for
a total revenue of $3 million in year one with growth potential to $30 million in three years.

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Campaign Tactics and Touchpoints
The goals and objectives presented by St. Jude Children’s Research Hospital and further
flushed out by Cohesion Communications are lofty yet achievable; they are also scalable and
can be duplicated in many markets, both urban and rural, around the United States. In order
to reach these campaign objectives, Cohesion Communications recommends the following
tactics that were specifically designed to compliment St. Jude’s vision while targeting any of
the six Millennial sub-cohorts (Brandau, 2012). Each tactic will focus on at least one of these
cohorts, and many will translate to multiple and give St. Jude Children’s Research Hospital
more reach among its targeted 21-30 year old Millennial market.
The overarching challenge of this campaign is to increase pediatric cancer survival rates
to over 90% by 2025 through a combination of research and treatment methodologies coming
from St. Jude’s Children’s Research Hospital. Convincing the public that their contributions are
the only way to achieve that 90%+ survival rate by generously donating of their time and money
is the path to that success. The “Celebrate Survival” campaign will be linked as a landing/portal
page to www.StJude.org and will detail the following tactics and how volunteers and donors
to St. Jude can continue giving to and celebrating survivors of pediatric cancer and other
catastrophic childhood illnesses.
Each Objective is outlined below, followed by several tactics devised to meet that
objective. A thumbnail budget sketch is included, as are creative executions that can be used
to mee the objectives. All artwork presented will need to be updated with current St. Jude
patient and survivor information, as well as the patient’s diagnosis and age. While the artwork
was designed to scale, it has been formatted to be displayed in this proposal. Please contact
Cohesion Communications for additional details and the raw artwork files; these will also be
provided for approval prior to anything going to print.
Tactic:
Overall campaign theme: Celebrate Survival
The theme of the campaign Cohesion Communications has created is Celebrate
Survival. Over its storied history, St. Jude Children’s Research Hospital has exponentially
increased survival rates for children diagnosed with cancer and other catastrophic illnesses.
Research and treatment options have improved dramatically, and now over 80% of children
diagnosed with cancer receive a clean bill of health after treatment (Thomas, 2014). With these

Page 41
strides, new breakthroughs everyday, and continuing donations to St. Jude, there is no reason
that the organization can’t reach its goal of a better than 90% survival rate by 2025.
While the imagery used in the creative executions of this campaign feature
current patients and are from the generously provided St. Jude Brand Toolkit, Cohesion
Communications recommends using a combination of current patients and survivors for
this campaign. Survivors and their families have the strongest and most emotional stories
to tell of their time at St. Jude Children’s Research Hospital, and the tales of their treatment
and overcoming illness should be celebrated. The general public, hearing the emotional tales
and seeing firsthand how these individuals have beaten their diseases and gone on to live
successful lives are an integral part of the St. Jude story.
Rationale:
The CelebrateSurvival.StJude.org portal page will be part of the StJude.org main
website, much like the Thanks and Giving campaign is today. Keeping this campaign on the
main St. Jude domain increases overall awareness and helps maintain the overall branding
of the portal. The Celebrate Survival campaign information will all be housed here and will be
another outlet for traffic, information, and donation for St. Jude Children’s Research Hospital.
Included in the Celebrate Survival portal are links to the various tactics Cohesion
Communications recommends to St. Jude to implement in the Philadelphia area. These
events and tactics are scalable, can reach urban and rural audiences, and are easily universally
implemented. They were designed for Millennial audiences and the target markets influenced
by Millennials – Generation X, the Boomers, and Generation Z. The campaign was designed
to maximize exposure for the proposed events, provide information about St. Jude to both
donors and volunteers, showcase a patient and survivor blog, and link directly to the StJude.org
website. The mobile site provides a simplified and clean version of the desktop website.
In addition to the CelebrateSurvival.StJude.org portal, the Celebrate Survival campaign
will be featured on all St. Jude social media channels, including Facebook, Twitter, Instagram,
and YouTube.
Budget:
$20,000 for design and hosting fees. The design will be ready for the campaign launch
on August 1, 2015, and the portal site will be hosted through July 31, 2016, at a minimum.

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Sample Creative Executions:
Samples for desktop and mobile website design follow on the next page.
Sample desktop site
Sample mobile site

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Objective 1:
Increase Millennial exposure to St. Jude to at least 24 times through the 12-month
campaign via traditional and social media avenues for an overall increase in brand recognition
to over 95%.
Tactic 1.1:
Bolster St. Jude Children’s Research Hospital’s social media presence on Facebook,
Twitter, YouTube, and Instagram.
Rationale:
Through a comprehensive and integrated campaign among Facebook, Twitter, YouTube,
and Instagram, Cohesion Communications aims to increase exposure to the Millennial
generation and increase St. Jude Children’s Research Hospital brand recognition to over
95% from the reported 93% from our survey (Cohesion Communications, 2014). While a
2% increase is not much, increasing the number of brand loyalists through social media will
increase the overall exposure St. Jude has within the Millennial target market, but also within
the 21-30 year old cohort’s spheres of influence. This sphere of influence will include other
generations and capitalizes on the chance to make members of Generation Z brand loyalists
before they’re old enough to vote while reminding Gen X-ers and Boomers of St. Jude and its
mission of helping children with catastrophic illnesses and their families without adding any
financial burden.
The social media campaign would include sponsored posts, tweets, and images on
Facebook, Twitter, and Instagram, along with featured videos on YouTube. All videos that are
produced for St. Jude should be liked or posted to all social sites.
The Millennial generation that we are targeting is well known to be technologically savvy
and shares information online willingly and often. They consider themselves to be influencers
among their peers and within their spheres of influence and have substantial buying power
(Newman, 2009). We are attempting to break into this $190 billion buying power, and to get
there, we need to use social media as it is the new word of mouth marketing avenue for this
generation. St. Jude already has a strong social media presence on Facebook with over 1.7
million “Likes” (St. Jude Children’s Research Hospital, 2014), 363,000 followers on Twitter
(St. Jude Children’s Research Hospital, 2014), over 29,300 followers on Instagram (St. Jude
Children’s Research Hospital, 2014), and nearly 5,000 subscribers to its YouTube channel (St.

Page 44
Jude Children’s Research Hospital, 2014). Increasing advertising to these media will also bring
additional exposure to St. Jude and the “Celebrate Survival” campaign.
All social media posts on Facebook, Twitter and Instagram will include the hashtag
#CelebrateSurvival. Not only will this increase exposure to the overall campaign, but it creates
searchable results and enables Cohesion Communications to better track traffic to the social
channels and the CelebrateSurvival.StJude.org portal. The 12-month social media campaign
also includes sponsored ads on all social channels.
Finally, any posts will be cross-posted on all channels to further increase traffic among
the social media outlets and to the website portal.
Budget: $5,100,000, divided equally among Facebook, Twitter, Instagram, and YouTube
campaigns and subject to adjustment among the social sites pending effectiveness.

Samples for sponsored ad designs for Facebook, Twitter, Instagram, and YouTube follow
below and on the next page. Please note these samples are not sized to scale.
St. Jude @StJude • Aug 1
Celebrate Survival
Visit CelebrateSurvival.StJude.org today to learn how
you can celebrate and honor survivors of childhood
cancers! #CelebrateSurvival
Ethan
Rock Star
stjude.org
Event Name Here
Date | Time | Location
Important Event Information
For more information, please contact
XXXXX at XXXX@stjude.org
Celebrate Survival
Join St. Jude in improving childhood cancer survival rates.
Visit CelebrateSurvival.StJude.org
today to learn how you can celebrate
survivors of childhood cancers!
#CelebrateSurvival
Sample Facebook
Sponsored Ad
Sample Twitter
Sponsored Ad

Page 45
Phoebe
Daddy’s Princess
stjude.org
StJude_PatientCards_Phoebe_Red.indd 1 2/12/13 2:01 PM
#CelebrateSurvival
Followingstjude
August 1
Celebrate Survival
Visit CelebrateSurvival.StJude.org today to learn how you
can celebrate and honor survivors of childhood cancers!
#CelebrateSurvival
©2012ALSAC/St.JudeChildren’sResearchHospital(11580)
Event Name Here
For more information,
please contact XXXXX at
XXXX@stjude.org
Celebrate Survival
Join St. Jude in improving childhood cancer survival rates.
#CelebrateSurvival
Visit CelebrateSurvival.StJude.org today to
learn how you can celebrate survivors of
childhood cancers!
Event Name Here
St. Jude patient Ethan
age 5, pineoblastoma
stjude.org
Event Name
Here
Date | Time
Location
XXXXX@stjude.org
Click Here for Video
Sample Instagram Sponsored Ad
Sample YouTube Sponsored Banner Ad

Page 46
Tactic 1.2:
Increase over air advertising opportunities to promote upcoming St. Jude events outside
of the Thanks and Giving Campaign and have approximately 10 million ad impressions on
streaming media over the course of the 12-month campaign.
Rationale:
While the survey commissioned by Cohesion Communications in October 2014
indicated that television ads came in fifth out of eight options for what would spur our target
market into action, and radio ads came in seventh, Millennials are always connected to video
and audio of some sort by nature of being online and constantly connected. The six Millennial
cohorts as defined by Brandau (Brandau, 2012) are consumers of both terrestrial radio and
TV along with streaming music and video options. While Millennial Moms and Old School
Millennials will tend to listen to terrestrial radio more frequently than their Hip-ennial, Gadget
Guru, Clean and Green Millennial, and Anti-Millennial counterparts, the spots used can carry
the same messaging.
Cohesion Communications recommends using traditional radio and television
advertising for major events, such as the Fore the Kids golf outing detailed in another campaign
objective. These spots will detail information specific to those events instead of the general
overall campaign.
For the general campaign awareness, Cohesion Communications suggests creating
Spotify campaigns to reach younger Millennials, approximately ages 18-24 and Pandora to
reach older Millennials within our target market. With nearly half of all smartphone users also
registered to use Pandora, targeting Millennials from both and age and location, as well as a
preferred musical genre perspective, will be simple and cost-effective (Biernacki, 2013).
Budget: $5,000,000
Both streaming services charge by the impression, which is approximately $25 per
thousand. Across the country, we are looking to target 10 million Millennials, diving the cost to 70%
Pandora and 30% Spotify. Production costs are included for both services with a minimum spend.
A sample :30 script and a Pandora mobile ad follow on the next page.

Page 47
Ethan
Rock Star
stjude.org
StJude_PatientBioCard_Ethan_Blk.indd 1 7/18/13 10:35 AM
#CelebrateSurvival
CelebrateSurvival.StJude.org
Sample Pandora Pop-up Ad
Sample :30 Radio Script
VO: Since 1962, St. Jude Children’s Research Hospital has improved the chances
of survival for thousands of children impacted by cancer through research break
throughs and cutting edge treatments. By 2025, St. Jude is aiming to have a
childhood cancer survival rate of 90% or better. Visit us at
CelebrateSurvivors.StJude.org to learn how you can improve the lives of children
battling cancer and help us Celebrate Survivors.

Page 48
Tactic 1.3:
Create and broadcast videos to be utilized on social media and post them to YouTube to
generate 500,000 views by the Celebrate Survival campaign’s end.
Rationale:
During the focus group conducted by Melissa Sampson of Cohesion Communications,
it was pointed out that the Celebrate Survival campaign was missing a huge component - a
video produced specifically for the campaign and featuring survivors. Hearing someone tell their
own story is an incredible form of storytelling, as emotions are not easy to hide when discussing
stories of survival. Furthermore, the focus group of college-aged Millennials indicated that
they would often “waste hours” watching good videos on YouTube. Based on this feedback,
Cohesion Communications revamped its budget and proposal to include the storyboarded
video detailed in the creative execution below.
Budget: $25,000
YouTube videos are free to post on channels, and we intend to post any Celebrate
Survival videos to the St. Jude channel. Any costs incurred are production costs.
A sample :30 storyboard follows on the next page.

Page 49
Since 1962, St. Jude Children’s
Research Hospital has
improved the chances of
survival for thousands of
children impacted by cancer
Phoebe
Daddy’s Princess
age 1 | acute lymphoblastic leukemia
stjude.org
through research break
throughs and cutting edge
treatments.
you can improve the lives of
children battling cancer and
help us
Visit us at CelebrateSurvivors.
StJude.org to learn how
By 2025, St. Jude is aiming
to have a childhood cancer
survival rate of 90% or better.
Event Name Here
CelebrateSurvivors.StJude.org
St. Jude patient Ethan
age 5, pineoblastoma
stjude.org
Event Name
Here
Date | Time
Location
XXXXX@stjude.org
#CelebrateSurvivors

Page 50
Tactic 1.4:
Utilize transit advertising opportunities to increase awareness of the Celebrate Survivors
campaign and drive traffic to CelebrateSurvivors.StJude.org.
Rationale:
In urban and suburban areas, many individuals of all ages and income levels rely
on public transportation; Millennials tend to be more environmentally conscious than other
generations and opt to use public transportation. In the Philadelphia area, there are numerous
colleges and universities where students don’t have vehicles and rely on Septa for their
transportation to and from school and home or work. Septa, the Southeastern Pennsylvania
Transportation Authority, has a network of over 120 bus routes, 9 trolley routes, two subway
lines, one high speed line, and 16 regional rail lines that connect into the suburbs. The transit
system serves nearly 800,000 riders daily, and links to commuters to both New Jersey and
Delaware through direct transport and transfers to other transit systems (Septa, 2014).
With the sheer number of riders and modes of transportation, including subway, bus,
and rail advertising in the Celebrate Survival campaign is an easy way for St. Jude to reach
thousands of people in the Philadelphia metropolitan area on a daily basis. Advertisements in
30th Street Station also have the potential to reach Amtrak riders, who then connect all over the
country and take the Celebrate Survival campaign message with them.
The Septa campaign as developed is designed to cover 20 weeks through the year and
is broken up into four individual timeframes. The first run is from August 29, 2015 to October 2,
2015; the second launches January 30, 2016 through March 4, 2016; the third revolves around
the Fore the Kids golf tournament and runs April 9, 2016 to May 13, 2016 and is included in
the golf outing budget; and the campaign concludes with the final five weeks starting June 25,
2016 and ends July 29, 2016. Each of the general campaigns also corresponds with traditional
events in the Philadelphia area that bring in a good deal of tourism: The Made In America
Festival over Labor Day, the Auto and Flower Shows in January/February, and the Welcome
America! Fourth of July events in the summer. Not only do suburban residents visit the city and
use Septa during these times, but over 45,000 people attend the concert as paying customers
(Greenburg, 2012); countless others congregate to hear the concert from the street or their
homes. Over the Fourth of July Welcome America! celebrations, upwards of four million people
descend on the city every year (Philadelphia Festivals, 2014), which will increase exposure for
the Celebrate Survival campaign.

Page 51
Budget: $1,317,500
The nearly $1.3 million budget for Septa advertising includes 10% production costs for
material costs and installation. The campaign includes bus backs on buses, internal bus ads,
internal subway posters, and two-sheet billboard-type signs at train stations and trolley stops
system-wide. Each of the creative executions below were budgeted for 30 individual modes and
can be adjusted as necessary.
Sample designs for bus, subway, and rail advertising follow below and on the next page.
Sample Bus Back
Event Name Here
XXXX@stjude.org
Celebrate Survival

Page 52
Sample Bus or Subway Overhead Ad
Event Name Here
XXXX@stjude.org
Celebrate Survival
Event Name Here
Date | Time
Location
Celebrate Survival
Sample In Subway Poster

Page 53
Ethan
Rock Star
stjude.org
StJude_PatientBioCard_Ethan_Red.indd 1 7/18/13 10:34 AM
Celebrate Survival
Two-Sheet Design
Two-Sheets at Rail Stations

Page 54
Tactic 1.5:
Publish a patient/survivor/family blog that shares their personal experiences with St.
Jude Children’s Research Hospital.
Rationale:
The premise of the Celebrate Survivors campaign is to recognize not just current St.
Jude patients, but to embrace St. Jude’s alumni contingent. Current patient stories are very
powerful, but catching a glimpse of what former patients are doing and receiving updates on
their health is perhaps more impactful, simply because they are the walking embodiment of
what St. Jude Children’s Research Hospital can do and the strides they have made. Having
current and former patients, as well as their families, tell their stories pulls at the emotion of the
St. Jude story and is crucial to tell.
Budget: $4,500
The budget for the blog includes hosting and maintenance costs for the year. All content
will be generated and vetted by the Content Specialist.
A sample blog entry follows below.

Page 55
Objective 2:
Create scalable events that are easy to duplicate and bring in donations at each of at
least $100,000.
Events are the fastest way to increase overall fundraising efforts for a company, simply
due to the sheer size of the group that assembles for these events. They are easily duplicated
as well, particularly the events that Cohesion Communications has chosen to include in our
campaign. We have elected to include two of these events that are scalable on multiple levels
and target specific cohorts of the Millennial generation. Other events discussed follow below
and are included on the media flowchart in red for suggested timeframes but are not included
as tactics or in the overall Celebrate Survival budget.
• A children’s clothing consignment sale that would target the Millennial Mom
cohort. Each consignor would have the option to donate his/her personal
proceeds to St. Jude Children’s Research Hospital. All admissions money
collected, as well as concessions sales, auctions, raffles, etc. will go to St.
Jude after expenses are met. Organizers should focus on obtaining donations
and gifts in kind as an alternative to paying up front for event costs. To start, a
consignment sale could be held once annually over a weekend, Friday through
Sunday. Once established, Cohesion Communications recommends moving
to twice annually to cover all seasons of clothing and toys.
• Increase the number of 5K walk/runs held throughout the year to two in each
market. Currently the only St. Jude sponsored event here in Philadelphia is
during the Thanks and Giving campaign and is held the week before
Thanksgiving at the Philadelphia Zoo. Cohesion Communications
recommends adding a second race earlier in the year, sometime between mid
March and Memorial Day weekend to balance the Give Thanks 5K.
Tactic 2.1:
A charity golf outing, “Fore the Kids”, with all proceeds benefitting St. Jude Children’s
Research Hospital.
Rationale:
While St. Jude Children’s Research Hospital is a major sponsor and the charity of choice
of the FedEx St. Jude Classic PGA tournament, the overall golfer pool is very small – not
everyone is a professional golfer, after all!

Page 56
Cohesion Communications recommends creating a smaller-scale, one-day golf
and fundraising event that can be duplicated around the country. Regional offices and local
volunteer groups can take advantage of St. Jude’s relationship with the PGA to secure
professional-level courses for non-professional golfers to channel their inner Rory McIlroy
or Tiger Woods for a good cause. With this in mind, the “Fore the Kids” golf tournament will
ultimately target the Gadget Guru, Millennial Mom (or Dad), and Old School Millennial cohorts.
The Celebrate Survival campaign has identified May 11, 2016 for the date, and the Merion East
Golf Club, home of the 2013 US Open golf tournament has been identified as the location.
As Merion is a members-only course, Cohesion Communications would work closely with
St. Jude and their connections with the PGA to negotiate a weekend green’s fee rate for each
golfer to use the course (How much does it cost to play the course at Merion Golf Club - East?,
2014), plus the clubhouse rental for an after-tournament cocktail hour revolving around an
auction and raffles, with prize giveaways for the winning golfing teams. We anticipate being able
to accommodate 128 golfers in foursomes, plus spectators. Please see the budget sections for
further detail regarding anticipated expenses.
While this tactic is designed around a golfing event, there should be an air of a
professional golf event around it to generate buzz and excitement. Golfers will pay a registration
fee, and spectators are encouraged to attend as well, paying a nominal entrance fee. These
funds, along with the proceeds from auction items, raffles, entry fees for special contests
(longest drive, putting contests, closest to the pin, etc.), and others will go to defray expenses
with the remaining going toward St. Jude Children’s Research Hospital.
Raffle and auction items should include signed memorabilia from the course, area
athletes (in this case, Philadelphia teams), vacation stays, spa retreats, etc. Where possible,
these should be donated items with no campaign fund outlay to defray these costs; they should
be pure donations to St. Jude. Cohesion Communications will work with local volunteers and
the Mid-Atlantic Regional office to secure donations, gifts in kind, and all event materials.
Budget: $1,234,350
A golf event of any size is a huge undertaking, and this will consume a large portion
of the $15 million budget. The largest piece of this budget is for billboard advertising over a
12-week split period, followed by a 5-week Septa campaign and Clear Channel Radio ads.
Included in the detail are giveaways, prizes, volunteer recognition costs, and prizes for winners.
Prizes include $1,000 each for the top foursome, and $500 each for the Closest to the Pin,

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