Direct to 2.0 Campaign

A SOCIAL MARKETING PUBLIC RELATIONS CAMPAIGN FOR:
PLANBOOK
a Millersville University campaigns course student-run public relations agency
p u b l i c r e l a t i o n s
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Allison Palmer
Account Executive
acpalmer@millersville.edu | (610) 999-2859
Samantha D’Adamo.....................Assistant Account Executive
Jamie Damirgian..........................Assistant Account Executive
SamuelBrown..................................................ResearchDirector
Aaron Jaffe.........................................................Creative Director
OlawandeOdeyemi.............................................MediaPlanner
RachelUmile...........................................................CopyDirector
ColleenRoss............................................................CopyDirector
Dr. Jennifer F. Wood
Associate Professor, Millersville University
Department of Communication and Theatre
Hash 153, P.O. Box 1002
Millersville, PA 17551
jennifer.wood@millersville.edu | (717) 871-7291
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Tina Campbell
Director of Development
ASSETS
100 South Queen Street
Lancaster, PA 17603
Dear Tina Campbell,
On behalf of Transcend Public Relations, a Millersville University Campaigns Course Student- Run Agency, I am transmitting a plan-
book for a social marketing campaign titled: “Direct to 2.0: Postcards & Business Directory”. Our campaign theme encompasses the idea
that ASSETS is directing the City of Lancaster community through direct mailers and the online business directory to the 2.0 version of
ASSETS. The campaign refers to the line of postcards which aims to direct donors to donate again, gain new donors, gain new clients,
and increase program attendance. The campaign pushes to utilize and redesign the ASSETS’ business directory. Along with the promo-
tion of it, to help direct locals to shop at the businesses that have used ASSETS to build or grow their small business-- all aimed to direct
the public to be more involved in ASSETS itself.
I wanted to thank you for allowing us to work with you during this time and for being helpful to our team by providing support and
insight. Dr. Jennifer F. Wood was the faculty member overseeing this Spring 2017 project.
After discussing with the immediate supervisor of the campaign, Saba Williams, it was decided that this campaign will begin on June 1,
2017 and end on May 31 , 2018 in order to work with the fiscal calendar year.
Currently, ASSETS does not have a line of postcards or any type of informational direct mailer. Additionally, ASSETS has an online
business directory, but it is not generating high online traffic. The ideal state of the line of postcards is for the local community to gain
knowledge about ASSETS’ programs and entrepreneurial opportunities. The line of postcards will be directed towards donors and po-
tential donors, as well as clients and potential clients. There will be a call to action for more donations, more donors, higher program
attendance, as well as a higher intake of new clients. The ideal state of the business directory includes features for viewers such as a map
view, updated and defined filters, strategic language, and greater usability.
In order to evaluate the success of the campaign, two main methods of evaluation will need to be implemented. Re-designing both the
online donation form and the program attendance sign-in sheet will be necessary in order to see the success of the line of postcards.
Additionally, utilizing the Google Analytics will be essential. ASSETS can evaluate the effectiveness of the changes made to the online
business directory by utilizing Google Analytics. These analytics can helps ASSETS in evaluating specific parts of the online business
directory in seeing if the online traffic has increased. Additionally, Google Analytics can see what users are clicking on and utilizing the
new map view, search bar and filters.
Throughout the remainder of the planbook, two symbols will be used to indicate which project is being referenced. Whenever a is
seen, this will reference the postcard project, whereas whenever a is seen, this will reference the business directory project. If there
is no symbol to be found, it is to be noted it is in regards to general information for the completion for this campaign.
Finally, I would like to thank you for your time, the opportunity to run a campaign for your organization, and the countless guidance
throughout this campaign. Transcend Public Relations is grateful for the assistance you have provided to us.
Sincerely,
Allison Palmer- Account Executive
acpalmer@millersville.edu
(610) 999-2859
Throughout the remainder of the planbook, two symbols will be used to indicate which project is being referenced. Whenever a is
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EXECUTIVE SUMMARY
CAMPAIGN TYPE
The type of campaign chosen for the benefit of ASSETS is a “social marketing campaign.” A social marketing
campaign is designed to change the behavior of a publics, based on an awareness of a marketed topic. Specifically
for ASSETS, this is marketing for the updated business directory, and an awareness of ASSETS 2.0 as a social
impact company, and the programs and services offered. This marketing and public awareness should eventually
lead to more traffic to the business directory, more donations to ASSETS because of the awareness of the social
impact that the company makes, and a larger, updated client list.
INTRODUCTION
ASSETS is a non-profit organization, located in the City of Lancaster. They provide entrepreneurial services to
low and moderate income families wishing to develop a current business or form a new one. ASSETS’ wishes to
rebrand their company into ASSETS 2.0, however they do not have the public awareness, nor the intended be-
havior shift to make this possible. This campaign will help transform ASSETS into the company they want to be.
BACKGROUND
Developed through MEDA (Mennonite Economic Development Associates), ASSETS is an organization focused
on public service and entrepreneurial initiative. Located in a metropolitan area, ASSETS is in the center of many
local business leadership opportunities.
Services Provided
The services ASSETS provides includes training, financing, and 1-on-1 coaching to individuals who wish to start
a new business or expand on a current business. They also provide programs to the public which includes small
business services such as the Women’s Business Center & Start-up and Expansion Services as well as impact
services such as Social Enterprise Services and Building the Movement.
Funding Background
ASSETS receives the majority of its funding through government contracts, and foundation grants, but also re-
ceives some funding through small business sponsorships, and individual donors. ASSETS receives its smallest
amount of funding through earned income.
PRELIMINARY IDENTIFICATION OF PUBLICS
Internal publics for ASSETS include: ASSETS’ employed staff, ASSETS’ interns, ASSETS’ Board of Directors,
clients who received funding from ASSETS to launch their business, donors who give money to ASSETS as well
as clients who attend ASSETS’ programs. There are also external publics which have been identified belonging
to ASSETS including, potential clients, potential donors, small businesses who provide sponsorships to ASSETS,
foundations that give grants to ASSETS and government entities who fund ASSETS.
SITUATIONAL ANALYSIS
For the past 20 years, ASSETS has focused on providing services to low-to-moderate income publics, and busi-
ness training programs. Although ASSETS still wishes to focus on this and their expanded program list and devel-
oping clientele, the company would like to transform into ASSETS 2.0. This campaign will address the awareness
of this intended transition and public action required to achieve it.
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REAL STATE ANALYSIS
Overall
ASSETS is known for their services to low and moderate income entrepreneurs, with little to no credit for the
social impact work the company would like to be recognized for.
Postcards
Currently, ASSETS has a donor list of 350, mostly faith-based organizations, and the frequency of donation is not
regulated. Furthermore, ASSETS has a list of 309 current clients, gained mostly by word of mouth. Additionally,
ASSETS offers a significant list of programs that the public could be utilizing with proper awareness. Further-
more, ASSETS does not directly promote awareness for its current business directory. Lastly, ASSETS does not
have any form of direct mailer in place that could be utilized to deliver key organizational messaging.
Business Directory
Currently, ASSETS has a business directory for its clients, however, not all 309 are represented on this list. The
business directory is a tool that can be utilized by the City of Lancaster’s publics, but there is not any promotional
items in place for it, and the traffic to the business directory is less than two percent of all users who visit ASSETS
website.
IDEAL STATE ANALYSIS
Overall
ASSETS would like to rebrand to “ASSETS 2.0,” an organization not only focused on low to moderate income
entrepreneurs, but a company which supports business plans with an environmental and economic impact.
Postcards
ASSETS would like to see an increase in donors and frequency of donation. ASSETS would also like to increase
its list of current clients, and bring awareness to the programs offered to the public. ASSETS intends to deliver its
key messaging through a requested line of postcards.
Business Directory
ASSETS would like to update, and see an increase in traffic to their current online business directory. Ideally,
promotional items will direct the public to the updated business directory, thus being able to utilize its function.
S.W.O.T. RESULTS
ASSETS has many strengths, weaknesses, opportunities and threats of mention.
Strengths
ASSETS has a strong leadership team and staff who are extremely passionate in what they do. ASSETS also is a
growing business with strong community partnerships. ASSETS is company looking to better their community,
and they offer affordable programs to low to moderate income families.
Weaknesses
ASSETS does not have an updated business directory for their clients. Their client list is incomplete, and the navi-
gation is not user friendly.Additionally,ASSETS mostly receives clients by word of mouth, most donors are faith-
based organizations who only donate once a year. Lastly, a big threat to ASSETS is that only five percent of their
funds comes from internal programming fees and this can be attributed to ASSETS being a non-profit company.
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EXECUTIVE SUMMARY
Opportunities
ASSETS has the opportunity to develop awareness messaging and spark behavior change for potential and current
donors, and potential and current clients by way of an electronic postcard, or direct mailer. Additionally, ASSETS
has the opportunity to update its current business directory by way of adding all current clients, and improving
functionality. By updating the business directory ASSETS has the opportunity to direct it towards the key cam-
paign publics, thus engaging them with the current client list and information about local spending.
Threats
A big threat to ASSETS is that only five percent of their funds comes from internal programming fees and this
can be attributed to ASSETS being a non-profit company. Additionally, many big businesses are surpassing small
business because of the affordable materials and efficient purchase. Finally, ASSETS has some competitors who
offer the same services, or more.
FORCE FIELD ANALYSIS
The Force Field Analysis establishes both restraining forces and driving forces ASSETS will face. Restraining
forces are factors that may limit an organization’s efforts. Driving forces are factors that are seen more positive,
so they can help an organization.
Postcards Restraining Forces
The line of postcards has five restraining forces. Firstly, there is a cost restriction for developing these postcards,
since ASSETS has a budget. Second, there is limited space for information, since most postcards are 4x6 or 5x7.
Thirdly, postcards are an outdated method of communication which may leave this channel as an ineffective meth-
od of messaging. Expanded on this, with messaging, there could be miscommunication based on interpretation of
these key messages by different people receiving it. Finally, sending a postcard might ensure that it will just get
mixed in with other junk mail. Specifically with the electronic postcards, they might go into the junk mail folder
of someone’s email account, or they may not have social media to be able to receive it.
Postcards Driving Forces
There are many driving forces related to the line of postcards. The first is that it is a tangible, quick way to send
out key messages. As well as this, sending out a mailer or electronic mailer is personal and the public will respond
better to something that is mailed or sent directly to them. Additionally, a postcard is less expensive than other
print materials. Finally, postcards 4, 5, 6, and 7 will not cost anything to send out since they will be electronic.
Business Directory Restraining Forces
Within ASSETS’ online business directory, there are some factors that are considered restraining forces. First, it
is not certain that the City of Lancaster knows about ASSETS’ online business directory. Secondly, the business
directory is also not easy to find directly on the website. Additionally, the business directory is incomplete, which
limits the information viewers can learn about every ASSETS’ client’s businesses. Finally, the business directory
is not user friendly for all viewers.
Business Directory Driving Forces
ASSETS’online business directory has many driving forces. Due to the fact that it is an online directory, it is easy
for viewers to access on the go. Additionally, ASSETS’ online business directory is free for all viewers. Another
driving force for the business directory is that it promotes the businesses that have been established through AS-
SETS, which is good for the company. In addition to this, viewers can have easy access to business information
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EXECUTIVE SUMMARY
such as addresses and descriptions. Finally, an online business directory would cost little money because unlike
printed directories, it does not need to be reprinted every time it is updated.
OPPORTUNITY STATEMENT
Through the line of postcards, ASSETS has the opportunity to increase their current client list by bringing aware-
ness to the campaigns key publics about their programs and services. Additionally through the line of postcards,
ASSETS has the opportunity to increase their donor list and frequency of donation. ASSETS has the opportunity
to update its current business directory for an accurate client list and improved functionality. Updating this feature
would direct traffic to ASSETS website and the business directory, an improved awareness of the clients repre-
sented, and an eventual spending shift to the local economy of the City of Lancaster.
THEORETICAL FRAMEWORK
This campaign will be based on the Relationship Management Theory. The Relationship Management Theory
encompasses the relationship and continued engagement between an organization (ASSETS) and its publics.
Specifically for this campaign, the publics include current and potential donors as well as current and potential
clients, as well as residents of the City of Lancaster. The central focus of this campaign is to manage organiza-
tional public relationships to generate benefit for organizations and publics alike. This theory shifts central focus
of public relations from communication to relationships, with communication acting as a tool in the initiation.
The action strategies we used to reflect The Relationship Management Theory are representative of the campaign
goals: increasing donations, program attendance, ASSETS’ clientele, and traffic to the business directory.
CAMPAIGN GOAL(S)
Postcard Goal
To design an ASSETS 2.0 line of postcards for the purpose of increasing donations by 135 percent, program at-
tendance by 40 percent, and business directory involvement by 100 percent by June 1, 2018.
Business Directory Goals
Goal 1: To propose a redesigned online business directory landing page which reflects ASSETS 2.0 to increase
online traffic flow from the City of Lancaster by May 8, 2017.
Goal 2: To implement the materials necessary for updating the online business directory which reflects ASSETS
2.0 that encourages local spending to the City of Lancaster by June 1, 2017.
CAMPAIGN OBJECTIVES
Postcards
Postcards 1 & 2: To increase the frequency of donations by current donors by 100 percent.
Postcard 3: To increase potential donor investment in ASSETS by 35 percent.
Postcard 4: To increase ASSETS’ program attendance by 20 percent.
Postcards 5 & 6: To increase ASSETS’ client list by 20 percent.
Postcard 7: To increase traffic to the ASSETS’ 2.0 online business directory by 100 percent.
Business Directory
Objectives For Goal 1
1. To increase traffic to the ASSETS’ 2.0 online business directory by 100 percent.
2. To increase local business awareness by 40 percent.
3. To increase local business spending by 5 percent.
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EXECUTIVE SUMMARY
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Objectives For Goal 2
1. To increase traffic to the ASSETS’ 2.0 online business directory by 100 percent by May 31, 2018.
2. To increase local business awareness by 40 percent by May 31, 2018.
3. To increase local business spending by 5 percent by May 31, 2018.
KEY MESSAGE AND RATIONALE
The key messaging for this social marketing campaign is “Direct to 2.0.” “Direct” refers to the direct messaging
being provided by this campaign, and marketing refers to the identified key publics. Additionally, “2.0” refers to
the ASSETS intended transition to ASSETS 2.0. “Direct to 2.0” suggests that the messaging provided will direct
the identified publics toward an awareness of the ASSETS 2.0 transition, as well as an eventual change in behav-
ior.
Rationale
The key messaging provided is in line with the campaign goal itself, which is intended to spark a change in be-
havior based on a marketed topic. The campaign pushes to utilize and redesign the ASSETS’ business directory,
along with the promotion of it, to help direct locals to shop at the businesses that have used ASSETS to build or
grow their small business. The campaign additionally refers to the line of postcards that aims to direct donors to
donate again, gain new donors, gain new clients, increase program attendance, and increase traffic to the online
business directory -- all aimed to direct the public to be more involved in ASSETS 2.0.
MESSAGE STRATEGIES
The message strategies used for both the line of postcards and the updated business directory focused on using
certain messaging to reach key publics. The specific language used for the postcard strategies includes the words,
“direct mailer”, “electronic postcard” and “community relations” to represent an overall strategic method. For the
business directory, the specific language used was “promotional materials”, “community relations”, and “direct
mailer”. Overall, the strategies include repeated words so that the language used is consistent and concise.
“Direct mailer” is a key messaging strategy in line with our overall campaign theme, “Direct to 2.0”. “Communi-
ty relations” is a key message that suggests our materials will improve community relations with ASSETS itself
and the local businesses being targeted. “Promotional materials” key messaging was used because the business
directory side of the campaign will be providing promotional materials for small businesses to utilize toward the
overall goal of directing more traffic to the updated business directory.
ACTION STRATEGIES
The key messaging being utilized is intended to provide action in reflection with the campaign goals. The po-
tential action from the strategies includes increased donations, program attendance, and increased traffic to the
business directory. As stated, the consistent and concise strategic messaging is intended to be familiar and spark
behavior change.
RECOMMENDED TACTICS
In order to accomplish the goals, multiple tactics were created for both the line of postcards and business directory.
Postcard
The postcard tactics aim to utilize a line of postcards by visually showcasing different information to the different
categories of ASSETS’ defined publics. For current and potential donors, the line of postcards aim to visually
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showcase how ASSETS creates successful clientele because of the money donated to them, how much money
ASSETS puts into improving the local economy, and how a donation to ASSETS can improve the local communi-
ty. For current and potential clients, the line of postcards aims to visually showcase the programs ASSETS has to
offer, and current client success by program attendance. For the City of Lancaster’s publics, the line of postcards
aims to visually showcase information about the updated business directory and how to utilize it.
Business Directory
Goal 1: The business directory tactics for goal one include creating a magnet that promotes theASSETS’2.0 busi-
ness directory, creating a redesigned online business directory that includes new filters, a new layout, a search bar,
easier navigation, and creating a printed map that showcases ASSETS’ local businesses and where to find them.
Goal 2: The business directory tactics for goal two include creating a window decal to place in the windows
of any ASSETS created business, with a QR code that key publics can scan to to be taken right to the updated
business directory, creating an updated business directory map view for increased accessibility, and creating
eye-catching promotional business directory poster and a monthly client background/success stories that will be
displayed on an outdoor easel.
NARRATIVE BUDGET SUMMARY
The total budget for this campaign is $5,000. The money will be utilized for printed materials for both the post-
card and the business directory. For the line of postcards, only the current and potential donor postcards, and the
program postcard are printed to save money. This would mean three out of seven postcards are being sent elec-
tronically. For the business directory, the budget will be used for the business directory window decal, the printed
map, and the business directory poster.
TIMETABLE
This campaign will be running from June 1, 2017 until May 31, 2018. The timetable is laid out based on promo-
tional materials for the line of postcards as well as the business directory. For the line of postcards specifically,
current donor postcards will be sent out every other month and potential donor postcards will be sent out once
a month. Subsequently, the program postcards will be sent out once a month in addition to the three postcards
developed for current and potential clients. The remaining business directory postcard will be sent out twice a
month, to utilize the amount of information being presented. For the business directory, updated website design
will take place from June 2017 to August 2017. Specifically for promotional materials, the business directory
poster, window decal and magnet are continuous campaign tactics, and the success story poster display tactic will
be implemented once a month.
EVALUATION
To determine if the goals of this campaign were successful, they will be evaluated for measurability. Post-cam-
paign, the City of Lancaster should be fully aware of the ASSETS 2.0 business model and directory as well as
programs and services offered, and the impact shopping locally has on the community. In addition, ASSETS
should have an updated and growing donor base and client list.
Outcome: Outcome evaluation includes how ASSETS can access the effectiveness of each goal for this cam-
paign.Multiple evaluation methods will be employed to assess the outcome of this campaign which would make
ASSETS determine if the campaign goal was achieved.
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Output: Output evaluation outlines methods for ASSETS to evaluate the effectiveness of each tactic for the cam-
paign. Multiple evaluation methods will be employed to assess the output of this campaign which would make
ASSETS determine if the campaign goal was achieved.
STATEMENT OF BENEFITS
This campaign has laid out tactics for both the line of postcards, which is newly developed, and the online busi-
ness directory to achieve three main goals. One of the achievements that will be reached at the end of this cam-
paign includes an increased traffic flow to the online business directory as well as an increased local business
awareness in the City of Lancaster. Overall, this campaign will aim to increase financial donations, ASSETS’
program attendance, and an increase in ASSETS’ client list.
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TABLE OF CONTENTS
RESEARCH
Introduction............................................................................................................................... 2
This section introduces the client, its staff, its mission, its values, its immediate goals and its previous public re-
lation efforts.
Background............................................................................................................................... 4
This section details how the organization and its client fit with one another. It also discusses how publics are
established, built and maintained.
Preliminary Identification of Publics.......................................................................................... 7
This section includes people whose behavior must be influenced to accomplish the plan’s objectives. The informa-
tion will be divided into three publics; active, latent, and aware. Active publics are publics who are groups whose
values are in contact with your own, but they do not realize that there is a connection. Latent publics are publics
and realize their values, but have yet to form a response. Aware publics are publics who are aware of their values,
and have acted on the relationship.
Situational Analysis.................................................................................................................... 8
This section includes secondary research of the industry, competitors, issues; Strengths, Weaknesses,
Opportunities, and Threats (SWOT), expert interview, real state analysis, and ideal state analysis.
Postcards.................................................................................................................................... 11
Business Directory...................................................................................................................... 12
Opportunity Statement........................................................................................................... 14
This section summarizes the opportunity to be solved with this campaign. The statement comes out of the situa-
tional analysis and other background and secondary research.
Summary of Research.............................................................................................................. 15
This section includes what research needs to be done to increase the understanding of the opportunity and will
verify the proposed opportunity statement.
Postcards.................................................................................................................................... 15
Theoretical Framework............................................................................................................ 31
This section will explain the communication theory on which this campaign is grounded.
ACTION
Campaign Key Publics............................................................................................................. 33
This section includes the key publics for the campaign.
Campaign Goals...................................................................................................................... 34
This section will explain the three desired changes/effects attempted in each targeted audience.
Postcards.................................................................................................................................... 34
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Campaign Objectives.............................................................................................................. 36
This section explains what must be done to accomplish the goals.
Postcards.................................................................................................................................... 36
Key Message............................................................................................................................ 38
This section will present the key message, which is the “theme” of the campaign, and explain how the key
message will get the client from its present situation to its desired situation.
Budget & Timetable................................................................................................................. 39
This section indicates the expenses used for the campaign and which months each tactic will be implemented.
COMMUNICATION
Strategies................................................................................................................................ 41
This section will explain what specific messages need to be communicated to target audiences in order to achieve
the objective outcomes.
Postcards.................................................................................................................................... 41
Tactics...................................................................................................................................... 43
This section will explain the events, media and methods that will communicate the audience-specific messages
detailed under strategies.
Postcards.................................................................................................................................... 43
EVALUATION
Evaluation................................................................................................................................ 47
This section explains how the specified outcomes will be measured.
Postcards.................................................................................................................................... 47
Statement of Benefits…........................................................................................................... 51
This section explains how the agency and this campaign are beneficial to the client as a result of this campaign.
APPENDICES 53
This section holds the various materials referenced throughout the book.
AGENCY MATERIALS 84
This section holds the various materials in reference to Transcend Public Relations.
TABLE OF CONTENTS
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• Introduction
• Background
• Preliminary Identiﬁcation of Publics
• Situational Analysis
• Problem/Opportunity Statement
• Research
• Theoretical Framework
IN THIS SECTION:
RESEARCH
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INTRODUCTIONThis section introduces the client, its staff, its mission, its values, its immediate goals and
its previous public relation efforts.
INTRODUCTION
ASSETS is a non-profit organization located in Lancaster, Pennsylvania, that focuses on transforming the com-
munity through business. ASSETS provides training, coaching, and financing to entrepreneurs looking to start
a new business, or grow an existing one. They have different programs such as the women business accelerator,
business consulting, seminars, business start-up and many more. They have long term partnerships and corporate
sponsorships who contribute to help facilitate their work (ASSETS, 2017, About).
CURRENT PROBLEMS
There are currently two complementary problems faced by ASSETS. The first problem includes a limited client
base in the City of Lancaster while the second problem includes a lack of awareness within the City of Lancaster
on what their organization offers or is about.
ASSETS has a limited clientele based in the City of Lancaster which they wish to expand into a five county radius.
Most of their clients are gained through word of mouth and as a steadily growing company, a stronger method
than the one previously used is necessary to expand their business. In addition to a limited method of promotion,
there is also a lack of knowledge on what their organization does and as a result, there is no steady supply of
donations, support to help small local businesses, and lack of donations to provide economic relief to ASSETS
programs. ASSET is further struggling with separating what they used to be, to what their business is becoming,
which is ASSETS 2.0. ASSETS has a business directory, however, it is not up to date with their most current cli-
ents list and there is also a lack of traffic to the online business directory. If ASSETS business directory can gen-
erate more traffic and updated to display their entire client list, it can encourage the City of Lancaster community
to shop locally, which reflects ASSETS’ current goal.
MISSION STATEMENT
ASSETS works to create economic opportunities and cultivates entrepreneurial leadership to alleviate poverty
and build a vibrant and sustainable communities. They are trying to transform the community through business
and strives to alleviate poverty through for-profit businesses and through the private sector.
(ASSETS, 2017, About).
VALUES
ASSETS values/vision includes increasing business ownership among women and people of color, as well as
increasing the amount of business models that address social/economic challenges (ASSETS Expert Interview,
personal communication, February 7, 2017).
IMMEDIATE GOALS
ASSETS has two immediate goals which they would like to achieve through the use of this campaign. These goals
include:
The first goal is represented by the business directory. ASSETS currently has a business directory, however they
would like it to be updated to reflect their present client list.
1. Have current clients/donors and potential clients/donors recognize success of ASSETS.
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INTRODUCTION
The second goal is reflected through the line of postcards, which are separated into three sectors:
1. A 10 percent consumer spending shift to the local economy.
a. An awareness that these local businesses do exist.
Donors- Encouragement for current donors to invest more frequently and acquire new donors. This is also for
recognition of the success of ASSETS’ clientele.
Clients- The purpose of this postcard subcategory is to direct community to shop locally using the business di-
rectory.
Programs- To gain more clients and direct potential entrepreneurs to utilize programs provided by ASSETS.
CURRENT STAFF
ASSETS is formed by a diverse team of experts with extensive experience in entrepreneurship, social change, and
economic development. A team that works together by bringing all their efforts with different expertise to get the
job done. ASSETS currently has eight staff members and 11 board of directors. The eight staff members includes:
Jessica King who is the Executive Director; Tina Campbell, Director of Development; Melissa Baez, Director
of Women’s Business Center; Jonathan Coleman, Director of Programs; Yessenia Blanco, Microloan Program
Coordinator; and Andres Zorrilla, Operations and Impact Manager (ASSETS, 2017, Staff).
PAST PUBLIC RELATIONS EFFORTS
ASSETS has been known for offering business training programs and mentoring for low and moderate income
persons in City of Lancaster. They had a lending circles campaign which they ran for a while but was eventually
paused. ASSETS believes that business can be about more than just making lots of money, but that businesses
done right can be used as a positive force for good in the community. This made them launch a campaign in 2015
“Measure what Matters”, a campaign where ASSETS partnered with B lab, home of the B Corporation movement
which aimed to help businesses measure their social and environmental performance with the same rigor that they
measure financial performance. They are working with a pilot group of 13 businesses to measure what matters
using the B Corporation-B Impact Assessment. In addition, ASSETS had a learning circles campaign which was
also paused for lack of applications and lack of financial resources. (ASSETS Expert Interview, personal
communication, February 7, 2017).
NEED FOR PUBLIC RELATIONS EFFORTS
ASSETS requested public relations efforts because their organization does not include a public relations depart-
ment to create a campaign. In addition, ASSETS supplies many opportunities for small business owners and indi-
viduals with a business idea, but can only seem to bring knowledge and traffic through word of mouth. With pub-
lic relations efforts, ASSETS wishes to gain public knowledge and financial donations. ASSETS needs assistance
to create traffic to the business directory, bring awareness to the programs offered and bring in more donations to
supply financial assistance for the organization.
A need for public relations efforts is essential to the company because it contributes immensely to the organiza-
tion’s success. Currently, there is no one within the organization dedicated to public relations and this campaign
will fix this need. This campaign will also bring awareness to ASSETS’ business directory and it will encourage
the Lancaster communities to shop locally through the business directory. This campaign will help ASSETS by
sending out different postcards to the City of Lancaster in an attempt to bring awareness to the programs they offer
which would benefit their business and the communities.
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BACKGROUNDThis section details how the organization and its client fit with one another. It also
discusses how publics are established, built and maintained.
ORGANIZATION
ASSETS is a non-profit organization with a goal of transforming the Lancaster County community through busi-
ness. ASSETS is a team of diverse team of experts with extensive experience in entrepreneurship, social change,
and economic development. ASSETS provides training, 1-on-1 coaching, and financing to entrepreneurs and
leaders looking to start or grow their business and improve their community.
ASSETS facilitates public competitions, such as The Great Social Enterprise Pitch and the Youth Social Innova-
tion Challenge. ASSETS, through their Measure What Matters program, seek to help existing businesses measure
and improve their social and environmental performance. As a non-profit organization, ASSETS relies on donors,
volunteers, and other partners to achieve their goals and are grateful for the many individual contributions from
the community. (ASSETS, 2017, About).
HISTORY
ASSETS is a non-profit that was founded in 1993. ASSETS is located in Lancaster, PA, and has recently moved
into the heart of the City of Lancaster on South Queen Street. It was launched as part of a bigger initiative for
North American microenterprise development through MEDA (Mennonite Economic Development Associates).
For the first 20 years, ASSETS’ programs were mainly focused on business training programs and mentoring for
those who wanted to start a new business. Such programs include women’s leadership, microlending and social
enterprise training, or incubator programs. They established these programs to educate and provide resources that
benefit the community and ASSETS’ company goals (ASSETS, 2017, Our Story).
SERVICES OFFERED
ASSETS offers various services and programs that aims to help local businesses in the City of Lancaster grow.
They have small business services, start-up and expansion services, social enterprise services, and building the
movement. ASSETS’ programs are focused on business training programs and mentoring for low and moderate
income persons in the City of Lancaster. ASSETS’ programs have expanded in recent years, and now include
women’s leadership, microlending and social enterprise training, and incubator programs.
Women’s Business Center: The women’s business center at ASSETS was developed in 2015, which partnered
with the small business administration. The WBC assists small business owners who are starting or expanding
their small business. This program serves all women, men, and racial and ethnic minorities. The WBC host dif-
ferent programs and services to help the local businesses who might be thinking of starting a business such as:
Seminars: The seminars developed by ASSETS help participants in workshops that dive into the technical side of
entrepreneurship such as funding, marketing, exporting, government contracting, and legal issues. This program
runs on a monthly basis, which will give you the tools and knowledge necessary to take your business to the next
level. Examples of seminar topics include; business start-up basics, marketing, business legal issues, finding your
funding, and government contracting.
Business Start-up Learning Circles: This is a program for anyone who is trying to start their business and
doesn’t know where to start. This would also be a helpful program for individuals who are looking for way to
refine their business idea and interact with like-minded entrepreneurs, and those who want their business to posi-
tively impact the community. This is a 10-week training program which is set up to meet your needs as you plan
your business.
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BACKGROUND
Women’s Business Center Consulting: This program was setup to offer business coaching to established WBC
entrepreneurs by appointments only. WBC coaches provides valuable coaching and mentoring for entrepreneurs.
The coaches are expert in accounting, marketing, communications, store design, management and strategy.
Women’s Business Accelerator: This program brings together a carefully curated cohort of diverse, high-pow-
ered women entrepreneurs on a guided journey to achieve success with an intense focus on business growth,
personal leadership, and community impact.
Lending Circles: ASSETS offer this unique lending program for small business owners that provides access to
capital and business technical assistance services while establishing or improving credit history. Lending circles
are made up of entrepreneurs who need financial services and are willing to work together to make that happen.
Social Enterprise: This is a market-based, income-generating enterprise which, through the business model and
revenues, has a positive social and environmental impact. It is a business idea that is focused on people, planet,
and profit.
Impact Business Fund: This is a program that invests capital into businesses that operate using a triple-bot-
tom-line such as people, planet, and profit. Investees must be dedicated to offering thriving wage jobs to people
currently living in poverty.
Measure What Matters: This is a community of businesses measuring and managing their impact with as much
rigor as their profits. Through the B Corporation framework, called the B Impact Assessment, companies have an
easy way to benchmark their social and environmental performance.
FUNDING BACKGROUND
ASSETS’ fundings come from donations from foundations, federal grants, individual and corporate contribu-
tions, and program costs. These are broken down into:
Foundations (private): 30 percent.
Federal Grants: 25 percent.
Individual/Corporate Contribution: 30 percent.
Program Costs: 15 percent. (ASSETS, 2017, Partner).
COMMUNICATION CHANNELS IN USE
ASSETS communicates externally with the community under the four categories of written communication, oral
communication, visual communication, and interpersonal communication. ASSETS written communication in-
cludes brochures and pamphlets which display their programs and more helpful information about what their pro-
grams are for and how beneficial the programs are to the client. They also communicate to their publics through
their Annual Reports. Visual communication includes the advertisements ASSETS puts forward. ASSETS uses
Interpersonal communication by receiving new clients through word of mouth. ASSETS’internal communication
is done by each employee having their own business card and job description. They also communicate through
Google Drive which is an effective way to communicate within an organization.
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BACKGROUND
INFLUENCING FACTORS:
The factors that influence ASSETS are economical, societal, and technological. Below we explain how each one
has specifically impacted ASSETS.
Economic
Regarding the economic factors affecting ASSETS, the biggest challenge that the organization faces is the pov-
erty level in the City of Lancaster. According to a recently published article in LancasterOnline on December
12, 2016, in the City of Lancaster, the poverty rate climbed from 28.5 to 29.0 percent, according to the bureau,
which released data from its five-year estimates in the American Community Survey. To put that in perspective,
the number of people in poverty countywide is nearly equal to the total population of the City of Lancaster, which
is home to nearly a third of the county’s poor. Despite its’ increase of half a percentage point, the city’s poverty
rate remains lower than the rates in four other Central Pennsylvania cities, including Reading, where it topped 40
percent in 2014 before slipping to 39.6 percent last year. Creating more jobs for the community creates a boost
in the local economy and a financial boost for local businesses. In turn, businesses have the tools to decide how
they want to shape their future. These also make ASSETS’ vision of transforming the communities beneficial by
increasing business ownership among women and people of color in the Lancaster communities.
Societal
ASSETS is lacking in terms of how the programs and services they offer are being publicized to the community.
The community needs to know more about whatASSETS offers and this can be beneficial because the community
can know about the importance of each programs and how they can vary.
Technological
ASSETS uses their social media pages such as Facebook, Instagram, and LinkedIn to promote events, and provide
information about programs and services they offer. They use their Instagram page to post flyers about upcoming
programs and provide links for the community to join each programs they post. ASSETS uses their Facebook
page daily to promote programs as well. They use their LinkedIn page to reach out to professionals but they are
not very active on this site as they only post every two weeks. At this moment, ASSETS does have someone in
charge of social media analytics who analyzes the social media posts to find out how effective they are and how
they can be improved.
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PRELIMINARY
IDENTIFICATION OF
PUBLICSThis section includes people whose behavior must be influenced to accomplish the plan’s
objectives.
INTERNAL
Those who are a part of ASSETS.
1. Staff
2. Interns
3. Board of Directors
__________________________________________________________________________________________
Active Publics
Those who do something about their opportunity
1. Staff
2. Donors
3. Volunteers
4. Board of Directors
5. Clients
Aware Publics
Those who recognize that they have an opportunity
1. The Mayor’s Office of the City of Lancaster
2. Small Business Association of Lancaster
Latent Publics
Those with the opportunity
1. Lower income and minority individuals of the City of
Lancaster
2. Lancaster County residents
See Appendix A
EXTERNAL
Those people and organizations outside of the company that
are doing business with ASSETS.
1. Clients
2. Donors
3. Lancaster County residents
4. Volunteers
5. The Mayor’s Office of the City of Lancaster
6. Small Business Association of Lancaster
7. Lower income and minority individuals of the City of
Lancaster
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SITUATIONAL ANALYSISThis section includes secondary research of the industry, competitors, issues being faced
COMPETITORS
ASSETS does not necessarily define other organizations as competitors, but as similar collaborators. ASSETS
and these similar collaborators receive money from the same source, thus competition is also collaboration. AS-
SETS defines this as an entrepreneurship coalition. If they do not have the resources, they send potential clients
to a company that does.
A similar collaborator to mention is SCORE. SCORE is an organization based in Lancaster- Lebanon who has
similar practices as ASSETS. SCORE is an organization built of volunteer mentors to help businesses get started
or expand. SCORE offers free services, while ASSETS has program fees.
Lending Circle Competitors- ASSETS has competitors specifically for their lending circles; commercial com-
petitors such as banks, lending sharks, and credit-card companies.
Learning Circle Competitors- ASSETS has competitors for their learning circles as well. Most universities offer
classes for learning how to start a business, as well as library resource centers. Specific examples include Kutz-
town’s small business development and the Pennsylvania Small Business Development Center.
ISSUES FACING THE CLIENT
Internal
ASSETS currently has a business directory that is incomplete. They do not have all their past clients in the busi-
ness directory. The business directory is incomplete because they are unsure if previous clients are still in business
and they do not have all the business information on file. ASSETS gains most of their clientele by word of mouth,
which means many entrepreneurs are unaware of ASSETS services.
External
One issue ASSETS faces is that their publics are unaware about the benefits of shopping locally for both them-
selves and the community.
Structural
More businesses are opening up that provide cheaper and more accessible product options.
PREVIOUS RESEARCH OR PRACTICES OF THE CLIENT
ASSETS has collected data using Google Adwords, along with data on their site traffic. They have had articles
published in Lancaster’s local newspaper, LNP. They also turn to Facebook, Instagram, and LinkedIn for daily
updates, promotions, and professional connections.
EXPERT INTERVIEW
General
ASSETS is a nonprofit organization that strives to create economic opportunity and cultivate entrepreneurial
leadership to alleviate poverty and build vibrant sustainable communities. They want to alleviate poverty in an
equitable way, and create a liveable wage for those in the community. ASSETS is focused on reaching this goal
within cities and has created a multitude of programs to help them take steps forward. The Women’s Business
Center is one of their programs that was started a year and a half ago that is federally funded. It is a 10 week train-
ing program and focuses on micro entrepreneurship.
Postcard Expert Interview - pg. 13
Business Directory Expert Interview - pg. 14
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S.W.O.T. ANALYSIS
Strengths
ASSETS is a growing business that has partnerships with LCCF, Lancaster City Alliance, Lancaster Hub, and The
Mix at Arbor Place. ASSETS has a strong leadership staff who are extremely passionate in what they do. They
look to better their community in as many ways possible. ASSETS has many programs and services that are low
of cost, that they offer to their clients.
Weaknesses
ASSETS does not have a complete business directory for their clients. There are many clients that are unaware
if they are still in business. ASSETS’ current business directory is not necessarily user friendly when it comes
to navigation. Another weakness is that ASSETS has a limited donor base meaning their donors include mostly
mennonites and faith-based organizations. ASSETS is limited to the City of Lancaster, which limits their potential
clientele and donors.
Opportunities
ASSETS has the opportunity to educate the public on their programs and opportunities using the line of post-
cards. They also have the opportunity to update their current business directory, which will gain more traffic and
knowledge of ASSETS clientele. With a larger amount of public knowledge, and client list, ASSETS has the
opportunity to expand into a five county radius. ASSETS also has the opportunity to develop a new focus as a
business; supporting potential clients that have a social enterprise message and an economic or environmental
impact business model.
Threats
ASSETS is a non-profit company, meaning they rely 95 percent on partnerships and sponsorships, grants, and
private donations. That being said, only five percent of their funds come from internal programming fees.
S.W.O.T. Analysis graph can be found in Appendix B
The Force Field Analysis establishes both restraining forces and driving forces ASSETS will face. Restraining
forces are factors that may limit an organization’s efforts. Driving forces are factors that are seen more positively,
so they can help an organization. Observing the Force Field Analysis can help ASSETS understand factors that
may limit or help them.
Postcard Force Field Analysis - pg. 13
Business Directory Force Field Analysis - pg. 14
Force Field Analysis graphs can be found in Appendix C
REAL STATE ANALYSIS
ASSETS is limited to the City of Lancaster. Their donors are majority faith based organizations, and the frequency
of donation is not regulated. ASSETS gains most of their clients from word of mouth, all within the same network
in the City of Lancaster. ASSETS is currently located off of South Queen Street in Lancaster, but could be chang-
ing locations because their building is up for sale. ASSETS offers multiple programs and services to their clients.
Postcard Real State Analysis - pg. 13
Business Directory Real State Analysis - pg. 14
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ASSETS would like to expand into a five county radius to gain a wider range of clientele and a larger donor base.
ASSETS would like to establish themselves more in the communities they work in. ASSETS works toward focus-
ing their company around supporting businesses with a social enterprise method or environmental and economic
impact. They work to support more women and people of color. This is what they define as “ASSETS 2.0.”
Postcard Real State Analysis - pg. 13
Business Directory Real State Analysis - pg. 14
There is a lack of knowledge of where to shop locally in the City of Lancaster. ASSETS would like an updated
business directory, with accurate, up-to-date clientele. Utilizing this feature would mean a spending shift to the
local economy, and bring more traffic to businesses andASSETS’website. There is also a lack of knowledge about
ASSETS’ clients and programming/opportunities for entrepreneurs. There is an opportunity to spread knowledge
about these clients in addition to what ASSETS has to offer/programming through a line of postcards targeted to
Lancaster’s publics.
Postcard Opportunity Statement - pg. 13
Business Directory Opportunity Statement - pg. 15
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EXPERT INTERVIEW
ASSETS would like to create a line of postcards for current and potential donors, current and po-
tential clients, as well as programs. The idea of postcards was something that attracted ASSETS
because it was personal and tangible. They would like to capture the success of their current
clients in order to gain more clients and capitalize on their clients’ economic impact to gain po-
tential donors and frequency of donation from current donors. They would also like the public to gain knowledge
of their programs and opportunities for entrepreneurs. Additionally, ASSETS would like the community to be
re-engaged in shopping locally and knowing about local businesses.
Restraining Forces
The line of postcards has many restraining forces. There is a cost restriction, since ASSETS has a budget. There
is also limited space for information, since most postcards are 4x6 or 5x7. In addition to this, postcards are an
outdated method of communication which may leave this channel as an ineffective method of messaging. With
messaging, there could be miscommunication based on interpretation of these key messages by different people
receiving it. Finally, sending a postcard might ensure that it will just get mixed in with other junk mail. Specifical-
ly with the electronic postcards, they might go into the junk mail folder of someone’s email account, or they may
not have social media to be able to receive it.
Driving Forces
There are many driving forces related to the line of postcards. The first is that it is a tangible, quick way to send
out key messages. As well as this, sending out a mailer or electronic mailer is personal and the public will respond
better to something that is mailed or sent directly to them. Also, a postcard is less expensive than other print ma-
terials. In addition to this, postcards 4, 5, 6 and 7 will not cost anything to send out since they will be electronic.
Postcards are an easy way to mass communicate, and the messaging is short and effective.
REAL STATE ANALYSIS
ASSETS does not currently have a line of postcards, or any type of informational mailer.
The ideal state of the line of postcards is for the local community to gain knowledge about ASSETS’ programs
and entrepreneurial opportunities. The line of postcards will be directed towards clients and potential clients,
as well as donors and potential donors. There will be a call to action for more donations, more donors, program
attendance, and more clients. Ideally, the postcards will run from June 1, 2017 to May 31, 2018 to fit their fiscal
calendar.
When it comes to running a business, there is always room for opportunity to expand or grow within the com-
munity/communities it serves. ASSETS currently has an opportunity to get more connected with its key public’s.
Currently there is an opportunity to add a line of postcards that can reach each key public’s (current/potential do-
nors; current/potential clients; lancaster public’s). These postcards will be used as a communication vehicle that
will drive each message for ASSETS key public’s and will help to create/continue a healthy relationship between
ASSETS and its key public’s. By seizing this opportunity program attendance will have the potential to increase,
assist ASSETS in gaining more clients, donor retention/gaining new donor, and gaining more exposure to the
Lancaster public’s.
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EXPERT INTERVIEW
According to ASSETS, they launched a business directory, but have not done much with it to keep it
updated. It is on ASSETS’ website which means it can be accessed by anyone with internet access.
They want to make sure the business directory is known and accessed by the public. The business
directory has an incomplete list of their clients, which means research may need to be done to find out
about previous clients and their business status. They would like us to conduct a survey to their public to find out
the prior knowledge they have about ASSETS and the business directory.
Restraining Forces
Within ASSETS’ online business directory, there are some factors that are considered restraining forces. It is not
certain that the City of Lancaster knows about ASSETS’ online business directory. The business directory is also
not easy to find directly on the website. If the general public is unaware about the online business directory, they
will not be using it to shop and support local businesses. Additionally, the business directory is incomplete, which
limits the information viewers can learn about every ASSETS’client’s businesses. Having an incomplete business
directory creates more work for ASSETS because they need to complete the missing information, as well as sit-
uate the missing businesses. Additionally, the business directory is not user friendly for all viewers. The current
layout lacks visually pleasing aspects and is missing key elements which make it harder to search for clients. Such
key elements include a search bar and a map view to help navigate users to a specific business within the directory.
Driving Forces
ASSETS’ online business directory has many driving forces. Due to the fact that it is an online directory, it is
easy for viewers to access on the go. They do not need to carry a printed business directory on them at all times.
ASSETS’ online business directory is free for all viewers. Another driving force for the business directory is that
it promotes the businesses that have been established through ASSETS. In addition to this, viewers can have easy
access to business information such as addresses and descriptions. An online business directory is low cost which
means that updating the information would cost little money because unlike printed directories, it does not need
to be reprinted every time it is updated.
REAL STATE ANALYSIS
ASSETS does not have a completed business directory. This means they are unaware if all clients are still in busi-
ness. The business directory ASSETS provides is an online directory which is available in English and Spanish.
The business directory is currently not very fluid for viewers. The directory does not include logos or photos for
any of the businesses. The business directory varies of complete information for all businesses. Some businesses
are completed with a full description of the business, the address, phone number, and website, while others only
have a short description.
The ideal state of the business directory should be more user friendly for viewers. There should be a business
directory tab at the top of ASSETS’ homepage. The business directory should be completed with all past clients
that are still in business. Each business should have the following information included: business name, owner,
address, phone number, website, and a logo or photo. The business directory should be more well known through-
out the City of Lancaster.
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Currently the opportunity that ASSETS has, is to update its current state of its business directory. Creating an
updated business directory can help ASSETS with its overall communication with its publics. The new business
directory will attract the City of Lancaster locals and make them more inclined to utilize the business directory
more often. The City of Lancaster should have success locating the business they are looking for on the updat-
ed business directory, which can lead to an increase in local spending. When locals are aware of what types of
businesses that are in their community, they will be more willing to spend within their respected community than
travel outside their community for a few reasons: limited transportation, ﬁnancial restrictions, and to support local
friends and family.
As a result of this campaign and the opportunity presented, a 10 percent local spending shift is achievable through
the updated business directory.
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OPPORTUNITY STATEMENTThis section summarizes the opportunity to be solved with this campaign. The statement
comes out of the situational analysis and other background and secondary research.
POSTCARDS
Currently ASSETS’ communication to its’ publics exists through word of mouth, social media
(Facebook, LinkedIn), their websites, and annual reports. ASSETS’ current problem is that their
is no existing communication line through a direct mailer system. Previous research shows that
direct mailers are an effective way of communicating to your targeted publics.
The line of postcards that Transcend Public Relations has developed will assist in resolving the current problems
ASSETS is facing. No current line of postcards exists, so a communication audit and previous research were used
to develop the line of postcards. The line of postcards created will be used as the communication vehicle that
will drive the key messaging that ASSETS is falling short of currently. As soon as the messaging that is missing
through the direct mailer is present, programming attendance will have the potential to increase. This will then
help ASSETS gain more clients, have more of an effective communication with its’ publics, and the donor reten-
tion rate will have the potential to increase.
BUSINESS DIRECTORY
ASSETS currently has many areas to grow and can greatly beneﬁt from the opportunities a new busi-
ness directory can offer. ASSETS strives to create economic opportunity, cultivate entrepreneurial
leadership to alleviate poverty, while building vibrant, sustainable communities. For over 20 years,
ASSETS has been committed to transforming communities through business. ASSETS has the op-
portunity to help improve the local economy spending through the connection of Lancaster’s public and creating
local businesses.
Creating an updated business directory can help ASSETS achieve the opportunity that presents itself. The new
business directory will attract the City of Lancaster locals and make them more inclined to utilize the business
directory more often. The City of Lancaster should have success locating the business they are looking for on the
updated business directory, which can lead to an increase in local spending. When locals are aware of what types
of businesses that are in their community, they will be more willing to spend within their respected community
than travel outside of their community for a few reasons: limited transportation, ﬁnancial restrictions, and support
local friends and family.
As a result of this campaign and the opportunity presented, a 10 percent local spending shift is achievable through
the updated business directory.
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RESEARCHThis section includes what research needs to be done to increase the understanding of the
opportunity and will verify the proposed opportunity statement.
INTRODUCTION
A result of the opportunity statement identified included that a line of postcards was needed. This
line of postcards will be available for future use with ASSETS 2.0. To assist ASSETS, a line of
postcards was established in order to help develop their external communication to their publics
including donors, clients, and the residents of the City of Lancaster.
PURPOSE
The purpose of this study was to help ASSETS find the best way to connect with its publics through targeted
key messaging. A line of postcards is the bridge between ASSETS’ real-state and ideal-state for messaging. The
purpose of the line of postcards is to reach each designated public, with hopes to increase and retain donor par-
ticipation, client awareness, involvement, and program involvement, as well as increasing traffic to the online
business directory.
SECONDARY RESEARCH
Secondary research focused on sending information through a mailing system has benefits and is also very ef-
fective. A good direct mailer program should achieve many of the benefits CPA’s seek through marketing efforts.
This includes maintaining regular contact with clients throughout the year, sharing pertinent tax and accounting
information with clients, to develop and project a unique professional public image, encouraging referrals and
attracting new clients to the practice, carrying a relatively low budget, and being adaptable for both individual and
business clients (Person, 1990).
One successful program that meets the previously stated goals above involves postcard mailers. Each postcard
focuses on a single accounting or tax-related issue, such as S corporation election, computerizing accounting
records, the tax audit, year-end tax tips, etc. The cards can be used to break down a complicated issue, remind
clients of deadlines or discuss new laws (Person, 1990). Due to the accounting profession becoming increasingly
competitive, firms that succeed will take an active role in planning and implementing marketing strategies. This
is where postcard mailers will overall accomplish a lot in the profession. An innovative direct-mail program can
be an effective way to distinguish a firm and promote its services to existing and prospective clients. (Person,
1990). Overall, using postcard mailers can help businesses get their name out and help establish who they are to
the public.
Direct marketing firms want to transfer their message as efficiently as possible in order to obtain a profitable long-
term relationship with individual customers. This is where the postcard mailers come in handy. In both consumer
markets and business-to-business, direct mailings are an important means of communication with individual cus-
tomers. Not only can direct mailers be more personalized by the business and feel more personable in the eyes of
the public, but using a direct mailer helps generate customer loyalty for the businesses. (Jonker, 2006).
There are two principles when it comes to direct mailers. The first principle discussed in this article is the amount
of mailings that active customers will receive over a bounded time horizon. In order for a direct mailing process to
work for a direct marketing firm, a mailer is not a one-time event but part of a flow of mailings sent over a longer
period of time. The second principle in this article that is discussed is that the preferred response behavior is mod-
eled as a combination of profit maximization and response criteria and is specified by the direct mailer (Jonker,
2006). Aside from the two principles, the main goal of direct marketing firms is to obtain a profitable long-term
relationship with its customers. Bitran and Mondschein modeled this goal by optimizing customer lifetime value
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RESEARCH
over a number of future mailing instances. Customer lifetime value is defined as the total discounted net future
profits. The model of Bitran and Mondschein decides on who to mail to and the number of mailings to send to this
individual at the next mailing instance (Jonker, 2006).
The outcome of previous research on the nature and quality of communication between a business and its custom-
ers has been growing. It is recognized that consumer attitudes and purchasing behaviors are formed not merely
through cognition but also through affective processing. (Kolyesnikova, 2015). Over the years, direct mailing
has become a crucial tool in direct marketing. Direct marketing is defined as the ‘interactive system of market-
ing which uses one or more advertising media to affect a measurable response and/or transaction at any location
(Cossement, 2015). This is why direct mailing has become such an important tool in the promotion mix of com-
panies due to it being a way to be interactive with its public. Overall, using a direct mailing system can benefit
companies in the long run due to it being an easy, personable, and interactive way to keep communication flowing
with the public over a long period of time.
RESEARCH QUESTIONS
Research Question 1- What content will a proposed line of postcards duplicate versus introduce?
Research Question 2 - What communication vehicles will a proposed line of postcards duplicate?
METHOD
To analyze and assess the research questions in relation to this campaign, a communication audit was conducted.
A communication audit compares the previous messaging employed by ASSETS to the campaign’s key publics,
as well as identifies the communication gaps that the campaign needs to identify and fill with strategies and tac-
tics. A communication audit will help ASSETS go from its real state of messaging, to its ideal state of messaging.
Instrument
A communication audit was used in order to complete the internal research for ASSETS. In order to evaluate the
key messaging that ASSETS’ promotes to its defined publics, a communication audit was decided to be the best
form of research because it created an unbiased way of evaluated the different types of messaging that ASSETS
produces. The communication audit helped define the key messaging gaps and opportunities to develop or capi-
talize on during the campaign.
Procedures
In order to develop the line of postcards for ASSETS, since no previous direct mailer was established, a commu-
nication audit was completed. Internal documents were collected and coded that fell into three categories: print,
visual, and online communication materials. Print and visual materials include flyers, advertisements, and logos.
Furthermore, all online communication materials included social media advertisements, the ASSETS’ 2016 an-
nual report, and their current website. The audit was targeted towards defining eight categories of messaging:
current messaging communicated by ASSETS to the intended publics, current quality of information between
the organization and its publics, current frequency of messaging, current scope of publics (who the messaging is
reaching), current techniques used to transmit information, current effectiveness of the messaging, current gaps
and opportunities in the messaging opportunity, and current attitudes and behaviors towards ASSETS. The data
collected from the communication audit was then analyzed, and the qualitative data was transferred to quantita-
tive data based on a developed 5-point rating scale of poor to excellent.
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1- poor, means that there is one mode and the majority of communication is internal;
2- fair, means that there is one to two modes and is available to the public, but not external;
3- moderate, means that there are multiple modes and irregular external communication;
4- strong, means that there are multiple modes and frequent external communication;
5- excellent, means that there are multiple modes and frequent external communication, as well as communication
returned.
METHODOLOGY
A communication audit is a research tool that assesses organizational communication through numerous different
ways in order to establish and determine the quality and information flow (Conaway, 1994, p. 39). A commu-
nication audit was chosen for this campaign, because this method assisted in effectively addressing and solving
the bridge of communication between ASSETS and its key publics. The communication audit created was used
as a reference when designing the content of the line of postcards so that the messaging would be consistent and
effective based on the current methods of messaging employed by ASSETS.
This specific communication audit addresses and analyzes the visual content as well as the textual and oral con-
tent. By auditing this key messaging, ASSETS has a chance to refocus their channel of information to the line of
postcards. After utilizing the communication audit to current key messaging the qualitative data was translated to
quantitative data to produce measureable results. With these measurable results, the effectiveness of the messag-
ing was able to be measured and transferred for further use by ASSETS.
SAMPLE
The sample for the line of postcards included 350 current donors which was decided internally by members of
ASSETS and those who compiled the campaign. This sample also includes 150 potential donors, and 309 current
clients which is pulled from an internal excel document from ASSETS. Finally, the sample includes 200 poten-
tial clients. The potential client list number was determined based off the attendance from previous events and
programs and the potential ASSETS sees for future programs. The samples are broken down into categories to
represent the publics that the line of postcards will be mailed out to and who the key messaging will be targeted
towards. A line of postcards will be sent to each of the following samples: current donors, potential donors, cur-
rent clients, potential clients, and residents of the City of Lancaster.
DATA ANALYSIS
Quantitative Results
The results of the qualitative data from the communication audit are based on the eight categories of messaging.
The data was converted into quantitative by placing and defining each item with a 5-point rating scale beginning
at poor and ending in excellent.
Communication Audit Breakdown located in Appendix D
RESULTS
Current Messaging
ASSETS’ messaging to current donors includes monetary information through the 2016 Annual Report, while
the potential donors current messaging is based on how they can donate to ASSETS through their website, as
well as the annual letter of appeal for donations. Current clients as well as potential clients share the same current
messaging, which is the programs that they offer that can be found on their website under “programs.” ASSETS’
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2.0 messaging is currently not explicitly stated, but can be located under the purpose section of their website. Just
like ASSETS’ 2.0 messaging, the local spending shift current messaging is also not explicitly stated, but can be
located in the 2016 Annual Report.
Current Quality of Information
It was found that most of ASSETS’ current donors are faith-based organizations and are only donating once a
year. Furthermore, it was found that most current clients were gained through word-of-mouth. For potential cli-
ents there is no direct messaging, however there is information from the business directory as well as the 2016
Annual Report that highlights client success. The local spending shift messaging is an ASSETS’ internal goal,
and is reflected in the 2016 annual report, but is not being directly messaged to key publics. Finally, ASSETS’ 2.0
messaging is on their website but not being directly messaged to key publics.
Current Frequency of Messaging
The current frequency of messaging for donors is found once a year in ASSETS’ Annual Report. The commu-
nication for potential donors looks at what programming is offered to the community, which can also be located
in the 2016 Annual Report. The frequency of communication through potential clients includes word-of-mouth
messaging and current client success stories found in the 2016 Annual Report. ASSETS’ 2.0 messaging explicitly
mentions the ASSETS 2.0 transformation, however, they mention the vision they have moving forward specifi-
cally on their webpage. Once again, 10 percent local spending shift is mentioned in the ASSETS’ 2016 Annual
Report. As of right now, the social impact messaging is fairly new, since they only have one grant.
Current Scope of Publics
The next part of the communication audit looked at the current scope of publics, both existing and potential.
When discussing the current scope of publics, ASSETS defines “current donors” as donors who currently give to
ASSETS, “Lancaster residents” as anyone who is living in the City of Lancaster, and “potential donors” as inter-
ested individuals or organizations that are looking to donate to ASSETS. Current clients in the scope of publics
are the individuals and businesses that have taken part in an ASSETS’program whereas potential clients are those
looking to start a business or social enterprise. Lastly, the local spending shift pertains to any public that views the
2016 Annual Report. Although it is not a traditional scope, ASSETS 2.0 is a type of branding that they are trying
to reach. The idea of ASSETS 2.0 is all internal and has not yet been released to the public in an effective way.
Current Communication Techniques
Current communication techniques to transmit information for current donors is the ASSETS’ 2016 Annual Re-
port, as well as ASSETS’ website. For potential donors, ASSETS is utilizing letters of appeal and their website to
transmit data. When it comes to current clients word-of-mouth, print advertisements,ASSETS’website, Facebook
and LinkedIn are currently being used to transmit the information. For current clients, information is transmitted
through print advertisements, ASSETS’ website, Facebook and LinkedIn. Through ASSETS’ website, the current
information that is being transmitted is programs that ASSETS offers, donation opportunities, upcoming events,
and the business directory. Currently information for ASSETS 2.0 is being transmitted through their website. For
the local spending shift, the current information is being transmitted through ASSETS’ 2016 Annual Report.
Current Effectiveness of Messaging
The results of current effectiveness of messaging for potential and current donors reveals that only 1.84 percent of
traffic clicks on the the “Donate” tab of ASSETS’ website. For potential and current clients, the current effective-
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ness of messaging reveals that only 1.67 percent of website traffic clicks on the “Programs” tab. Subsequently, the
“Women’s Business Center” tab gets 2.22 percent of website traffic. The “Learning Circle” tab gets 3.86 percent
of website traffic.
Gaps and Opportunities
Within ASSETS’ communication there are potential gaps and opportunities. For current donors, most donations
are only one time or once annually. For potential donors, an opportunity for ASSETS is to gain a consistent flow
of donations. When it comes to current clients, there is an opportunity for ASSETS is to increase the attendance
of their programs. For potential clients, a current gap is that business visibility is low, and is affecting the number
of clients. ASSETS currently is not promoting their 2.0 model and there is an opportunity to describe this and
ASSETS’Impact Business Fund. With the local spending shift the line of postcards is an opportunity for ASSETS
to direct traffic to the business directory and improve local spending.
Attitudes and Behaviors
The last category analyzed through the communication audit is attitudes and behavior within the key campaign
publics. Most donors do not donate frequently, and the full scope of potential donors is not being reached, as
ASSETS’ donor base is limited to faith-based organizations. Current clients go through programming that AS-
SETS offers, but not all their clients are respectively represented. Potential clients receive their messaging mainly
through AdWords. ASSETS’ 2.0 messaging under this section states that the public is not aware of ASSETS 2.0,
therefore they are not getting involved with businesses that have a social impact. The local spending shift shows
that there is lack of knowledge about the local economy and local business, which means that there is not a large
shift at the moment.
DISCUSSION
After completing the communication audit, it was found that there were ways to improve the overall communi-
cation that is being done internally and externally for ASSETS. This was based off the rating scale (1, being poor
and 5, being excellent). The communication audit was done through the publics that ASSETS reaches. Overall
it was found that ASSETS’ communication is highlighted on each aspect of the scale and needs to be more con-
sistent throughout. The communication has many gaps, but many opportunities are presented in the results to
improve the communication, both internally and externally. In the literature review, it references how direct mail-
ers are an effective way of marketing and increasing visibility. It also addresses how communication audits help
address the first research question, “What content will a proposed line of postcards duplicate versus introduce?”
The communication audit results showed the type of content needed for a line of postcards for clients, donors,
and programs. The second research question, “What communication vehicle will a proposed line of postcards
duplicate?” showed that the postcards will duplicate social media platform messaging, the previous current client
word-of-mouth communication, as well as increasing the amount of messaging to donors that is currently in place.
RESEARCH SUMMARY
The purpose of this study was find previous messaging channels as well as help ASSETS find the best way to
connect with its publics through its key messaging. The first postcard research question was “What content will
a proposed line of postcards duplicate versus introduce?”. The results showed that the current donor content was
a duplicate based on the annual letter of appeal ASSETS mails to its current donors. Current and potential client
messaging and potential donor messaging content was introduced based on frequency of donation, and creating a
physical way to promote programming and information to proposed as well as current clients.
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The second research question looked at “What communication vehicles will a proposed line of postcards dupli-
cate?”. Research showed that the proposed line of postcards duplicated no type of communication vehicle intro-
duced by ASSETS because they do not have a physical mailer to provide for the key publics introduced in this
campaign. There is no similar communication method currently employed by ASSETS that would relate to a line
of postcards. As found by the communication audit, there is a crossover between current donor messaging and
intended donor messaging. Both aim to increase the amount of donors. Similarly, there is some communication
to the public about ASSETS’ programming through social media, which is also a crossover into this campaign.
LIMITATION AND FUTURE RESEARCH
After the research was conducted, it was found that there are many limitations that could have affected this study.
The ﬁrst limitation is that there is no previous line of postcards established to reference, thus making an internal
comparison difﬁcult to conduct. Other limitations could also include the issue of a postcard getting mixed up into
junk mail, or tossed into the trash. Additionally, some of the publics being targeted could not have any form of
social media, and they would not be able to receive the electronic postcard. In relation to this campaign, all off
the messaging that ASSETS has produced was not available for analysis; messaging accessed included that which
was provided by ASSETS directly, or what was publicly available online. Finally, there is an issue of internal and
external bias. Internal bias could include key messaging development, and word choice as well as the message
channel being utilized. External bias could include the message interpretation by the targeted publics. For future
research intentions, the effectiveness of direct mailers versus electronic postcards could be analyzed post-cam-
paign.
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INTRODUCTION
The study that was done looked at the current state of ASSETS’ online business directory and ways
to update it for ASSETS 2.0. The campaign set out to assist ASSETS, a non-profit organization, that
helps low to moderate income entrepreneurs and small businesses. The campaign’s core focus in as-
sisting ASSETS included improving their pre-existing business directory by reviewing what they currently have
in place. The core focus, based off of previous research, was to guide ASSETS in a direction that increases traffic
to the online business directory and encourages the City of Lancaster to utilize the business directory for an in-
crease in local spending.
PURPOSE
The study looked at the current state of the business directory as well as the current state of the internal client list
provided by ASSETS. The recommendation for what the ideal version of the business directory should look like
for ASSETS 2.0 will include an analysis of their current client list.
SECONDARY RESEARCH
Secondary research focused on how humans view visuals, which includes business directories. As humans, part
of our decision-making is emotionally based, so if positive intent is clear, customers will ultimately be inclined
to stay loyal to the company. Advertisements are viewed through different channels including how appealing the
piece of advertising is, what type of emotions are created through this advertisement verses what emotions were
intended to be created, how powerful the message is, and are the goals met through advertisement (Batra & Hol-
brook, 1990).
As a society that wants to thrive in a cohesive environment, it needs to be understood that everything that is
done between two groups must be mutually beneficial in order to be the most effective. The theory of reciprocity
represents this, which Gouldner claimed that for a social system to be stable, there must always be some mutual
exchange of benefits (Gouldner, 1960).
When promoting and getting the word out about who businesses are and what they have to offer, there are many
different directions that can be taken; one being a business directory. An important question to consider should be
how effective is this method? Traditionally, business directories, such as Yellow Pages, consist of a print publica-
tion providing a combination of business advertisements and a comprehensive listing of many businesses within
a geographic market. Unfortunately, these printed directories confine the users to view information strictly within
their geographic market. In addition, the costs for publication and distribution are high. Another problem with
print publication is that as the number of businesses grow within an area, the size of the publication correspond-
ingly increases, making the book cumbersome to use and stow.
With the popularity of the global internet, online directories have emerged to address some of these issues con-
fronting the printed publications of business directories. Despite availability of online business directories, users
continue to use the printed publications because of the convenience offered by a physical book. For example,
users find that it is inconvenient to boot-up a computer system only to search for a single listing. Online provid-
ers have limited the user’s ability to access information through the use of personal computers connected to the
internet (Klemow, 2004). Consequently, the user interfaces have been tailored to the personal computers, such
that the interface is not generally workable without a mouse and keyboard. Furthermore, the interface is generally
unfriendly and non-intuitive. Accordingly, there is a need for an online business directory that is easy to use and
readily accessible by the user, while being cost-effective and profitable for the providers of the directories.
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When looking for ways to improve something, one thing to be considered is how appealing it is to the eyes and
how easily it can be navigated. Previous research shows that a few experiments in the past determined that people
that were involved in the experiments had more favorable attitudes towards the advertisement, advertiser, and
quality for ads in color than for non-colored ads (Lohse & Rosen, 2001). Colors and graphics play a huge role,
and previous research touches on other variables such as graphic placement, color schemes how things are placed
next to, or under graphics (Lohse & Rosen, 2001).
Previous research suggests that eye movement pattern plays a key role in engagement levels from a consumer
standpoint. For example, for magazine Ads, Valiente (1973) found that color was the second (after Ad size) most
important factor explaining Ads recognition scores. It is also known that people perceive some visual features
more readily than others (Lohse, 1997). When it comes to business directories you have to see both the advertising
piece to it, as well as the how the company can benefit from it being on the directory. The theory of persuasive
communication includes four kinds of processes that determine the extent to which a person will be persuaded
by a communication, which include attention, comprehension, acceptance, retention (persuasive communication
theories of persuasion and attitude change, 2010).
RESEARCH QUESTIONS
Research Question 1- What is the current state of the client list as of April 5, 2017?
Research Question 2- What is the current state of the online business directory as of April 5, 2017?
METHOD
The research for this campaign looked at different ways to improve ASSETS online business directory. The
current business directory was incomplete of information on the businesses established through ASSETS. This
information needed to be completed as well as updated. In addition, the business directory was not updated with
all businesses established by ASSETS. There were many businesses that were on ASSETS client list that were not
mentioned on the business directory.
Instrument
The instrument used for this study was a self-administered questionnaire. The questionnaires were for the busi-
ness directory and the client list.
The business directory questionnaire was completed by two members of the research team while the client list
questionnaire was completed by four members.
METHODOLOGY
A content analysis is defined as any technique for making inferences by objectively and systematically identifying
specified characteristics of messages (Holsti, 1969).Acontent analysis onASSETS’online business directory was
completed, because it is the best method to analyze the directory and client list and find the changes that needed
to be made. Conducting a content analysis can help find patterns in documents (Stemler, 2001). The content anal-
ysis conducted provided a better understanding about the content that was included in the business directory and
client list. Trends in the information were found and there were consistent themes throughout the missing data.
One powerful technique a content analysis has to offer is its’reliance on coding and categorizing (Stemler, 2001).
The information taken from both questionnaires was categorized and coded so it could be easily reviewed and
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broken down.
Analyzing this content then provided a better understanding about what needed to be updated or changed for each
business in both the business directory and the client list. It also shows what businesses from ASSETS’ client list
were not included on the online business directory.
The purpose of a content analysis is to help understand the content in a given document so that it can be properly
categorized based off the information provided. Based off of what was collected, the type of content analysis that
done was a conventional content, which is mainly derived from the data from text to interpret. When looking at
a business directory there are many things that can help identify its effectiveness of a business directory, such
as how easily it can be navigated, how the categories are broken up into, and of course the content. The content
analysis will review the business directory and also the purpose of the questionnaire will reveal the answers to
these questions.
RESEARCH QUESTION ONE - CLIENT LIST
Procedure
The first questionnaire that was completed for the business directory was in regards to the client list. This ques-
tionnaire was created with the purpose to answer the specific research question that was designed toward the
client list. Four coders were selected randomly to complete the client list questionnaires. Coder one completed 85
questionnaires, coder two completed 85 questionnaires, coder three completed 71 questionnaires and coder four
completed 70 questionnaires.
The client list questionnaire was broken down into two categories: business information and business owner in-
formation. This questionnaire consisted of 20 quantitative questions. This questionnaire asked questions about all
311 entries and what specific information ASSETS had inputted regarding the client. After a questionnaire was
completed for every business on the client list, that information was then coded and entered in an SPSS document.
From there, the information collected and inputted into SPSS was analysed and used towards the completion of
the campaign.
Client List Questionnaire located in Appendix E
Sample
The sample for the internal client list included all of ASSETS’ past and current clients. The internal client list
created through an Excel document shows there are 311 entries. However, of the 311 entries, only 309 of them are
client entries. The entries for row number one include the categories of information that needs to be completed for
clarification on the client list such as “biz start date,” “biz owner,” “biz address,” etc. The entries for row number
two include an example for what each client entry should look like. The internal questionnaire used to analyzeAS-
SETS’internal client list included 20 questions containing 19 Yes/No questions and one multiple choice question.
Client List Quantitative Results
The questionnaire used for ASSETS’ internal client list analyzed its current state and what missing information
needs to be completed. One questionnaire was completed internally per entry included on the client list. Out
of 309 businesses, 27 of the entries were duplicated. Some findings of the the internal client list include the 27
duplicates.
Client List Results located in Appendix F
RESEARCH
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