1. George Thomas Hospice
Care Proposal
The Wishing well campaign – Katie’s Story
Luke
Joseph
Furnival
–
C1251234
Cagin
Yucel
–
C1413786,
Sakinakhanim
Kakantarli
–C1452321,
Somnath
Chatterjee
–
C1469302
Anuraag
Abraham
Peter
–
C1468260

2. 2
Table of Contents
Executive Summary
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3
Contact Details
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4
1.Background
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4
2.Objectives and In Scope/Out of Scope
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5
3.Outline Approach/Deliverables
.....................................................................................
5
4.Work Break down Structure
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8
5.Costs
....................................................................................................................................
9
6.Risk Analysis
..................................................................................................................
10
7. Added Value/Innovation
.............................................................................................
11
8. Responsibilities
..............................................................................................................
12
Appendix. A. References
.................................................................................................
13

3. 3
Executive Summary
Tasked with increasingGeorge Thomas Hospice Care’s (palliative care) legacy
donation income stream to 20% from 8% within 5 years, YPG consultancy have
identified a new marketing strategy and community initiative to achieve this.
YPG have identified that the first area that requires improvement within the current
legacy donation marketing strategy is the absence of a dedicated legacy donation
marketing campaign.
Marketing legacy donations must be achieved in a highly sensitive manner that
highlights the resource usage potential and not the actual transaction. Thus, in order to
appease this requirement, YPG have devised an innovative marketing strategy named
‘The Wishing Well Campaign’, that markets stories of individuals who have received
help and guidance from George Thomas Hospice Care (GTHC). In essence, the
marketing campaign uses real stories, local people and embodies GTHC USP of being
Cardiff’s only bespoke and in-home palliative care charity.
The first marketing campaign that will be introduced is called ‘Katie’s Story’ and it
focuses on a young girl who has been affected by her Mother’s death. However, Katie
has received inspiring and bespoke post-death support unavailable anywhere else in
Cardiff. The campaign makes use of various marketing communication channels,
each one providing a different aspect to the story that allows it to develop and
resonate with the potential donators in a holistic manner.
In essence, ‘Katie’ will become the brand behind the campaign and the story intends
to develop a following that can identify and be touched by the story of a young girl
who has lost her mother. This will allow George Thomas Hospice to indirectly and
passively introduce the benefits of legacy donations in a sensitive and legal way.
Furthermore, the campaign is scalable and flexible, as different stories allow GTHC
to target different donator segments based on psychographic variables and investment
can be controlled, as it is not reliant on one marketing communication medium.

4. 4
Contact Details
Head Management Consultant Mr. Luke Joseph Furnival
Tel: 0775 217 40 78
E-mail: FurnivalLJ@cardiff.ac.uk
Head Financial Consultant Ms. Sakinakhanim Kakantarli
Tel: 0751 1417976
E-mail: Kalantarlis@cardiff.ac.uk
1.Background
George Thomas Hospice is currently receiving 8% of their total income through
legacy donations. However, George Thomas Hospice wishes to increase this to the
region of 20% within 5 years. Due to the sensitive nature of legacy donations, George
Thomas Hospice Care must implement a marketing strategy that is subtle in regards to
prose, whilst concise and effective in application to yield a substantial ROI. This
situation must be addressed via an innovative communications campaign that
passively entices potential donators.
Root Cause analysis
YPG have identified three possible reasons as to why George Thomas Hospice care is
not reaching its full potential in regards to legacy donations.
Apprehesnion
Absence
Unfamiliarity
Missing
Potential

5. 5
1. Absence of a dedicated legacy fund raising team
2. Apprehension in regards to a creative, sensitive and passive communications
strategy that markets legacy donation
3. A general lack of awareness from the clients perspective
2.Objectives and In Scope/Out of Scope
• Increase legacy share in total annual income from 8% to 20% in 5 years.
• Develop a sensitive yet effaceable marketing strategy
• In the report, the process of campaign in terms of application, cost and
approach must be explained precisely and disseminated to all stakeholders.
• The budget of the marketing strategy must not exceed £10,000.
• The positive effect of the marketing strategy must be reached within 5 years.
• YPG consultants must monitor and sign off the first 4 months of the project
• The application of the marketing strategy is the responsibility of the client
after 4 months.
3.Outline Approach/Deliverables
Strategy and Marketing
Project 1 - Katie’s Story
In order to meet the sensitive requirements of George Thomas Hospice, the group will
introduce a marketing campaign known as ‘Katie’s Story’. Details are described
below:
• The campaign will provide a narrative of a young girl who has been affected
by her Father’s death and highlight the care that has been provided to her by
George Thomas Hospice Care.
• The story will evolve through a host of communication mediums, each
providing a different facet of the story.

6. 6
• The marketing campaign will be directed at ‘hot zones’ derived by a
‘statistical model’ that employs age, pension type, average life expectancy and
psychographics as desired variables.
• This penetration strategy will strive to increase client leads and aims to
increase the legacy income by 80% within 3 years.
Advantages
• Non-conventional marketing communications with the use of a brand
ambassador in the form of Katie
• Indirectly introduces legacy donations whilst perpetuating the George Thomas
Hospice brand and utility
• Viral effect – unique communicative story can lead to high response and
interest potential
• Add value to the Cardiff community by highlighting the patient-family/friend
life cycle
Project 2 – Community partnerships
In order to build long sustainable success, YPG will recommend seeking partnerships
in the local area. These partnerships will be with local solicitors and banks, with the
aim to receive legacy-funding referrals through each of these respective organisations.
Details are described below:
• Build upon ‘Katie’s story’ brand and collaborate with the aforementioned
organisations to raise awareness of George Thomas Hospice
• Further education potential donators on the positive contribution they can
make via a trusted source such as a solicitor and/or a bank
• Joint fund raising events to support the commercial and CSR initiatives of
participating organisations
Advantages
• Build strong community links

7. 7
• Stronger feedback potential as a result of clients in a financial or life planning
domain
• Access a deeper donator pool and thus revenue potential
• Develop not only the legacy fund but the George Thomas Hospice brand too.
• Create sustainable and reciprocal partnerships
Target Areas
We have identified four key neighbourhoods that present a wealth of opportunity in
regards to geography, demographics and psychographics. This will yield a potential
client base of approximately 47,100 clients that meet the desired criteria. These areas
are Cardiff South West, Cardiff West, Cardiff North and Cardiff East. Further
analysis has uncovered ‘hot zones’ as detailed in figure 1.
Figure 1: Residents in towns marked with a ‘*’ currently have a life expectancy rate
below Cardiff’s average. Source: (ONS 2012; ACORN, 2015; CRC, 2012)
• Llanrumney – 1800 aged
65+ *
• Rumney – 1600 aged 65+ *
• Trowbridge*
• 5665 people claiming state
pension
• 1985 people claiming
pension credits
• Cyncoed – 2500 aged 65+
• Llanishen – 2900 aged 65+
• Pentwyn*
• Rhiwbina – 3200 aged 65+
• 18505 claiming state pension
• 2495 claiming pension credits
• Fairwater – 2300 people
aged 65+
• Llandaff – 1700 people aged
65+
• Whitchurch & Tongwynlais –
3200 people aged 65+
• 12,185 claiming state
pension
• 2290 claiming pension
credits
• Canton - 2000 people
aged 65+
• Ely – 2100 people aged
65+
• 7740 claiming state
pension
• 2915 claiming pension
credits
Cardiff
South
West
Cardiff
West
Cardiff
East
Cardiff
North

8. 8
Market Communication
Figure 2: Marketing Communication Channels
4.Work Break down Structure
The Gantt shows the initial proposal offering, the acceptance and implementation
until 31st
December 2015. Plus, the in-house evaluation week to monitor the success
of the initial marketing strategy is also included. However, the plan is contingent on
objectives being met and thus, can be updated and manipulated. It must be noted that
GTHC will take full responsibility of the project from 8th
January 2016 and will
evaluate the marketing strategy from this point.
Table 1: Start and End Dates of each process
Publishing
Katie's
Story
via
Social
Media
Bus
and
Private
Hospital
Advertisements
Distributing
Flyers
in
Target
Areas/Local
Newspaper
ads
Engage
with
local
Solicitors/
Banks
Marketing
Communications
Title Start Date End Date Duration (days) By
Writing Proposal 14.05.15 17.06.15 34 Consultants
Presentation 18.06.15 18.06.15 1 Consultants
In-House Meeting and Evaluation 22.06.15 29.06.15 7 Both
Writing Report 29.06.15 1.09.15 64 Consultants
Recording and Preparing a Video 1.09.15 8.09.15 7 Charity
Printing and Preparing Flyers 1.09.15 8.09.15 7 Charity
Publishing the Video in YouTube 8.09.15 31.12.15 114 Charity
Sharing the video and pictures via Social media 8.09.15 31.12.15 114 Charity
Advertisements in Private Hospital and Bus 8.09.15 31.12.15 114 Charity
Distributing Flyers 8.09.15 31.12.15 114 Charity
Email Correspondence 8.09.15 31.12.15 114 Charity
Council for Solisitors-1 25.09.15 26.09.15 1 Charity
Council for Solisitors-2 20.11.15 20.11.15 1 Charity
Evaluation of the Strategy 31.12.15 8.01.16 8 Both

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Figure 3:Gantt Chart of the Project
5.Costs
We have identified several marketing channels that we will advise the client to use in
order to market and acknowledge the Cardiff population about the Charity’s legacy
activities. We plan to allocate around £10,000 per year to support our entire marketing
plan. Below is the budgeted allocation by channel.
Table 2: Cost of Marketing Communications
(Big Time Radio 2015; SK Advertising 2015)
Type of Advert Price Per Unit Number of
units
Total
Distribution of flyers £70 (per 250 un)
+200
5000 flyer £1600
Public Transport/Bus
Shelter
£167 Per Week 20 week £3340
Public transport/Bus £89 Per Week 20 week £1780
Business vehicle
branding
£2000 1 van £2000
Radio £500 + (£30x12) 12 months £860
Video £1000 1 video £1000
Total Cost £10,580

10. 10
For this project five audit specialists are required to involve. The below table
illustrates the costs incurred for the service provided by them.
Table 3: The Cost of Consulting (Wales Audit Office 2014)
Grade of Staff Fee rate per
hour
Hours worked
out
Total
Financial Audit Manager £111 10 £1110
Financial Auditor £56 20 £1120
Performance Audit x 2 £93 60 £5580
Performance Audit Manager £173 30 £5190
Total £13,000
Hourly rates include all direct and indirect costs related to this particular project.
Below you can see both direct and indirect core expenses breakdown.
Table 4: Direct and Indirect Cost of Consulting Fee (Wales Audit Office 2014)
Direct Costs Financial analysis, Market analysis,
Marketing consulting, Business
performance consulting
Indirect Costs Transport costs, catering costs,
unforeseen circumstances coverage, etc.
6.Risk Analysis
Table 5: Risks and Mitigation
Risk Mitigation
Client rejection and offense Ensure all material has peer acceptance
Challenging ROI objectives Correct statistical analysis of target areas
backed by management to ensure
ultimate objective before project launch
Transparent financials
An open and transparent accounting
system that reveals fund usage - cross
checked by peers

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Ineffective communication through
‘Katie’s story’
Create a number of different ‘stories’ to
meet the changing market needs
Inconsistent and unsustainable income
goals
A dedicated legacy funding team will
monitor all progress and disseminate all
findings amongst all personnel
Lack of volunteers
Offer certified volunteer opportunities to
entice participation
Lack of business partnerships
Encourage CSR initiatives and failing
that, work closely with competition
Business partnership and conflicts of
interest
Confirm and agree on professional
objectives that can govern the
relationship and operations.
7. Added Value/Innovation
GTHC needs to raise significant funds and differentiate itself from its competitors; an
opportunity that it could strive to endeavour and test is honouring those who donate to
GTHC whether it may be by legacy donations or any other means of donation. Giving
appreciation to those donors or families would add significant value to GTHC and
increase the chances of higher amounts to legacies. Thus, a ‘5-point’ plan has been
formulated:
1. A book of remembrance of the names of people or families who have given
and why they chose to give. The contribution will not be mentioned and this
will be done only if the donors are willing to reveal their details. Something
like a ‘In memory fundraising’.
2. Remembering donators on their anniversaries or special occasions
3. Dedicating a page in the annual report about those who donated
4. GTHC website needs a dedicated page for legacy donations. We believe the
charity and ‘The Wishing Well’ campaign can perpetuate the GTHC brand and

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its legacy donation section with a dedicated Q & A zone, social media account
and contact line.
5. GHTC should try and create a brand community or a brand tribe in regards to
‘Katie’s Story’ campaign. Having enthusiastic supporters and people who are
passionate about what GTH
8. Responsibilities
Each consultant in respect to his or her experience will be given a key role and thus,
will act as a point of contact with GTHC regarding their skilled area.
Luke Joseph Furnival – Head Management Consultant
• Background: Computer Science and Japanese
• Skills: Communication, leadership, sales and strategy
Cagin Yucel – Financial Consultant
• Background: Mechanical Engineering
• Skills: Financial analysis, analytical thinking and problem solving
.
Sakinakhanim Kakantarli – Head Financial Consultant
• Background: Finance and Accounting
• Skills: Financial analysis, financial management, accounting and
organisational skills
Anurag Abraham Peter – Marketing Consultant
• Background: Business Management
• Skills: Strategy, marketing and sales
Somnath Chatterjee – Management Consultant
• Background: Physics
• Skills: Critical thinking, analytical skills and team-work

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Appendix. A. References
ACORN. 2015. The Smarter Consumer Classification [Online]. UK:ACORN
Available at: http://acorn.caci.co.uk [Accessed: 7th June 2015].
Big Time Radio. 2015, Local Radio Advertising [Online]. South Wales: Big Time
Radio. Available at: http://www.bigtimecardiff.co.uk/ads/ [Accessed: 8th June 2015].
CRC. 2012. Facts and Stats [Online]. Cardiff: Ask Cardif Available at:
http://www.askcardiff.com/content.asp?nav=2872,3257,6571,6572&parent_directory
_id=2865&id=13784 [Accessed: 7th June 2015].
ONS. 2012. Dataset and Reference Tables [Online]. UK:ONS Available at:
http://www.ons.gov.uk/ons/datasets-and-tables/index.html [Accessed: 7th June 2015].
SK Advertising. 2015. Easy Outdoor Advertising [Online]. Wales: Signkick.
Available at: http://www.signkick.co.uk [Accessed: 8th June 2015].
Wales Audit Office. 2014. Local Government audit and inspection fee scales 2014-
2015 [Online]. Cardiff: Wales Audit Office. Available
at:http://www.audit.wales/system/files/publications/WAO_Fee_Scales_English_2014
-15.pdf [Accessed: 8th June 2015].