IMC 636 Capstone

St. Jude [Type text] [Type text] [Type text]
St. Jude Children’s Research Hospital IMC Campaign Proposal © firefly communications
CONFIDENTIAL
December 22, 2014
Stephanie Marchant
(678) 557-7859
smarchant@windstream.net
St. Jude Children’s Research Hospital IMC Campaign Proposal © firefly communications
CONFIDENTIAL
IMC Campaign Proposal:
How to Engage Millennials
for a Lifetime of Fundraising

December 22, 2014
Ms. Melanne Hannock
Sr. Vice President, Marketing
St. Jude Children’s Research Hospital
262 Danny Thomas Place
Memphis, TN 38015-3678
Dear Ms. Hannock,
On behalf of firefly communications, I would like to thank you for the opportunity to submit our Integrated
Marketing Campaign proposal for St. Jude Children’s Research Hospital. As you review our proposed
marketing plan, you’ll find that firefly has taken great measures to accurately understand your
organization, industry, and target audience.
firefly is a full-service marketing communications agency. With more than 15 years of marketing
experience, we have been helping organizations solve marketing and communications challenges and
attract a loyal following. Whether through traditional or new media channels, we employ multiple channels
to ensure your target audience will get to know St. Jude Children’s Research Hospital on a personal level
that does not currently exist.
With the proposed marketing plan you will be able to raise awareness and increase the number of
enthusiastic brand ambassadors in the 21-30 year old market segment. We feel our proven research
methods and effective marketing tactics are exactly what your organization needs to approach this
generation. It is this groundwork that provides a creative, focused, and responsible approach to solving
your marketing problem.
This is the philosophy of firefly in action. We bring ideas to light and then to flight.
And now we’re ready to enlighten the Millennial audience and leverage their inherent passion to change
the world. I assure you, making a difference is a cause they’re just yearning to support!
Thank you again for your consideration of our proposed marketing campaign. We are very excited at the
possibility of partnering with St. Jude Children’s Research Hospital to ignite the next generation of
fundraisers for a lifetime of contribution. If you have any questions, please feel free to contact me anytime
at (678) 557-7859. I will follow up with you in one week to address any questions or concerns you may
have.
Warmest regards,
Stephanie Marchant
Stephanie Marchant Principal
Cc: Ms. Shelby Anderson
Ms. Katie Foster
235 Rainbow Drive Canton GA 30114 678.557.7869

St. Jude Children’s Research Hospital IMC Campaign Proposal © firefly communications CONFIDENTIAL 4
table of contents
executive summary 6
about firefly communications 8
background 12
target audience 18
brand perception survey 22
brand positioning / personality / perception 26
SWOT analysis 30
strategy statement 34
creative brief 38
communication strategy 40
statement of idea 42
communication plan 46
focus group 60
internal communication plan 64
evaluation plan 64
communication flowchart 68
budget summary 76
conclusion 82
references 84
appendix 88

executive summary
St. Jude Children’s Research Hospital has a prestigious history of serving the needs of sick
children, finding cures, and instilling hope where there was none. The organization was created
through a promise and a dream, and they have continued to change the lives of children and
their parents. As with all nonprofits, sustainability is the ultimate objective. How will SJCRH
continue to finance the efforts of this prominent organization?
We can answer that question. The following 12-month Integrated Marketing Communications
Plan expands upon SJCRH’s historical efforts, and integrates all channels, including
interactive/digital marketing, out-of-home marketing and social and mobile marketing to
strengthen the SJCRH brand and increase monetary donations among the largest and most
powerful generation to ever come of age – the Millennials. During this campaign, $3 million in
donations will be raised from the target audience through a fresh, inspiring and connected array
of platforms, products and enhancements to existing programs.
Who Are We Talking To?
The main focus of this campaign will be male and female Young Urban Professionals, aged 21-30,
living in urban centers throughout the United States.
How Will We Achieve This?
Through “Don’t Say Yes. Be Yes” messaging promoted via print/digital advertisements, social and
email marketing, live events, press releases, sweepstakes, and through the dedicated employees,
volunteers and partner organizations.
A Vision for the Future
The “Be Yes” campaign provides SJCRH the means to evolve their core mission’s external
messaging beyond disaster relief to include their other public services. It leverages the robust
chapter network in its implementation. In addition, it addresses Millennial trends toward
responsible giving and conscious consumerism. Millennials want to have a positive impact on
their communities and society, but currently have no established or majority donation
preferences. St. Jude Children’s Research Hospital will establish that preference. The integrated
approach of this campaign means that all aspects of internal communication and external
marketing work together to achieve these goals.
The objectives, strategies, tactics and results will strengthen SJCRH’s place in the U.S. market,
and provide the blueprint for winning this powerful cohort for years to come.

why firefly?
Fireflies are inspirational in nature. They have the power to inspire and delight us. From a
marketing communications perspective, they can captivate the imagination of even the smallest
child as dusk falls and they flitter in the air like fairies, creating a sense of awe and excitement.
firefly communications can take these feelings and translate them into executable ideas, or take
existing programs and present them in a new light. As a full-service integrated marketing
communications agency, firefly focuses on strategy, creative, and experiential communications
and marketing. We have one goal in mind when working with our clients and that is to make
them more successful by helping to create effective integrated marketing communications. We
specialize in listening to our client’s objectives, understanding their customers’ needs, and
providing fully integrated marketing plans that foster relationship building, thought leadership,
and positive word of mouth.
In addition to traditional advertising vehicles, Firefly marketing plans leverage customer insights
with the enormous potential of online social media platforms, compelling web content, mobile
and email marketing, and event planning and management.
Like the illumination of the firefly, our agency’s core purpose is to help our clients communicate
with their target audience with glimmering brilliance. And while a firefly's glow may seem
magical, their communication efforts are grounded in hard science just like ours. The right idea,
effectively executed, can provide excitement and reap measureable rewards. We love our jobs,
and we bring that sense of optimism and fun to each and every project.
Our principal, Stephanie Marchant, is a strategist with the soul of a writer who believes in the
magic that can happen with a completely integrated marketing communication plan. A triple-
threat marketer, she has served as an event manager, marketing program developer, and
coordinator of marketing moving parts throughout her professional career.

where we shine. firefly provides clients with a full suite of integrated digital and traditional
marketing services: Strategic marketing. Branding campaigns. Web development and content
generation. Blogging and blogger outreach. Guerilla marketing and events. Traditional and
social media messaging. Media and public relations. Community outreach. Thought leadership.
Mobile and Email marketing. Firefly’s strategic plans are realistically founded on actual budget
and human resource parameters, as well as internal political and business realities – ensuring
success while saving you time and money. We obsess over results. We track, measure, test,
tweak, and do it again until the desired results are met. We make decisions that are in the best
long-term interests of our clients.
our promise to you. We deliver outstanding value and service. We're focused on outcomes
over deliverables. We believe all marketing must show return on investment and guarantee real
results. We create real value for our clients through effective integrated marketing
communications.
We're different, and we're better. We are 100% focused on achieving results and accomplishing
goals. Your objectives are our objectives. We'd love to find out about you and your marketing
challenges.
Catching lightning in a bottle is not always easy. firefly communications believes in the process of
brainstorming for ideas and, like catching the evasive firefly, with enough of them the chances are
easier. Audiences grow and change, markets shift and technology transforms how we
communicate.
We’ll help you capture these moving targets to achieve your goals.

background
St. Jude Children’s Research Hospital (SJCRH) was born out of
a dream and a promise, from a man who envisioned serving the
needs of sick children.
Danny Thomas was down on his luck and seeking spiritual guidance, with strong religious convictions,
the would-be entertainer prayed to St. Jude Thaddeus, asking for a sign. In his prayers, Thomas promised,
“show me my way and I will build you a shrine”. The guidance Thomas asked for was bestowed upon him,
and he was offered an acting job just a few days later. Thomas’ career proceeded to take off after his big
break, and he never forgot the promise he had made.
After years of fundraising, the promise he made became a reality. In 1962, SJCRH opened its doors and so
began the legacy of hope, anchored by their mission to advance cures, drive research, and always strive
for positive patient outcomes. Thanks to the research and treatment regimens developed at St Jude, the
organization has increased the survival rate for childhood cancer to 80%, and they have every reason to
believe that within the next decade that number will reach 90%. (Historic American Charities, n.d.)
Since the organization’s inception, SJCRH has delivered care free of charge to all children, regardless of
race, creed, or country of origin, and they have continued to do so for the past fifty years. SJCRH has
always extended a promise to both child and parent alike, a dedicated message that echoes throughout
their hallways, “finding cures and saving children”. (St. Jude Children’s Research Hospital, n.d.)
The mission of SJCRH is simple yet significant: advance cures and preventative measures via research and
treatment for childhood diseases so that no child dies in the dawn of life. However, this mission has a
steep financial burden.
Fundraising obviously has been a critical component to the longevity of the organization. Today’s
operating costs for SJCRH approaches $2 million per day, and 75% of annual operating costs are
provided for by private donations. (St. Jude Children’s Research Hospital, n.d.) Realizing the importance
of long term funding, Danny Thomas created ALSAC –American Lebanese Syrian Associated Charities in
1957. The organization has been the financial backbone of the research hospital since before the doors
ever opened, or a single treatment took place. ALSAC is the second largest healthcare charity in the US,
and the immense power of the St. Jude brand continues to set precedent in fundraising circles. In 2012,
ALSAC produced $785 million for SJCRH. (St. Jude Children’s Research Hospital, n.d.)
The hospital’s fundraising events are designed to reach people of all ages, with the youngest seeking
donations from parents and friends. The events include tricycle races for toddlers, walkathons,
radiothons, golf tournaments, house raffles, fancy dinners, and all-night dance parties and Greek events
on college campuses. The hospital has more than 1,000 people on its fundraising staff, many of whom

work with local volunteers to plan grass-roots events. Volunteers are often recruited to help support the
many events that take place each year, across the country, to raise funds for the organization.
Every year more than 31,000 fundraising activities and events take place on behalf of St. Jude and new
programs are continually launched nationally and locally to raise funds. (St. Jude Children’s Research
Hospital, n.d.) SJCRH also participates in direct marketing to solicit donations, as well as giveaways, and
opportunities to volunteer at sponsored events.
SJCRH has separated the United States by region to allow individuals to participate and volunteer in their
own community. Regional and community fundraisers include fundraising dinners, raffle tickets, race
events, golf events, game party events, and special events hosted by community members. Each region
manages their events and volunteer activity through individual Facebook pages and email conversations
that allow the volunteers to always be aware of the events in their area. Volunteers also have the
opportunity to submit volunteer ideas through St. Jude’s website.
SJCRH has begun to embrace social media in recent years to stay current and engage with its many fans
and followers. Facebook, Twitter, YouTube, Instagram and Pinterest are its primary tools while it also
manages a LinkedIn company page, Google+ page, an email newsletter and a blog with sporadic activity.
Sentiment across social media platforms is very positive. In addition to positive and heartwarming
comments, the engagement levels of followers are off the charts.
Like many non-profit organizations, SJCRH faces a number of challenges, which, at the same time, opens
the doors for opportunity. Specifically, the youth and millennial markets are becoming prime audiences
for SJCRH where they are currently struggling to build relationships. For many brands, this is a tough age
group to reach. Millennials, or those born from the late 1970s to the early 2000s (making them between
17-35 year olds), are very technology-focused, confident, forward thinking, hungry to get involved in
workplace initiatives, and enjoy giving back.
SJCRH is one of those employers that changes the world and gives employees the opportunity to do the
same. It's the only cancer research hospital devoted exclusively to children, and its work in this area has
directly contributed to dramatically improving the pediatric cancer survival rate in the United States. The
company's balance of innovation and compassion helped rank it as the most sought-after employer
among Millennials.
By planting the seed with today’s young professionals, SJCRH can light the fire for social sharing, and
rapidly heighten the level of impressions and engagement for many different types of online materials.

competitive analysis
Because the overall marketing goal of this proposal is to engage and
create an affinity for young professionals between the ages of 21 and
30 with St. Jude Children’s Research Hospital, the following brands have
been analyzed based on their involvement in major fundraising events for
this age group.
Although not direct competitors to the mission of SJCRH, each of these
groups is competing directly for the time and monetary donations of
Millennials.
The American Cancer Society (ACS) has been in existence for more than
100 years, working at its mission “to create a world with less cancer and
more birthdays.” Its programs are dedicated to researching new
treatments as well as spreading the word about existing treatments and
providing preventative and diagnostic services. ACS holds several annual
events including Making Strides Against Breast Cancer and No Shave
November. Another popular event is the Relay for Life, in which teams
commit to walking on a track all night long to raise money for this
organization. (American Cancer Society, n.d.)
The Children’s Miracle Network (CMN) raises money for a network of 170
children’s hospitals across the U.S. and Canada, allowing these facilities
to use it where they need it most. Funds have been used for research,
equipment, training and patient care. The organization raised
$320,921,968 in 2013, up from 2012. Fundraisers are primarily centered
on the CMN $1 paper “Miracle Balloon” sales at retail checkout counters,
but the organization has also found great success in its fundraising
events partnering with corporations to sponsor “Miracle Jeans Day,”
where employees who donate to CMN can wear jeans to work. CMN is
also well known for its telethons, golf classic and the Miss America
pageant. (Children’s Miracle Network, n.d.)
Shriners Hospitals for Children (SHC) strives to provide the highest
quality care to children with neuromusculoskeletal conditions, burn
victims and other special needs. The organization is also dedicated to
research and professional education. Shriners Hospitals are located in 22
cities across North America. Total revenue in 2013 was $615,241,000.
Fundraising is primarily through donations and planned giving, but the
SHC Open and Walk for Love events contribute to the overall cause.
(Shriners Hospitals for Children, n.d.)

The Make a Wish Foundation (MAW) grants the wish of a child diagnosed
with a life-threatening medical condition in the United States and its
territories. IN 2013 MAW raised over $216,000,000 through donations and
grants. More than 310,000 wishes worldwide, 226,000 of those in the
United States, have been granted since the organization started in 1980.
Popular fundraising programs include donating airline miles, workplace
giving, and “Walk for Wishes.” Long time sponsors include Disney and
Macy’s. (Make a Wish Foundation, n.d.)
Susan G. Komen for the Cure (SGK) is an organization credited with
launching the global breast cancer movement. It is dedicated to working
to end breast cancer through research, outreach and advocacy programs
in the U.S. and 50 countries worldwide. The organization’s annual revenue
in 2012 was $398,965,000, with $163,857,000 coming from donations and
$257,850,000 coming from its popular run/walk race events and the Susan
G. Komen 3- Day walk. In addition to these events, SGK offers Komen-
branded merchandise for sale on their website. (Susan G. Komen, n.d.)
The American Heart Association’s (AHA) mission is to “build healthier lives,
free of cardiovascular diseases and stroke.” It has developed many
programs to provide forums for research and collaboration as well as to
educate Americans about healthy choices. The organization’s annual
revenue in 2013 was $686,538,000 with $173,418,000 coming from
individual contributions, which are down from 2012. One of the biggest
initiatives of the AHA is Go Red for Women, which engages women with
healthy lifestyle tips and articles. (American Heart Association, n.d.)
Each of these organizations encourages Millennials to participate in their fundraising and volunteer
opportunities through the events mentioned; however, no one organization has the lion’s share of
followers among the 21-30 year old audience. The task at hand is to position opportunities for Millennials
to not only contribute financially but, more importantly to the group, in ways where they can see the full
impact of their contribution.

Meet Kaitlyn… she’s 25 and starting her
career as a marketing assistant. She shares a two-
bedroom apartment because she can’t afford to live
on her own with her entry-level salary, but she
occasionally splurges on a designer purse or cute
shoes. But she also uses outlet-shopping apps like
RueLaLa and Zulily to score deals on things she
could not ordinarily afford.
Recently she upgraded to the new iPhone 6 to stay
current with her peers and because she is a fan of
mobile technology, frequently using Snapchat and
Facebook to stay in touch with friends or share
photos of her dog, Pepper. Because she is new to her
city, and she wants to meet new people, she has
gotten involved with the Humane Society and joined
the local alumni association for her alma mater. She
doesn’t have a lot of disposable income, but she
does have time to give and enjoys socializing with
people with similar interests and networking for
better job opportunities. Even though her funds are
stretched she still budgets for the occasional
concert, college football game, or dinner with
friends. She’s a little skeptical when it comes to fund
raising and awareness programs because of failures
she’s observed with the NFL, Susan G. Komen, and
Kids Wish Network.
Kaitlyn fits the target audience for SJCRH and the
plan presented by firefly communications because
she’s a Millennial, on a budget but still finds a way
to enjoy being a girl, and wants to say “yes” to a
cause… while meeting new people, making
connections, improving her skillset, and having a
good time. She embraces social media, and would
be a brand ambassador for the right cause.
St. Jude Children’s
Research Hospital

target audience
Millennials are the social generation. They’re the founders of the social
media movement - constantly connected to their social circles via online
and mobile.
They prefer to live in dense, diverse urban villages where social interaction
is just outside their front doors.
They value authenticity and creativity, and they buy local goods made by
members of their communities.
They care about their families, friends and philanthropic causes.
Because the overall marketing goal of this proposal is to engage and create an affinity for young
professionals between the ages of 21 and 30 with St. Jude Children’s Research Hospital, the following
brands have been analyzed based on their involvement in major fundraising events for this age group.
Although not direct competitors to the mission of SJCRH, each of these groups is competing directly for
the time and monetary donations of Millennials
The target market is young professionals aged 21 to 30. For the purposes of this proposal, the target
market will hereafter be referred to as Millennials.

Millennials have been the subject of abundant analysis and commentary, mostly revolving around their
avid use of technology, changing media-consumption habits, and entry into the workforce. On average,
Millennials already influence the expenditure of hundreds of billions of dollars annually - an amount that
will only increase as they mature into their peak earning and spending years
Although the youngest members of the Millennial generation are still economically dependent on Mom
and Dad, older Millennials are beginning to enter their peak spending years. Not yet set in their ways, they
are forming preferences, exhibiting tendencies, and influencing one another’s opinions and behaviors.
This generation engages with brands, channels, and service models in new ways limited only by the rate
of technological advancement and innovation.
This desire for connection and shared experience also extends offline. Millennials are much more likely to
engage in group activities - especially with people outside their immediate family. They dine, shop, and
travel with friends and coworkers, to whom they look for validation that they’ve made the right decisions.
Millennials want to bear part of the social responsibility of making the world a better place in which to
live. They define themselves more by how their contributions reflect their self-image and less by what
they give or buy. They are much more committed to “giving back” and much less “entitled, needy and
self-absorbed” than some might believe. In the 2014 Millennial Impact Report produced by a consulting
firm called Achieve, 87% of Millennials reportedly made financial contributions to nonprofits last year.
In fact, Millennials are contributing differently than previous generations, and that's changing the game
for giving, and for the charities that depend on it. Demographic change is a huge reason for rethinking
this. With around 80 million Millennials coming of age, knowing how they spend their cash on causes is
going to be critical for nonprofits. And their spending patterns aren't the same as their parents. (Achieve,
2014)
Younger donors want to feel more invested in a cause than just being asked to “donate”. A different word
with a different connotation - investment – will go farther. Its just semantics: donation vs. investment. But
to a Millennial, who has grown up in a very different world, one that's more participatory because of the
digital tools that they have, to them they want to feel like they're making an investment. Not just that
they're investing their capital, but they're investing emotionally. They aren’t interested in creating
philanthropic legacies - meaning, presumably, endowed philanthropic institutions - but are more
interested in the impact their donations can make today rather than decades from now or after they’re
dead. Examples such as crowd funding and the ice bucket challenge suggest that Millennials are
interested in discussing “social movements.”

Millennials today are tomorrow’s volunteers, donors, medical staff, and brand ambassadors. It is critical
that SJCRH begin now with raising awareness of its cause to this key audience and educating them on
SJCRH stands for. In turn, the campaign should begin to foster a relationship and have today’s young
professionals build an emotional bond through the stories and messaging SJCRH shares. In turn, this
socially connected and conscious audience will be more apt to lend their support for the brand in the
coming years. Additionally, this group is heavily influential. Whether it is peer pressure and each
influencing each other, or using social media to start trends, share content and extend the reach of a
brand’s messaging to other age groups, this group can be a major factor in whether online material goes
viral, touching many different audiences.
secondary audience: internal stakeholders
For any organization communication is one of the most important, and often overlooked fundamentals.
Relationships grow out of communication and the functioning of organizations is based on effective
relationships among individuals, groups, and departments. Internal communication aids organizations in
ultimately achieving goals. As a nonprofit, St. Jude has huge potential to leverage the internal stakeholders
because of the shared purpose. The shared purpose and passion for the mission of a nonprofit is the
reason behind why people become invested in a particular organization. In the launch and execution of
any campaign it is essential to have the support from employees, volunteers, management, and local
chapters to ensure correct messaging is being relayed and the excitement runs organization-deep.
Every internal member of the team must be excited and participating to recruit new donors and lifelong
partners. Internal communication tactics will help St. Jude’s marketing team motivate the rest of the staff,
build trust in each other to achieve new donors, and spur engagement within the internal team but also
between the team and Millennial audience. In the long run, the buy-in, participation, and excitement from
the internal team will give St. Jude a community to celebrate accomplishments with as a team once
success is achieved.
Communicating to internal stakeholders is more intimate than communicating to the masses because
there is already a dedication to the organization and, there is somewhat of a personal gain from the
success. In-person communication tactics have proven to be more successful across internal
communications, as well as on-going messaging and some type of implemented rewards or benefit
systems. This is a benefit to St. Jude because the organization has easy access to staff members and
communication can be done on-site.

brand perception survey
In order to directly speak to the target audience a survey was conducted
and distributed via Facebook.
A total of 55 responses were collected within the Millennial age group.
Females dominated the group at 75 percent.
How do we convince Millennials their contributions matter?
We are all consumers in some manner, and respond to a brand or organization that is authentic and
transparent. Convincing Millennials that their contributions – financial or otherwise - to SJCRH, is one of
the primary goals of this campaign.
firefly communications endeavors to create a communication strategy that will resonate with this
audience.
Overall the survey was aimed at discovering the general feeling of Millennials towards charities, the way
they choose to communicate about news, and their affinity and awareness for fundraising opportunities.
Survey respondents were asked if they were currently participating with or donating to any nonprofit
organization and an overwhelming number of responses (76%) were “Yes”. However, respondents had a
particular charity they favored – such as animal rescue, a food bank, or tithes to their church. Forty-six
percent make contributions on a regular basis.
When asked how much of an impact they felt their donation made, 80% responded “a little to a moderate
amount.” Only 8% believed their contribution made a significant impact. The most important factor they
consider when making a donation is the knowledge that funds are actually applied to the cause and not
administrative costs or salaries.

Friends and social media lead the way in how Millennials learn about opportunities to contribute to non-
profit organizations.

This leads to an untapped market of new donors that are not worn down from donor fatigue for St. Jude
to capitalize on and gain the trust and loyalty from these individuals as lifelong donors and brand
ambassadors for the St. Jude mission and values.
Millennials rely on social media to stay up to date on current events and what their friends are doing.
Employing communication channels like Facebook, Twitter, YouTube, and social events will be a primary
focus for the firefly proposal.
This is a generation that will band together for a common cause, and firefly intends to take full advantage
of the network that currently exists and expand it even further by encouraging Millennials to “share,”
“like,” “tweet / retweet,” and spearhead fundraising efforts by collaborating with likeminded individuals.

brand perception and personality
St. Jude Children’s Research Hospital is a dedicated healthcare provider
that seeks to be the best, with admirable goals of preventing disease,
advancing cures, providing care and enhancing the quality of life for
children.
The brand represents a degree of trust, as they serve the needs of
children, and endeavor to provide each and every child superior medical
care at no charge.
The evolution of the personality for SJCRH has come over a period of some fifty years, the organization
has had to shape and reshape itself to meet the demands of its publics. Throughout this process, they
have demonstrated a caring compassionate nature, delivering care to whoever may require it and never
turning anyone away. The organization accepts responsibility for not only the care of each patient, but
also the care of each family member, as SJCRH believes that the families should be the primary support
mechanism for each patient. The hospital also takes much pride in the ultimate goal of defeating
childhood diseases and cancer, and there is an ever-present determined approach to continued research
and treatment.
SJCRH is positioned as the world leader in advancing the treatment and prevention of childhood
catastrophic diseases among all children’s hospitals because treatments invented at SJCRH have helped
push the overall childhood cancer survival rate from 20% to more than 80% since it opened in 1962.
(Historic American Charities, n.d.) It freely shares the breakthroughs it makes with doctors and scientists
worldwide and has the world’s best survival rates for the most aggressive childhood cancers.
Creative executions run the gamut from print, direct marketing, event partnerships, PSAs and more. The
majority of the brand collateral features the logo and a sick child; usually the child appears sickly and
bald, which is most likely due to chemotherapy treatments. Pictures typically include the child, child and
parent, child and caregiver, and child and celebrity. The primary audience appears to be the adult donor.
But there is no tangible ‘proof’ that contributions are fully realized.
Millennials have a very favorable impression of SJCRH as an organization. In fact, it is one of the top
preferred employers among this demographic. However, Millennials perceive SJCRH as just another non-
profit soliciting donations for their cause. They are not particularly engaged as donors, and this is what
firefly plans to change. Brand personality is the collection of human characteristics that consumers
ascribe to a particular brand as if it were human. Four transferable personality characteristics for SJCRH
to which Millennials can relate are realistic, inspiring, social, and connected.

This generation witnessed the loss of homes, retirement and jobs of their parents. Millennials have been
exposed to local, regional, national and global issues. They harbor no delusions of grandeur about its
future. They are more socially conscious and realistic. Charities that want its business should aspire to be
authentic about issues and transparent about its efforts. Millennials want to serve nonprofit
organizations. It’s a call to be a risk-taker in a time when others think risk should be avoided because of
economic or other uncertainties. It’s a call to lead a team while others seek to maintain operations at the
status quo. It’s a call to change the work environment not because someone’s boss or board has told
them to do so, but because their gut says that change is necessary and needs to happen now.
The SJCRH story as well as its patients has always been inspiring across generational boundaries. This
holds true for Millennials as well. This generation is inspired to help others lead better lives and help
change the world. SJCRH should continue to elevate its inspirational stories across select mediums to
reach this generation of young professionals.
Social is the buzzword for this generation. Social media, socializing, socially conscious, social impact and
socially responsible are all descriptors of this social generation. SJCRH should investigate ways to
integrate social into the very fiber of its existence. This is how this generation communicates.
Today’s young professionals are the most connected generation in history. They are hyper- connected
and -sharing across countries and cultures via a variety of social networking channels. SJCRH will need to
connect with this audience on a higher level to remain relevant far into the future.
altering perceptions
firefly communications would rather use images of contributions in action, rather than focusing solely on
the condition of a child. We need to convince the Millennial audience that what they give – whether it be
time, money, or both – makes an immediate difference that they can see.
For this reason we would create messages that included the target audience in action… with children and
employees from SJCRH as well as with friends and co-workers engaged in fundraising activities such as
the Warrior Dash, dine out for a cause, fundraising galas, and other events that demonstrate the
importance of the cause as well as the opportunity for the Millennial. We would embrace social media
outlets to make social sharing easy with friends… along with donation opportunities and event
invitations. The idea is to not emotionally manipulate the Millennial but, rather, encourage them to get
involved because they know SJCRH is an organization that they can trust.

swot analysis
It is important to pick out not only the strengths of an organization but
also the weaknesses, opportunities and threats to develop plans to move
forward and overcome any obstacles that could hold growth for SJCRH
back in the young professional market.
First and foremost the strengths that bring SJCRH above competitors stems from the organization’s
mission and core values in innovation. Throughout its history, SJCRH has had the opportunity to
influence multiple generations. Families have been able to grow in hope and trust because the treatment
and research SJCRH has provided children in desperate medical situations. The trust is passed down
from generation to generation – something younger nonprofit organizations aren’t able to offer. Families
have grown in comfort knowing no child will ever be turned away from SJCRH for treatment or sent a bill
for payment in return for treatment. SJCRH is able to offer ground breaking research and technology to
patients in the hospital without ever leaving the facility with the only bench to bedside program that
helps families settle knowing their child is getting the newest and most advanced treatment.
When looking at competing charities it was noted many of these have offices, or chapters, in many
locations across the United States while St. Jude only offers 31 regional offices. (St. Jude Children’s
Research Hospital, n.d.) This can lead to limited resources to events and, can lead to hesitation from the
target audience to donate to SJCRH because there is not as much of a local presence. This can also affect
the new trend of being a brand hopper or, in this situation donating to a different organization year-over-
year. SJCRH must keep close and inclusive contact with them to ensure donor retention.
There are influencing factors SJCRH must work with or against to grow as an organization. Most
importantly, the economy is still in a slow state of growth and cost-of-living is rising. Nonprofits like SJCRH
still rely on donations to operate and must continue to grow donations with the cost-of-treatment
variation. The unstable economy also brings changes in corporate leadership that can lead to different
brand affinities by person. SJCRH must ensure partnerships are valued and taken seriously to remain a
competitive support option.
Building off of the already strong base of celebrity and brand support SJCRH has the opportunity to set
the bar even higher at events and in online conversation. Young professionals strive to be socially
responsible and to help their peers less fortunate or in need, SJCRH has the opportunity to use their
influence, connectivity and desire to make an impact to build an affiliation for the organization.
The trust built generation after generation can be instilled into this age group and audience now, to lead
to future engagement and loyalty to St. Jude Children’s Research Hospital.

Strengths
Strong brand
Obligation or social responsibility
to assist children in need
Experiencedfundraisingorganization
Many young professionals are familiar
with brand
Compelling stories from founder, staff
and patients
History and influence of the brand
Multiple generations have stories to share
Weaknesses
Point of entry with demographic
Nonprofit competition
Economy
Limited resources on a regional or local
level to support fundraising efforts
Lack of a solid ROI measurement system
in place
SWOT
Analysis
Opportunities
Strong brand
Millennials want compelling stories
Desired demographic is growing
Current programs can be enhanced
Authenticity of the cause
Volunteeringis contagious
History of successes
Millennials want to make the world
a better place
Crowdsourcing
Threats
Sister charities competing for
Millennial audience
Americans have less disposable income
Capturingand keeping awareness
Ignorance
Compassionfatigue
Perception the donations are not
used as intended

strategy statement
firefly communications looked at the rational and emotional related rational factors for St. Jude
Children’s Research Hospital and determined four overarching mutual factors. These included being
influenced and influential among peers, staying connected, being socially aware, and expanding ones
personal and professional growth. These overarching mutual factors insights were explored further into
how these factors motivated SJCRH volunteers.
"I get a wonderful sense of purpose knowing that my
contribution to SJCRH will help provide hope for sick
kids by advancing St. Jude's expertise and successes---
and I gain new skills that will further my career by becoming
part of a special community of givers."

For instance:
• Millennials engage with causes to help other people, not institutions and are influenced by the
decisions and behaviors of their peers. Millennials are more likely participate in cause work when
their peers are involved. (Hu, 2014)
• Not surprisingly, Millennials are heavy Internet and mobile app users. They started the social
networking movement from their dorm rooms. Millennials are an open book, sharing all their
thoughts, pictures and videos instantly with their online community and have strong social
circles. (Barton, Egan & Fromm, 2012)
• When it comes to giving to and working with causes, Millennials differ from previous generations
in how they view the assets they can potentially donate. Millennials may still give money, time
and skills, but they also view their network and voice as two very beneficial assets they can offer a
cause. (Hu, 2014)
• Many Millennials are hoping to get something valuable from their volunteer experience such as
new skills or resume material. Opportunities to get training or experience they will find useful are
attractive because it can benefit them in their professional development. (Nielsen, n.d.)
From these insights an exploration phase was conducted where firefly found each of these feelings, and
insights really led a young professional to be empowered to do something more and to become
something bigger than themselves for St. Jude’s children and their future.
firefly feels the final strategy statement represents the feeling generated by volunteering with SJCRH as
well as wrapping all of the touch points of SJCRH’s mission into children and their future.
Once organizations begin to rethink what engagement or involvement means, they will be better able to
connect. An organization can traditionally measure engagement by the number and amount of donations
from an individual, the number of events attended, or the number of hours volunteered. However, this
gives no indication of the people who have the interest but need an extra push to become actively
involved. An organization has no way to measure how many friends an individual has told about the
organization’s mission or how many posts they have liked or shared on Facebook.
Because of this, it may be difficult for nonprofits to measure the level of engagement of certain groups
while they may be able to gauge the involvement of the most traditionally involved.

creative brief
Why are we advertising?
To begin building relationships with young professionals so they are aware of the St. Jude Children’s
Research Hospital brand and will enthusiastic about it through a lifetime of supporting it through time
and financial contributions.
Whom are we speaking to?
Young professionals – aka Millennials – aged 21 to 30 across the United States who are socially connected
and socially conscious.
What do they currently think?
They have a limited understanding of SJCRH and how it treats children but beyond that have no
authentic reason to get involved, either financially or with their time. They also are skeptical about how
much of their contributions actually benefit the cause.
What would we like them to think?
SJCRH is the best organization in the country for treatment and research of childhood cancer patients
and their families.
What is the single most persuasive idea we can convey?
Millennials can make the largest impact on providing the means to continue care and research by
banding together to raise awareness and money so that no child dies in the dawn of life.
Why should they believe it?
By following through with their yes to SJRCH, Millennials can play a significant role in the success of a
child battling cancer while meeting new people, learning new skills, and participating in fun programs to
raise money.
Are there any creative guidelines?
Messages for this campaign will rely heavily on social media, guerilla marketing, events, and opportunities
to encourage and motivate friends to participate. The common theme throughout all media will be fun,
exciting, energetic, and encourage social sharing of the experience.

communication strategy
The Millennial Generation has become the target for nonprofit
organizations across the country hoping to attract and retain new
supporters. However, the same methods of attraction and engagement
may not work on members of this generation, who have grown up in an age
of socially networked community and new technologies.
People are influenced by their friends and family, and they in turn also influence their friends and family—
these factors are not within the control of the organization. A donor-engagement model should account
for the peer-to-peer influence that most people experience and hold in high regard.
Nonprofit organizations do not have to choose between only using traditional methods and only using
social media. The most successful organizations integrate both online and offline channels and allow for
two-way communication.
Engagement at any level is beneficial to a nonprofit organization. It is important not to discount someone
who only volunteers or only supports through social media at this point in time. If an organization values
only those who make large donations, they are undervaluing their constituents, while sending the
message that donation is the deepest level of involvement possible. An individual engaging at multiple
levels is actually better for an organization, as this person is likely to have a higher investment in the
cause. Many Millennials believe that they can contribute in more ways than just giving a donation.

statement of idea
To engage Millennials, they need to be inspired. And not about SJCRH the hospital or research facility, but
by the work done and people impacted.
Millennials are looking for authentic ways to make a difference. That means they want transparency, they
want immediacy. The more direct the interaction, the more powerful the experience. Millennials want to
be able to see the change personally. Throughout the “Be Yes” campaign and its channels, firefly will
provide relevant statistics and results. Showing people how their donations are making an impact and
what they are helping to achieve is essential for engaging Millennials. They want to see their time as a
useful asset. If there are opportunities for to grow, connect, and even develop as people and
professionals, SJCRH will be offering something that really appeals to them.
These are the stories that make them want to take action. This is the story firefly aspires to tell.
The core message for this campaign is:
Don’t Say Yes. Be Yes.
“Don’t Say Yes. Be Yes.” will rely on stories of current and previous patients treated by SJCRH. They will
serve as the faces of the campaign to share how SJCRH is impacting the future of their lives by providing
topnotch care at no cost and the ongoing research to find a cure for pediatric cancer. Millennials will be
depicted working and playing as groups to raise money and awareness for SJCRH and interacting with
patients who are directly impacted by their efforts. This is the validation that Millennials seek for their
contribution.
Specific cities have been identified as initial tests for events and communication touch points that can be
replicated nationally. In each city, SJCRH has existing Friends of St. Jude to assist with the execution,
management, and follow through necessary to successfully implement the proposed campaign. Of
particular importance will be the partnership with alumni from fraternity and sorority organizations such
as Tau Kappa Epsilon, Epsilon Sigma Alpha, Delta Delta Delta, Kappa Alpha Psi, and Lambda Theta Alpha
Latin Sorority.
The feedback provided from these markets will ensure the campaign can and will be favorably received in
additional markets in the future.
• Large Market: New York City and San Francisco
• Medium Market: Atlanta, Portland, and Washington DC
• Smaller Market: Austin and Charlotte

Specific Campaign Touch Points
• Internal Stakeholders
• Current Donors
• Current Volunteers
• Guerilla / Ambient Marketing
• Local Events in Seven Markets
• Social Media (Facebook / Twitter / Instagram )
• #BeYes Hash Tag Campaign
• FourSquare Challenge
• Say Yes Microsite
• Digital Media
• Video Campaign
• Continuation of partnership with Warrior Dash, Firefly Music Festival, FedEx St. Jude Classic,
Dream Home Giveaway, and the Country Cares for St. Jude Kids Radiothon. Even though these
partnerships are currently in place and accounted for, they provide an additional channel
through which the “Be Yes” campaign can be promoted.

communication plan
Marketing Objective:
Raise $3 million in monetary donations among Young Professionals (21 – 30 year olds, aka
Millennials) over a 12-month period beginning August 1, 2015 with the potential to grow to
$30mm over three years.
To achieve this marketing objective, firefly communications proposes the following media plan. In media
planning, reach, frequency and continuity are mixed to create the optimal environment for desired
results. This plan carries the integrated strategy through a core idea into each of the touch points, and
throughout all of the communications to Millennial professionals, as well as the St. Jude Children’s
Research Hospital current employee, volunteer, management and donor base.
The “Be Yes” campaign sets out to accomplish three Communications Objectives that work together to
achieve the Marketing Objective of $3mm in monetary donations. The three Communications Objectives
are:
• Reach 80% of Millennial professionals living in urban centers at least 5 times per month over the
12-month campaign in an interactive and participative way; to encourage involvement,
engagement and sharing with their family, friends and communities.
• Increase SJCRH brand awareness by 15% in first 6 months, and 25% by the end of 12 months, as
the number one children’s cancer hospital in the United States. Raise 40% of goal ($1.2mm).
• Achieve 50% top-of-mind donation preference for ALSAC among Young Urban Professionals in 6
months with at least 25% of target donating more than once within 12-month period. Raise 40%
of goal ($1.2mm).
All Creative Executions are provided in larger format in the Appendix.

Communication Objective 1 $3,565,000
Reach 80% of Millennial professionals living in urban centers at least 5 times per month over
the 12-month campaign in an interactive and participative way to encourage involvement,
engagement and sharing with their family, friends and communities.
Targeted Cohorts: Young Urban Professionals, Current Millennial Donors
Rationale: “For the effectiveness of a media plan, and the media choices within that plan, to be
evaluated, a common method of measurement must be used. One of those forms of measurement is
reach and frequency” (Importance of Reach, 2005). Reach is the first step in effecting change and action
among this target. The tactics skew heavily digital, as this is the battleground for Millennials’ attention.
Current Millennial Donors play a key role in recruiting prospects, and also represent the 1% of highly
engaged brand advocates. Since Millennials rely heavily on the influence of others online, that 1% will be
used heavily to drive and disperse the message amongst their varied yet qualified communities.
Tactics:
Facebook campaign: Post 2-3 times daily about “Be Yes” events, news, offerings and contests going on
throughout the country. Sponsor 20 ads per month geographically based on other tactics.
Twitter campaign: Post 2-3 times daily about “Be Yes” events, news, offerings, and contests going on
throughout the country. Sponsor 20 ads per month geographically based on other tactics.
Instagram campaign: Employees, volunteers and internal marketing will provide 1-2 mages/videos per
day about the impact of the “Be Yes” campaign.
#BeYes hash tag campaign on Facebook, Twitter, and Instagram: The public will use the hash tag
to submit feedback, questions, images, and videos about how SJCRH is making their life better, changing
their community and helping those in need. Ask several celebrities who have supported SJCRH in the past
to help get the hash tag trending, including: Jennifer Aniston, Sofia Vergara, Keith Urban, Kelly Clarkston,
Carrie Underwood, Jason Bateman, and others from Look to the Stars. (Look to the Stars) Feature Look to
the Stars members on the SayYes.com microsite. Leverage the retweets and shares to build momentum –
the hash tag will be featured prominently in many other digital assets. To minimize endorsement costs,
celebrity sharing will be the extent of their involvement.

Creative Execution: Social Media (Facebook) cover photo.
Facebook page would feature stories about volunteers and patients, upcoming events, photos from past
events and include links to Twitter, Pinterest and Instagram. Feeds would be included from these
channels as well as from FourSquare. “Donate Now” button would push through to SJCRH donation
portal.
Creative Execution: #BeYes hash tag campaign.
FourSquare Be Yes Check-in Challenge: Millennials are finding ways to do good in their everyday lives
by taking advantage of brands that align with their values. When Millennials feel that their purchase
supports a cause, they are going to share with others encouraging more to join in. The FourSquare
Challenge would encourage check-ins at retailers and other companies that support SJCRH is a great way
to leverage both of those behaviors to draw awareness for SJCRH. Users who check-in will be entered to
win one of (5) $2,500 Visa Gift Cards. In addition to posting a complete list of participating spots on the
microsite, and getting the SJCRH button to be visible at all participating locations within the FourSquare
app, table tents will be used at the locations to promote participation.

Creative Execution: Check-in Challenge table tent, display sticker
Pinterest Campaign: Pinterest is where women are, and women give more to charity. As a general
trend, women make up more of the population on most social net working sites – but they make up 82%
of active users on Pinterest. And, according to numerous studies, women at virtually every income level
are more likely to give to charity (in some cases, nearly twice as much). And, when women give, they are
more likely to give more and to be more loyal donors. Post 1-2 inspirational photos or quotes per week
about a child being treated and volunteers having fun. In each image and caption, have a bit about how
SJCRH these things possible and how to get involved. Link to “Be Yes” microsite. Since Pinterest’s Rules of
Etiquette don’t support blatant self-promotion, this is a good way to touch Millennials without hard
selling, which is their preferred method of learning about a brand (Schultz, 2011).

Digital and Mobile Ads: Millennials are connected constantly. So digital and mobile ads will be created
for their apps and websites of choice, like ESPN.com, Pandora Radio and on other various lifestyle and
shopping websites (see Integrated Communications Flow Chart for complete list of publications, websites
and mobile apps), which represent popular digital outlets among 21-30 year olds according to a Flurry
Analytics study released just this month (Perez, 2013).
• Banner ads – typical static banner ads to appear on websites and mobile sites
• Home screen blowout– above the fold experience, where SJCRH will have large pop-out
advertisement on sites like People.com, ESPN.com and HuffingtonPost.com
• Companion ad – where the video spots can be embedded, a companion banner ad will appear to
the right or left. When video is finished playing, the companion ad will remain.
Creative Execution: Digital Ads (home screen blowout and mobile banner)
Focus Group Finding: All participants saw value in using celebrities to raise
awareness and participation for the “Be Yes” Contest.

Communication Objective 2: $4,138,000
Increase SJCRH brand awareness by 15% in first 6 months, and 25% by the end of 12 months,
as the number one children’s cancer hospital in the United States. Raise 40% of goal ($1.2mm).
Targeted Cohorts: SJCRH Volunteers, SJCRH Employees, Young Urban Professionals
Rationale: Almost all cohorts are targeted for this objective because awareness is a top down effort.
Empowering from within is key to building a positive brand image on an individual basis. Employees can
collectively play a major role in spreading the word about SJCRH. The mix of internal, out-of-home and
guerilla tactics connect SJCRH to everyday life, and is as critical a touch point for current
employees/volunteers, as it is for Millennials. Current Millennial donors will be key to recruiting some new
prospects through the “Be Yes” events and through social media. From employee training and buy-in to
word-of-mouth influence, achieving this objective will be through combined efforts throughout the entire
organization and beyond.
Tactics:
Events: Sponsor events throughout the year in seven markets: Atlanta GA, Austin TX, Charlotte NC, New
York NY, Portland OR, San Francisco CA, and Washington DC. Tickets are $35 and all proceeds benefit
local Friends of St. Jude events and funnel donations to SJCRH. While these events won’t promote
alcohol consumption in any of the marketing pieces, offering it at the events is a great way to increase
proceeds in a responsible way. Local events like these connect to this cohort in many ways, allowing
them to link SJCRH to being in touch with their social life, which current SJCRH marketing tactics do not
achieve. In addition, it allows them to influence the SJCRH as much as SJCRH will influence them. It’s an
easy way to do good, and one that still gives them value for their donation. It convinces them that
attending will make a difference in their local community, which will speak to them and their attitudes
toward donating/purchasing. It also provides a great setting to recruit new activists for and allows current
Millennial donors to create an environment that reaches this cohort in a positive, experience-driven way.
The Series will be promoted via posters at local hangouts, through social media, and press releases.
Firefly also recommends additional promotional support and sponsorship funds be applied to Warrior
Dash, FedEx St. Jude Classic, Dream Home Giveaway, and Friends of St. Jude events to support
attendance and provide additional awareness for the “Be Yes” campaign. In the case of Friends of St. Jude
events, additional funding can be applied to escalate the value of auction items to motivate more
participation from attendees.

Creative Execution: Food Truck Festival promotional piece
Focus Group Finding: This event series had the participants really excited, and
it’s the piece that generated the most conversation. Everything after they saw
this related back to an event opportunity, a way to expand the program and
even a list of great cities in the summer. All in all, this added the touch of
personal and local they were looking for in a charitable organization.

“Be Yes” microsite: The microsite will act as the hub of the campaign’s communications. From the
online survey, we know that the donation medium of choice is a website (Appendix A). The Focus Group
confirmed this (see Focus Group Findings). So, the responsive microsite will act as the desktop, mobile
and tablet optimized site, and will be the means of collecting donations, in addition to providing a
schedule of events, stories, and other relevant information. Millennials are active online on multiple
devices. A responsive design means there is no need to build multiple versions of the website or an app.
We can achieve the same results with one simple application, making it the single most cost-effective and
lasting asset of the campaign.
Creative Execution: Home page mock up

“Be Yes” Public Transportation Takeovers: Seven markets: Atlanta GA, Austin TX, Charlotte NC, New
York NY, Portland OR, San Francisco CA, and Washington DC have been identified as having active
Millennial groups. Taking over public transportation in these markets will demonstrate how SJCRH is
making advances in research to treat pediatric cancer by sharing success stories (Chance and Hope) and
showing Millennials being involved. Offer email sign-ups, mobile text message alerts (dedicated “Say Yes”
microsite landing page to donate). Use all social media outlets to encourage discussion, post pictures,
and gain exposure for SJCRH. Blending the offline guerilla marketing tactics with social media makes it
seamless. An ambient campaign can get a good bump from a digital push.
Creative Execution: Bus station skins
Focus Group Finding: The Public Transportation Takeovers are an
interactive and viral way of getting out that those resources already exist.

Email campaign and promotional items to current employees and volunteers: To get the word out
of the office and onto the streets about the campaign, employees and volunteers will be rewarded for
engaging in the programs and chosen at random to receive promotional products, like t-shirts, water
bottles, bags, etc. Empower them by giving them some branded promotional items that they can give out
to people in their various communities. Promotional products have had a long and successful history of
increasing awareness and building up the trust of a brand. (Whitaker, 2013) Because they are so varied in
nature, even the smallest of business can take advantage of this marketing resource, as can medium and
larger enterprises. Again, this tactic is specifically helping to achieve this communication objective.
Overall internal objectives will be discussed in the Internal Communications Plan.
Creative Execution: T-shirt example (all promo items can be used at events, too)

Communication Objective 3: $1,000,000
Achieve 50% top-of-mind donation preference for ALSAC among Young Urban Professionals in 6
months with at least 25% of target donating more than once within 12-month period. Raise
40% of goal ($1.2mm).
Targeted Cohorts: Young Urban Professionals
Rationale: The target is being reached and engaged. Now, the donation preference needs to be
established. Brand equity plays a major role in determining preference. According to the American
Economic Review, “brand capital evolves endogenously as a function of consumers’ life histories and
decays slowly once formed. Brand capital can explain large and long-lasting advantages to first movers.
Brand preferences play an especially important role in categories with high levels of advertising and
social visibility” (Bronnenberg, Hube & Gentzkow, 2012). SJCRH will be a first mover in terms of
aggressively courting Millennials – outside of employer-sponsored payroll deduction programs. For this
reason, the brand equity needed to establish preference and repeat donation will be established by the
end of the campaign, with the intention to breed a new generation of loyal donors.
Tactics:
“Be Yes” Video Campaign: Contest that has Millennials "be yes” and tell us what they want - out of life,
work family, the world. How they would get involved and contribute to fundraising for SJCRH. Using the
microsite, text campaign and social media, contestants ask for family, friends and others to sponsor their
project by giving a donation to SJCRH. At the end of the submission period, the top grossing five videos
will be put in a national campaign, where pledging donation “votes” begins again. The overall winner is
announced and their project is sponsored by SJCRH.
This tactic serves as an inspirational and deeply personal way of engaging the audience. Many non-profit
organizations have faced issues in the past with appearing to fund their organization first and their causes
second. This takes the message to the street that when SJCRHs says they unleash the power of their
donors, it’s true. To the core. All cohorts watch video online, and this is a unique offering that will be the
first of its kind in the nonprofit world. A truly distinct tactic, many of the smaller tactics employ this
contest as the rallying cry to help SJCRH raise funds to continue research to find a cure for pediatric
cancer and continue to provide care for patients and their families, exploiting the audience’s desire to
help on many levels. It also establishes easy donation methods and drives traffic to the places (i.e. the
microsite) that will serve the organization long-term for collecting repeat donations.

Creative Execution: Launch Ad
Focus Group Finding: While this initially posed some questions, the
participants liked the idea of a user-generated contest. They think the
messaging will play a big role in the success of the contest. While they
wondered “how could my contribution make that much of a difference to St.
Jude,” they left feeling like SJCRH would garner very positive results from
putting the power of the donation in the peoples’ hands.

focus group
On November 22, 2014, six Millennials (three male, three female) aged 22-29 gathered at firefly
communications roundup room and participated in a 90-minute focus group centered on their opinions,
attitudes and perceptions of St. Jude Children’s Research Hospital, in addition to their feedback
regarding some of the creative executions for the “Be Yes” campaign.
Focus Group Participants Canton, GA November 22, 2014
Kaitlyn R. Female, 25 years old, Marketing Assistant
Chandler W. Male, 25 years old, Fishing Manager
Beth A. Female, 22 years old, Administrative Assistant
Lacey R. Female, 29 years old, Stay at Home Mom
Cory J. Male, 29 years old, Insurance Agent
Randy W. Male, 26 years old, Residential Contractor
The first part of the focus group centered around their attitudes toward the SJCRH. The key findings are
below:
All had a favorable opinion of SJCRH
Kaitlyn: “I think its great that the families
don’t have to pay for treatment.”
Cory: “I didn’t realize they needed so much
money to run the hospital, that definitely is
something to consider.”
Lacey: “I can’t imagine how stressful it has to
be for a family to go through something like
cancer in their kid. Thank God for St. Jude.”
What happens to donations is something
they want to know about
Chandler: “I give money to TU (Trout
Unlimited) but hear stories about how little of it
gets to the real issue. It irritates me.”
Beth: “I am skeptical about making financial
donations to anything. I’ll donate clothes to
Must Ministries because it’s easy. And I volunteer
for Habitat for Humanity because I can be part
of the bigger picture and see it happen.”
Randy: “I really don’t know how I can
help, other than to give money.”
This resonated with everyone. None of
them knew about Atlanta area SJCRH
opportunities to contribute, they all
thought they had to send money to
somewhere. When asked if they would
participate in fundraising events – whether
as a volunteer or attendee – the response
was a unanimous “definitely.”

Next, eight creative executions were presented and the group reflected on each, what it meant, how it
could help them get involved and what (if anything) they would change. See Appendix B for the complete
Moderator’s Guide. Some of the key findings that were used for the revised creative executions are:
• “I love the idea of a Food Truck Festival Series. That’s something that I would do with my friends,
looks like fun, especially if you get some local bands and Sweetwater Brewery.” – Kaitlyn
• “I didn’t realize that the Warrior Dash helped St. Jude out. I’ve always wanted to do that… and I
know some of my buddies will, too, just because its awesome.” – Randy
• “Is there anyway me and my fishing buddies could do something that involved fishing to raise
money?” - Chandler
• “I don’t totally get the ‘rose-colored dream’ thing. It needs to be featured more heavily on the site
as a contest. I want to know what it’s all about.” - Cory
• “I want as many ways to vote [for the Rose Colored Glasses campaign] as possible. I like the
texting. I feel like I would do that if I saw one of the videos or heard one of my friend’s entered.” –
Beth
• “Agree with Beth. It gets charged to my phone bill, so I don’t have to worry about having the
money on me right that minute. “ – Lacey
• “It would be cool if St. Jude used the microsite to give me updates about how and where our
donations are being used, like stories? Maybe they could do event notifications, too?” – Kaitlyn
• “I want to talk to a real person. That’s why I like these Food Truck Series idea.” – Cory
• “You should definitely use a sports guy for this [ESPN ad].” - Randy
Some general creative and marketing tips gathered from the session, include:
• Events give SJCRH a new, active, positive face. This makes it seem like SJCRH wants to be
involved in the community, as opposed to using images of sick children to emotionally
manipulate the audience. This just turned the participants off of the idea of contributing.
• Food Truck Series could be expanded to other events. And the Warrior Dash could be
complimented with different challenges and tournaments (like Color Run, Tough Mudder, etc.).
• Sweepstakes are great ways to get Millennials to give up info, but it has to be easy to enter.
• They wanted to connect locally to people, and they wanted their experience with all the pieces to
reflect that local focus. It was also important that they have the opportunity to network and learn
new skills.

For the last part of the focus group, firefly asked participants to anonymously write a newspaper headline
about what they just saw (the ads, microsite, etc.). A few of the headlines:
• “Hungry for You: St. Jude Children’s Research Hospital Takes a Fresh Approach toward Promoting
a Positive View through its Food Truck Series Events”
• “St. Jude Children’s Research Hospital youth movement has gone viral!”
• “St. Jude local events coming to your community!”
• “St. Jude is targeting a younger crowd, and needs my help to spread the word.”
Overall, participants first become involved with supporting causes in five ways: donating money, talking
to others about the cause, learning more about the cause and its impact, donating clothing or other
items, and signing a petition. These results demonstrate that people enter at various levels of
engagement, which is not supported by a traditional model. They also shared that they are not
necessarily progressing up to the next level of engagement but instead tend to remain at the level of the
first engagement.
We found that Millennials get most of their information from their top charity through their website,
through social media, or through emails and e-newsletters. This finding supports our theory about the
influence of the Internet and social media on donor engagement.
Bhagat et al found that the first engagement with the organization is not always at the bottom of the
traditional donor-engagement model, as was expected. For most Millennials, the first engagement they
have with their top charity is a direct donation (Bhagat et al., 2010). This action is more likely to be the first
engagement for all older generations, but there is still a large percent of Millennials engaging in this way.
Visiting a website and attending an event were more prevalent among Millennials and Gen Xers, 27
percent of Millennials visiting the website and 19 percent attending an event (Bhagat et al., 2010). When
asked about how the individual believes they could make the most difference in their top charity, giving
money was a smaller factor for the focus group, all of whom preferred spreading the word, fundraising, or
volunteering for the charity.
Engagement at any level is beneficial to a nonprofit organization.

internal communication plan
Leveraging internal momentum and gaining employee and volunteer buy-in maximizes the campaign’s
efforts and stretches the impact of each marketing dollar allocated toward it. SJCRH already utilizes email
as an important part of its internal communication strategy. firefly will expand upon that strategy, since
employees and volunteers are used to being communicated with in that way. There are many benefits to
using email as a primary communication tool (Cox, 2008), including:
• Maintain consistent branding and ensure all communications are "on message."
• Target specific groups with specific messages
• Simplify the process – everything is done from one location.
• Cut costs of communication, such as printing, phone calls and faxes.
• Set up coordinated timed rollouts of the communication, which is particularly important with
time-sensitive material.
• Easily empower regional offices at a local level. For example, SJCRH has an extensive group of
supporters and facilities all over the country; email will provide communications from
headquarters and can also include space for regional/local messaging.
• Evaluate the impact of the communications at a central or local level.
Building brand awareness to effect action is the greatest opportunity this internal communications plan
can achieve. SJCRH has an amazingly rich history that has contributed to an internal culture. Every
external touch point should be a reflection of and, in this case, an evolution of that long-established
culture. By helping to make SCJRH’s unique story their own, current employees and volunteers are more
likely to buy-in to and act as advocates for external marketing programs (6 Tips for Building Brand
Culture, 2011).
In addition to the tactics described in the Media Plan, these additional objectives will be included in the
“Be Yes” campaign:
PR Objective: $210,000
Increase SJCRH donations by 100% in the cities and towns where active affiliates exist. Raise
remaining $600k of goal.
Targeted Cohorts: Board of Directors, SJCRH Employees, Friends of St. Jude, and SJCRH volunteers

Rationale: Inspiring people to donate takes top-down effort. Internal managers most often receive the
main communication, so they are the first point of contact when a new national campaign is launched.
The idea is to set up the extensions of SJCRH, both within the organization and externally as they begin to
implement some of the larger campaign’s local tactics – like bus station takeovers, events, etc. It will also
require individual employee and volunteer buy-in, so tactics are implemented to put donation into action
at this level, where brand ambassadors can be leveraged to build momentum for the national campaign.
Tactics:
“Be Yes” Email Templates: Create and send HTML and text-only (mobile- optimized) email templates
for use by the internal SJCRH management and local contacts. These templates will be used both in
internal communication, as well as when communicating with their local volunteer base. This is an
expected process for internal communications, so this will be adopted easily by all regional and Friends
of St. Jude offices (Organization Hierarchy, Management Structure, Communication Methods, 2012).
“Be Yes” Intranet Takeover: For the duration of the national campaign, a takeover of the Intranet
homepage will be implemented. This will serve as the hub of the internal communications, and
employees can go there whenever they need to know something, download resources for their chapter,
and check the donation meter to see how close the organization is getting to its $30mm goal. Utilizing
tools such as intranets can provide a central place for all employees to find out the latest on current
promotions and instruct employees to visit the company intranet daily or weekly to learn about the latest.
(6 Tips for Building a Brand Culture, 2011). All email communication will link to the intranet, and it will
also monitor the progress of the external campaign.
Storyteller Program: An internal contest will be sponsored by SJCRH. Each of the affiliate locations will
be sent a small handheld recorder, and will be expected to submit a video that features employees and
volunteers offering their hopes and dreams for “Say Yes.” They can offer ideas for SJCRH to implement,
and headquarters will select 5 winning ideas. All videos will be posted to the Intranet site. Each winning
idea will get a professional video produced that can be used for promotional purposes, and will be
posted to the main SJCRH YouTube channel and promoted on the main and affiliate-level Facebook and
Twitter accounts. Also, press releases will be produced throughout the internal contest. The mini-version
of the larger campaign serves to build pride in each affiliate location, which is an organic and effective
way of building awareness (Employee Communications Campaign, 2008).

“Be Your Own Yes”: As a way to build buzz for the national campaign, each employee and volunteer will
recruit a team of Millennials, family members, friends and supporters. Their recruits will sponsor the
employee. All donations go to the SJCRH, and the employee from each affiliate that raises the most
money will get a $500 Visa Gift Card. The overall winner will get a $1,000 Visa Gift Card. By implementing a
robust corporate philanthropy and employee volunteering program that incorporates donation
processing, SJCRH will be creating and managing competitive fundraising campaigns, even across
different office locations. This makes it easy for every employee to track their progress and efforts. (Scott,
2012) This gets employees involved in the process of donation, and it gives prospects someone to tie the
donation process to, which will strengthen the idea that each donation, large and small, effects change in
the community. The overall message is that everyone knows someone is directly involved with the cause
of finding a cure for pediatric cancer.
• Mailers to employees and volunteers
• Email campaign
• Web portal for donations with social media integration
Creative Execution: Email campaign template
These tactics serve to strengthen, build upon and expand the “Be Yes” media plan. Employees, volunteers
and affiliates are responsible for carrying the message from the inside out, and these will accomplish this
objective while building a solid donation base as the national program proceeds.

evaluation plan
The strategies and tactics created to achieve the campaign objectives would be meaningless
without the necessary tools in place to measure and evaluate their effectiveness. The following
criteria and tools describe the outcomes of the St. Jude Children’s Research Hospital
Integrated Communications Plan and the tools that will be used to measure change in
awareness, attitudes, perceptions and ultimately donations throughout the campaign.
A summary of each objective is provided below, as well as the strategies and a condensed list of tactics
for reference. Each objective contains its own set of evaluation criteria and tools, which are described in
detail below.
Campaign Objective 1: Reach 80% of Millennial professionals living in urban centers at least 5 times per
month over the 12-month campaign.
Tactics:
• Social Media: Facebook, Twitter, Instagram, Pinterest and FourSquare
• Digital and Mobile Advertising
Evaluation Criteria: 80% of Millennial professionals in urban centers are reached and can identify new
SJCRH strategy. MEASUREMENT TYPE: OUTTAKE (COMPREHENSION)
Evaluation Tools: Records kept that are used to determine the total number of Millennial Professionals
exposed to the “Be Yes” messaging.
Measurement for awareness changes (Schottmuller, 2013):
• Pre-campaign online survey to determine baseline awareness of Millennials
• 6-month online survey to measure change among Millennials
• Post-campaign online survey to measure change among Millennials

Records kept of all activities performed:
• Total count of Facebook page views
o Total count of new page “likes”
o Total count of lost “likes”
o Total count of image “likes”
o Total count of image and page comments
o Conversion Measurement tool (Burg, 2013) to track conversions that were a result of a
Facebook page/ad (even if the page/ad wasn’t clicked from the site – uses cookies to
track users still signed into Facebook)
o Sentiment breakdown of image and page comments including: very positive, positive,
neutral, negative, very negative
• Total count of Twitter page views
o Total count of new followers
o Total count of lost followers
o Total count of re-tweets and replies
o Sentiment breakdown of image and page comments including: very positive, positive,
neutral, negative, very negative
• Total count of Instagram image views
o Total count of new followers
o Total count of lost followers
o Total count likes and comments
o Sentiment breakdown of image comments including: very positive, positive, neutral,
negative, very negative
o Influencer measurement by hash tag use (How to Use #Instagram, 2013)
• FourSquare Check-In Challenge (Pickering, 2011)
o Total count of check-ins
o Analysis of entrants by demographics, location, etc.
• Digital Ads (by ad)
o Total impressions
o Total click-throughs
o Analysis of entrants by demographics, location, etc.
• Measurement for donations:
o Total number of donations
o Total donation dollars

Campaign Objective 2: Increase SJCRH brand awareness by 15% in first 6 months, and 25% by the end
of 12 months. Raise at least 40% of goal ($1.2mm).
Tactics:
• Food Truck Series Events
• Microsite
• Public Transportation Takeovers
• Email Campaign
• Employee/Volunteer Giveaways
• Press Releases
Evaluation Criteria:
• 15% or more increase in SJCRH brand awareness in 6 months.
MEASUREMENT TYPE: OUTCOME (PERCEPTION)
• 25% or more increase in SJCRH brand awareness in 12 months.
MEASUREMENT TYPE: OUTCOME (PERCEPTION)
• Raise $1.2 million in donations.
MEASUREMENT TYPE: OUTCOME (BEHAVIOR)
Evaluation Tools:
Measurement for awareness changes (Schottmuller, 2013):
• Pre-campaign online survey to determine baseline awareness of Millennials
• 6-month online survey to measure change among Millennials
• Post-campaign online survey to measure change among Millennials
Measurement for donations:
• Total number of donations
o From food truck festival series
o From public transportation takeover
o From email campaign
• Total donation dollars

Beyes.org Measurement (Burg, 2013:
• Visits
• Unique visitors
• Return visitors (within 12 month period, measured monthly)
• Bounce rate
• Opt-in Rate (to email)
• Conversion Rate (for donation)
• User Paths
• Page Visits (by popularity)
• Exit Page Analysis
• Time on Site
• Basic Demographics (location, system, browser, etc.)
Records kept of all activities performed:
• Number of mailers sent
• Food Truck series feedback gathering for brand impact study
• Public transportation takeover feedback gathering for brand impact study
• Social media monitoring for guerrilla tactics
• Press release pick-up and republish counts
• Email Campaign:
o Delivery rate
o Open rate
o Click-through rate (CTR)
o Share statistics (forwards, posts, replies)
o Total count of unique opt-ins
o Opt-in rate
o Total count of unique opt-outs
o Opt-out rate
• Tracking employee giveaway participation by rate, chapter, office, gender, etc.

Campaign Objective 3: Achieve 50% top-of-mind donation preference for SJCRH among Young Urban
Professionals in 6 months with at least 25% of target donating more than once within 12-month period.
Raise $1.2mm in donations.
Tactics:
o “Be Yes” Video Campaign
Evaluation Criteria:
• 50% top-of-mind donation preferences among Young Urban Professionals in 6 months.
MEASUREMENT TYPE: OUTTAKE (ATTITUDE)
• 25% repeat donations among Millennials donors. MEASUREMENT TYPE: OUTCOME (BEHAVIOR)
• Raise $20 million in donations. MEASUREMENT TYPE: OUTCOME (BEHAVIOR)
Evaluation Tools:
Measurement for preference changes:
• Pre-campaign online survey to determine baseline top-of-mind preference of Millennials
• 6-month online survey to measure change top-of-mind preference
Measurement for donations:
• Total number of donations
• From “Be Yes” campaign
o Via website
o Via social media
o Via mobile
• Total single donations
• Total repeat donations
o By market
o By age
o By amount
o By medium

Internal Communications/PR Objective 1: Increase SJCRH donations by 100% in affiliate and Friend
of St. Jude cities/towns. Raise remaining $600k of goal.
Tactics:
• Direct Mail
• Email campaign
• Intranet takeover
• Storyteller internal campaign
• Be Your Own Yes
Evaluation Criteria: 100% increase in donations in affiliate and Friend of St. Jude cities/towns.
MEASUREMENT TYPE: OUTCOME (BEHAVIOR)
Evaluation Tools:
Measurement for donations
• From email campaign
• Via website
• Via social media
• Via mobile
• From Be Your Own Yes Fundraiser
• Total single donations
• Total repeat donations
o By market
o By age
o By amount
o By medium
Email Campaign Measurement:
• Delivery rate
• Open rate
• Click-through rate (CTR)
• Share statistics (forwards, posts, replies)

Intranet Measurement:
• Visits
• Unique Visitors
• Return Visitors (within 12 month period, measured monthly)
• Conversion Rate (for donation)
• User Paths
• Page Visits (by popularity)
• Time on Site
• Basic chapter analysis (location, system, browser, etc.)
Storyteller Campaign:
• Number of entries
• Total video views
• Participation rate by region
• Total reach
Be Your Own Yes Campaign:
• Total number of signups
• Total reach
• Long-term cost benefit analysis
• Total number of potential donors reached
• Total number of potential donors converted
• Total number of non-active donors reached
• Total dollars raised
• Online intranet survey result

•

communication plan flowchart
Larger version in appendix

campaign budget summary
In addition to achieving the campaign marketing goal and communication/PR objectives, staying within
budget is of utmost importance to campaign success.
Objective Element Description Cost (total)
Reach 80% of
Millennials
5x/mo over 12
months
Social Media Facebook, Twitter,
Pinterest, Instagram
$3,000,000
FourSquare Check In
Challenge
$15,000
Digital and Mobile Ads Production $50,000
Media Buys and Placement $500,000
Increase SJCRH
brand
awareness by
15% in 6
months and
25% in 12
months. Raise
$1.2mm
Food Truck Series Social Media Promotion Included
Event Coordination and
Management
$2,000,000
Promotional Materials (t-
shirts, gift cards, bags,
pens, signage)
$750,000
Production of Print
Materials and Advertising
$25,000
Press Releases Included
Microsite Design and Development $100,000
Public Transportation Takeovers Photographer $3,000
Promotional Materials
(decals, signs, posters)
$500,000
Email Campaign Production $10,000
Segmenting and
Scheduling
$500,000
Employee / Volunteer Giveaways Promotional Materials (t-
shirts, gift cards, bags,
pens, signage)
$250,000
Achieve 50%
top-of-mind
awareness in 6
months with
25% repeat
donations over
12-month
period. Raise
$1.2mm
"Be Yes' Video Campaign YouTube Posting Included
Donation Portal $50,000
Dedicated Donation Lines $200,000
Post Contest Production
and Promotion
$750,000

Objective Element Description Cost (total)
Increase
donations by
100%
internally. Raise
$600k
Email Campaign Template Creation $10,000
Segmenting and Sends $50,000
Intranet Takeover Design $75,000
Roll Out Included
Storyteller Campaign Camcorders $15,000
Social Media Promotion Included
Be Your Own Yes Donation Portal $15,000
Email Campaign $15,000
Mailer $30,000
Research,
Evaluation and
Measurement
Primary Research Focus Groups (2) $75,000
Online Surveys (8) $15,000
Monitoring and Analysis Social Media $200,000
Digital / Mobile Ads
Mailer Tracking
Food Truck Series Brand
Impact Study
Microsite Analytics
Public Transportation
Takeover Brand Impact
Study
Email Tracking
Video Campaign Analysis
Internal Communications
Increase
financial
support of
existing events
Sponsorships Friends of St. Jude Events $5,000,000
Warrior Dash
Dream Home Giveaway
FedEx St. Jude Classic
Agency Fees $1,233,270
Total Budget $14,203,000

IMC 636 Capstone

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie IMC 636 Capstone

Ähnlich wie IMC 636 Capstone (20)

Mehr von Stephanie Marchant

Mehr von Stephanie Marchant (16)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

IMC 636 Capstone