katie macinnes - final imc project
DESCRIPTION
Integrated Marketing Plan developed on behalf of St. Jude Children's Research Hospital for completion of the Masters of Science in Integrated Marketing Communications program at West Virginia University. [email protected] http://www.linkedin.com/in/katiemacinnesTRANSCRIPT
1
Resonance IMC
3725 Manor Drive Greensboro, NC 27403
904 566 2567
2
Company Representative
Katie MacInnes [email protected]
Integrated Marketing Plan for St. Jude Children’s Research Hospital
Campaign Objective: To engage teens (age 14-18) in the St. Jude Children’s Research Hospital’s cause as advocates, fundraisers and lifelong cheerleaders.
Prepared for:
Shelby Anderson St. Jude Children’s Research Hospital 262 Danny Thomas Place
Memphis, TN 38105
St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2013 Resonance Integrated Marketing Communications. CONFIDENTIAL.
This plan was prepared for completion of the IMC 616 Capstone course to attain a Master of Science degree in Integrated Marketing Communications from West Virginia University
Proposal Issued: 12.23.2013
2
3 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
December 23, 2013 Shelby Anderson St. Jude Children’s Research Hospital 262 Danny Thomas Place Memphis, TN 38105 Dear Ms. Anderson: It is my honor and privilege to present this marketing plan on behalf of Resonance Integrated Marketing Communications to your team at St. Jude Children’s Research Hospital. I am excited about the opportunity to initiate a relationship between St. Jude and the teen audience, engaging a new generation in the worthy cause of your organization. As you unpack the proposed marketing plan contained within this document, you’ll find that Resonance IMC has taken measures to deeply understand your organization, industry and target audience. It is this foundational knowledge that informs a creative, focused and responsible approach to solving your marketing problem. This is the philosophy of Resonance IMC in action. We take the time to understand your company, your industry and your audience. Then we carefully orchestrate the right marketing mix to make your brand sing. Resonance is a full-service agency founded in Greensboro, NC in 2013. We specialize in data-driven strategy and execution across marketing disciplines, from traditional advertising to emerging media, and we partner with clients from public, private and non-profit sectors. I could list a thousand reasons why Resonance IMC is a superior marketing agency. But I think our work speaks for itself. I look forward to your feedback as you decide how to move forward with your targeted marketing plan. Thank you for the opportunity to be considered. All the best, Katie MacInnes President & CEO
4
5 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Contents
Executive Summary 6
About Us 7
Project Goal 8
Foundational Research 9 » Background 9
» Competitive Landscape 14
» Industry Report 16
» Audience Analysis 19
» Target Audience 26
» Primary Research Summary 28
SWOT Analysis 33
Integrated Strategy Statement 39
Brand Positioning 35
Creative Brief 41
IMC Campaign 42
Focus Group Testing Report 86
Evaluation Plan 89
Conclusion 92
References 93
Appendices 102 » Appendix A: Survey Questions
» Appendix B: Survey Responses
» Appendix C: Focus Group Moderator Guide
» Campaign Objectives 42
» Strategy 43
» Tactics and Executions 44
» Budget 82
» Integrated Communications Flow Chart 85
6
Executive Summary
1
Teens are enthusiastic about lending their power to
nonprofits that are inspirational, active and impactful. They
want more than passive engagement. They’re looking for
nonprofits to give them fun and exciting ways to feel like
they’re making a real difference in the world. This is the basis
for the campaign we’ve developed for St. Jude.
St. Jude is a natural fit for the teen audience. Its ambitious
focus on increasing the survival rate of childhood cancer to
90% is exactly the kind of results-oriented interest that
appeals to the teen target audience.
This campaign taps into teens’ desire to play a central role in
St. Jude’s real, world-changing nonprofit work, giving them an
opportunity to become real-life superheroes, possessing the
superpower to cure cancer. This is a power St. Jude’s teen
heroes inherit through affiliation with St. Jude’s network of
real life heroes, the doctors and researchers developing
treatments then sharing them freely all over the world,
increasing the odds for sick kids everywhere.
2
Through an interconnected series of integrated marketing
initiatives, St. Jude’s “Be a Hero” campaign will become an
integral part of daily conversation for teens.
First, foundational campaign awareness will be established
through traditional advertising channels – cable TV with dense
teen viewership, popular mobile gaming and sports apps,
demographically-targeted Internet radio and seeded social
media ads. Then, teens will be invited to personally interact
with the campaign through active elements like a revamped
high school event, interactive displays at local malls and a
celebrity-centered bus tour.
At each step along the way, teens will encounter consistency
in tone, message and creative design – friendly teens donning
superhero gear, inviting the audience to join St. Jude’s doctors
and researchers to come to the rescue of kids with cancer.
Ultimately, this campaign will give teens the glimmer of hope
they’re seeking, and a powerful connection with St. Jude they
will remember for the rest of their lives.
Kids these days. They’re coming of age in a time of uncertainty – jaded by the realities of terrorism,
school violence and America’s recession. The youthful naivety of their college-age predecessors has
been traded for a tight grip on reality. To today’s teens, the world is a tough place. But they’re poised
and ready to make it better. How can St. Jude Children’s Research Hospital tap into their energy?
7 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
» Strategic planning
» Project management and execution
» Budget management
» Social media strategy
» Digital marketing
» Market research
» CRM development
About Us By many definitions, resonance is what happens when something has personal meaning for someone.
In the scientific world, resonance is what happens when an object vibrates in response to an outside
force. It’s the reason a musical note being sung at a certain pitch will cause a nearby piano or violin
string to play the same note.
When you use the right frequency, you can make beautiful music.
1
This is the principle behind Resonance Integrated Marketing
Communications. We take the time to understand your
company, your industry and your audience. Then we
carefully orchestrate the right marketing mix to make your
brand sing.
2
Resonance is a full-service agency founded in Greensboro,
North Carolina in 2013. We specialize in data-driven strategy
and execution across marketing disciplines, from traditional
advertising to emerging media, and we partner with clients
from public, private and non-profit sectors.
Agency Credentials
Resonance Integrated Marketing Communications might
be a new face in the agency world, but it is hardly new to
the marketing game. President & CEO, Katie MacInnes,
has 10 years of experience in the marketing and
advertising industry. She has spent time running
marketing programs in higher education, real estate,
resort travel and tourism industries across corporate,
agency and non-profit sectors.
Areas of Expertise
“
8
Project Goal St. Jude has seen great success during its storied history, but it is now seeking to expand its donor base
within an age group that has been under-engaged in the organization – high school students. Through
a one-year initial commitment of $15 million, St. Jude seeks to reach high school students through a
fundraising program that drives $30 million in revenue while also initiating a lifelong relationship with
St. Jude. The program should offer awareness, engagement and fun, while raising money and engaging
the donor with St. Jude and its values.
9 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Background
1
St. Jude Children’s Research Hospital is the 2nd largest
healthcare charity in the U.S., spending $1.9 million per day
to support a hospital and research facility that serves
children with cancer and other catastrophic diseases to
further the ultimate mission of the organization, “finding
cures and saving lives.” In its 51-year history, St. Jude has
become known as a symbol of hope for families across the
U.S. and beyond. Its model as a research and treatment
facility allows patients to receive the best and most recent
medical services, and the donations of supporters ensure
2
that families never have to pay St. Jude for anything.
(Hannock, 2013) The hospital itself, located in Memphis, TN,
provides care for 7,800 patients each year (Quick Facts, 2013),
but the treatments developed by researchers at St. Jude are
shared freely throughout the world, resulting in thousands
more successful treatments. As a direct result of treatments
invented at St. Jude, the overall childhood cancer survival rate
has increased from 20 percent to 80 percent; and the
organization is working to improve the survival rate to 90
percent within the next decade. (Hannock, 2013)
Overview
1
St. Jude Children’s Research Hospital was founded by the late
entertainer Danny Thomas on February 4, 1962 (Quick Facts,
2013). As a child, Thomas made a promise to patron saint St.
Jude Thaddeus that he would build a “haven for the
helpless,” and when his career as an entertainer and
comedian began to flourish, he made good on that promise
in the form of St. Jude Children’s Research Hospital (A
Promise, 2013). At that time, just four percent of patients
diagnosed with acute lymphoblastic leukemia, one of the
most common forms of childhood cancer, survived. Through
the treatments developed at St. Jude, the survival rate has
increased to 94 percent (Hannock, 2013).
History
2
Founder Danny Thomas at the opening ceremonies of St. Jude Children’s Research Hospital in 1964
10
1
The St. Jude Children’s Research Hospital facility operates in
Memphis, TN. It provides care to 7,800 patients each year,
most of whom are being treated at St. Jude on an ongoing,
outpatient basis. There are 78 beds inside the hospital’s
facility for children who
need to be hospitalized
during their stay at St.
Jude. Patients are referred
by their physicians, and
nearly all those accepted
have a disease that is
currently being studied
and treated through a
research protocol. (St. Jude
Overview, 2013) Beyond
physical treatment of their
diseases, St. Jude patients receive care from a network of
social workers, psychologists, child life specialists and
2
chaplains who are available to provide coping strategies for
the entire family (Patient Resources, 2013).
St. Jude is sometimes described as a “hospital without walls.”
As a way of extending its
mission beyond the Memphis
clinic, it has partnered with six
affiliate clinics to provide its
care and benefits to more
children. At these affiliate
locations, physicians and staff
collaborate with St. Jude staff to
provide St. Jude-prescribed
protocols to their pediatric
patients. Affiliates are located in
Baton Rouge, LA, Huntsville, AL,
Johnson City, TN, Peoria, IL, Shreveport, LA and Springfield,
MO (Affiliate Program, 2013)
The Hospital
1
Research conducted at St. Jude has resulted in
breakthroughs that have revolutionized the way childhood
cancer is treated and diagnosed, as well as some other
initiatives that have had wide reaching impact on the well
being of our current society. (Fifty Fabulous Years, 2013) In
2012 alone, St. Jude researchers published research results
in 775 articles in peer-reviewed journals (Annual Report,
2
2012). Findings including these and many more
breakthroughs discovered by St. Jude researchers are freely
shared. Researchers publish and collaborate on their findings
on the Cure4Kids online forum to educate patients and
physicians about the latest treatments for childhood cancer
and other diseases. (Cure4Kids, 2013)
The Research
The St. Jude Children’s Research Hospital campus in Memphis, TN
11 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
1
St. Jude relies heavily on individual donors, acquiring
donations in a variety of ways, ranging from direct response
campaigns to organized events. A list of these include:
» Online gift store
» St. Jude Memphis Marathon Weekend
» St. Jude Halloween Pinups
» Student-oriented events
» Radiothons
» Thanks and Giving
» Dream Home Giveaway
St. Jude encourages involvement in these events through
regional event offices located in 31 cities across the U.S. and
2
Puerto Rico. Most regional involvement is organized centrally
through regional Facebook pages. Engagement on this
platform varies widely from one region to the next. (Support
St. Jude in your community, 2013)
In addition to fundraising involvement opportunities through
St. Jude events like Team Up, teens have the opportunity to
get involved at St. Jude through a program called Volunteens.
This is a highly competitive summer program that allows 30
selected teens, age 16-18, the chance to volunteer at St. Jude
two days a week for a month, primarily planning events for
patients and their families. Though the program does not
provide housing or transportation for these students, it
remains a popular choice because of the prestige attached to
the St. Jude name. (Volunteens, 2013)
Fundraising and Events
1
Because St. Jude Children’s Research Hospital is so
dependent upon individual donors, its public-facing
marketing and advertising efforts are of the utmost
importance. St. Jude partners with agencies including Russ
Reid Company, Inc., FAME and Alianda to develop world-class
campaigns targeting potential donors and spreading the
word about the cause of the organization, Finding cures.
Saving lives. (St. Jude Children’s Research Hospital, 2013).
2
Non-traditional marketing efforts leverage corporate
partnerships and PR opportunities through fundraising
events, celebrity endorsements, PSAs and social media
engagements. Each of these efforts is summarized in the
subsequent paragraphs.
Corporate partnerships – St. Jude has 81 active corporate
partnerships listed on its website. These companies provide
employee engagement opportunities as well as participation
Marketing and Advertising
12
3
in spreading the word about St. Jude to the end
consumer. Involvement varies from company to
company. (St. Jude Corporate Partners, 2013) Some of
the major partnerships are outlined in the section
entitled “Partnerships.”
Celebrity endorsements –
Even in its early years,
because it was founded
by celebrity entertainer
Danny Thomas, St. Jude
has always had the public
support of many
celebrities. During its
history, St. Jude has
featured visits from
public dignitaries like
George and Barbara
Bush, concerts by classic
entertainers like Elvis Presley and Frank Sinatra
(Celebrity Involvement at St. Jude, 2007) and online
videos from current stars like Jennifer Aniston, Michael
Strahan and Jon Hamm (Oldenburg, 2012).
4
PSAs – St. Jude has produced dozens of downloadable PSAs
in multiple media formats –videos, posters, radio spots,
web banners and social media messages – that help
convey St. Jude’s message in an inspirational way that gets
audiences talking. These resources are freely available on
St. Jude’s website for anyone
wishing to share them. (PSA
Download Center, 2013)
Social media engagements –
St. Jude is active across social
media sites. St. Jude has also
tapped into the potential of
viral social marketing, most
recently with the #heystjude
campaign that featured
celebrities singing The
Beatles’ “Hey Jude” with
patients from the hospital,
asking viewers to make a donation and receive a
#heystjude t-shirt. The campaign was backed up by a
dedicated website, capitalizing on the 1.3 million views the
video gained during its run in mid-2012. (Hey St. Jude,
2012)
1
St. Jude partners with more than 80 corporations who
contribute to the organizations efforts through employee
engagement, donations, participation in large-scale events
like Thanks and Giving and/or development of their own
customer giving opportunities. Some major partners include
Partnerships
2
Kmart (St. Jude’s top fundraising corporate partner),
Chili’s (the sponsor of the More Hope campaign every
September) and Target (one of the major partners in the
Thanks and Giving campaign).
Sports and TV personality Michael Strahan sings with St. Jude patients in the #heystjude campaign video
13 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
3
Another important partnership with potential relevance
to the target audience is between St. Jude and Varsity,
one of the biggest cheerleading and dance companies
in the U.S. Varsity currently supports the Team Up
program that was outlined in the “Fundraising and
4
Events” section by providing cheerleaders who attend
Varsity summer camps with an opportunity to learn more
about St. Jude and write letters to friends and family
requesting donations. (Team Up for St. Jude Spirited by
Varsity, 2013)
Social Buzz
1
Based on a topline analysis on Social Mention of Internet
users talking about “St. Jude Children’s Hospital,” sentiment
was overwhelmingly positive, with 21 positive comments for
every negative comment. 136 unique authors talking about
St. Jude tended to be somewhat passionate, posting about it
multiple times. A secondary sweep of data found that those
using a variation on the St. Jude name were also engaged. 64
unique authors posting about “St. Judes Children’s Research
Hospital” were more passionate and more positive, with 25
positive comments and zero negative comments. (Social
Mention, 2013)
2
When compared to social presence among its close
competitors, St. Jude is the most consistent across the board,
ranking in the middle among measures of strength of
presence, passion of social advocates, sentiment of social
mentions and number of mentions, while other groups
tended to be high in some areas and low in others. The only
across-the-board competitor that beat St. Jude in every area
was Children’s Miracle Network, likely because its Dance
Marathon event is very popular among socially-engaged
college students.
Organization Strength Passion Sentiment Mentions
St. Jude Children’s Research Hospital 19% 31% 21:1 216
Susan G. Komen for the Cure 24% 33% 10:1 367
Shriners Children’s Hospitals 4% 31% 55:1 147
Children’s Miracle Network 31% 39% 17:1 260
American Cancer Society 38% 29% 5:1 344
American Heart Association 31% 16% 68:0 266
Social Strength of St. Jude and its Competitors
14
Competitive Landscape Based on the marketing project goal to engage high school students, the competitors profiled in this
section represent five medical nonprofits that offer major fundraising events for high school students.
These groups are competing directly within the high school donor space, so it is important to
understand their respective differentiators.
Susan G. Komen for the Cure 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. (About Us, 2013) 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 (Guided by Hope,
2012). In addition to the race events, Susan G. Komen holds other events to raise money. One
popular event is its Pink Out game in which high school students on sports teams wear pink
jerseys and donate a portion of ticket sales to the cause.
Susan G. Komen for the Cure
The American Heart Association’s 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 2012 was $639,525,000 with $178,930,000 coming from individual contributions.
(American Heart Association, 2012) One of the biggest initiatives of the American Heart
Association is Go Red for Women which engages women with healthy lifestyle tips and articles
(Go Red for Women, 2013). In order to engage the high school demographic, the American
Heart Association’s Hoops for Heart event offers students a fun way to learn basketball skills
while raising money for this organization (Hoops for Heart, 2013).
The American Heart Association
15 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
The Children’s Miracle Network 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. (What We Do, 2013) The
organization raised $300,784,420 in 2012 (2012 Annual Report, 2012). Fundraisers are primarily
centered around the Children’s Miracle Network $1 paper “Miracle Balloon” sales at retail
checkout counters, but the organization has also found great success in its fundraising event
geared toward high school and college students, Dance Marathon. This event is an all-night
dance party where participants stay on their feet for 12, 24 or 36 hours raising money through
pledges. (Dance Marathon, 2013)
Children’s Miracle Network
Shriners Hospitals for Children 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. (Hospitals, 2013) Total revenue in 2012 was $551,682,000 (Shriners
Hospitals for Children, 2012). Fundraising events include the East-West Shrine Game, a college
football event that draws NFL scouts and the best players in the country. Regional high school
versions of this event draw in participants at an earlier age. (East-West Shrine Game, 2013)
Shriners Hospitals for Children
The American Cancer Society 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. (About Us, 2013) The American Cancer Society
holds several annual events including a breast cancer walk and the Coaches vs. Cancer college
basketball event. 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. Relay for Life appeals to all age
groups as families participate on teams and high school clubs and organizations form their
own teams. Relay events are often held at high school track facilities, so there is good exposure
to this audience. (Learn About Relay for Life, 2013)
The American Cancer Society
16
Industry Report St. Jude Children’s Research Hospital is a unique organization and thus does not fall squarely within
one particular industry. It serves as a hospital and treatment facility as well as a research facility, and
because of its reliance upon public support, it is also affected by trends in nonprofit giving. Some
industry considerations across each of these primary areas are outlined within this section, with
particular emphasis placed on the medical nonprofit industry.
1
State of the Economy
In a nonprofit organization that is so reliant on individual
consumer donations, the slow growth of the U.S. economy a
it emerges from the recession is a major factor. Across the
nonprofit industry as a whole, overall giving grew less than
two percent in 2012. Within the health-related nonprofit
sector, donations were actually down about 3.4 percent in
2012. At the same time, technology has made giving easier,
with online giving growing 11 percent overall – 6 percent
within health-related nonprofits - in the same period. When
looking at giving trends across the months of the year, about
34 percent of total giving occurs from October through
December. (MacLaughlin, 2012)
Saturation Within the Nonprofit Industry
According to the GuideStar online nonprofit search engine,
there are more than 50,000 health-related nonprofit
organizations. Among these, there are 267 pediatrics
organizations, 91 pediatric research organizations, 630
2
cancer research organizations and 419 specialty hospitals.
(GuideStar, 2013) The nonprofit market is so saturated there
is even a market for nonprofit databases to help consumers
sift through the clutter and find organizations that do the
most to affect the causes they want to support. Groups like
GuideStar, Give Well and the Better Business Bureau use
different criteria to rate and rank nonprofit groups and even
provide a place for consumer reviews and comments. With so
many nonprofits competing for customers’ dollars and so
much information readily available, it is more important than
ever for nonprofit organizations to differentiate themselves
from other, similar competitors.
Fundraising Issues in Today’s Multi-Media Society
It is essential that nonprofits remain aware of consumers’
ready access to information. In today’s multi-screen
environment, 90 percent of media interactions are screen
based via a TV, laptop/computer, tablet or smartphone. 90
percent of consumers are using multiple devices to
17 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
3
accomplish their goals. The most common multi-device
task is information search. (Google, Ipsos & Sterling, 2012)
This means that a consumer who sees a TV ad and wants
to know more can visit a website to do more research or
look up a relevant hashtag to see the social buzz on the
subject. Although beautifully-designed advertising is
important, it is no longer the last line of communication to
lock in a donation. Recent attention has been drawn to
charities that are being wasteful with donations. Publicly
available reports about America’s worst charities have
made headlines on CNN and other news networks
(Hundley & Taggart, 2013). This negative publicity has just
increased consumers’ desire to use the databases
mentioned in the previous section to do their own
research before giving.
Donor Fatigue
As nonprofits in need of donations increase their
marketing efforts, those consumers being targeted are
increasingly suffering from donor fatigue. One person
interviewed in a study
by Nonprofit World
(Barnes, 2006) recalled
receiving nearly 350 mail
requests for donations
in addition to phone
solicitations. As a result
of donor fatigue, many individuals are reluctant to give to
any nonprofit that isn’t already very well-known. Some
individuals may stop giving altogether. Although this
4
effect is caused by poor marketing practices among the
nonprofit industry as a whole, organizations can do their
part to curb apathy among their potential donor base by
doing research on their intended audience, keeping
personal records of their donor base’s preferences, keeping
clear and accessible records regarding the use of donated
funds and providing unique fundraising opportunities that
appeal to donors’ interests (Joyaux, 2013).
Perpetuation of Donor Base
Once a nonprofit can convince an individual to make a
donation, maintaining that donor base presents a new set
of challenges. This is a constant necessity, especially for a
nonprofit like St. Jude that depends so heavily on donations
from individuals. As medical costs continue to rise, so do
the costs for operating a treatment facility like St. Jude. In
the business world, you can increase sales by finding new
people to buy your product, or by upselling the people who
are already buying your product. Either way, increased
success is dependent upon the maintenance of the current
customer base. This same
tenet applies to donors.
Nonprofits can grow the
donor pool by recruiting
new donors or by growing
the gift amounts of current
donors (likely some
combination of the two), but they have to maintain their
current donor pool as the foundation of their future
growth. Maintaining donors saves marketing expenditures;
Nonprofits are currently losing about 50 percent of
their annual donors between the first and second
year, so no real and ongoing relationship is
occurring.
18
5
it takes about five times as much to solicit a new donor as
it does to continue a relationship with an existing one.
Likewise, donors who have a good relationship with the
organization can also become valuable advocates,
encouraging donations from friends and family members.
(Sargeant, 2013) Nonprofits are currently losing about 50
percent of their annual donors between the first and
second year, so no real and ongoing relationship is
occurring. Even among donors remaining active through
their second year, there is a 30 percent attrition rate.
(Sargeant, 2013)
6
Distrust of Nonprofit Accountability
Because the medical industry is so heavily influenced by
wealthy pharmaceutical, medical-device and insurance
companies, there is a great deal of skepticism over these
companies’ contributions to medical nonprofits. A high-
ranking U.S. senator, Charles E. Grassley, has focused
significant attention to require standardization among
charities’ donor reporting. His ideal is that every medical
nonprofit would post the names of all the corporations and
foundations that donated more than $5,000, including a
message about how that money was used. (Perry, 2010)
This kind of public distrust makes it more challenging for
nonprofits to prove their legitimacy.
19 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Generation Y/Millennials (Born 1977-1996)
2
which protected their mindset and worldview from the
kind of pessimism most other generations have
experienced as a result. (Pew Research Center, 2010)
Although some media channels characterize Millennials as
a group that is entitled, narcissistic and lazy, there are
several sub-groups that have been identified within the
generation that better define where individuals might lie.
Of note to the interests of St. Jude, there are two primary
subgroups that index high among Millennials under age
21. First, The Supremes are a group of social high
achievers fixated on achieving high GPAs to get high
profile college educations as a means to career success.
Supremes place high value on their friends’ approval.
Second, Muted Millennials come from families where the
recession has taken a big toll. As a result, these individuals
are cautious and reluctant to have strong opinions. They
tend to be loners, sticking with peer groups they have
chosen to invest in. (You think you know Millennials?,
2013)
1
Generation Y, or Millennials, were born between 1977 and
1996. This generation is characterized by their connectedness
and their use of technology. Although most of the older
members of this generation can recall a time when cell
phones, home computers and the Internet were not part of
their daily lives, they have latched onto today’s technologies
and become dependent upon them very quickly. Millennials
have fused their social lives into technology through social
media and texting. 83% of Millennials report keeping their cell
phone right next to their bed while sleeping. (Pew, 2010)
Gen Ys are characterized as an optimistic and accepting
group. They are more receptive than any generation before
them to immigrants, nontraditional family arrangements,
mothers working outside the home, adults living together
without being married, and interracial dating and marriage.
Gen Ys are also more satisfied with the way things are going
in this country than any other generation has been when
compared to older Americans. This generation experienced
the economic crisis through the lens of youthful optimism,
Today’s teens are on the cusp between two defined generations – Generation Y, or Millennials, and
Generation Z, or Plurals. Those in St. Jude’s target audience are likely to have characteristics of both
groups.
Audience Analysis
20
3
When it comes to parental connections, Millennials are
known as the generation of boomerang kids, coming back
home to live with their parents after graduating from
college. Parents of Millennials are overinvolved, sometimes
calling their children’s college professors and even real-
world bosses to get to the bottom of problems at school
4
and on the job. This involvement isn’t unwelcome by Gen
Ys who have very close relationships with their parents.
Half of all Millennials see their parents in person every day
and 45 percent of them talk with their parents on the
phone at least once a day. (Millennial parents, 2008)
Generation Z/Plurals (Born after 1996)
1
Generation Z, or Plurals, were born between 1996 and the
present day (MacKenzie, McGuire & Hartwell, 2013). This
demographic is characterized by realism. Because these
individuals were raised during a more uncertain time in
history, marked by events like September 11, the Iraq war
and the Great Recession, Gen Zs are looking for products and
messaging that depicts things as they are; They’re not
interested in depictions of a perfect life., but they are inspired
to make the world a better place. (Anatole, 2013) This
generation is worried about their futures, particularly about
their job prospects and their families’ financial situations
(Palley, 2012). Having seen their parents’ financial problems
during their formative years, Gen Zs have a careful mindset
when it comes to money, preferring to save money versus
spend it, and taking time to test and research products
before making a purchase. This generation will engage with
brands that can show them long-term value and make them
feel safe. (Anatole, 2013)
When it comes to technology, Gen Zs are true digital natives,
having been born into a time when computers, the internet
and mobile devices are the norm. They are more reluctant to
2
give up Internet, cell phone, texting or cable than they are
to give up going to the movies, eating out, attending
sporting events and getting their allowance. This
generation is so comfortable online that 70 percent of
them say it’s more convenient to talk with friends online
than in real life and 50 percent say they feel more
comfortable talking to people online than in real life.
Despite this Gen Zs’ preference for all things digital, TV still
plays an important and central role in their lives. A survey
by JWT Intelligence (Palley, 2012) shows that “it is the
device they use most frequently and would miss the most
were it taken away.”
Gen Zs have a very close bond with their parents. Raised
by members of Generation X, who are hyper focused on
what’s best for their own child without regard for trusting
institutions, Gen Zs’ parents are individualistic and
overprotective. Although their parents wield a hefty
influence, these individuals tend to have a very strong
sense of self. They take pride in what makes them unique
while also searching for common ground with others from
diverse backgrounds. (Hartwell, 2013)
21 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Clothing 21%
Food 18%
Accessories/Personal Care
10% Shoes 9%
Car 8%
Electronics 8%
Music & Movies 7%
Video games 6%
Concerts & Events 6%
Other 3%
Furniture 2%
Books 2%
Teen Expenditures by Product
1
Across generations, teens rely heavily on parental
contributions to support their spending habits. According to
the Bureau of Labor and Statistics, only about 32 percent of
teens have summer jobs. This is the lowest employment rate
among teens in a decade-plus decline in which about 52
percent of teens had summer jobs in 1999. (Hall, 2013).
Compounding this decrease in teens’ ability to generate their
own income, research shows that parents are contributing
slightly less to teens’ personal spending than they have
during recent years, with about 55 percent of average
2
income families (HH income <$84k) and 60% of upper income
families (HH income >$84k) contributing to teen spending
(Piper Jaffray, 2013). Despite these barriers, working age
teens, 15-17 years old, are earning an annual average income
of about $4,023. Annual teen spending – that is, money spent
by teens and for teens – still represents a sizeable amount –
an estimated $117.6 billion in 2012 alone (Marketingvox, et.al.,
2012). Teens are spending their money as follows (Piper
Jaffray, 2013):
Teen Spending
22
0 5 10 15 20 25 30 35
YouTube
Google+
Tumblr
StumbleUpon
Flickr
Most Important Social Media Sites for Teens 2012-2013
Spring 2012
Fall 2012
Spring 2013
1
Teens are major consumers of social media, but are no
longer bound by a singular social media platform as they
were just a few years ago. Instead, a nearly equal number of
teens place importance on Facebook, YouTube, Instagram
2
and Twitter, according to the Piper Jaffray survey (2013). This
indicates a need for marketing strategies that appeal across
multiple social media sites to reach the maximum number of
teens.
Technology Usage
1
Based on a 2013 study by social change organization
DoSomething.org, 93 percent of today’s teens say they want
to volunteer, although only about half of teens take action on
that desire. The main motivator for teens to volunteer is peer
pressure – whether or not a teen’s friends volunteer
regularly is almost twice as important as having an
opportunity to work on an issue he/she cares deeply about.
2
75.9 percent of teens whose friends volunteer on a regular
basis also volunteer, compared to a volunteer rate of about 41
percent among teens whose friends do not volunteer. Other
factors heavily influencing high school age teens to volunteer
are parents and family, as well as clubs and organizations.
Teens are 18 percent more likely to volunteer if they’re on a
sports team. (DoSomething.org, 2012)
Teens and Nonprofits
23 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
72.30%
71.40%
63.90%
48.90%
High Wealth (>84k HH Income)
Low and Mid Wealth (<$84k HH Income)
% of Students Volunteering by HH Income and School Type
Public School Private School
1
Fundraising is the top volunteer activity reported among
teens. Of those teens who participated in fundraising for a
charity, their top three reported activities were sports team
practice, religious youth groups, and doing homework.
Similarly, fundraising for charity was a favorite volunteer
activity among students who participated in sports teams or
religious youth groups and teens that spent time texting.
2
Teens that regularly sent text messages are 13 percent more
likely to have volunteered in the last 12 months than those
who didn’t . Also, teens living in cities are more likely than
teens living in rural areas to participate in volunteer activities.
(DoSomething.org, 2012) These are some key areas where St.
Jude’s likely audience might be found.
1
The U.S. is becoming more and more diverse. According to
U.S. Census data, the white majority will be gone by 2043.
Just this year, reports indicate that racial and ethnic
minorities make up about half of America’s under-five
population. (Yen 2013) As such, today’s teens are in the last
generation of Americans with a Caucasian majority. They’re
2
the most positive generation about America becoming more
ethnically diverse. Not surprisingly, teens are interacting with
peers in the most diverse social circles of any previous
generations, and more than half of them agree that they want
their social circles to become even more diverse. (MacKenzie,
McGuire & Hartwell, 2012)
Ethnicity
24
1
According to the 2010 U.S. Census, there are more than 22
million youth age 15-19 in the U.S., or about 7.1 percent of
the country’s population (U.S. Census Bureau, 2011). These
teens are concentrated in geographic locations as reflected
2
in the map below. The top eight states based on teen
population, with saturation of at least 7.4%, are California,
Idaho, Michigan, Mississippi, Rhode Island, Texas, Utah and
Vermont.
Geographic Distribution
Population Saturation % Color <6.6% 6.7-6.8% 6.9-7.0% 7.1-7.2% 7.3-7.4% 7.5-7.6% 7.7-7.8% 7.9-8.0%
Teen Population by State
(American Fact Finder, n.d.)
25 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
1
Because teens are not yet independent, it is important to
consider additional audiences who should be considered by
St. Jude in the development of this campaign. Secondary
audiences have been identified as parents, teachers and
school counselors who have influence and leadership roles
in students’ lives. Since teens don’t have the authority to
2
initiate and execute an entire fundraising campaign by
themselves, St. Jude needs to win over adult leadership to
accomplish its goals. Tertiary audiences, who are not affected
by the teen-targeted message of the campaign but may have
an interest in St. Jude itself, include current donors,
employees, patients and patients’ families.
Secondary and Tertiary Audiences
26
The primary, national target audience for the St. Jude campaign is high school teens age 14-18.
1
Anna wakes up to the sound of Demi Lovato’s “Let it Go”
playing as the ringtone on her iPhone. Before she can hit
snooze, though, she gets a text from her best friend Jenn
who lives down the street in their suburban neighborhood in
Dallas, Texas. Jenn needs a ride to school today, which
means Anna has to get ready faster than usual so they’re not
late. Anna texts Jenn back, “NP. C U in 20 mins,” then
proceeds to get showered and dressed in an outfit she saw
on the popular Teen Fashion Diary Tumblr.
In no time, she’s off to Jenn’s in her car, a 2006 Honda Civic,
then headed to school where she and Jenn meet up with a
few other friends – a mixed group of different ethnicities –
before classes start. It’s almost midterms during her junior
year of high school, and Anna’s schedule is packed with
advanced academic courses so she can maximize her GPA
and her chances to get into her dream school, the University
of Texas.
During second period, Anna checks her Twitter account on
her iPhone while her teacher isn’t looking. She has a Kik
message from her friend Nick who’s inviting her to meet up
with some friends after their Drama Club meeting after
2
school. They’re getting a late afternoon snack at Chili’s then
going to the mall for a while. She’s in. Anna texts Jenn and
invites her to join the group, then gets back to work in class.
During her after-school Drama Club meeting, the topics of
discussion are upcoming auditions for the spring play and
plans for the club’s annual holiday party. A few of the club
members suggest incorporating a tie-in with a charity
organization. Anna suggests that they do a toy drive to benefit
Toys for Tots, a nonprofit she heard about through a
volunteer weekend with her church youth group last year.
Kayla, one of the senior girls in the club, volunteers to contact
Toys for Tots with the help of Ms. Jones, the club’s sponsor.
As soon as the Drama Club meeting is over, Anna gets on her
cell phone to text Jenn and Nick to tell them she’s on her way
to meet at Chili’s. She also responds to a text from her mom
asking what her evening plans are. Anna’s mom gave her $20
before school in case she needed it for afternoon activities
with friends, so Anna has plenty of spending money for the
Chili’s excursion, but she skips spending money on the sale
rack at Forever 21 and instead pockets her extra cash to save
for the next time she needs it.
A Day in the Life
The Target Audience
27 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
3
By 6:30, Anna is home from her social activities in time to
eat dinner with her family. Her mom and dad ask about her
day and check in for a detailed report about her classes and
her college application process. Anna’s mom had called the
high school guidance office today to try and request
4
transcripts on Anna’s behalf, but the guidance counselor
said that Anna had to do it herself. Anna makes sure to
write that down so she doesn’t forget to take care of it at
school tomorrow.
1
As evidenced in the personal profile above, today’s teens are
constantly connected via their mobile devices. Social
networks and instantaneous information are at their
fingertips. This interconnectedness adds substantial weight
to the importance teens place on their friends’ opinions
because those opinions are often broadcast for a wide
audience, making peer pressure an imposing influence – for
2
good and bad. Teens don’t shy away from responsibility, and
they actually seek out opportunities to take an active role in
their extracurriculars if it means they can see a difference
based on their involvement. Interconnectedness, influence,
and active involvement are the three major elements St. Jude
can build its campaign around to ensure its message
Conclusions and Applications
28
0
1
2
3
4
St. Jude Children's Research Hospital
American Cancer Society
Children's Miracle Network
Susan G. Komen for the Cure
American Heart Association
Shriners Hospitals for Children
Organization Awareness Rating (Out of 5)
1
The survey was distributed to approximately 1,000 students
enrolled in high school marketing classes through their
teachers. The survey received 209 responses, including 200
in the 14-18 year old age range, split evenly between male
and female respondents. Aimed at uncovering teens’
2
perceptions and behaviors about charity awareness, charity
involvement and social media usage, the survey offered
several insights that are summarized below. For a complete
overview of responses including a copy of the survey itself,
please refer to Appendix A.
1
Survey respondents were asked to rate their level of
familiarity with St. Jude and its five competitors profiled in
the Competitors section – American Cancer Society,
Children’s Miracle Network, Susan G. Komen for the Cure,
2
American Heart Association and Shriners Hospitals for
Children – each of which offer a teen-oriented fundraising
event similar to St. Jude.
Awareness and Perceptions of St. Jude
In order to better understand the teen target, a 20-question survey was administered to high school
students living in Guilford County, North Carolina.
Primary Research Summary
29 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Team Up for St. Jude
American Cancer Society Relay for
Life
Children's Miracle Network Dance
Marathon
Susan G. Komen Pink Out Game
American Heart Association Hoops
for Heart
Shriners Hospitals for Children
Shriners Bowl
% of High School Students Aware of Organization Events
% Aware % Participating
3
Respondents were more aware of St. Jude than any other
charity, with 45 percent reporting they were very familiar
with the organization and just 15 percent reporting they
were not at all familiar with the charity. Competing
organizations American Cancer Society (25%), Susan G.
Komen for the Cure (27.9%) and American Heart Association
(24.9%) were the closest behind St. Jude when it came to
students’ level of familiarity.
Survey participants also revealed that their overall
perception of St. Jude is higher than that of any competing
charity organization, achieving the top overall best
perception when students were asked to rank the six listed
4
charities from the one they liked best to the one they liked
least.
When it came to awareness of teen targeted events, St.
Jude did not fare as well as its competitors. About 47
percent of respondents reported they had never heard of
Team Up for St. Jude, and only 4.5 percent of students
reported participating in a Team Up event. This was the
third lowest awareness ranking across the board,
representing considerable opportunity for improvement
considering St. Jude’s high awareness and regard among
teen respondents.
30
0 10 20 30 40 50 60 70 80
Relatable
Popular
Serious
Inspirational
Light-hearted
Generous
Accessible
Creative
Impactful
Active
Male
Female
Attitudes about Charity Involvement
1
About 11 percent of respondents reported they were not
interested in getting involved with a charity, although only
61.2 percent of respondents reported actually being involved
with a charity during the past three years, mirroring the
results of the DoSomething.org study cited in the Audience
Analysis section. Among respondents indicating interest in
charity participation, the three most important factors that
would make them consider participating with a particular
charity were having fun ways to get involved (60.9%), feeling
like their participation really makes a difference (59.6%) and
knowing someone who was impacted by the charity (55%).
When asked about factors that would motivate their
participation in a charity event like Team Up for St. Jude or
competing events, the most important factor was that the
2
student liked the cause the charity supported (67.1%),
followed by whether that student’s friends were participating
(59.1%). Teens also were more likely to participate in an
event taking place at their school versus outside of school
and were more interested in participating in an event
requiring little commitment versus an event requiring a big
commitment.
When asked to choose from a list of words characterizing the
kind of charity they would like to get involved with, teens as a
whole overwhelmingly favored an inspirational organization.
Interestingly, teen girls preferred inspirational very strongly,
with almost 70 percent of females choosing this descriptor,
followed next by creative. Teen boys were more evenly split
between inspirational, impactful and active.
Preferred Characteristics of Nonprofit Organization (by gender)
31 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
0
0.5
1
1.5
2
2.5
3
3.5
Family Adult Leaders
Friends News Media
Celebrities
Likelihood of taking various actions when a group talks about a nonprofit (Out of 5)
Likelihood of paying attention
Likelihood of doing further research
Likelihood of telling other people
Teens’ Influencers
1
When it comes to influence over teens’ charity involvement
and interest, ads, articles and adult leaders are the biggest
sources of information, but family and friends capture the
2
most attention. Celebrities capture about as much attention
as adult leaders, but don’t inspire further action.
Social Media Habits
1
78.6 percent of teens surveyed reported having a
smartphone. The two most popular uses of smartphones
were, by far, texting and using social media. Favorite social
media networks reported were Instagram, Kik and YouTube,
each with more than 40 percent of respondents using the
2
network “all the time.” Twitter’s popularity was close behind
these, with 31 percent of respondents reporting frequent
use. Facebook remained somewhat popular, with almost 90
percent of teens using the network at least on occasion,
although usage reports were fairly evenly split between
32
0% 20% 40% 60% 80% 100%
YouTube
Vine
Snapchat
Tumblr
Kik
Pheed
Social Network Engagement
% who would share information about a nonprofit on this nework
% who use this network at least somewhat frequently
% who actually ever use this network
3
those using the network very rarely and those using the
network very often. Pheed, Pinterest and Tumblr had the
highest percentages of students who did not use these
networks.
33 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
34
Key Findings
» St. Jude is already a strong brand with solid awareness and affinity among its teen target audience. Coupled with its already solid marketing base, St. Jude shouldn’t need to focus significant efforts in building brand awareness among its teen target.
» Awareness of St. Jude’s teen-targeted Team Up event is low, especially compared to its overall awareness as an organization. This presents great opportunity for improvement.
» Teens are inspired and eager to get involved in charity work. It is up to St. Jude to tap into that willingness in a way that provides meaning for this generation. Marketing that resonates is key, especially considering their exposure to many competing messages from sister charities.
35 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
St. Jude’s current brand positioning is as follows:
To its adult donor base, St. Jude Children’s Research Hospital is a beacon of hope for families
who have kids with cancer, pioneering research and providing financial support. By donating
to St. Jude, this audience can help these kids live.
2
cancer. The ads lead with the message that, also “at this
moment,” St. Jude is finding cures for children so they can get
back to being kids. The secondary message is that St. Jude
families never pay the hospital anything for their child’s care.
The donor appeal encourages individuals to give to St. Jude to
help these young patients live.
1
St. Jude’s current brand position appeals to its core donor
base of individuals that are primarily adults. Its
communications for this audience center around patients
and their fight with cancer. The current PSA campaign, across
print, web and broadcast executions, features children who
are St. Jude patients talking about their dreams and what
they would be doing “at this moment” if they weren’t fighting
Brand Positioning
“
36
Target Repositioning
1
This adjustment to St. Jude’s brand position takes into
account insights gleaned from research into the teen target
audience. Among teens surveyed about St. Jude, the
characteristics that resonated most highly were related to St.
Jude’s efforts to increase childhood cancer survival rates. In
fact, St. Jude’s goal to increase the overall survival rate to 90
percent in the next decade was ranked as the most
2
important of six facts about St. Jude by 31.5 percent of those
surveyed. 55 percent of those surveyed ranked it among the
top two most important facts. This enthusiasm for the
results of its research can be tapped as St. Jude appeals to
teens who appreciate the big things it is doing and want to
make a real impact, changing the world by joining the cause
and becoming a part of a big movement.
In an effort to appeal to its teen target, it is recommended that St. Jude reposition its brand in a way that will resonate with high
school students. The proposed, repositioned statement is as follows:
To high school teens, St. Jude Children’s Research Hospital is making a real difference for its
patients and the world. By donating to St. Jude, this audience can be a part of something big.
Brand Personality
1
To supplement this revised brand positioning statement, it is
recommended that St. Jude ascribe to a brand personality
that is inspiring, impactful, connected and active.
St. Jude’s inspiring attitude is within easy reach for a brand
that does so much to affect the lives of sick children. Teens
will be attracted to this attribute across divided generations –
Gen Y’s optimistic persona will embrace an inspirational
message while Gen Z’s realism can relate to the inspirational
brand personality when it is backed up by the reality of St.
Jude’s goals and accomplishments. Further, nearly 60
percent of teens responding to our online survey selected
2
the word “inspirational” from a list of adjectives describing
the types of charities they would like to get involved with.
The impactful nature of St. Jude’s accomplishments speaks
for itself. It has increased cancer survival rates four-fold over
the course of its 51-year history. 48.9 percent of teens
responding to our online survey selected the word
“impactful” from a list of words describing the types of
charities they would like to get involved with. The
quantifiable impact of St. Jude’s mission will resonate with
Gen Z teens who want to change the world, but also aren’t
naïve about their ability to do so. The fact that St. Jude really
“
37 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
St. Jude Children's Research Hospital
American Cancer Society
Children's Miracle Network
Susan G. Komen for the Cure
American Heart Association
Shriners Hospitals for Children
Teen Familiarity with Nonprofits
3
does impact children will make it stand out among other
competing nonprofits.
St. Jude represents a connected organization, by nature of
its status as a “hospital without walls,” sharing treatment
discoveries all over the world. Today’s teens are constantly
connected – sometimes with people they don’t actually know
in person. Such is the nature of St. Jude’s Cure4Kids online
forum that provides open access to the latest treatment
findings. Teens can relate to open connectedness, therefore
it is an important attribute to incorporate into the brand
personality.
4
Researchers at St. Jude are always striving for a cure,
making an active personality trait an easy fit for the brand.
Teens find this characteristic relatable simply because of
the nature of their youth. Because of their constantly
connected world, teens are always plugged in, actively
engaging in conversation through texting and social
media, consuming TV and movies, participating in
extracurricular activities, planning for a future in college or
elsewhere and balancing school, family and social lives.
Teens are busy and want to connect with brands that are
just as energized as they are.
Brand Perception
1
The St. Jude brand is well known among the teen target
audience. Our teen survey found that 61.1 percent of
respondents are familiar with St. Jude, as compared to its
2
close competitors – the American Cancer Society, Children’s
Miracle Network, Susan G. Komen for the Cure, American
Heart Association and Shriners Hospitals for Children.
38
1
Beyond this general awareness of St. Jude, teens surveyed
also had more positive feelings about the brand than its
competitors. When asked to rank the same six organizations
from the one they like most to the one they like best,
respondents chose St. Jude as their top pick more than twice
as often as any other organization. Likewise, St. Jude
appeared in the bottom spot among the lowest number of
respondents, only 8.7 percent.
Secondary research involving social listening on teen
message boards reveals a similar sentiment. On Teen Ink, a
teen-authored website, St. Jude was mentioned 21 times in
articles and essays, including an informational piece lauding
the research efforts of the organization (Anonymous, n.d.),
an essay about how one teen would give $250,000 to St. Jude
if she won a million dollars (iamfeelingud, n.d.) and a letter to
the editor from a teen who expresses her desire to be a
pediatrician at St. Jude (Marrissa1996, 2011). These articles
underscore the way St. Jude inspires teens by its mission and
accomplishments.
Although St. Jude benefits from generally positive sentiment
and widespread brand awareness, there are certain aspects
of the brand that tend to be misunderstood in the
marketplace. First, the organization’s name, St. Jude
Children’s Research Hospital, is often referred to as St. Jude’s
Hospital or simply St. Jude’s. Two of the three teen-authored
articles mentioned in the previous paragraph use “St. Jude’s.”
Although this isn’t a detrimental understanding of the core
function of the organization, it does cause residual damage
to the brand and should be very clearly referred to in the
2
correct way in all communication materials. The second, and
more dangerous, brand misunderstanding is that many
people – teens and adults – think that St. Jude is a cancer
treatment center, treating countless patients each year. The
teen who wrote the piece about donating $250,000 to St.
Jude made a mention of the “millions” of patients it treats
every year (iamfeelingud, n.d.). Although St. Jude does treat
thousands of patients annually, it is not an open hospital in
the same way as local facilities. It only takes patients who
meet very specific qualifications for research studies, not
patients with forms of cancer that are fully treatable in
regular treatment facilities. This misunderstanding sets St.
Jude up for negative publicity from families of sick children
who realize their child is not eligible to receive treatment at
St. Jude. There is a fairly robust chain of comments on a Ning
message board about childhood cancer that includes
frustrated responses from parents of children turned away
by the hospital (People Against Childhood Cancer, n.d.). In
order to mediate this misunderstanding about St. Jude, we
recommend carefully crafting the communication message
so it is not solely focused on the children being physically
treated at the hospital, focusing instead on the research and
treatments developed at the hospital that help children
everywhere have better odds against cancer.
39 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
40
Rejected Statements
Rationale
1
Teens want to make a difference in the world, and they want
to engage with organizations that are inspiring and
energized. St. Jude meets these desires with its relentless
and ambitious pursuit of newer and more effective cancer
treatments. Teens can also relate to the organization’s status
as a “hospital without walls” because their world is so
2
interconnected by social media networks. By building an
integrated communication message that invites teens to
connect with St. Jude’s network and actually become a part of
the organization’s impact, teens will be inspired to know they
are able to make their mark, improving the survival odds of
kids at St. Jude and beyond.
» When you join forces with St. Jude Children’s Research Hospital you become a part of the work we’re doing to improve the odds for kids all over the world.
» St. Jude Children’s Research Hospital is actively working to improve the odds for kids all over the world.
» Join our network at St. Jude Children’s Research Hospital and you’ll be instantly connected to kids all over the world we’re working to help.
» Together with St. Jude, you can make a real impact by supporting our work to improve the odds for kids everywhere.
41 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Creative Brief Client: St. Jude Children’s Research Hospital Date: 11/11/13 Type: Integrated Marketing Campaign Pages: 1 Why are we advertising? To get teenagers engaged with St. Jude and, specifically, to help St. Jude raise $30 million to help fund treatments and research for sick kids. Whom are we talking to? High school teens age 14-18 all over the country. Teens who are constantly plugged in through smartphones to social networks, friends’ texts, entertainment and information. Teens who place high regard on their friends’ opinions and actions. Teens who are motivated by an inspiring, creative, impactful and active cause. What do they currently think? I want to make a difference in the world, but I need to really feel inspired by an organization to stop and pay attention to it. What would we like them to think? St. Jude is a world-changing organization that’s worth my time and attention because their cause – and my involvement – really makes a difference in the world. What is the single most persuasive idea we can convey? When I join forces with St. Jude I become part of their worldwide network. Why should they believe it? St. Jude creates lifesaving treatments through research that’s freely shared through a worldwide network, drastically improving the odds for sick kids all over the world. Are there any creative guidelines? This message will be multimedia in its approach, with executions of the following: In-app mobile ads (320x480px) Pandora mobile ads (320x250px) Facebook ads (1200x627px images, 90 characters max text) Microsite Mall graphics (floor graphic decal – 36” x 24”/4c) Posters (18” x 24”/4c) :30 TV Ad
42
» Build St. Jude’s reputation as the most inspiring, impactful nonprofit among 20 percent of the target audience.
» Reach 80 percent of teens at least six times during the first six months of the campaign period.
» Maintain 65 percent reach within the same target audience during the remaining six months of the campaign period.
» Obtain 100,000 social media posts related to the campaign across networks.
» Increase participation in high school level event by 30%.
» Secure 500,000 new registrations from teens who have opted-in to receive ongoing updates from St. Jude.
» Develop intent for long-term advocacy among 25 percent of new and existing donors.
» Achieve a 60 percent donor renewal rate among teens after their initial donation.
» Achieve 80 percent awareness of the campaign among St. Jude’s internal staff, with 75 percent reporting favorable opinions of the campaign.
Marketing Campaign Objectives
Through the development and execution of the IMC campaign contained in the remainder of this
report, Resonance IMC will accomplish the following overarching communications objectives on
behalf of St. Jude during the campaign period running from June 2015-May 2016.
Objectives
1
The primary campaign objective, as outlined at the outset of
this report, is to engage teens (age 14-18) in the St. Jude
Children’s Research Hospital’s cause as advocates,
fundraisers and lifelong cheerleaders. More specifically, St.
Jude’s business objective is to raise a total of $30 million by
2
2016 through teen engagements, including increasing its high
school participation by 250 new schools starting in August
2015 and increasing the average revenue for each of these
high school level events to $20,000 between August 2015-
August 2016.
43 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Strategy
1
To accomplish these objectives, Resonance IMC plans to take
a layered approach to develop brand strength, engagement,
action and long-term interest in St. Jude. A foundational
campaign will be deployed to provide a steady and controlled
message to teens about the big impact St. Jude makes. Then,
teens will be called into action to actually become a part of St.
Jude’s world-changing network through:
» engaging with the brand
» making donations and fundraising
» advocating for the cause
» fostering long term relationships with the
organization
Special emphasis will be given to driving purposeful peer
influence, one of the strongest driving factors behind teen
interest and involvement in a non-profit organization.
The campaign will be centered around the idea that St. Jude is
making a real and lasting impact on the world. It has
improved the childhood cancer survival rate, not simply
2
because of the treatments offered at the hospital, but
because its researchers and doctors freely share and
collaborate on their discoveries. St. Jude represents a
lifesaving social network – one that has deep meaning for
those who benefit from it and from those who support it.
By inviting teens to support its cause, St. Jude is giving teens
an opportunity to be a part of something really big. Teens
who support St. Jude become a part of the organization’s
world-changing social network.
Supplemental to teen-focused efforts, Resonance IMC will
engage two additional audiences:
» School administrators will be targeted with
messaging about bringing the St. Jude fundraising
event to their high schools, involving them in the
cause and increasing their willingness to support
teens’ efforts
» St. Jude employees will be targeted to ensure
continuity of message and organization-wide
support of the teen-targeted initiatives
44
Tactics The following pages outline our IMC tactical plan – how we will create a campaign that impacts
teens’ lives and impacts the size and involvement of St. Jude’s young donor pool, achieving the
campaign objectives while capturing the brand positioning and integrated strategy statements
outlined in previous sections.
Implement a central campaign theme, “Join Our Network of Heroes”
Description
This theme is centered around the idea that teens can have a direct impact on the lifesaving efforts of
St. Jude by getting involved. By joining St. Jude’s cause, teens can be heroes to sick kids everywhere.
Their donations will support the St. Jude’s real life heroes, the doctors and researchers responsible for
changing the survival rate for childhood cancer. Together, both groups form a united team that’s an
integral part of St. Jude’s goal of improving the childhood cancer survival rate to 90 percent.
Budget Allocation
N/A
Rationale
This theme will appeal to teens’ desire to change the world, their need to be inspired by an
organization that is making a felt impact and the intersection of their personal networks via social
media and St. Jude’s professional networks via shared research and treatment expertise. The hero
motif also provides ample opportunity for creative campaign integration across media platforms in a
fun and creative way that will appeal to teens. This tactic speaks to the objective of building St. Jude’s
reputation as the most inspiring, impactful nonprofit among 20 percent of the target audience.
45 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
1
Description
:30 commercials will air on the following networks and shows geared toward teens and popular among
teens during the campaign’s ramp up phase, July-September 2015.
» MTV – Presence across shows weekdays from 3 p.m. – 10 p.m.
o 3x/day (15x/week) placement for July-August 2015 = 120 placements
o 5x/day (25x/week) placement for September 2015 = 125 placements
» The CW – Spots during The Vampire Diaries, Thursdays at 8 p.m.
o 1x/week placement for all three active months = 13 placements
» ABC Family – Spots during Pretty Little Liars, Tuesdays at 8 p.m.
o 1x/week placement for all five active months = 13 placements
» TeenNick – Presence during late night shows that are oriented toward older teens, like 90s are
All That, on Friday and Saturday nights at midnight.
o 1x/day (2x/week) placement for all three active months = 27 placements
The messaging for these TV spots will center on the “Network of Heroes” theme, with a call to action
inviting teens to join St. Jude’s network of heroes by visiting the campaign microsite,
www.beahero.com.
Budget Allocation
Total expense: $5,418,000
» $50,000 talent fees
» $300,000 production (McClelland, 2013)
» $5,068,000 media placement (Based on average
$17,000 cost per national cable spot [Friedman, 2013])
Run TV commercials on cable networks with high concentration teen audience
46
Sample :30 TV Commercial Script
2
Rationale
These commercials will help establish reach and frequency needed to attain the objective of
reaching 80 percent of teens at least six times during the first six months of the campaign. The
specific channels were selected because of their high concentration of a pure teenage audience –
that is, there are other networks with a higher overall teen audience size but they are also
saturated with other demographics in equal or higher numbers. (For example, The Walking Dead
on AMC is popular among teens but is also very popular among older groups.) Instead we will
utilize networks whose audiences are comprised primarily of teens to convey exclusivity and the
empowerment accompanying a personal message of this nature.
47 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
48
49 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Run mobile ads on popular smartphone apps
Description
Ads will be placed from June 2015-May 2016 within the websites and apps where teens report
frequent use, as follows:
» Candy Crush – 40 million impressions per month for the 12-month ad period
» Words with Friends – 20 million impressions per month for the 12-month ad period
» ESPN Scorecenter – 40 million impressions per month for the 12-month ad period
» ESPN Fantasy Apps (Basketball, Baseball, Football) – 20 million impressions per month for
the 12-month ad period
The messaging for these ads will center on the “Network of Heroes” theme, with a call to action inviting
teens to join St. Jude’s network of heroes by visiting the campaign microsite, www.beahero.com.
Budget allocation
Total expense: $1,450,000
» $10,000 talent fees
» $1,440,000 (Based on $1 average CPM [Markgraf,
2013] with a combined target of 40 million
impressions per month for the 12-month ad period.)
Rationale
Smartphones are an integral part of teens’ lives, so it is essential for St. Jude to have a brand-building
presence on this platform, especially through traditional advertising media which will be a part of the
media mix during the campaign’s ramp up phase and maintenance of marketing presence through the
remainder of the year. This tactic will help achieve the objectives of reaching 80 percent of teens six
times during the first six months and maintaining 65 percent reach during the second six months of
the campaign. The specific apps were chosen based on teens’ responses to the survey regarding their
favorite apps.
50
Sample Mobile Ad
51 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Description
Through Pandora, the most popular online format music channel (Peoples, 2013), teens age 14-18 will
be specifically targeted across all genres and geographic areas, providing complete market coverage.
Pandora’s online format also allows the opportunity for teens to take immediate action on their
desktop and mobile devices by clicking on a banner ad that pops up at the same time as the radio spot
airs. :15 and :30 spots will promote the same “Network of Heroes” messaging as the other traditional
advertisements and will follow a pulsing schedule, June-July 2015, September-November 2015, Jan-Feb
2016, April-May 2016.
Budget allocation
Total expense: $1,690,000
» $10,000 talent fees
» $1,680,000 media placement (Based on average $6
CPM [Loechner, 2012] with a combined target of 40
million impressions per month for the initial June-July and September-November 2015
introductory period, then 20 million impressions per month for the January-February and
April-May 2016 periods)
Rationale
Adding another media channel will help strengthen the dissemination of the campaign message.
Rather than traditional radio ads that provide market area coverage to an audience without regard to
target segmentation, online radio offers the benefit of broad, national reach AND precise
segmentation. This tactic will also help achieve the objectives of reaching 80 percent of teens six times
during the first six months and maintaining 65 percent reach during the second six months of the
campaign.
Place radio ads through Pandora’s online streaming channels
52
Sample Pandora Banner Ad
Sample :30 Pandora Radio Spot
[Super hero music playing in the background.]
Sure it would be awesome to have the power of time travel. You’d never have to worry about curfew again. But wouldn’t it be even more amazing to use your superpowers for good? The doctors and researchers at St. Jude Children’s Research Hospital are real-life superheroes with the best kind of superpower. The power of a cure. Join forces with St. Jude and become a real-life hero to sick kids everywhere. Visit BE-A-HERO-DOT-COM to learn about how you can help us bring the childhood cancer survival rate to 90 percent. Now all you need is a cape.
53 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Description
To kick start the social element of the IMC campaign, sponsored posts will be published on Facebook,
Twitter and Instagram, targeted to teens across the U.S. The posts will feature celebrities and everyday
teens with St. Jude’s real life heroes – doctors, researchers and patients, and will include the campaign
hashtag #StJudeHero. The plan will be implemented with a target of 15 million impressions per week
for the initial June-July and September-November 2015 introductory period, then 15 million
impressions per month for the January-February and April-May 2016 periods.
Budget allocation
Total expense: $237,600
» $15,000 photography and talent fees
» $222,600 media placement (Based on average $0.56
CPM [Facebook, 2013])
Rationale
This tactic taps into teens’ constant connection to social media networks. To generate the buzz needed
to begin accomplishing the objective of obtaining 100,000 social media shares, the initial launch of the
campaign must be seeded. The ongoing, sustained paid social presence will also help to achieve the
campaign objective of maintaining 65 percent reach throughout the duration of the campaign period.
Run sponsored social media ads
54
1
Description
The St. Jude Heroes Website (www.beahero.com) will serve as the central hub of the campaign,
providing information to teens about St. Jude’s network of real-life heroes and how they can join this
network to become heroes themselves. The site will be mobile friendly, providing teens with a
seamless, interactive experience from their computer, tablet or smartphone devices. Website features
will include:
» St. Jude Real Life Heroes – Profiles of doctors, researchers, patients and teens who have
been major donors. This section will get a special addition to feature the Homecoming Heroes
crowned at participating high schools (see Homecoming Heroes Event section for further
details)
» #StJudeHero Gallery – Social media mash-up on the homepage that features teen-submitted
tweets, Facebook posts and photos tagged in Instagram and Vine with #StJudeHero, plus St.
Jude-generated content featuring tagged photos of staff, patients, families and donors who
represent their real-life heroes
» How to be a Hero – Details about opportunities for teens to get engaged with St. Jude,
including an online donation portal, a donation request widget that would allow teens to email
family members and request donations, and information about the “Homecoming Heroes”
high school event, including request forms to receive and send Hero Kits or send one to your
high school administrator (See Homecoming Heroes Event and Hero Kits tactics for further
details.)
» Thank a St. Jude Hero – Area where teens can post messages, photos and videos thanking
the St. Jude staff, doctors and researchers for their efforts to help sick kids get better
» Join the Network – Email/SMS sign up form for teens to continue learning more about ways
to get involved with St. Jude and to get updates on the efforts of St. Jude researchers to find
cures for childhood cancer
Launch St. Jude Heroes Website
55 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
2
Budget allocation
$75,000 design and production
Rationale
A central hub of information, in the form of this website, will be a valuable tool, as St. Jude can
manage its campaign messaging in one centralized location that can be the call to action from
multiple advertisements. This website will be an important way of communicating St. Jude’s mission
to its audience, helping to achieve the objective of building St. Jude’s reputation among 20 percent
of its audience. It will also be the means through which interested teens can find out about the high
school event – helping to attain the objective of increasing participation in the high school event by
30 percent – and sign up for the mailing list – helping to attain the objective of securing 500,000 new
registrations from teens who have opted in to receive ongoing updates from St. Jude.
Sample Mobile Website
56
Sample Desktop Website
57 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Description
Teens will be encouraged to use the hashtag #StJudeHero throughout the campaign to connect with St.
Jude, its employees, celebrity spokespersons and other teens engaged with St. Jude’s efforts.
» To kickstart the use of the hashtag, it will be featured in the creative for all traditional ads as
well as an introductory sponsored ad campaign on select social networks (See ad sections for
examples.)
» St. Jude will also engage its social media followers – on the corporate level and across all
regional social media pages – by posting facts about its researchers’ accomplishments with a
link to the St. Jude Heroes website along with the hashtag.
» Finally, St. Jude’s celebrity supporters will post to their social media followers using the
hashtag. Celebrities with teen appeal will be leveraged, including current/past supporters like
Emma Roberts, Demi Lovato, Selena Gomez and Nick Jonas, as well as enlisting new, popular
celebrities like Austin Mahone, Kendrick Lamar and Liam Hemsworth.
» Ongoing campaign events will all encourage use of the #StJudeHero hashtag to keep the
campaign active and engaging for teens
» All posts using the #StJudeHero hashtag will be compiled on a page of the St. Jude Heroes
website.
Budget allocation
$35,000 celebrity endorsements (Based on $5,000 paid
endorsement per celebrity [Associated Press, 2011])
Rationale
This tactic taps into teens’ constant connection to social media networks. To generate the buzz needed
to begin accomplishing the objective of obtaining 100,000 social media shares, it is essential to create a
robust and engaging social aspect to the St. Jude campaign. A consistent hashtag that can be used for
various purposes will help create continuity as well as a diverse selection of posts that help tell a
complete story of St. Jude and its network of heroes. The #StJudeHero hashtag unites teens with St.
Jude’s network in a way that brings the campaign theme to life.
Generate #StJudeHero social media campaign
58
1
Description
This event would be built around high school Homecoming festivities in the fall. On the St. Jude Heroes
website, this event will be presented as the main and ideal way teens can get involved with the
organization. The Homecoming Heroes event could include any/all of the following events that teens
could implement to raise money, or other events that teens dream up on their own.
» Penny contests between grade levels
» Superhero games where teens complete various physical activities (pull ups, obstacle courses,
etc.) and raise money based on pledges they’ve received for doing a certain number of these
tasks
» Percentage of Homecoming dance ticket sales dedicated to St. Jude
» School-wide contest to crown the Homecoming Hero – the individual at the school who has
raised the most money to support St. Jude
» The Homecoming Hero from each school will be recognized on the St. Jude Heroes website in
a special section of the real-life Heroes page (See St. Jude Heroes Website section for further
details.)
» Where’s Your Cape event before Friday night football game where teens could make, decorate
and sell capes to classmates with profits going to St. Jude
Participating schools will be given access to an online media library that includes a :30 PSA to air on
school news, posters to publicize the event throughout campus and a sample press release for
students/administrators to send to local media to boost coverage.
Via the provided PSAs and posters, teens will be encouraged to connect with the greater St. Jude
network, including students at other high schools participating in Homecoming Heroes events, by
tagging photos with #HomecomingHeroes and also using the #StJudeHero hashtag. Also, students
across schools will be united and motivated by a national contest to see which schools can raise the
most money to support St. Jude. Each participating school will register on the St. Jude Heroes website
to compete. The top five highest fundraising schools will win a visit from the St. Jude Heroes Bus Tour
including real life St. Jude heroes and celebrity supporters. (See “Heroes Bus Tour” for more details.)
Re-launch high school event as “Homecoming Heroes”
59 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
2
Budget allocation
$50,000 production and design for the downloadable media elements
Rationale
Rather than the current Team Up for St. Jude format that partners schools with the organization on
random, potentially meaningless, game day weekends, the Homecoming Heroes event will be
specifically designed to center around an important milestone in teens’ lives. This will make the
event seem more significant to teens, putting St. Jude in a more prominent position to capture the
attention of today’s busy and distracted teens. This kind of attention will not only help St. Jude
achieve the communication objective of building its reputation among 20 percent of the audience,
but it will also help build reach and frequency to attain the goal of 80 percent reach with a
frequency of six during the first six months, then maintaining a goal of 65 percent reach for the
duration of the campaign. Finally, creating a more exciting and appealing event will be a major
factor in St. Jude’s ability to achieve the objective to increase participation in the high school event
by 30 percent.
60
Sample Homecoming Heroes Display Poster #1
61 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Sample Homecoming Heroes Display Poster #2
62
1
Description
As a way of getting tangible, useful information in teens’ hands, St. Jude will send out Hero Kits to teens
who request them through the St. Jude Heroes website. The Hero Kits will contain:
» Facts about St. Jude and its network of real life heroes
» Details about how to start a “Homecoming Heroes” event at their school including tips about
how to work with school administrators to make it happen
» Information about how to register their high school in the contest to win a visit from the
Heroes Bus Tour (See “Heroes Bus Tour” for more information.)
Through the website, teens can also request a Hero Kit to be sent to their school’s administration. The
teen will be asked to write a letter that would accompany the kit when it is mailed so the
administrators will have a personal connection to the information and feel inspired to take action.
Allocated budget
$259,000 printing and mailing
Based on an estimated 100,000 kits sent to students and
school administrators. (Prices from 48hourprint.com.) Each kit
will consist of:
Folder = .25 ea
Inserts (x3) = .05 ea/.15 per folder
Poster = .12 ea
Letter = .06 ea
Envelope = .13 ea
Postage = $1.28 ea
Assembly at a mail house = .60 ea
(Total per package = $2.59)
Send out Hero Kits to help build awareness and participation in Homecoming Heroes
63 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
2
Rationale
A tangible kit to help teens explore the possibility of bringing a Homecoming Heroes event to their
school is an important step that will allow them to obtain materials they can show important
stakeholders – parents, teachers and administrators. As a further step, providing the opportunity
to mail these kits directly to school administrators with a personal note helps prime this important
decision-making group to learn about the Homecoming Heroes event while seeing how important
the cause is to their students. Providing useful, tangible information about the Homecoming
Heroes event will be key to St. Jude’s ability to attain its objective to increase participation in the
high school event by 30 percent.
Sample Hero Kit Materials
64
1
Description
A 3-D perspective art piece will be commissioned by famous sidewalk chalk artist Julian Beever and
placed on the ground in a central location at the largest mall in each of Nielsen’s 210 DMAs. The piece
will use his illusion techniques to create a cityscape of Memphis incorporating the St. Jude facility. The
perspective would be drawn so that passersby could step into the sidewalk art scene and have a photo
taken from a specific angle that makes them look like they are a superhero, flying through the air. The
artwork will prominently feature the St. Jude logo and signage at the scene of the artwork display will
encourage people to pose like superheroes and take photos with their phones then post them on
social media using the hashtag #StJudeHero to view them on the St. Jude Hero website. A QR code in
the signage display at the artwork will direct teens to the St. Jude Heroes website where they can learn
about the heroic efforts of St. Jude’s doctors and researchers and learn how to get involved in the
cause. The signs would also feature a call to text HERO to 12345 to find out how to become a St. Jude
Hero, and a text response would direct teens to the How to be a Hero section of the Be a Hero website.
The timing of these mall displays will be mid-July 2015 when students and their parents begin back-to-
school shopping.
Allocated budget
Total expense: $717,750
» $30,000 commissioned artwork
» $132,300 decal printing (Based on $15 per square
foot cost [displayit.com]. Estimated 42 sq ft floor
decal = $630 per decal across 210 Nielsen DMAs)
» $10,500 installation
» $124,950 additional signage (Based on $595 per display
[http://www.moddisplays.com/Advance-Double-Sided-Retractable-Banner-
p/advancebannerstand.htm])
» $420,000 mall advertising media placement (Based on $2,000 per 4-week period, utilizing one
4-week period across 210 DMAs)
Initiate Hero Vision 3-D guerilla marketing at largest malls in the top 210 DMAs
65 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
2
Rationale
Teens spend a large portion of their income on shopping, which means they tend to spend a lot of
time at the mall. Using this popular location as a marketing medium places St. Jude at the center of
teens’ offline social lives. Integrating the #StJudeHero social campaign also places St. Jude in the mix
of teens’ online social lives, making it a permeating force that cannot be ignored. This campaign is
integral in achieving the objective of 80 percent reach with a frequency of six, as well as achieving
the objective of attaining 100,000 social media shares.
Sample Hero Vision 3-D Display
66
Description:
Decals will be placed on the mirrors in the public restrooms at the 2nd largest mall in each of Nielsen’s
210 DMAs. The decals would be placed so a person looking in the mirror would appear to be wearing
either a superhero cape or a mask. Decals would also include the Be a Hero headline, the St. Jude logo,
the #StJudeHero hashtag and a QR code that could be scanned to visit the beahero.com website. The
decals would also feature a call to text HERO to 12345 to find out how to be a St. Jude Hero, and a text
response would direct teens to the How to be a Hero section of the Be a Hero website. The timing of
these mall displays will be mid-July 2015 when students and their parents begin back-to-school
shopping.
Allocated budget
Total expenses: $740,000
» $300,000 decal printing
» $20,000 installation
» $420,000 mall advertising media placement (Based
on $2,000 per 4-week period, utilizing one 4-week
period across 210 DMAs)
Rationale
Teens spend a large portion of their income on shopping, which means they tend to spend a lot of
time at the mall. Using this popular location as a marketing medium places St. Jude at the center of
teens’ offline social lives. Integrating the #StJudeHero social campaign also places St. Jude in the mix of
teens’ online social lives, making it a permeating force that cannot be ignored. This guerilla element
also incorporates a second set of malls across the 210 DMAs, increasing reach and making this
campaign element integral to achieving the objective of 80 percent reach with a frequency of six, as
well as achieving the objective of attaining 100,000 social media shares.
Initiate Hero Vision mirror guerilla marketing at 2nd largest malls in the top 210 DMAs
67 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Sample Hero Vision Mirror Display
68
1
Description
In February, March and April 2014, after the buzz from the Homecoming Heroes events have died
down, St. Jude will embark on a 15 city bus tour to visit the top five fundraising high schools from the
Homecoming Heroes events, plus major cities in the states that have high-indexing teen populations.
Aside from the top five high schools, destinations will be:
» San Diego, CA
» Los Angeles, CA
» Boise, ID
» Jackson, MS
» Detroit, MI
» Providence, RI
» Dallas, TX
» Houston, TX
» Salt Lake City, UT
» Montpelier, VT
The Heroes Bus Tour will take a giant, branded tour bus on a cross-country road trip. The bus stops in
various cities will feature educational displays about the strides St. Jude is taking to fight childhood
cancer, opportunities for people to send video thank you messages to St. Jude’s real-life heroes,
donation kiosks and photo ops with a specially-selected St. Jude researcher (See “Internal
Communications” section for details.) and celebrities Andrew Garfield and Emma Stone, stars of the
upcoming summer superhero blockbuster, The Amazing Spider-Man 3, set for release in June 2016.
Additionally, St. Jude road team members would be hired to engage crowds at each of the tour stops
by handing out promo items like “Hero Vision” sunglasses and t-shirts, as well as passing out flyers
prompting visitors about ways to become a St. Jude Hero, including driving them to the St. Jude Heroes
website to learn more about the Homecoming Heroes event they could bring to their school next year.
In each destination city, the bus tour would stop at the city’s largest mall for a day-long event. In the
cities where the top fundraising high schools are located, the bus would also stop at the school itself
for an exclusive celebrity meet-and-greet.
Schedule Heroes Bus Tour to bring real-life heroes and celebrities to teens’ towns
69 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
2
Budget allocation
Total expenses: $1,956,500
» $200,000 tour bus purchase price
» $100,000 tour bus customization
» $30,000 tour bus driver salary
» $60,000 St. Jude representatives’ salaries
» $750,000 celebrity supporter appearances
» $14,000 bus wrap (Based on 44’ average bus size with $15 per sq ft decal price)
» $302,500 promo items (50k items; $1 “Hero Vision” sunglasses; $5 t-shirts; $.05 flyers)
» $500,000 travel expenses including gas, hotels, meals and airfare for special guests
Rationale
This campaign element is key to maintain the buzz surrounding the activities in the first portion of
the term – traditional advertising, guerrilla marketing and Homecoming Heroes events. This tour
serves as a way to get the campaign theme in front of teens in major cities in a personal way.
Celebrities’ presence on the tour makes it instantly appealing, then interactive displays and activities
help educate and engage teens in the cause. This campaign will occur during the second six months
of the campaign, making it an integral piece in achieving the objective of 65 percent reach. It will
also be key as an incentive to increase participation in the high school event by 30 percent. The bus
tour’s educational elements also help St. Jude accomplish its goal of increasing its reputation among
20 percent of the teen audience.
70
Sample Heroes Tour Bus Wrap
71 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Description
To gain maximum exposure for the Heroes Bus Tour event, a press release will be sent to major media
outlets in each of the cities on the tour.
Budget allocation
N/A
Rationale
Local press coverage will be easy to come by for the Heroes Bus Tour because of the celebrity
appearances associated with it. A press release will help guide media outlets in their delivery of the
message about the bus tour, focusing them on the reason behind the celebrity appearances – St.
Jude’s real-life heroes and the opportunity for regular people to get involved in the network of heroes.
Quality press coverage that includes relevant facts about St. Jude’s efforts will help attain St. Jude’s
objective of building its reputation among 20 percent of the audience as well as reaching 65 percent of
the target audience.
Issue a press release to gain local media coverage on Heroes Bus Tour
1
Description
Enhance the Team Up program for teens in summer cheer and dance camps so it ties into the Network
of Heroes theme. Although the activity elements – letter writing, learning about St. Jude – will remain
the same, all participants will get a t-shirt for The Hero Project that would include the #StJudeHero
hashtag as a way to prompt participation and pique curiosity among teens who see the shirts. Teens
participating in The Hero Project will also be among the first to hear about the Homecoming Heroes
high school event including the contest to win a spot on the Heroes Bus Tour with a chance to meet
Emma Stone or Andrew Garfield (See “Heroes Bus Tour” for more details.)
Reposition Varsity summer cheer/dance program to incorporate Heroes theme
72
2
Budget allocation
$140,000 t-shirts (Based on $7 per shirt with 20,000 summer
camp participants)
Rationale
Incorporating St. Jude’s existing Varsity partnership is a valuable tactic, as seeding the high school
audience early in the campaign will help spread news of the campaign among participants’ peers,
including the social campaign using the #StJudeHero hashtag and the Homecoming Heroes school-
wide event. Implementing The Hero Project among Varsity summer camp attendees will help St.
Jude attain its objectives regarding reputation building, overall reach and frequency, and social
media mentions.
Sample Varsity Camp T-Shirt
73 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Description
To reach influential secondary audiences that will help secure school sign ups for the Homecoming
Heroes event, St. Jude will sponsor the annual National Association of Student Councils (NASC)
conference in June 2015 which attracts thousands of student council participants and advisors
nationally. As part of this sponsorship, St. Jude will:
» Implement its Hero Vision mirror decals to generate buzz
» Host a vendor table where student council groups can sign up to bring the Homecoming
Heroes event to their schools. In exchange, these groups will receive their own set of mirror
decals to put up in bathrooms at their high schools to get students excited about the
promotion
» Present a session about fundraising to raise awareness of the Homecoming Heroes event
Budget allocation
Total expense: $90,000
» $55,000 sponsorship
» $35,000 decals for early sign up giveaways
Rationale
This tactic helps reinforce the Homecoming Heroes launch by bringing it in front of an audience of key
decision makers. High school student councils often plan the homecoming activities for their schools,
so their club advisors – likely chaperones at this conference – represent a group of gatekeepers who
hold the power to nurture students’ desire to bring the St. Jude event to the school or stop the idea in
its tracks. Through its presence at the NASC convention, St. Jude has the opportunity to reach students
and adult decision makers at the same time, fostering discussion and prompting action early in the
campaign.
Sponsor National Association of Student Councils convention for administrator buy-in
74
Description
St. Jude will be collecting names, school names and email/SMS information from teens who register to
learn more about the organization and how to help via the St. Jude Heroes website. Teens who sign up
will automatically receive the following communications and can choose to receive them via email or
text message:
» Quarterly enewsletters (or links via text) in July, October, January and April featuring:
o St. Jude real-life hero profiles of doctors, researchers, patients and teen donors
o News on the latest treatments that are helping to save lives
o Select user-submitted photos from the #StJudeHero gallery
» Email or text notification when the student’s school has officially been signed up to participate
in the Homecoming Heroes program (Sent as necessary July-November 2015)
» Email or text notifications announcing the Heroes Bus Tour (Sent in December 2015)
» Email or text notifications announcing information about the 2016 Homecoming Heroes
program (Sent in May 2016)
Budget allocation
$5,700 mail platform (Based on MailChimp email service package for 100,000+ subscribers @
$475/month)
Rationale
Regular, intentional communications with teens who have indicated interest in St. Jude are important
to foster positive interactions and make teens truly feel like they are being welcomed into St. Jude’s
network of heroes. Not only will this series of communications help convert donations among this
audience, it will also help St. Jude accomplish its objective of building St. Jude’s campaign reach and
frequency as well as building its reputation among a captive audience. Continued communication will
also lay a solid foundation to enlist even more participants in the 2016-17 year.
Conduct ongoing CRM correspondence with students who joined the St. Jude Heroes list
75 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Sample eNewsletter
76
1
Description
All teens who donate to the campaign individually will be registered to receive all the above listed
communications for general mailing list teens, plus they will receive a series of communications
thanking them for their support as follows. They can choose to receive correspondence via email or
text message:
» Automatic message that pops up on the website donation page thanking the individual for
his/her support.
» Email or text sent immediately thanking the individual for his/her support.
» Letter from one of St. Jude’s featured real-life heroes – an existing teen donor – thanking the
individual for his/her support and inviting them to share why they love St. Jude through the
#StJudeHero hashtag. The letter will also include an insert – a bumper sticker that says “I’m a
#StJudeHero”
» Quarterly email or text updates including an insider look at activities happening at St. Jude,
new findings of St. Jude researchers and invitations to participate in other St. Jude events and
activities like the Volunteens program and the Give thanks. Walk. event
» Personal invitation from a St. Jude real-life hero (a doctor, researcher or patient) at the one
year mark of a teen’s relationship with St. Jude, telling them what their donation has done and
asking them to renew their donation
Budget allocation
Total expenses: $305,700
» $5,700 mail platform (Based on MailChimp email
service package for 100,000 subscribers @
$475/month)
» $300,000 printing (Based on an estimated 250,000 base of individual teen donors. Prices from
48hourprint.com as follows: Letterhead = .05 ea, Envelopes = .10 ea, Postage = .41 ea,
Invitations = .08 ea, Invitation envelopes = .15 ea, Invitation postage = .41 ea; Total mailing per
individual = $1.20)
Pay specific attention to communicating with teens who have donated to the campaign
77 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
2
Rationale
The addition of personalized communications targeting teens who have actively participated by
donating to St. Jude will primarily serve to affect the objective to increase donor retention rates.
These communications will help teens feel valued by the organization so they continue connecting
with the organization’s message after their initial donation. Also, the campaign will specifically ask
for another donation, making teens’ reengagement a built-in next step.
Sample Bumper Sticker
78
Description
To engage the internal staff of St. Jude, from front office employees to doctors and researchers, St.
Jude will deploy a campaign toward their own team members, building a sense of pride an
accomplishment for all they do. The campaign will be built around the theme “You’re a Hero,” boosting
morale while tying back to the overarching campaign theme. The initial announcement would be made
at an event on-site at the hospital Memphis that would roll out the St. Jude Hero campaign to internal
employees. Food and beverages will be provided and Marlo Thomas and Dr. William E. Evans would be
on hand to announce the campaign and explain the exciting reason for it – St. Jude is engaging teens
and building the future of its cause. Also announced at this event would be the employee intranet
website that will serve as a hub of information throughout the campaign as well as the contest to
nominate your own St. Jude heroes. (See Intranet and Nominate a St. Jude Hero sections for more
details.)
Budget allocation:
Total expenses: $375,000
» $360,000 food, beverage and entertainment costs
(Based on 3,600 employees in attendance @ $100
per person cost)
» $15,000 production costs
Rationale
Kicking off its campaign to internal employees will be key to raising awareness about the upcoming
events and the ads and media coverage that some employees will likely be exposed to. This event will
be a high profile experience for St. Jude employees, and incorporating organization spokespersons,
Marlo Thomas and CEO Dr. William E. Evans, will convey the importance of the message among St.
Jude staff. This event will help establish broad awareness of the campaign and build a positive image of
it, accomplishing St. Jude’s final communication objective.
Announce “You’re A Hero” campaign to internal staff at a major kick-off event
79 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Description:
The employee intranet at St. Jude will be used to house a microsite for employees so they can get
engaged in the St. Jude Heroes campaign. The site will include
» A mashup page that feeds in the thank you posts and videos from teens who have reached
out to St. Jude staff through various St. Jude Heroes events and communications
» A campaign overview with details about what is being rolled out to teens
» A progress bar promoting the amount of money raised by the campaign to date
» A “share this” feature that allows staff to send an email message to a teen they know to
spread the word about the campaign
» A “share this” feature that allows staff to send a letter to their high school alma mater to
spread the word about the campaign to their former school
» An archive featuring newsletters that will also be sent throughout the St. Jude organization
with updates about the campaign.
Budget allocation
$50,000 production
Rationale
Clear communication provided through the intranet site will help St. Jude further establish its
campaign significance among internal staff, helping to accomplish its goal of achieving 80 percent
awareness. Also, elements such as sharing the campaign with teens and their own high school alma
mater, as well as galleries where employees can see teens’ thank you messages will help staff feel
connected with the St. Jude network of heroes, drawing employees into the campaign’s message and
fostering a sense of pride in the organization. This positive interaction with the campaign will
ultimately help St. Jude achieve its goal of 75 percent favorable opinions of the campaign among
internal employees.
Launch employee intranet site as a hub of central information
80
Sample Employee Intranet Landing Page
81 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Description
As part of the internal communications campaign, St. Jude employees will be able to nominate their
peers to be recognized as one of St. Jude’s real life heroes. Nominations will be collected on the
employee intranet microsite through December 2015. The winning nominee will be taken on the road
with the St. Jude Heroes Bus Tour in February-April 2016 where he/she will meet St. Jude supporters all
over the country and spend time with Andrew Garfield and Emma Stone, the leading actors in the
upcoming summer superhero movie, The Amazing Spider-Man 3.
Budget allocation
$40,000 employee salary
Rationale
Providing a contest where St. Jude employees can recognize each other’s achievements not only instills
a sense of pride among staff, but it gives this internal constituency an opportunity to engage in the
campaign to the extent of meeting the active teen audience face-to-face on the bus tour. The added
incentive of meeting celebrities on the tour increases the perceived value. This tactic ultimately serves
to help St. Jude establish 75 percent favorable opinions of its teen-targeted campaign.
Plan employee contest, “Nominate a St. Jude Hero”
82
The budget for this campaign is broken up as follows:
Budget
1
A note about agency fees: Rather than charging hourly for
media relations, project management and account
management services, Resonance IMC simply charges a nine
percent fee on the total campaign budget. This amount will
2
cover all administrative and intangible costs as well as day-to-
day account and media management services to ensure
campaign projects flow smoothly.
Fees 9%
TV Ads 34%
Radio Ads 11%
Online Ads 11%
Other Ad Placements
6%
Design, production and
copywriting 3%
Celebrity endorsements and talent fees
6%
Printing, assembly and mailing costs
11%
Employee salaries 1%
Miscellaneous 8%
83 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Itemized budget spreadsheet
84
85 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution In
tegr
ated
Com
mun
icat
ion
Flow
Cha
rt
86
In order to test our marketing campaign and its reception by the intended teen audience, Resonance
IMC conducted a focus group.
Focus Group Testing Report
Mr. Art Close’s third period Advanced Marketing class at Page
High School in Greensboro, NC. Six students and the
instructor participated in the discussion on December 6,
2013.
Audience
High school computer lab classroom. Students sat in a broad
semi-circle and moderator walked throughout the group,
asking questions and showing slides of creative elements on
a projector in the front of the classroom.
Setting
Research Goals
» To generate conversation around the St. Jude Heroes campaign.
» To understand how the various campaign elements resonate with the target audience.
» To understand underlying attitudes that may inform edits to the initially-proposed campaign.
Questions
» When all is said and done, what do you remember most about this campaign?
» What parts of this campaign do you see yourself getting excited about?
» What parts of this campaign would you likely ignore?
» I’m going to start a sentence and I want you to finish it. If I saw the St. Jude Heroes campaign, I’d tell my friends that….
87 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
» What’s really important that I’m leaving out of this campaign?
» One of the original ideas for this campaign was to play off of the “saint” in St. Jude and instead focus on “Be a Saint” instead of “Be a Hero.” How would that change affect your reaction?
» What else haven’t you had a chance to say?
The complete moderator’s guide is located in Appendix C.
1
The teens were very interested in the most active
engagements such as guerilla mall campaigns, bus tours and
Homecoming Heroes. They liked feeling that they were
making a difference by actually doing something.
As part of the Homecoming Heroes event, teens liked the
idea of crowning a Homecoming Hero at each school so they
could see their impact firsthand. One of the teens said he
would be more likely to raise more money to try and beat out
his classmates to win the Homecoming Hero title. Based on
these assessments, it is in St. Jude’s best interest to create a
more meaningful way to recognize schools’ Homecoming
Heroes including posting them on the campaign website.
The most memorable campaign element to the teens was the
celebrity presence on the Heroes Bus Tour. Teens were
excited about the prospect of photo ops with celebrities and
said they would come out to a celebrity photo op event even
if it wasn’t for a celebrity that was one of their favorites. This
means celebrities represent potential to draw in a very wide
teen audience. St. Jude should plan to play up the celebrity
element in its bus tour messaging.
Findings
2
Overall, teens were not as enthusiastic about the paid
advertising elements of the campaign, as they said they try to
tune out commercials as much as possible. They said they
would probably be more inclined to pay attention to the
traditional media elements after seeing the Homecoming
Heroes event materials publicized at their schools. It is
recommended that St. Jude adjust its media plan to delay TV
commercials a bit so they coincide more directly with the
elements with greater teen appeal like guerilla events and
Homecoming Heroes.
Not all the teens were excited about using the hashtag to
help promote the campaign. Most of them said they
generally don’t use hashtags themselves, although they did
say that they have friends who use hashtags frequently. Also,
none of the respondents were interested in the QR code that
was incorporated in guerilla campaign signage. It is
recommended that, in addition to #StJudeHero hashtag, St.
Jude add verbiage directing consumers to “text HERO to
12345 to find out how to be a St Jude Hero.” Respondents
would receive a short series of text updates that would send
88
3
respondents to the specific page of the website about
getting Homecoming Heroes at their school and making
individual donations to the cause.
The instructor present at the focus group raised attention
to the importance of specifically targeting adult decision-
makers at high schools to bring Homecoming Heroes
events to campus. It is recommended that St. Jude market
to a key population, student council students and their
faculty sponsors, by adding a sponsorship of the National
Association of Student Councils (NASC) annual conference.
This sponsorship will include the same mirror and floor
decal guerilla marketing tactics at the event that will be
employed at malls, hosting a table in the vendor area and
presenting at a session about fundraising to help spread
4
the word. School student council groups will be able to sign
up at event to bring Homecoming Heroes to their school. In
exchange they will get their own set of mirror decals to put
up in bathrooms at their high school to get students
excited.
When prompted about the campaigns to donors and other
interested teens, most students said they wouldn’t check
email, so quarterly enewsletters may not be received.
Instead, it is recommended that St. Jude give students an
opt-in option when signing up online wherein they can elect
whether to receive updates via email or text. Those signing
up for text updates would receive a link to newsletters via
text message so all groups have access to the same
information.
The campaign tactics and executions have already been updated to reflect focus group feedback.
Now all that’s left to do is put this plan into action.
89 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Evaluation Plan The ultimate measure of this campaign’s success is its ability to achieve the objectives established at
its outset. It is essential to employ various measures throughout campaign implementation to
quantify the degree to which these objectives have been attained. Results will help St. Jude inform
decisions about how to proceed with its teen targeted marketing in years to come. This section
outlines measurement techniques planned to assess each of the campaign’s objectives.
1
Objective: Build St. Jude’s reputation as the most inspiring,
impactful nonprofit among 20 percent of the target audience.
Evaluation: At the end of the campaign period, in May 2016,
an email survey will be administered to a representative
sample of 50,000 teens age 14-18 across the U.S. asking their
opinions about the reputations of various nonprofits,
including St. Jude, across various descriptors including
inspiration and impact.
Budget: $15,000 purchase and distribution of the mailing list
Objective: Reach 80 percent of teens at least six times
during the first six months of the campaign period.
Evaluation: Resonance IMC will collect and monitor media
reports to determine the audience size and viewing habits for
its traditional media placements – including TV, mobile apps,
Pandora and social media – to gain an understanding of the
actual reach and frequency of the media buy during the initial
six months of the campaign.
Budget: No cost outside of existing agency fees
2
Objective: Maintain 65 percent reach within the same
target audience during the remaining six months of the
campaign period.
Evaluation: Resonance IMC will collect and monitor media
reports to determine the audience size and viewing habits
for its traditional media placements – including mobile
apps, Pandora and social media – to gain an
understanding of the actual reach of the media buy during
the final six months of the campaign.
Budget: No cost outside of existing agency fees
Objective: Obtain 100,000 social media posts related to
the campaign across networks.
Evaluation: We will employ social monitoring to track
posts and social shares throughout the campaign. Monthly
reports will be provided to St. Jude with the following
metrics:
90
3
» # of comments and retweets/shares of paid social
posts
» # of comments and retweets/shares of planned
social posts – celebrity endorsed or pushed from
St. Jude’s own networks
» # of original posts featuring the #StJudeHero or
#HomecomingHero hashtag
» # of shared/retweeted posts featuring the
#StJudeHero or #HomecomingHero hashag
» # of all posts not featuring a campaign hashtag,
but including keywords likely for the campaign: St.
Jude Hero, Homecoming Hero or St. Jude Bus Tour.
The total of all these measurable social interactions will
allow St. Jude to get an idea of the social buzz being
generated by various campaign elements.
Budget: No cost outside of existing agency fees
Objective: Increase participation in the high school level
event by 30%.
Evaluation: A simple comparison of historical records will
help St. Jude assess its achievement of this campaign
objective. The total number of schools participating during
the 2014-15 school year will be compared to the total
number of schools participating during the 2015-16 school
year. It is possible that there may be some drop off in the
total number of schools participating initially because the
new, repositioned Homecoming Heroes event is confined
to a shorter time period. For this reason, Resonance IMC
will also look at the profitability of each school event,
comparing the average amount raised per school in 2014-
15 with the average amount raised per school in 2015-16.
4
Budget: No cost outside of existing agency fees
Objective: Secure 500,000 new registrations from teens
who have opted-in to receive ongoing updates from St.
Jude.
Evaluation: We will employ analytics on the BeAHero.com
website to track new registrations for the mailing list to
determine whether this goal has been met.
Budget: No cost outside of existing agency fees
Objective: Develop intent for long-term advocacy among
25 percent of new and existing teen donors.
Evaluation: It is important that St. Jude understand how
effective this campaign is in encouraging long-term
engagement. At the end of the campaign period,
Resonance IMC will employ a survey to teens who donated,
individually or through their schools, and ask about their
likelihood of continuing to advocate for St. Jude in future
years.
Budget: No cost outside of existing agency fees
Objective: Achieve a 60 percent donor renewal rate
among teens after their initial donation.
Evaluation: Resonance IMC will track teens who donated,
both through their school and on an individual basis,
during the year after the campaign period to determine
whether this goal has been attained.
Budget: No cost outside of existing agency fees
Objective: Achieve 80 percent awareness of the campaign
among St. Jude’s internal staff, with 75 percent reporting
favorable opinions of the campaign.
91 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
5
Evaluation: A survey will be emailed to all St. Jude staff
members at the halfway point of the campaign – allowing
staff members to experience various elements of the
campaign and assess its value to them. The survey will
gauge overall awareness of the campaign as well as staff
members’ sentiment about the campaign.
Budget: No cost outside of existing agency fees
92
Conclusion
1
Resonance IMC has carefully developed this campaign using
the principles of integrated marketing communications,
piecing together a wide range of marketing touchpoints to
craft St. Jude’s story into a relevant and compelling message
that does much more than communicate a marketing idea.
Ultimately, St. Jude can expect this integrated marketing plan
to weave its brand into the cultural and social fabric of teens’
everyday lives.
2
Action through immersion. That’s the power of integrated
marketing.
Through this proposal, you’ve seen the data-driven strategy
that has dictated a cohesive campaign sure to engage teens
with a sharable, action-oriented message. St. Jude can be the
voice of a new generation. Resonance IMC is ready to put this
plan into action. Let us show you what happens when we do.
The Network of Heroes campaign outlined in this document is poised to launch St. Jude Children’s
Research Hospital into preeminent status among a hopeful teen generation that is ready to make an
impact on the world.
93 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
References
1
2012 Annual Report. (2012). Children’s Miracle Network Hospitals. Retrieved from
http://childrensmiraclenetworkhospitals.org/Content/LegalDocs/Annual_Report_12.pdf
A Promise. (2013). Fifty fabulous years. Retrieved on October 26, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=d6e8095ed6d96310VgnVCM100000290115acRCRD&vgnextchannel=
14f291ee84376310VgnVCM100000290115acRCRD.
About Us. (2013). Susan G. Komen. Retrieved from http://ww5.komen.org/AboutUs/AboutUs.html.
About Us. (2013). American Cancer Society. Retrieved from http://www.cancer.org/aboutus/index.
Affiliate Program. (2013). Patient Resources. Retrieved on October 26, 2013 from http://www.stjude.org/domestic-affiliates.
American Fact Finder. (n.d.) U.S. Census Bureau. Retrieved on November 1, 2013 from
http://factfinder2.census.gov/faces/nav/jsf/pages/index.xhtml
American Heart Association. (2012). Annual Report. Retrieved from http://www.heart.org/idc/groups/heart-
public/@wcm/@adt/documents/downloadable/ucm_449081.pdf
Anatole, E. (May 28, 2013). Generation Z: Rebels with a cause. Forbes. Retrieved from
http://www.forbes.com/sites/onmarketing/2013/05/28/generation-z-rebels-with-a-cause/
Annual Report. (2012). St. Jude Children’s Research Hospital. Retrieved from http://www.stjude.org/SJFile/annual-report-12.pdf
Annual Report. (2010). St. Jude Children’s Research Hospital. Retrieved from http://www.stjude.org/SJFile/annual_report_10.pdf
94
2
Anonymous. (n.d.) St. Jude’s Chidlren’s Hospital. Teen Ink. Retrieved from
http://www.teenink.com/hot_topics/health/article/111445/St-Judes-Childrens-Hospital/
Associated Press. (November 3, 2011). Tweeting for the money. Mail Online. Retrieved from
http://www.dailymail.co.uk/news/article-2057268/Twitter-endorsements-Khloe-Kardashian-costs-8k-Charlie-Sheen-9-
5k-Lindsay-Lohan-3-5k.html
Barnes, M. (March/April 2006). Reducing donor fatigue syndrome. Nonprofit World. 8-9.
Celebrity Involvement at St. Jude. (May 2007). St. Jude Children’s Research Hospital. Retrieved from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=fcd4fa2454e70110VgnVCM1000001e0215acRCRD
Chili’s. (2013). Corporate Fundraising. St. Jude Children’s Research Hospital. Retrieved from http://www.stjude.org/chilis
Comprehensive Cancer Center. (2013). Research. Retrieved on October 26, 2013 from
http://www.stjude.org/fosj/v/index.jsp?vgnextoid=14664c2a71fca210VgnVCM1000001e0215acRCRD.
Combined Financial Statements. (2011). St. Jude Children’s Research Hospital and American Lebanese Syrian Associated
Charities, Inc. Retrieved from http://www.stjude.org/SJFile/combined-sjcrh-alsac-audited-fs-fy11.pdf
Combined Financial Statements. (2012). St. Jude Children’s Research Hospital and American Lebanese Syrian Associated
Charities, Inc. Retrieved from http://www.stjude.org/SJFile/combined-sjcrh-alsac-audited-fs-fy12.pdf
Cure4Kids.(2013). St. Jude Children’s Research Hospital. Retrieved on October 26, 2013 from
https://www.cure4kids.org/ums/home/.
Dance Marathon. (2013). Children’s Miracle Network. Retrieved from
http://childrensmiraclenetworkhospitals.org/Partners/Sponsors/DanceMarathon
Dinners and Galas. (2013). Professionals. St. Jude Children’s Research Hospital. Retrieved from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=3ac66f9523e70110VgnVCM1000001e0215acRCRD&vgnextchann
95 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
3
el=79f4bfe82e118010VgnVCM1000000e2015acRCRD
DoSomething.org. (2013). Index on young people and volunteering. Retrieved from
http://files.dosomething.org/files/pictures/blog/2012-Web-Singleview_0.pdf
East-West Shrine Game. (2013). Retrieved from http://www.shrinegame.com/.
Fifty Fabulous Years. (2013). About St. Jude. Retrieved on October 26, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=d6e8095ed6d96310VgnVCM100000290115acRCRD&vgnextchann
el=14f291ee84376310VgnVCM100000290115acRCRD
Financial Statement. (2009). St. Jude Children’s Research Hospital. Guidestar. Retrieved from
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=6&ved=0CFcQFjAF&url=http%3A%2F%2Fwww.g
uidestar.org%2FViewEdoc.aspx%3FeDocId%3D1195661%26approved%3DTrue&ei=7tptUpPaKoXM2gWmsoDYCA&usg
=AFQjCNGVu4bvu-IFZd5Ngzj1KvwNL0d0TQ&sig2=xL7YXtBI-E0imt-ZAiq4rw&bvm=bv.55123115,d.b2I.
Friedman, W. (March 13, 2013). Trad 30 second spots shines, costs up 5%. Media Daily News. Retrieved from
http://www.mediapost.com/publications/article/195725/trad-30-sec-spot-shines-costs-up-5.html
Fundraising. (2013). St. Jude Memphis Marathon Weekend. Retrieved from http://www.stjudemarathon.org/fundraising-info.
Fundraising. (2013). Public Information Guide. St. Jude Children’s Research Hospital. Retrieved from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=0ea8fa3186e70110VgnVCM1000001e0215acRCRD
Gift Shop. (2013). St. Jude Children’s Research Hospital. Retrieved October 26, 2013 from http://giftshop.stjude.org/stjude/
Go Red for Women. (2013). American Heart Association. Retrieved from https://www.goredforwomen.org/
Google, Ipsos & Sterling. (2012). The new multi-screen world. Retrieved from
https://docs.google.com/viewer?url=http://ssl.gstatic.com/think/docs/multi-screen-world-
infographic_infographics.pdf&embedded=true
96
4
Guided by Hope. (2012). Annual Report. Susan G. Komen. Retrieved from
http://ww5.komen.org/uploadedFiles/Content/AboutUs/Financial/SGK002_AR_2011_2012.pdf
Hall, K. (August 29, 2013). Teen employment hits record lows, suggesting lost generation. McClatchy DC. Retrieved from
http://www.mcclatchydc.com/2013/08/29/200769/teen-employment-hits-record-lows.html
Halloween pinups for St. Jude. (2013). Cause-related marketing. St. Jude Children’s Research Hospital. Retrieved from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=ec0665cad7e70110VgnVCM1000001e0215acRCRD&vgnextchann
el=55ea8d1e36ad0110VgnVCM1000001e0215acRCRD#.Um3lc5Rgbp6
Hannock, M. (October 22, 2013). St. Jude Case Study. Presentation given to West Virginia University Capstone Students.
Hartwell, S. (July 3, 2013). Presenting the Plurals. YPulse. Retrieved from http://www.ypulse.com/post/view/presenting-the-
plurals
Hey St. Jude. (2012). St. Jude Children’s Research Hospital. Retrieved from http://heystjude.org/.
Hoops for Heart. (2013). American Heart Association. Retrieved from http://www.heart.org/hoops
Hospitals. (2013). Shriners Hospitals for Children. Retrieved from http://www.shrinershospitalsforchildren.org/Hospitals.aspx
Hundley, K. & Taggart, K. (June 6, 2013). America’s 50 worst charities rake nearly $1 billion for corporate fundraisers. Tampa
Bay Times. Retrieved from http://www.tampabay.com/topics/specials/worst-charities1.page
iamfeelingud. (n.d.) How I’d give away one million dollars. Teen Ink. Retrieved from
http://www.teenink.com/opinion/all/article/456764/How-Id-Give-Away-One-Million-Dollars/
Integrated Marketing @ St. Jude Children’s Research Hospital. (May 23, 2012). ANA. Retrieved from
http://www.ana.net/membersconference/show/id/MOCMAY12C2.
97 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
5
Joyaux, S. (March 15, 2013). “Donor fatigue” an excuse for poor fundraising practices. Non Profit Quarterly. Retrieved from
http://www.nonprofitquarterly.org/management/21961-donor-fatigue-an-excuse-for-poor-fundraising-practices.html
Kmart. (2013). Corporate Fundraising. St. Jude Children’s Research Hospital. Retrieved from http://www.stjude.org/kmart
Learn About Relay for Life. (2013). Relay for Life. Retrieved from http://www.relayforlife.org/learn/index
MacKenzie, J., McGuire, R. & Hartwell, S. (April 30, 2012). The first generation of the twenty-first century. Magid Generational
Strategies. Retrieved from http://magid.com/sites/default/files/pdf/MagidPluralistGenerationWhitepaper.pdf
MacLaughlin, S. (February 2013). Charitable giving report: How fundraising performed in 2012. Blackbaud. Retrieved from
https://www.blackbaud.com/files/resources/downloads/2012.CharitableGivingReport.pdf
Marketingvox, Rand Youth Poll, Seventeen & Packaged Facts. (September 8, 2012). Teenage consumer spending statistics.
Statistics Brain. Retrieved from http://www.statisticbrain.com/teenage-consumer-spending-statistics/
Markgraf, B. (2013). The average CPM rates for mobile advertising. Chron. Retreived from
http://smallbusiness.chron.com/average-cpm-rates-mobile-advertising-72201.html
Marrissa1996. (February 23, 2011). Letter to the editor. Teen Ink. Retrieved from
http://teenink.com/opinion/school_college/article/311487/Letter-To-The-Editor/
McClellan, S. (January 29, 2013). Costs for TV spots rocket 7%. Media Daily News. Retrieved from
http://www.mediapost.com/publications/article/192213/costs-for-tv-spots-rocket-7.html
Meet Our Partners. (2013). Thanks and Giving. St. Jude Children’s Research Hospital. Retrieved from
http://www.tg.stjude.org/partners.
Millennial parents: Hopelessly devoted to you. (June 2008). Millennial Marketing [Web log]. Retrieved from
http://millennialmarketing.com/2008/06/millennial-parents-hopelessly-devoted-to-you/
98
6
O’Donnell, F. (August 2011). Cause Marketing – US. Mintel. Retrieved from http://academic.mintel.com.
Oldenburg, A. (September 25, 2012). Celebs sing ‘Hey Jude’ for St. Jude. USA Today. Retrieved from
http://content.usatoday.com/communities/entertainment/post/2012/09/25/jennifer-aniston-celebs-sing-hey-jude-for-
st-jude/70001113/1#.Um8BqJRgbp4
Palley W. (April 2012). Gen Z: Digital in their DNA. JWT Intelligence. Retrieved from http://www.jwtintelligence.com/wp-
content/uploads/2012/04/F_INTERNAL_Gen_Z_0418122.pdf
Patient Resources (2013). St. Jude Children’s Research Hospital. Retrieved on October 26, 2013 from
http://www.stjude.org/patientresources.
Pediatric Cancer Genome Project. (2013). Research. Retrieved on October 26, 2013 from http://www.stjude.org/pcgp.
People Against Childhood Cancer. (n.d.) Ning. Retrieved from http://curechildhoodcancer.ning.com/forum/topics/st-jude-
childrens-hospital?page=2&commentId=2253982%3AComment%3A101699&x=1#2253982Comment101699
Peoples, G. (February 7, 2013). Business Matters: Pandora pauses, but Internet radio is on the rise. Billboard. Retrieved from
http://www.billboard.com/biz/articles/news/1538542/business-matters-pandora-pauses-but-internet-radio-on-the-rise
Pew Research Center. (February 24, 2010). Millenials: Confident. Connected. Open to change. Pew Social Trends. Retrieved from
http://www.pewsocialtrends.org/files/2010/10/millennials-confident-connected-open-to-change.pdf
Piper Jaffray. (Spring 2013). Taking stock with teens. Retrieved from
http://www.whiteboardadvisors.com/files/Taking_Stock_Teach-in_Spring_2013_MV_2.pdf
PSA Download Center. (2013). St. Jude Children’s Research Hospital. Retrieved on October 28, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=a47be730292e8310VgnVCM100000290115acRCRD&vgnextchanne
l=35c7e730292e8310VgnVCM100000290115acRCRD
99 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
7
Quick Facts. (2013). About St. Jude. Retrieved on October 26, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=434d1976d1e70110VgnVCM1000001e0215acRCRD&vgnextchanne
l=ee58ebc7a7319210VgnVCM1000001e0215acRCRD.
Radio Cares. (2013). Music Fans. St. Jude Children’s Research Hospital. Retrieved from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=6b0965cad7e70110VgnVCM1000001e0215acRCRD&vgnextchannel
=0a778d1e36ad0110VgnVCM1000001e0215acRCRD
Resonance. (2013). In Encyclopaedia Britannica. Retrieved from http://www.britannica.com/EBchecked/topic/499401/resonance
Sargeant, A. (August 15, 2013). Donor retention: What do we know & what can we do about it? Nonprofit Quarterly. Retrieved
from http://www.nonprofitquarterly.org/philanthropy/22708-donor-retention-what-do-we-know-what-can-we-do-
about-it.html
Shriners Hospitals for Children. (2013). Combined Financial Statements. Retrieved from
http://support.shrinershospitals.org/site/DocServer/2012_Combined_Audited_Financials.pdf?docID=4901
Social Mention. (2013). Retrieved on October 28, 2013 from http://www.socialmention.com/search.
St. Jude Children’s Research Hospital. (2013). Redbooks. Retrieved from http://www.redbooks.com
St. Jude Corporate Partners. (2013). Corporate Fundraising. St. Jude Children’s Research Hospital. Retrieved October 28, 2013
from http://www.stjude.org/stjude/v/index.jsp?vgnextoid=56297ff0be118010VgnVCM1000000e2015acRCRD
St. Jude Dream Home Giveaway. (2013). St. Jude Children’s Research Hospital. Retrieved October 26, 2013 from
http://www.stjude.org/aboutdreamhome.
St. Jude Overview. (2013). Public Information Guide. Retrieved on October 26, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=403c6f9523e70110VgnVCM1000001e0215acRCRD&vgnextchannel
=341c13c016118010VgnVCM1000000e2015acRCRD
100
8
St. Jude Sports. (2013). Sports Fans. St. Jude Children’s Research Hospital. Retrieved October 26, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=4279a4095bd67210VgnVCM1000001e0215acRCRD&vgnextchann
el=51c56107d394b210VgnVCM1000001e0215acRCRD
Support St. Jude in your community. (2013). How to help. St. Jude Children’s Research Hospital. Retrieved October 26, 2013
from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=23a218ab41d0b210VgnVCM1000001e0215acRCRD&vgnextchann
el=07ef18ab41d0b210VgnVCM1000001e0215acRCRD
Target. (2013). Corporate Fundraising. St. Jude Children’s Research Hospital. Retrieved from http://www.stjude.org/target
Team Up for St. Jude. (2013). Students and Teachers. St. Jude Children’s Research Hospital. Retrieved from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=801b251d2b175110VgnVCM1000001e0215acRCRD&vgnextchann
el=368150c1c5175110VgnVCM1000001e0215acRCRD
Team Up for St. Jude Spirited by Varsity. (2013). Team Up for St. Jude. St. Jude Children’s Research Hospital. Retrieved from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=f06b5a470debd210VgnVCM1000001e0215acRCRD&vgnextchann
el=d0995a470debd210VgnVCM1000001e0215acRCRD
The St. Jude LIFE & After Completion of Therapy Clinic Presented by Kmart. (2013). Clinical Programs. Retrieved October 26,
2013 from http://www.stjude.org/stjude/v/index.jsp?vgnextoid=e0a0fa3186e70110VgnVCM1000001e0215acRCRD
Topsy. (2013). Retrieved from http://www.topsy.com
U.S. Census Bureau. (May 2011). Age and sex composition: 2010. Retrieved from census.gov/prod/cen2010/briefs/c2010br-
03.pdf
Volunteens. (2013). St. Jude Children’s Research Hospital. Retrieved November 7, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=b0a46f9523e70110VgnVCM1000001e0215acRCRD
101 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
9
Ways to Help. (2013). St. Jude Children’s Research Hospital. Retrieved October 26, 2013 from http://www.stjude.org/waystohelp
What We Do. (2013). Children’s Miracle Network. Retrieved on October 28, 2013 from
http://childrensmiraclenetworkhospitals.org/About
Who We Are. (2013). ALSAC Careers. Retrieved on October 26, 2013 from
http://www.stjude.org/stjude/v/index.jsp?vgnextoid=05f2abb84975f310VgnVCM100000290115acRCRD&cpsextcurrcha
nnel=1
Yen, H. (June 13, 2013). Census: White majority in U.S. gone by 2043. NBC News. Retrieved from
http://usnews.nbcnews.com/_news/2013/06/13/18934111-census-white-majority-in-us-gone-by-2043
You think you know Millenials? Think again. (July 9, 2013). YPulse. Retrieved from http://www.ypulse.com/post/view/think-you-
know-millennials-think-again
Zmuda, N. (February 14, 2011). St. Jude’s goes from humble beginnings to media ubiquity. Ad Age. Retrieved from
http://adage.com/article/news/st-jude-s-humble-beginnings-media-ubiquity/148820/
102
Appendix A: Survey Questions
1
What is your gender? M F
What is your age? (Question Type: Multiple Choice–Only One Answer) 14-18 19-22 23-34 35-44 45-54 55-64 65+
How familiar are you with the following charities: Never heard of this charity --------------- Very familiar with this charity
St. Jude Children’s Research Hospital American Cancer Society Children’s Miracle Network Susan G. Komen for the Cure American Heart Association Shriner’s Children’s Hospital
Rank the following organizations based on your perception of them, from the one you like best to the one you like least:
St. Jude Children’s Research Hospital American Cancer Society Children’s Miracle Network Susan G. Komen for the Cure American Heart Association Shriner’s Children’s Hospital
Have you heard of and/or participated in the following events?
American Cancer Society Relay for Life Susan G. Komen Pink Out Game American Heart Association Hoops for Heart Children’s Miracle Network Dance Marathon St. Jude Children’s Research Hospital Team Up for St. Jude High School Shrine Game
103 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
2
What factors would make you want to participate in one of these events? I like the charity this event supports My friends are participating My family wants me to participate The event is taking place at school with students from my school The event is taking place outside of school with students from several schools Participation requires little commitment (buy a t-shirt or donate to a bake sale) Participation requires a big commitment (asking for donations or sponsors, attending an event for several hours during your free time)
The following are facts about St. Jude. Rank them in order of how important these characteristics are to you.
Families never receive a bill from St. Jude for treatment, housing or food. St. Jude treats families from all 50 states and more than 70 countries. 81 cents of every dollar raised goes to the hospital to cover costs for families. Treatments invented at St. Jude have helped push the overall childhood cancer survival rate from 20% to 80%. St. Jude is working to increase the overall childhood cancer survival rate to 90% in the next decade. St. Jude is supported by individual donors whose average donation amount is $30.
Have you participated with a charity during the past three years?
Y/N What factors would make you consider participating with a charity?
I’m not interested in participating with a charity. My parents asked me to support the charity. My friends asked me to support the charity. My teachers/counselors/adult leaders asked me to support the charity. I know someone who was impacted by the charity. I know someone who was impacted by the cause the charity supports. I feel like my participation will really make a difference. There are fun ways to get involved. (Ex: Interesting events) I think this is a high quality organization. I can see exactly what my donation is doing.
Pick three words from the list below that characterize the kind of charity you would want to get involved with:
Relatable Popular Serious Inspirational Light-hearted Generous Accessible Creative Impactful Active
104
3
How do you learn more information about charities or causes? Talking to family Talking to friends Talking to teachers/counselors/adult leaders Visiting the organization’s website Following the organization’s social media pages Watching videos about the organization Reading articles about the organization Hearing more through ads about the organization
When the following groups talk about a charity how likely are you to pay attention?
Family Teachers/counselors/adult leaders Friends News media Celebrities
When the following groups talk about a charity how likely are you to do more research to learn more on your own?
Family Teachers/counselors/adult leaders Friends News media Celebrities
When the following groups talk about a charity how likely are you to tell others about that charity?
Family Teachers/counselors/adult leaders Friends News media Celebrities
Do you have a smartphone?
Y/N How do you use your smartphone?
Talking on the phone Texting Using social media Watching videos Looking at websites Using apps
What is your favorite app that isn’t a social network (like Instagram, Twitter, etc.)?
[free response]
105 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
4
Which social networks do you use most often? Facebook Twitter YouTube Vine Instagram Snapchat Kik Pheed
How often would you use the following social networks to talk about a cause that’s important to you?
Facebook Twitter YouTube Vine Instagram Snapchat Kik Pheed
Please provide any additional comments in the box below. (Question Type: Comment/Essay Box)
106
Appendix B: Survey Responses
107 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
108
109 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
110
111 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
112
113 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
114
115 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
116
117 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
118
119 St. Jude Children’s Research Hospital | Integrated Marketing Plan
Diligent Research | Integrated Strategy | Responsible Execution
Appendix C: Focus Group Moderator’s Guide
1
Welcome – I’ll be recording this session so I can transcribe your comments later and focus on really listening to what you have to say now. Intro – Acct Manager at ad firm in Burlington; 10 years marketing experience (wish I had a mktg class in hs); getting my Master’s … this is my final project. Purpose – I’m developing a campaign to get teens engaged w/ St. Jude children’s research hospital. I need your help as my first test audience for the campaign. I want to find out how you’re relating to the message, what is drawing you in and what is turning you off. I’ll be going over a series of several questions to learn as much as I can about what you think and – more importantly – why you think it. Ground Rules –
• Candy – say something; get a piece of candy • No need to raise your hand, but please don’t’ interrupt each other • There are no right or wrong answers. It’s important to me (and ultimately to St. Jude) to know what you really think. if you
find yourself having a totally different set of experiences, or a different opinion than the rest of the group, I need to hear it, since you will be representing a sizable portion of the people out in the real world who just didn’t happen to be in the group today to support your view. So, I hope you will have the fortitude to speak up. If you don’t speak up, I’ll be seriously misleading St. Jude and seriously misrepresenting teenagers, since an important point of view will not be noted in my report.
Ready? Let’s get started. What color is your toothbrush? [Introductory, easy-to-answer question to get students engaged] Tell me a story about your worst vacation ever. [Introductory, practice to get students to think deeper.] [Now I’ll be talking about the St. Jude campaign. I’m going to talk you through a visualization about how you might come in contact with the various campaign elements. I want you to really imagine going through these motions. Grab onto the emotions – the excitement/boredom/inspiration/etc that you feel at various points in the campaign. THAT’s what I want to talk about. ] Have students visualize coming into contact with all the various touch points, much the same way that my example teen Colby did
120
2
in my Week 5 post.] When all is said and done, what do you remember most about this campaign? What parts of this campaign do you see yourself getting excited about? What parts of this campaign would you likely ignore? I’m going to start a sentence and I want you to finish it. If I saw the St. Jude Heroes campaign, I’d tell my friends that…. What’s really important that I’m leaving out of this campaign? One of the original ideas for this campaign was to play off of the “saint” in St. Jude and instead focus on “Be a Saint” instead of “Be a Hero.” How would that change affect your reaction? What else haven’t you had a chance to say? [Close by providing my contact info so participants can reach out if they have other insights and opinions they didn’t get to express or didn’t feel comfortable expressing.]