Marci Nauman - IMC 636 Final Campaign

A proposal to activate young professionals in a life-
long engagement with St. Jude Children’s Research
Hospital.
Presented on December 22, 2014 by Marci Nauman
be[cause]
630.456.2702
becauseonline.org
St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL.
the world
Change
Engageyoung professionals
Savechildren’s lives

Ms. Melanee Hannock
Vice President, Marketing
St. Jude Children’s Research Hospital
262 Danny Thomas Place
Memphis, TN 38015
December 22, 2014
Dear Ms. Hannock,
Like you, we imagine a world where no child is afflicted with cancer or deadly diseases; where every
child is free to laugh and play without fear of contracting a virus that will invade a weakened immune
system; where children are allowed to be children. We want to help you make that world a reality.
Inside these pages you will find our proposal to activate young professionals in a life-long
engagement with St. Jude Children’s Research Hospital. We will do this through a multi-media
approach that increases brand awareness, facilitates easy donations (we have an app for that), and
encourages social activity. Additionally, we will help you engage your current team of employees and
volunteers, to ensure your organization as a whole is on the same page and working in harmony.
Finally, we will show you how to measure the results of these strategies, so you can understand what
works best for your organization going forward, and stay accountable to your donors and board.
Unlike other agencies, we partner exclusively with cause-driven organizations. We have learned to be
more creative while accounting for every dollar spent. Because we are passionate about St. Jude’s
mission, we will work harder, bolder, and better; investing ourselves completely in your success. We
will work alongside you to fully understand your goals, integrate your ideas and strengths, and
overcome barriers that stand between St. Jude and the world you’re trying to reach.
Ms. Hannock, to allow sufficient time for you to review this proposal over a busy holiday season, I will
follow up via phone call on January 5th
to set up a time to go over this proposal in detail. If you have
any questions between now and then, please feel free to give me a call.
Thank you for your time.
Marci Nauman
Founder & CMO
cc: Ms. Shelby Anderson
Ms. Katie Foster
be[cause]
marketing with purpose
st. louis office
630.456.2702
becauseonline.org

TABLE OF CONTENTS
Executive Summary 1
Who We Are 2
Situation Analysis 4
St. Jude history 4
Challenges & Opportunities 6
Competitive Landscape 7
Audience Insight 9
Young Professionals 9
Internal Audience 15
SWOT Analysis 16
St. Jude Brand Positioning 18
St. Jude Brand Personality 19
St. Jude Brand Perception 21
Integrated Communication Strategy
Statement 22
Creative Brief 23
The #save4change Campaign 24
Big Idea 24
Communication Objectives 24
Communication Strategies 24
Communication Plan 26
Budget Summary 26
Creative Executions 28
Internal Campaign 29
“I’m Changing the World” Videos 32
Social Media 34
Microsite 37
Round-up App 39
Direct Mail 41
Radio 44
Television 46
Guerilla Marketing 48
Physical Touch Points 50
Year-End Event 52
Thank you 53
Focus Group 56
Campaign Evaluation 58
Conclusion 60
Appendix
Press Release i
Online Survey ii
Questions ii
Results vi
Focus Group Moderator’s Guide xi
References xiii

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [1]
EXECUTIVE SUMMARY
Be[cause] has developed a comprehensive plan designed to introduce St. Jude Children’s
Research Hospital to a new young professional audience, then engage them in active fundraising.
The young professional market consists of more than 40 million men and women who want
change the world. They want to solve the world’s problems, but they don’t know how. This
campaign will tell them how, and why to partner with St. Jude.
It is clear in the research that the young professional audience wants to change the world, but
they prefer to do it through an existing program, rather than seeking out ways to donate time or
money on their own. The #save4change campaign addresses these desires in an all-encompassing
plan that includes a variety of traditional and digital media tactics. The use of the word “change”
throughout the campaign connects the idea that something as insignificant as spare change,
when combined with thousands of other’s spare change, can make a huge difference in the world
by changing the landscape of childhood cancer treatment.
With exclusive experience working with cause-driven organizations, be[cause] understands the
challenges St. Jude is facing, and how to overcome them. This campaign has three components
that build off each other to meet business goals.
1. Introduce St. Jude to the audience as the premier research organization dedicated to
treating, and eradicating, childhood cancer. This will be accomplished through a
combination of hard statistics and humanized elements.
2. Make donating to St. Jude easy and fun through relevant technology and physical touch
points.
3. Celebrate a year of hard work at a year-end event that encourages social fundraising and
continued support.
Communication tactics are carefully developed and planned to deliver the right message at the
right time. Rather than creating a fundraising campaign, be[cause] has crafted a life-long donor
engagement plan. Rather than depending on emotional appeal once a year, this plan engages the
audience logically to compel them to give all year long. While dropping fifty cents into a piggy
bank at the end of the day may not seem like much, when that fifty cents is aggregated over
several years and over thousands of people, it adds up to a lot. Over time, this audience will
advance beyond donating their spare change, to making significant contributions as they prosper
in the careers.

WHO WE ARE
About Be[cause]
Established in August 2014, be[cause] was founded on the idea that the greatest fulfillment in life
comes when an individual has devoted her life to a cause. As a collective group, we hold many
different causes close to our hearts, and we embrace the causes of our clients. Be[cause] does not
hold one mission higher than another, but instead stands on the belief that working for the
greater good is a far nobler endeavor than working for a profit.
Mission statement
Be[cause] connects cause-driven organizations with marketing strategies that ignite passions and
drive action; identifying opportunities to engage new audiences and further activate current
donors, volunteers and advocates through an integrated marketing approach.
What We Do
We partner with organizations who work towards a greater good, in order to provide an
integrated marketing plan that breathes the passion of the organization, and drives action. We
give legs to causes, allowing our clients to expand awareness and impact. Because when you
believe in what you’re doing, you work harder, bolder, and better. We do this a number of ways,
based on the needs of the organizations we work with. With an extensive background in non-
profit and cause marketing, be[cause] offers solutions related to branding, direct marketing,
advertising, public relations, and everything in-between.
Core Competencies
Be[cause] executives have extensive experience in the following areas:
• Marketing Strategy & Planning
• Marketing Communications
• Event Development
• Financial Management
Additionally, we employ a team of talented individuals with expertise in:
• Market Research & Analysis
• Positioning & Branding
• Public Relations
Our Approach
Our approach is simple. We partner with our clients and work together to:
Understand the situation, the marketplace, and the various audiences.
Strategize the best solutions given the nature of the project and budgetary confinements.
Deliver measured results, ensuring a thorough understanding of the ROI for each strategy.
Who We Are
If our agency were a person, we believe she would fall into the INFJ (introversion, intuition,
feeling, judging) personality type. We employ talented individuals with a variety of personalities

which we believe makes us well rounded, and stronger as a whole. However, the key personality
traits of an INFJ closely resemble our agency’s overall personality and DNA.
• Creative. We combine our vivid imagination with a strong sense of compassion to
resolve challenges.
• Insightful. We see how people and events are connected, and use that insight to get to
the heart of the matter.
• Inspiring and Convincing. We have a fluid, inspirational writing style that appeals to
the inner idealist in our audience.
• Decisive. We follow through on our ideas with conviction, willpower, and the planning
necessary to see complex projects through to the end.
• Determined and Passionate. We pursue our goals with conviction and energy.
• Altruistic. We believe that our ideas will make the world a better place.

SITUATION ANALYSIS
ST. JUDE HISTORY
Overview & History
Built on the dream and promise of one man, St. Jude Children’s Research Hospital’s (St. Jude)
mission is to advance cures, and means of prevention, for pediatric catastrophic diseases through
research and treatment. Consistent with the vision of founder Danny Thomas, no child is denied
treatment based on race, religion or a family's ability to pay. (St. Jude Mission, 2014).
Located in Memphis, Tennessee, St. Jude works aggressively to research and cure cancer and
other childhood diseases. When founded in 1962, children with cancer had only a 20% survival
rate, and those with the most common form, acute lymphoblastic leukemia, had only a 4%
survival rate. Today, thanks to the support of donors and hard work of doctors and researchers at
St. Jude and other organizations, the survival rate of childhood cancer is 80%, and 94% for those
with acute lymphoblastic leukemia. These statistics are a reason to celebrate, but there is still
much work to be done. St. Jude will not stop until they have reached a 100% survival rate (M.
Thomas, Personal Communication, October 2, 2014).
To accomplish their goals, St. Jude requires two million dollars every day to cover research,
treatment, and operational costs. To retain non-profit status, 75% of this funding has to come
from donations, making fundraising a significant business and marketing priority.
Hospital & Research
St. Jude’s dedication to saving children requires a commitment to research. The hospital sees
about 7,800 patients each year, predominantly on an outpatient basis for research programs. (St.
Jude Overview, 2014).
In addition to researching how to treat diseases, St. Jude offers an outstanding survival support
program, The St. Jude LIFE & After Completion of Therapy Clinic Presented by Kmart, which
tracks over 4,000 post-treatment adults to ensure they remain disease-free and receive the
medical and emotional support they need. The ACT Clinic is the largest long-term follow-up
clinic for pediatric cancer patients in the U.S. and is regarded as one of the best and most
extensive of its type in the world (The St. Jude LIFE, 2014).
The St. Jude campus in Memphis houses 2.5 million square feet of research, clinical and
administrative space, including a recent expansion that doubled the size of the original campus.
Six affiliate hospitals rounds out St. Jude’s U.S. presence. These affiliates are spread through the
Midwest and mid-south regions. 20 partner sites in 15 countries expand St. Jude’s international
outreach program to improve the survival of children with cancer and catastrophic diseases
worldwide. Through the sharing of knowledge and technology, St. Jude and its’ affiliates,
partners and alliances are able to combine resources and expertise to prevent and treat childhood
cancer and catastrophic diseases. (St. Jude overview, 2014).

Marketing & Fundraising Efforts
Extensive fundraising and volunteer needs and a limited budget creates a unique situation for St.
Jude. With more than 5 million donors, and the average gift of just $30 (Zmuda, 2011), an
extensive marketing program is required to cultivate these relationships while establishing new
ones. Never afraid of a challenge, St. Jude has taken a multi-channel approach to meet donors in
every cycle of life.
Advertising
St. Jude uses traditional and emerging media to reach their various audiences. Perhaps
the most well known marketing campaign for St. Jude is the “Thanks and Giving”
campaign developed in 2003 by Marlo Thomas and her siblings. “The St. Jude Thanks
and Giving campaign unites celebrities, media, retail and corporate partners in asking
consumers to donate while they shop and support the lifesaving mission of St. Jude”
(St. Jude Children’s Research Hospital, 2014). More than 60 corporate partners
participate in this campaign, which receives extensive advertising and media support.
Partners encourage customers to make donations to St. Jude, while others create
dedicated St. Jude products whose proceeds directly benefit the hospital, or hold special
events.
Social Media
St. Jude’s current social media presence is good on Facebook, but there is a lot of room
for improvement on Twitter.
Facebook
St. Jude has over 1.7 million likes on Facebook, with each post generating between
1,500 and 35,000 likes. On average, 5 or 6% of the total number of likes shares
each post. St. Jude joined Facebook in 2007, but in 2012 when they launched “St.
Jude Moments”, the brand really took off. This campaign connects with the
audience on a personal level by spotlighting a current St. Jude patient every week.
Rather than asking for donations, this campaign reminds the audience of the
mission of the brand: the children they are trying to save. The social media team is
also quick to reciprocate support, by responding to every comment and post and
thanking donors on a regular basis. This brand presence is what earned St. Jude
the title of Most Loyal Brand Following on Facebook by Louddoor in 2013
(Wilson, 2013). St. Jude beat out Facebook itself for that honor.
Twitter
St. Jude tweets are generating fewer than 10 likes or retweets each. The most
popular recent tweet was in late November when Marlo Thomas opened the new
Marlo Thomas Center for Global Education and Collaboration. St. Jude’s tweet
and photo about the event generated 93 retweets. When Hilary Clinton tweeted a
similar post, it was retweeted 516 times.

Partners and donors use Twitter to generate additional awareness and financial
support on behalf of the brand. “The hospital has partnered with many other
brands that are equally invested in promoting their associations with the
nonprofit. That means that all parties will tweet about each others’ programs and
affiliations” (Washenko, 2012). Bailey Browning, age 12, uses her twitter network
to raise money for St. Jude. Since 2010, she has raised more than $62,000 after
meeting her friend in kindergarten who was undergoing treatment for Leukemia.
Baily set up a fundraising account, posted a link to twitter, and the donations
started rolling in thanks to her connections to cast members of the television show
Chuck. (Roman, 2013).
Events
St. Jude engages audiences through a variety of events designed to raise awareness and
funds for the hospital. The hospital’s fundraising events are designed to reach people of
all ages, with the youngest seeking donations from parents and friends. The events
include tricycle races for toddlers, walkathons, radio-thons, golf tournaments, house
raffles, fancy dinners, and all-night dance parties and Greek events on college campuses.
The hospital has more than 1,000 people on its fundraising staff, many of which work
with local volunteers to plan grass-roots events. (Hall, 2012).
Partnerships
St. Jude partners with corporations and organizations to sponsor events and raise funds
for the hospital. Fraternity and Sorority partnerships, like the one with Delta Delta Delta,
raise money for naming rights to rooms and floors of the hospital. In 15 years, Tri Delta
has raised $30 million dollars for St. Jude (Delta Delta Delta, n.d.). Corporate
sponsorships range from retail partnerships during the holiday season allowing
customers to donate a dollar at the register, to large sponsorships of events. Each
partnership plays an important role in raising awareness and funds for St. Jude.
CHALLENGES AND OPPORTUNITIES
According to a 2012 report by GuideStar (McLean & Brouer, 2012), non-profits that rely on
charitable donations have faced a decline in number of donors, reduced donation amounts, and
an increase in need for services in recent years. St. Jude is no exception, citing a disengagement of
the young professional market (K. Evans, Personal communication, October 2, 2014). So, while
operational costs are increasing, it is also becoming increasingly difficult to generate the
donations needed to offer those services.
Fundraising is a tedious job with little reward. In response to this summer’s overwhelmingly
successful ALS Ice Bucket Challenge, Barry White, Director of the Master of Science of
Fundraising Management at Columbia University, said in a recent Forbes article (Fortenbury,
2014), “Charities may get the impression from this challenge that it’s easy to make money if you

find a gimmick and get people to do it. But charities need to do more work at maintaining
relationships or growing them, since 40-50 percent of new donors don’t come back.”
While Millennials are more cause-driven than their predecessors, many organizations are vying
for their attention. Young professionals have many options when choosing where to donate their
time and money, with several opportunities within the same cause-segment. Marty Neumeier
concisely states (as cited in Smith, 2011), “customers have choices – and if you don’t stand out,
you lose.” With all of the messages they encounter on a daily basis, it is no surprise that
Millennials experience cause-fatigue, making it important for St. Jude to position itself as more
than just another charity.
“More so than their parents, Millennials often stress they want their donation dollars to be spent
wisely and accomplish the good they desire” (Dagher, 2014). They do not want their dollars tied
up in overhead and administration – they want their money to go directly to the cause. For St.
Jude, that means demonstrating how donations are directly impacting sick children, through
research breakthroughs, treatment, the no-bill policy, and overall results like raising the survival
rate for childhood cancer.
Key Takeaways:
• To overcome cause-fatigue, St. Jude should position itself as a results-driven organization
rather than just a charity.
• Communicating how donations are spent, organizational results, and medical
accomplishments is important to the target audience.
• St. Jude should identify ways to maintain relationships with donors as a key to
fundraising success.
COMPETITIVE LANDSCAPE
With more than a million public and private non-profit charities in the U.S. (Chalmers, 2013), St.
Jude has a lot of competition for a specified number of discretionary dollars. Among those
million, several large organizations in the medical research and health-related cause segments are
competing directly with St. Jude for the same audience’s time and money. The American Cancer
Society and The Miracle Children’s Network Hospitals represent two of St. Jude’s top
competitors within the healthcare sector, specifically those that focus on childhood diseases
and/or cancer.
American Cancer Society
The American Cancer Society connects with audiences through the idea and tagline “The official
sponsor of birthdays.” They have also established themselves as a premier cancer research
organization with the simple website URL cancer.org. Director of Brand Strategy at the American
Cancer Society, Andy Goldsmith, works hard with his team to express the brand promise
through all marketing channels, from advertising through the brand experience (Turner, 2013).
Everyone in the world wants more birthdays for themselves and their loved ones, so the brand’s

tagline is used with all audiences, though there are variations in messaging depending on the
platform.
This brand reaches the Millennial audience through events like Relay for Life, and commercials
like “A crucial Catch”, created in partnership with the NFL, and which topped Nielson’s chart of
memorable ads among Millennials in October 2014 (Poggi, 2014). ACS’s partnership with the
NFL also creates awareness and donations, though the amount of donations generated through
pink accessories during October has recently come under scrutiny.
The brand’s social media presence presents a varied but cohesive message. They share stories
about cancer survivors, general information about cancer prevention and healthy living, direct
pleas to donate, and technical information and statistics about cancer research. This approach
appeals to a variety of audiences from both an emotional and logical perspective.
Children’s Miracle Network Hospitals
The Children’s Miracle Network Hospitals (CMN) organization takes a different approach by
fundraising to support 170 partner hospitals across the nation. Thought CMN is headquartered
in Utah, donors are able to drive by their local partner hospital every day, making awareness a
different type of challenge. While these hospitals do treat childhood cancer, they also treat
everything from serious injury to AIDS.
A popular fundraising tactic for this group is the sale of paper balloons at retail outlets during the
month of October. Additional fundraising activities are similar to those conducted by St. Jude,
including sports-related events and radio- and tele-thons. National sponsorships include Miss
America, Dairy Queen and IHOP, all of whom host fundraising activities and events on a
national basis. For the college-age group, CMN hosts a dance marathon, which promotes a
yearlong educational experience culminating in a 12-40 hour-long dance event. (Help, n.d.)
Key Takeaways:
• Both competitors have significant brand awareness and similar fundraising activities as
St. Jude.
• ACS’s current ties to the NFL may be a hindrance due to recent press regarding donation
allotment.
• ACS’s messaging includes statistics and results that appeal to the Millennial audience.

AUDIENCE INSIGHT
YOUNG PROFESSIONALS [target audience]
Generation Y, or Millennials, make up a significant group of potential donors and volunteers for
St. Jude. This audience segment is comprised of men and women born between approximately
1977 and 2000, though the exact years are debated. With the college portion of this audience
addressed by targeted strategies, it is the young professional segment that offers an opportunity
primed for St. Jude to activate and engage.
PRIMARY RESEARCH
Be[cause] designed and distributed a survey via email to 24 young professionals on October 24,
2014, then shared on Facebook and LinkedIn the following day. The email list was pre-vetted,
meaning that each member had already indicated their intent to participate, but did not know
the subject of the survey ahead of time. 21, or 87.5%, of the email audience responded to the
survey. An additional 36 members of the target audience completed the survey through social
media links, for a total of 57 respondents. Questions were designed to dive into feelings and
behavior toward charities. A complete list of questions and responses can be found in the
appendix.
Key survey results:
• 37% donate money on a monthly basis; 11% have never donated money to a charity
• Top five causes: religious, children’s issues, education, poverty issues, and medical
research
• Strongly prefers email and social media communication from charities
• 69% feel they are making a difference when they contribute to charity
• 66% do not feel that their salary is a factor in donating to charity
• 65% prefer to donate when they can see a direct result
• No strong preference for tying fundraising to an event
• 58% donate between $1 - $100 to a single charity on an annual basis; 12%
donated between $1,000 - $5,000
• 66% have not donated to St. Jude in the past but would consider it
0-5
6-10
11-20
21+
Avg. Volunteer Hours (Monthly)

Key Takeaways:
• Do not assume that this audience does not have enough money to give. They don’t
believe it, so we shouldn’t either.
• Assuming St. Jude’s cause aligns with the donors, the next most important thing is to
communicate where those dollars are spent. It is important to this audience that their
dollars are spent directly to help children, not on fundraising or administration.
• This audience has a strong affinity for donating time and money to causes they believe in.
While the total dollars spent may be low, reeling them in at this stage in life can create
long-term brand advocates.
• Significant work needs to be done to increase brand awareness. Finding ways to engage
younger audiences and carry them through to this age group would be beneficial.
Very
Positive
25%
Positive
38%
Neutral
35%
Negative
2%
Current Brand
Perceptions
0
10
20
30
40
50
Workplace Initiatives Music-related Sports-related Auctions or
giveaways
Dinner or gala
Preferred Fundraising Activities
Mission/
Cause
53%
How
Funds are
Used
26%
Other
21%
Most Important Factor
When Donating Money

Secondary Research
Much research has been published regarding the target audience. Through these studies,
be[cause] has compiled the most relevant information for this campaign.
Diversity
Immigration fueled the growth of this generation, resulting in a more diverse group of people
than ever before. The Hispanic population is expected to grow 167% by 2050, with Asians close
behind with anticipated growth of 142% (Nielson, 2014). St. Jude’s mission to never turn a child
away regardless of color, creed or ability to pay is in line with the culturally diverse generation,
though it will be critical that this diversity be matched in marketing and programming.
It is interesting to note that St. Jude donors are predominantly Caucasian (70%). There could be
opportunities for growth among other ethnicities.
Relationship Status
Fewer Millennials are getting married, compared to previous generations, though 36% of females
in this age group have had children (Nielson, 2014). This demonstrates a shift in focus from
marriage to parenthood. A recent survey (Wang & Taylor, 2011) indicates that 52% of
Millennials value parenthood while only 30% say the same of marriage. While the two used to go
hand in hand, Millennials no longer see single or unwed parenthood as negative.
Income and Assets
Young professionals age 21-30 are early in their careers, but that does not mean they do not have
any income. As a whole they were significantly affected by the Great Recession and are
Caucasion
70%
Hispanic
18%
African American
5%
Asian
4%
Other
3%
St.
Jude
Millennial
Donors
(Race)

experiencing high unemployment, student loan debt, and low income. However, they are more
educated that any other generation, and those with an entrepreneurial spirit have found success.
A recent report by Nielson (2014) indicates that younger Millennials, age 18-27, have a median
income of $25,000, while older Millennials, age 28-36, have a median income of $48,000. The
same report indicates that this generation makes up 14.7% of those with more than 2 million
dollars in assets, more so than Generation X.
Technology & Social Media
Having grown up in the digital age, Millennials are often referred to as the social generation. 75%
own smartphones, and they use them predominantly for texting and social media. The top apps
in terms of time spent include Facebook, Instagram, Candy Crush Saga, and Twitter (Nielson,
2014). In regards to social media, Millennials have an average of 319 friends on Facebook, and
will update their Facebook status several times throughout the day, sometimes from the
bathroom. They use social media to connect with friends and discuss purchase and trends.
Millennials rely on the advice of friends more than experts. In fact, receiving buy-in from peers is
important to this generation, which is why marketing messages aimed at this audience should be
easily shareable on social media. Videos, photos and hashtags offer the greatest propensity for
virility.
Media Consumption
As a whole, Millennials value self-expression and creativity, apparent in their ties to music and
media. Those ages 25-34 are the highest streamers and downloaders of music. This can be used to
St. Jude’s advantage since about 25% will try a brand or product if they sponsor an event for a
music artist they like.

An endorsement campaign with a music artist has been shown to increase buy rates of a
product by as much as 28% among the artist’s fans. An endorsement campaign by an
artist has been shown to increase a brand’s market share by as much as 2.4 points among
the artist’s fans. (Nielson, 2014).
This generation does not read the newspaper, but
they read more magazines than previous generations.
Music, television, books and magazines are accessed
digitally through mobile devices, and they are often
multi-tasking while consuming the media, often
commenting on what they like or dislike about a
television show as they are watching it.
Philanthropy
Despite a low income, 75% of Millennials made a
charitable donation in 2011, though typically less
than $100. 71% have raised money on behalf of a
non-profit, and more than half volunteer their time.
This generation wants to make a difference in the
world, but they also want it to be easy to do so. They
are more likely to contribute via a company’s cause-
driven program than to do so on their own (Ray,
Willis & Pattat, 2012). The most common causes for this generation are children’s charities (Ray,
Willis & Pattat, 2012), education, poverty and the environment (Nielson, 2014).
According to Miller (2013, loc. 866), “Generation Yers are more likely to give when they feel they
are part of a community of change. They see themselves as connected global citizens and are
confident that together they can correct injustices of the past and make the world a better place.”
Historically, St. Jude has done a good job connecting with Millennials, though recent years have
shown a decline in the number of donors in this age group. As a group, Millennials have a higher
average household income than St. Jude’s average donor, with 34% of St. Jude’s active 2013
Millennial donors having an average household income of $75,000 or greater (Ray, Willis &
Pattat, 2012). This demonstrates a financial ability, at least on paper, for this age group to make
significant contributions.
Live, Work and Play
Unlike previous generations, Millennials prefer to live in urban centers where they can live, work
and play without having to fight traffic. Many suburban areas are transitioning to “New
Urbanism” which emphasizes diversity in housing types and populations, walkability and eco-
friendly public transportation, historic preservation, and community (Nielson, 2014). When
trying to reach this generation, St. Jude should look to popular urban areas like Austin, Texas;
Washington, D.C.; San Francisco, CA; San Diego, CA; Denver, CO; and Chicago, IL (Marketing
Charts, 2014), which are among the top 10 U.S. markets by concentration of wealthy Millennials.
MILLENNIALS PREFER PERFORMING
CAUSE WORK IN GROUPS VS. INDEPENDENTLY
78%
22%
THEMILLENNIALIMPACT.COM
FOR MORE INFORMATION, VISIT:

TARGET AUDIENCE HIGHLIGHTS
The young professional audience encompasses a large group. For the purposes of this campaign,
be[cause] will focus on a smaller audience.
Age: 21-30
Live: Urban centers including: Austin, TX; Washington D.C.; San Diego, CA; San Francisco, CA;
Denver, CO; Chicago, IL; Boston, MA; New York, NY; Baltimore, MD; Seattle, WA.
Ethnicity: While highly diverse, this campaign will focus on a generalized English-speaking,
American-born audience.
Relationships: In a relationship, has at least one child.
Income: At least $60,000 annual household income; maintains steady employment
Education: Has at least a bachelor’s degree
Social Media: Spends significant amount of time on social media; has an extensive network
Technology: Owns and utilizes a smart phone several hours every day
Media: Access media on mobile devices; Enjoys music and popular television shows
Philanthropy: Has history of giving; does not currently have a strong partnership with a
competing organization.
Current Feelings Toward St. Jude: Positive brand perception; has an affinity for pediatric
health causes
Meet Adam & Miranda
Adam and Miranda are both 29-years old living
in Chicago. Miranda earned her master’s in
marine biology and works at Shedd Aquarium
while Adam works as a senior software
engineer. They both commute easily from their
2-bedroom condo in Lincoln Park where they
live with their one-year-old daughter.
Combined, they make $110,000 annually. Their
condo cost $325,000, they each have significant
student loans, and one car payment.
Though together since college, Adam and Miranda have not married, but do have a child
together. They have many similarities with a traditional married couple with a joint checking
account, shared expenses and dual parenting. Evenings and weekends are spent trying new
restaurants in their neighborhood (they love sushi), taking walks along Lake Michigan, or
spending time with friends and family.
Miranda is active on Pinterest, often pinning recipes, though she rarely cooks, and Facebook
where she connects with friends. Adam spends his time watching television and movies on
Netflix through his mobile devices, or playing games with his friends virtually. Both have a smart

phone, tablet and a laptop, but no television. They also make do with just one car, a 2009 Nissan
Altima, since they rely mostly on public transportation.
Politically, they do not associate with either Republican or Democratic parties. Instead, they fall
somewhere in the middle, depending on the issue. They typically support issues and causes that
promote freedom and equality for all people, as well as environmental issues. Financially, they
support the Shedd Aquarium, and a child through Children International. They also contribute
to causes at the register of their favorite retail stores, or when catastrophe strikes, like Red Cross
donations after hurricane Katrina, the Japanese tsunami or the Joplin tornado. Since having a
baby, child-related causes, especially those related to health and education, have become
increasingly important.
Their favorite brands include Target, The Limited, Apple, their local farmers market, Peet’s
Coffee, and Trader Jo’s. They also do a lot of online shopping, always looking for a good deal.
Miranda scouts out deals to local establishments on Groupon as a way to explore and patron her
local shops while also saving money.
Over the next five years, Miranda and Adam hope to have another child. Miranda is excelling in
her job and expects to receive a promotion in that time, while Adam anticipates continuing in his
role as a senior software engineer consultant. They love their condo and neighborhood, and do
not plan to move any time in the near future, though they expect that a second child could
necessitate a move eventually.
INTERNAL AUDIENCES [secondary audience]
The 2014 employee engagement report from Quantum Workplace (Hackbarth, Weisser &
Wright, 2014) reveals that 6.6% of employees at companies and organizations across the USA are
disengaged from their work, resulting in reduced profits and lower customer satisfaction rates.
On the opposite side of the spectrum, fully engaged employees, or those who work the hardest
and speak favorably about the organization, account for 68% of employees. The top drivers for
engagement include: Positive future outlook, confidence in leadership, and valuing employees.
An important part of the campaign will address how St. Jude can communicate with employees
and fully engage them in the process.
The internal audience at St. Jude Children’s Research Hospital is an important secondary
audience for the organization to consider during this campaign. This internal audience is
comprised of scientists, doctors, management, staff, and a vast network of volunteers and local
chapters. The demographics and psychographics of this group vary greatly, but one common
thread is the mission of St. Jude. It will be important to remind them of the significance of the
mission and the value of their individual roles, whether on the front line working with children
and their families, or behind the scenes scrubbing floors or writing research findings. The success
of the campaign presented by be[cause] will rest on the shoulders of these men and women.
Generating excitement among this group and full engagement will be a priority.

SWOT ANALYSIS
Strengths
St. Jude’s strengths center on the hard work the organization has completed thus far to create a
positive brand image and set up internal systems to support marketing and fundraising efforts.
The sheer number of volunteers in place, as well as the variety of events held across the country is
impressive. These efforts are hugely significant in terms of fundraising efforts and it is a strength
to have these already in place. The fact that the organization has not had bad press is also seen as

a positive; being seen as trustworthy is an important part of reaching the millennial market and
donors in general.
Weaknesses
Weaknesses for St. Jude are mostly related to internal costs and revenue streams. The changing
healthcare landscape and change in insurance policies, while external, impact the internal staff
who submit paperwork to insurance companies, requiring more time and training, and could
negatively impact the amount of revenue from this source. Additionally, the amount of capital
required to operate on a daily base is significant. Some potential donors may question where
their dollars are going with that significant overhead.
While St. Jude has an expansive campus, its location in the Midwest may affect its global reach
and national brand recognition. This low brand awareness may be playing a role in a declining
donor base among this audience. While programming is in place to reach children at an early
age, if market penetration is limited geographically, and specific events for this age group are
lacking, it will be difficult to reach this audience.
Opportunities
The great news for St. Jude is that the young professional market has a huge affinity for giving
and doing good in the world. They also have an extensive social network and will bring friends
on board with the causes they support. Millennials are highly social and prefer urban areas,
which provides plenty of opportunity for St. Jude to reach a significant percentage of the
audience by focusing on specific urban areas. Because the urban centers are scattered across the
US, penetrating these markets will provide centers from which to branch out and really expand
the organizations national reach.
The Hispanic market is also largely untouched. This group has a greater affinity for charity-work
than Caucasians, and as one of the fastest growing markets in the U.S., there are significant
opportunities. The sorority partnerships that were made during the college years could be
expanded to further engage this audience. Targeting sorority alums through sorority-specific
events and opportunities could be an easy way to reach an already engaged audience.
Threats
The greatest threat to St. Jude is simple competition. With more than one million charities
currently operating in the U.S., and each vying for the same dollars, the market is highly
saturated, forcing St. Jude to find a way to really stand out. Add to competition the high
unemployment rate and low income, and each dollar becomes harder to come by. Increasing the
number of donors may still result in a donation shortfall due to the decrease in income.
The economic impact has affected other areas as well. Corporations that fail to meet their
revenue goals may have to find ways to scale back, posing a threat to corporate sponsorships.
Medical research and infrastructure is also capitol-intensive to remain competitive, putting a
continued strain on financial resources. All of this while the costs of reaching potential donors,
and continued engagement of current donors, are increasing, due to the market saturation
mentioned above.

BRAND POSITION
Current brand position appears to be focused on reaching an older market, specifically older gen
x or young baby boomers. This is seen in celebrity endorsements by the late Robin Williams,
Jennifer Aniston, Sophia Vergara, and Michael Strahan. While some younger stars have been
included in recent years, the biggest names come from celebrities in an older demographic.
Current messaging is highly family-focused, which makes sense since families are central to St.
Jude. With the target audience’s younger demographic, however, the family focus does not
appeal as much as the global impact of St. Jude’s research. Current PSAs (PSA Download Center,
2014) are on-target with the current brand position, and the diverse offering is impressive. It is
clear that St. Jude is trying to make it easy for their
message to reach as large of an audience as possible. A
sampling of PSAs is to the right to illustrate the family-
oriented theme.
A revised brand position that will better resonate with the
younger audience would be something like, “St. Jude
Children’s Hospital conducts leading-edge research
and treatment, sharing their findings with the world
to prevent and treat childhood cancer and deadly
diseases for all children, regardless of race, creed or
ability to pay, on a global scale.”
The transition of focus onto outcomes with a global
impact will resonate with the audience who sees
themselves as part of a global community. They are also
motivated by results, and specific data points more so
than generic emotional statements (Interim Messaging,
2013), making the shift to the global impact of the
organization through research a stronger brand position
for this audience.

BRAND PERSONALITY
The new brand position will need to embody specific personality traits to effectively appeal to the
target audience. Be[cause] suggests the following traits be used as key personifies of the St. Jude
brand.
Helpful
At the core of St. Jude’s mission is a desire to help. St. Jude helps the children they are
treating by bringing them joy and hope alongside medication. St. Jude helps the family by
covering all expenses so they can focus their energies on their child. St. Jude helps the
world fight cancer and fatal diseases by sharing their research freely, not earning a profit
on their research. This desire to help is at the core of the Millennial’s ambition as well.
Young professionals want to do good, they want to help organizations like St. Jude
accomplish their mission. They believe in helping those who cannot help themselves, like
children suffering from catastrophic illnesses. This personality trait will resonate with the
Millennial audience because it is shared between them.
Trustworthy
As evidenced in both primary and secondary research, Millennials insist on
trustworthiness in the companies and organizations they deal with. This is increasingly
important when they are donating their time and money, or putting their reputation on
the line by promoting the organization in their social circles. St. Jude is very trustworthy,
but they need to prove it to the target audience. Demonstrating gratitude to donors, and
being up front about where dollars are spent is one significant way for St. Jude to
personify trustworthiness.
Humanizing the organization is another way to personify trustworthiness. St .Jude does a
great job putting faces to the organization through the use of current patients, but could
go a step further to highlight the doctors, staff, and volunteers who make up the
organization. St. Jude should show the audience who the hands and feet are of the
organization and paint them as people with a commitment to the cause, rather than a
paycheck. Many organizations have experienced negative PR courtesy of a stray comment
from the president. This audience is tired of hearing about immoral and unethical
executives. Demonstrating that the entire organization is trustworthy, from the top down,
will have a positive impact.
Knowledgeable
If a young professional is donating time and money to an organization, they want to
know that the organization is knowledgeable, that they are the best in class. If St. Jude is
not seen as knowledgeable, potential donors will question how their money is being
spent, and may donate to other causes they feel are more knowledgeable. St. Jude has
many facts and figures that support the idea that they are the best in the industry. St. Jude
has top-notch research facilities and the results to prove it. If St. Jude continues to share

statistics about the research completed and percentage gained of cancer treatment results,
they will have no problem demonstrating their knowledge to the target audience.
Results-Driven
Millennials want to know that the organization will persist over time, and that their
money will not go to waste. St. Jude’s historical success, and determination to never give
up until no child dies from cancer should reassure the target audience that their money
will have a lasting impact. They will be reassured that when St. Jude faces adversity, that
they will stick to their mission and continue to research and treat childhood cancer no
matter what.
St. Jude’s research (Interim Messaging, 2013) indicated a similar idea, that the forward-
looking goal of reaching 90% overall cancer survival rate in the next decade inspires a
strong motivation to give. It shows that the organization has a goal, and a plan on how to
reach it.

BRAND PERCEPTION
Brand awareness is a bigger concern than brand perception for the target audience in this
campaign. Primary research conducted by be[cause] indicates that of the 50% who are aware of
the brand, the vast majority has a positive perception of the brand.
Q. Describe your experience and impressions of St. Jude Children’s Research Hospital
A. More than half have no real knowledge, or very minimal awareness of the organization. The
rest are overwhelmingly positive.
• “They seem genuine and their efforts equal results - lives changed and saved”
• “St. Jude's has a solid mission and dedication to helping children, and they've consistently
displayed their dedication to this mission over many years.”
• “I have experience with fundraisers with St. Jude, and their commercials, I also had a
professor that agreed strongly and supported St. Jude.”
• “My impression is positive. Cutting edge facility.”
• “Always heard great things. Around Christmas they're everywhere in the stores asking
you to donate. Can get annoying but an easy way to give a few dollars and good reminder
to do so during a materialistic time of year. “
The real problem, then, lies in the limited brand awareness. The fact that the audience is
receptive to cause-related organizations suggests that St. Jude can be successful is reaching this
audience if the messaging is on target.
Understanding that Millennials work for causes, not organizations, St. Jude needs to establish
itself as the preferred avenue for advancing the cause. This is why the details of the organization
become less important than the results. St. Jude has an arsenal full of result-specific ammunition.
Discussing St. Jude’s accomplishments, not just what they hope to accomplish, gives the audience
a better understanding of everything the organization has done already. Understanding how far
St. Jude has come, and the number of children who have been saved by the organization, should
set St. Jude as the premier pediatric medical research and treatment center. By doing so, when a
member of the target audience considers how they can help advance the cause, St. Jude will be at
the forefront of their mind.
It is important to tie research and treatment together. Without the research component, St. Jude
would be just another hospital. The research component is what sets St. Jude apart from the
competition. Research + Treatment + No Bill = St. Jude Children’s Research Hospital.

INTEGRATED CREATIVE STRATEGY STATEMENT
Venn Diagram
Integrated Creative Strategy Statement
St. Jude brings together a global community of people with a singular mission: find
cures and save lives. Young professionals who donate time and money to St. Jude are
changing the world by supporting leading-edge pediatric cancer research and
treatment.
Rationale
By aligning St. Jude’s exceptional abilities with the target market’s desire to change the world as
part of a global community, this integrated creative strategy statement delivers a powerful punch.
It will act as a blue print for marketing strategies, reminding the audience how St. Jude helps
them accomplish their emotional goals in a realistic, logical way.
Rational
• My gift is tax deductible
• Supporting a cause helps me be
informed about issues I care about
• Improves my social standing among
my friends
• St. Jude conducts leading-edge
research that has significantly
improved cancer survival rates
• It’s the right thing to do
• It looks good on my resume when I
support a cause
• St. Jude shares their research with
the world; it makes sense to
promote that research through my
donations and time
• It allows me to meet new people
• St. Jude has the world’s best
survival rates for some of the most
aggressive childhood cancers.
Emotional
• My donation saves the lives of
innocent children
• Spiritual dividends
• It makes me feel good
• It makes me feel like I am doing
something important
• I want to help others not have to
go through what my [friend/family
member] went through
• By donating money, I feel like I am
a part of something bigger
• When I support a cause, it gives me
a greater sense of self-satisfaction
• I like that no child is turned away
because of race, creed or ability to
pay
• Volunteering my time causes
people to respect me

CREATIVE BRIEF
Client: St. Jude Children’s Research Hospital
ICSS
St. Jude Children’s Research Hospital brings together a global community of people with a
singular mission: find cures and save lives. Young professionals who donate time and money to
St. Jude are changing the world by supporting leading-edge pediatric cancer research and
treatment.
Why are we advertising?
To increase the awareness and engagement of young professionals with the St. Jude brand so they
donate their time, resources, and social capital extending the mission of the brand.
Whom are we talking to?
Young professionals age 21-30 who live in urban areas of the US and have an affinity for
charitable giving.
What do they currently think?
St. Jude provides medical treatment to sick kids.
What would we like them to think?
St. Jude is the most effective conduit for eradicating pediatric cancers across the globe.
What is the single most persuasive idea we can convey?
For every life saved at St. Jude, a thousand more are saved around the world.
Why should they believe it?
St. Jude has already changed the landscape of childhood cancer by increasing the survival rate to
80%. They do this through leading-edge research and treatment, which they share freely with
medical professionals around the world.
Are there any creative guidelines?
A variety of executions will be employed, including radio, television, digital and mobile
advertising, direct mail, magazine ads, and guerilla marketing. All executions should follow the
St. Jude branding guidelines and proper logo usage. St. Jude official colors include red (Pantone
1955; C=0, M=100, Y=60, K=37) and Gray (Pantone Warm Gray 9; C=0, M=11, Y=20, K=47).
St. Jude fonts are Utopia and Helvetica Neue. Proper wording of the organization is critical, for
example, “St. Jude”, not “St. Judes”. Imagery should be authentic, not stock imagery.

THE #SAVE4CHANGE CAMPAIGN
CAMPAIGN GOAL
To activate young professionals in a life-long engagement with St. Jude Children’s Research
Hospital.
BIG IDEA
#save4change
This play on words blends St. Jude’s mission of finding cures and saving lives with the idea of
saving and donating change to change the world by eradicating childhood cancer. This idea
delivers the message that by donating saved nickels, dimes, and dollars, young professionals can
help St. Jude change the world through life-changing research and treatment. The campaign will
compel young professionals to save their change, invite their friends to do the same, then donate
at year-end celebrations across the nation.
COMMUNICATION OBJECTIVES
Objective #1: Raise 3 million dollars in donations from the target audience in one year with the
potential to raise 30 million over three years.
Objective #2: Increase brand awareness among young professionals by 25 percent in one year.
Objective #3: Attract 20,000 donors from the target audience to the year-end event.
Objective #4: Achieve 90 percent awareness of the campaign among internal audiences with a 95
percent positive buy-in.
COMMUNICATION STRATEGIES
Strategy #1: Identify employees and volunteers who have compelling stories of how they are
changing the world through their work and develop these stories into shareable
content.
Strategy #2: Employ social media to generate positive word of mouth marketing by posting
audience-relevant content at least 4 times per week over the course of the campaign.
Strategy #3: Design a microsite to host campaign-related content and generates at least 20,000
unique visitors each month on average.
Strategy #4: Develop an app that makes it easy to donate rounded-up change for non-cash
transactions, with 20,000 downloads in the first year.

Strategy #5: Use multiple media channels to expose 70 percent of the target audience in 25
identified markets to the mission of St. Jude.
Strategy #6: Distribute 250,000 physical touch points to remind the target audience of the
campaign on an ongoing basis.
Strategy #7: Host 25 fundraising events for young professionals that raise at least $100,000 each.
CAMPAIGN GEOGRAPHY
The target cities for this campaign include those with an existing St. Jude presence and those with
a high population of young professionals. It is important to note that while these urban areas are
the targets of the campaign, it is expected that the campaign message will trickle into
surrounding areas as the audience shares their experiences with their social networks. The
identified cities include:
1. Boston, MA
2. Baltimore, MD
3. Washington D.C.
4. Virginia Beach, VA
5. Atlanta, GA
6. Louisville, KY
7. Nashville, TN
8. Memphis, TN
9. Indianapolis, IN
10. Chicago, IL
11. Dallas, TX
12. Austin, TX
13. San Francisco, CA
14. San Diego, CA
15. Los Angeles, CA
16. New York City, NY
17. Tampa, FL
18. Miami, FL
19. Columbus, OH
20. Pittsburgh, PA
21. St. Louis, MO
22. Denver, CO
23. Seattle, WA
24. Baton Rouge, LA
25. Las Vegas, NV

COMMUNICATION PLANInternal(Campaign
Introductory*Video
Distribute*Touch*Points
Communicate*accomplishments
Identify*Employee*Stories
Fundraising*Competition
I'm(Changing(The(World(Videos
Production
Distribution
Social(Media
Content*Development
Facebook*
Twitter
Sponsored*Posts
Microsite
Development
Testing
Go*Live
Content*Creation*&*Management
Round;Up(App
Development
Testing
Go*Live
Active*on*app*stores
Direct(Mail
Postcard*to*Tri*Delta
Postcard*to*Current*Donors
Postcard*to*List*Purchase
Email*to*various*audiences
Postcard*about*local*events
Email*about*local*events
Radio
Production
Spotify*
Playlist
Television
Production
Hulu
Guerilla(Marketing
LifeGSize*Piggy*Banks
Physical(Touch(Points
Piggy*Banks
Bracelets
Event
Simultaneous*NationGwide*Event
Thank(You(Campaign
LetterGWriting
Distribution
Measurement(&(Evaluation
Surveys
Focus*Groups
Google*Analytics
Social*Media*Monitoring
August
20162015
JanuaryAugustSeptemberOctoberNovemberDecemberJulyFebruaryMarchAprilMayJune

BUDGET SUMMARY
Per$Item$Cost Quantity Total$Projected Percent$of$Budget
Internal$Campaign 70,950$$$$$$$$$$$$$$$$$$$$$$$$ 0.47%
Introductory*Video $1,000 1 1,000$**************************
Piggy*Banks $0.85 7,000 5,950$**************************
"I'm*Changing*the*World"*videos $5,000 10 50,000$***********************
UserFgenerated*videos F$******************************
Prizes $20 500 10,000$***********************
Event*Tickets $100 40 4,000$**************************
Social$Media 750,000$$$$$$$$$$$$$$$$$$$$$$ 5.01%
Content*Development Included*in*Agency*Fee F$******************************
Facebook*Sponsored*Posts*&*Ads 500,000$*********************
Twitter*Promoted*Hashtag*&**Tweets 250,000$*********************
Social*Media*Monitoring Included*in*Agency*Fee F$******************************
Microsite 75,000$$$$$$$$$$$$$$$$$$$$$$$$ 0.50%
Development*&*Testing 25,000$***********************
Employee 50,000$***********************
RoundGUp$App 75,000$$$$$$$$$$$$$$$$$$$$$$$$ 0.50%
Development*&*Maintenance 75,000$***********************
Direct$Mail 1,745,000$$$$$$$$$$$$$$$$$$$ 11.67%
Postcard*Creative Included*in*Agency*Fee F$******************************
Printing $0.20 4.5*M 900,000$*********************
Postage $0.17 4.5*M 765,000$*********************
List*Purchase $100/m 500,000 50,000$***********************
Email 5,000$**************************
SMS/Text*Messaging 25,000$***********************
Radio 1,505,000$$$$$$$$$$$$$$$$$$$ 10.06%
Script*Development Included*in*Agency*Fee F$******************************
Production $1,000.00 5,000$**************************
Spotify*Audio/banner*ads $15/m*impressions 100,000,000 1,500,000$******************
Spotify*Branded*Playlist
Free*of*Charge*if*Meet*
Requirements 1 F$******************************
Television 3,060,000$$$$$$$$$$$$$$$$$$$ 20.46%
Production $20,000.00 3 60,000$***********************
Hulu $30/m*impressions 100,000,000 3,000,000$******************
Guerilla$Marketing 62,500$$$$$$$$$$$$$$$$$$$$$$$$ 0.42%
Installation*&*Removal $100*per*pig 250 25,000$***********************
LifeFSize*Piggy*Banks $150 250 37,500$***********************
Physical$Touch$Points 1,175,000$$$$$$$$$$$$$$$$$$$ 7.86%
Piggy*Banks $0.85 500,000 425,000$*********************
Bracelets $3.00 250,000 750,000$*********************
Bracelet*Revenue $10.00 250,000 (2,500,000)$*****************
Event 4,962,500$$$$$$$$$$$$$$$$$$$ 33.18%
Music*Guests $150,000.00 25 3,750,000$******************
Venue*Rental $7,500.00 25 187,500$*********************
Bar*&*Appetizers $50 20,000 1,000,000$******************
Employee*Overtime 25,000$***********************
Fundraising*Revenue $300 20,000 6,000,000$******************
Ticket*Revenue $100 20,000 2,000,000$******************
Thank$You$Campaign 20,000$$$$$$$$$$$$$$$$$$$$$$$$ 0.13%
LetterFWriting F$******************************
Printing*&*Postage $0.40 50,000 20,000$***********************
Email Incurred*in*Direct*Marketing F$******************************
Campaign$Management$&$Evaluation 1,457,500$$$$$$$$$$$$$$$$$$$ 9.74%
Agence*Fee Flat*Fee 1,350,000$******************
Surveys 7,500$**************************
Focus*Groups 100,000$*********************
Google*Analytics*and*Social*Media*Monitoring Included*in*Agency*Fee F$******************************
Total$Campaign 14,958,450$$$

CREATIVE TACTICS & EXECUTIONS
1. Internal Campaign
2. “I’m Changing the World” Videos
3. Social Media
4. Microsite
5. Round-up App
6. Direct Mail
7. Radio
8. Television
9. Guerilla Marketing
10. Physical Touch Points
11. Year-End Event
12. Thank You

INTERNAL CAMPAIGN
St. Jude needs to engage employees, volunteers, partners, and other key stakeholders in the
#save4change campaign to increase awareness and donations among the young professional
segment. They play an integral role in communicating with external audiences, so their buy-in is
essential. This plan employs a variety of tactics utilizing current communication tools to inform
audiences, and encourages involvement through user-generated content and the ability to
nominate co-workers. Each tactic will be stored on the existing company intranet for future
accessibility.
• Send an introductory video of the campaign via email to all internal audience members.
Managers should ensure their staff watch the video and are aware of the campaign.
• Ensure every employee, partner and volunteer receives the piggy bank as a reminder of the
campaign.
• Identify significant research, treatments, successes, etc. that can be featured each month via
intranet, newsletter, and email (and other existing communication channels).
o Crowdsource ideas via email and existing newsletter
o Encourage department heads to discuss these accomplishments with employees
during regular departmental meeting
• Identify employees who have compelling stories of how they are changing the world through
their work and share these stories with internal and external audiences.
o Provide an avenue for employees, partners and volunteers to nominate compelling
stories
o Compile a team to vet the stories and select 10-12 to pursue in the first year.
o Develop short two or three minute video clips for each story to share internally, and
in external communications.
• Encourage employees to create their own short videos of how they are changing the world to
share with internal audiences.
o Provide an avenue for employees, partners and volunteers to upload their own videos
to the company intranet.
o Videos will go through an approval process before going live on the intranet.
o Well-done videos may be shared externally via social media
• Encourage departmental fundraising competition with prizes for departments/teams who
raise the most donations. Run a 6-month long competition pairing teams against each other
until only four teams remain – Those teams receive free tickets, plus guest, to the year-end
event in their region.
Targeting
• All employees, partners, volunteers in the United States
• Primary language will be English, but local offices can translate communication to
accommodate non-English speaking employees
Budget
Introductory Video = $1,000

Piggy Banks $0.85*7000=$5,950
Videos 10*5000=$50,000
Prizes $20*500=$10,000
Events tickets 40*$100=$4,000
Total budget= $70,950
Tracking/Evaluation
Managers will be on the frontline to ensure their employees are aware of the campaign, and to
field any questions. Employee participation will be evaluated based on departmental
competitions, donations received, and story recommendations. Active listening will also be
employed with channels developed for identifying disengaged employees or negativity, and
solutions for addressing any issues.

CREATIVE EXECUTION
INTERNAL EMAIL

“I’M CHANGING THE WORLD” VIDEOS
As referenced in the internal communications plan, a series of monthly videos will be distributed
to internal and external audiences to showcase how individual employees and volunteers are
changing the world through their work at St. Jude. These videos will be short and shareable at
only 90 second to two minutes each, and will feature a diverse set of employees in terms of age,
race, geography and job.
Targeting
• Internal audience
o All employees, partners, volunteers in the United States
o Primary language will be English, but local offices can translate communication to
accommodate non-English speaking employees
• External Audience:
o Young professionals age 21-30
o Live and work in the 25 targeted US cities
o Men and women
o English speaking
Budget
These costs are budgeted in the internal communication portion of the campaign
Tracking/Evaluation
These videos will be tracked based on views and shares on social media.

CREATIVE EXECUTION
2-MINUTE VIDEO

SOCIAL MEDIA
Young professionals spend a lot of time on social media, so part of this campaign will include
sharing relevant information on a regular basis, and engaging in social media advertising in the
form of promoted posts and hashtags on Twitter and Facebook. An editorial calendar will be
developed by be[cause] in conjunction with St. Jude to include content related to research
successes, personal stories, videos, photos, donation requests, etc. Post and tweet engagement will
be closely monitored to provide direction for improving content development.
Targeting
• Young professionals age 21-30
• Live and work in one of the 25 targeted US cities
• Men and women
• English speaking
Budget
Social Media content development and calendar included in agency fee
Facebook $500,000
Twitter $250,000
Total Budget $750,000
Tracking/Evaluation
Extensive tracking of new likes/followers, post engagement (including likes, comments and
shares), as well as sentiment will allow for strategy adjustments. Early engagement will be seen as
positive since it takes time to build an audience.

CREATIVE EXECUTION
SAMPLE TWEET

SPONSORED POST (FACEBOOK)

MICROSITE
A microsite dedicated to the campaign will be developed to ensure relevant information is easy to
find for the target audience. The site will be designed to appeal to young professionals, and
shareable media will be strategically placed on the homepage with easy sharing mechanisms.
Visitor information will be collected via a sign-up form to be added to email list, and a donation
form will also be available. A URL for the site (change.stjude.org) will be included on all print
media and video executions. A dedicated staff member will be hired to maintain the website
Targeting
• Men and women
Budget
Development: $25,000
Employee: $50,000
Total Budget: $75,000
Tracking/Evaluation
Total visitors to the site will be tracked weekly along with bounce rate, visitor sources (direct link,
online ad, social media, etc.), conversion rate (those who complete the form), and media shares.
Online donations will also be tracked, though this is a secondary priority. Daily review of website
interactions, like how pages are visited, which media is clicked on, and search terms used will be
used to proactively optimize the site.

CREATIVE EXECUTION
MICROSITE

ROUND-UP APP
Young professionals are on mobile phones constantly, and often use debit cards or mobile apps
to pay for products. To make it easy for this audience to donate regularly, a round-up mobile app
will be developed to automatically round-up purchases made from bank or credit card accounts
and create a savings account that will be directed to St. Jude. The app will also have a social
component so users can compete with friends to save the most money. A bar code will be
available for use at the year-end event to track personal savings on behalf of St. Jude.
Targeting
• Men and women
• English and Spanish app
• Android and iOS application
Budget
Development: $50,000
Maintenance: $10,000
Total Budget: $50,000
Tracking/Evaluation
Evaluation will include tracking the number of downloads, social media connections, and overall
donations generated from the app.

CREATIVE EXECUTION
ROUND-UP APP

DIRECT MAIL
Direct mail in the form of postcards, email, and SMS will be used to inform and engage the target
audience. Every email and postcard will include the microsite URL, campaign hashtag, and text
messaging opt-in. All communications will abide by regulations regarding opt-in and opt-out
requirements.
Targeting
• Three audiences: Sorority and Fraternity partners (1 million), existing donors/volunteers
from previous three years (500,000), and new contacts from list purchase (500,000)
• Men and women
Details
• With approval from the Tri Delta organization, contact alumnae within age range via
postcard and email with information about the campaign, including opportunities for
raising donations and their local year-end event. Delta Delta Delta partnership logo will
be prominent and wording will imply this campaign is an extension of the college
partnership. The action item will be to visit the microsite.
• Existing donors and volunteers will receive similar communication, minus the sorority
sponsorship information.
• Communication to the list purchase will be conducted via mail only and will focus on
driving the audience to the microsite, which will encourage an opt-in for email
communications.
• On a monthly basis, email and text these audiences information about how St. Jude is
changing the world through research, treatment, etc. This communication will feature
compelling headlines and links to read more. The idea is to deliver short, consumable
bites of information.
• Six months before the year-end event communicate through another postcard and email
series, the details of the event and encourage readers to gather teams of five to participate.
Budget
Postcard development Included in agency fee
Printing ($0.20 each) * 4.5 million = $900,000
Postage ($0.17 each) * 4.5 million = $765,000
List purchase $100 per thousand * 500,000 = $50,000
Email $5,000
SMS/Text Messaging $25,000
Total Budget $1,745,000
Tracking/Evaluation

Vanity URLs will be employed on the postcards to monitor engagement. For example, the
sorority mailing would be change.stjude.org/tridelta. Microsite activity around postcard drop
dates will be closely monitored for spikes in traffic. Email open and click-through rates will also
be closely monitored, as will SMS subscriptions.

CREATIVE EXECUTION
POSTCARD (TRI DELTA)

RADIO
Spotify is a popular free music service used by the target audience, and it allows advertisers to
target specific demographics when delivering commercials via desktop or mobile device. Spotify
commercials cannot be skipped, so the audience will be captive. Several radio spots will be
produced, and will run during work hours and on weekends when the target audience most
frequently listens. In addition to the audio ad, a clickable ad image in the cover art area will be
displayed for users to click on. For the first half of the campaign, the spots will deliver messaging
about how St. Jude is changing the world and directing listeners to the microsite. The second half
of the campaign will focus on raising donations.
In addition to audio commercials, be[cause] will help St. Jude craft a branded playlist featuring
music from the artists who will be targeted to participate in the year-end events, as well as those
with long-standing relationships with St. Jude. Since branded playlists are free to create when
meeting Spotify’s requirements, it is a no-cost way to increase brand awareness and allows for
additional engagement.
Targeting
• Men and women
Budget
Script development costs included in agency fee
Production 5 spots * $1,000 = $5,000
Spotify audio $15/thousand 100,000,000 impressions = $1,500,000
Spotify branded playlist = $0
Total Budget: $1,505,000
Tracking/Evaluation
Impressions, click-throughs, and listens (to the playlist) will be tracked to ensure objectives are
met.

CREATIVE EXECUTION
:30 SPOT (FUNDRAISING)
SFX: SOUND OF A QUARTER DROPPING INTO A PIGGY BANK
ANNCR: HOW MUCH IS A QUARTER WORTH TO YOU? AT ST. JUDE CHILDREN’S
RESEARCH HOSPITAL, A QUARTER IS WORTH MORE THAN TWENTY
FIVE CENTS.
SFX: SOUND OF COINTS POURING INFINITELY
ANNCR: WHEN YOU SAVE YOUR CHANGE AND DONATE IT TO ST. JUDE, YOU
SUPPORT LIFE SAVING RESEARCH AND TREATMENT TO ERADICATE
CHILDHOOD CANCER AROUND THE WORLD.
SFX: SILENCE
ANNCR: SAVE YOUR CHANGE TO CHANGE THE WORLD, AND VISIT
CHANGE.STJUDE.ORG.

TELEVISION COMMERCIAL
With young professionals watching their favorite television shows on-demand, placing
commercials during popular televisions on Hulu and targeting specific demographics, St. Jude
can push their message to a precise audience. The messaging of these commercials will focus on
raising donations by directing viewers to the microsite.
Targeting
• Men and women
Budget
Commercial Production (3 * $20,000) = $60,000
Hulu $30/m * 10,000,000 = $3 million
Total Budget = $3,060,000
Tracking/Evaluation
Success of this tactic will be evaluated based on ad click-through as well as recall as determined in
post-campaign focus groups.

CREATIVE EXECUTION
30-SECOND COMMERCIAL

GUERILLA MARKETING
Life-size St. Jude-branded piggy banks will be strategically placed in the 25-targeted urban areas
to bring awareness to the campaign as well as act as a repository for donations. They will remain
in highly trafficked and monitored areas for one month.
Targeting
• Men and women
Budget
250 banks * $150 = 37,500
Installation and removal = $25,000
Total Budget = $62,500
Tracking/Evaluation
Evaluation of this tactic will come from tracking of news and social media mentions as well as
total donations received.

CREATIVE EXECUTION
PIGGY BANKS

PHYSICAL TOUCH POINTS
Touch points are an important way to round out the campaign and give the audience a way to
remember the campaign in a physical way. A St. Jude-branded piggy bank will be provided for
free through existing retail relationships. These piggy banks will look the same as the life-size
piggy banks being used in the guerilla-marketing tactic. The piggy bank will remind the audience
to save their change to donate to St. Jude.
Additionally, a bracelet made with a penny will be sold for $10 each as both a fundraiser and as a
constant reminder of St. Jude’s mission. When this bracelet is worn, it reminds not only the
individual wearing the bracelet of St. Jude, but also acts as a conversation piece for friends.
Targeting
• Men and women
Budget
Piggy Banks $0.85 * 500,000 = $425,500
Penny Bracelets $3 * 250,000 = $750,000
Bracelet Sales $10 * 250,000 = $2,500,000
Net Costs = -$1,325,000 (profit)
Tracking/Evaluation
The number of piggy banks distributed will be tracked to determine success. Data will be
segmented by location to determine best avenues for distribution in the future.
The ROI of the bracelets will be determined based on total sales. Ideally all 250,000 will be sold,
but the minimum number to be deemed successful with positive ROI will be 80,000.

CREATIVE EXECUTION
PIGGY BANK
PENNY BRACELET

YEAR-END EVENT
The grand finale of the campaign will be a year-end musical event celebration hosted in the 25
urban areas identified as the target markets. Research indicates that this audience relates to music
on an emotional level, and they also enjoy fundraising as part of a group. This event combines
the two in an experience that brings groups of friends together for a cause.
Teams of four or more will register for the event, paying $100 per ticket ($400+ per group), and
commit to raising donations of $300 each ($1,200+ per group). The target attendance for each
event is 800, which should be feasible given the caliber of artist available with the allocated
budget. Artists in the $75,000 - $150,000 price range include: Hunter Hayes, Straight No Chaser,
Christina Perri, Eli Young Band, Ellie Goulding, Ed Sheeran, David Guetta, Avicii, One Republic,
etc. (Celebrity Talent, n.d). Savings from lower-cost artists, pricing negotiation, and existing
relationship discounts can be used to book higher-caliber artists in select locations.
The teams will compete with each other for backstage passes and a post-concert meet and greet.
Upon arriving at the event, donations will be collected from team members via cash, check, or
app accumulations (using the barcode), and tallied. The three teams at each event with the
highest average donation per team member will win the back-stage experience. The fundraising
total for the event will be announced prior to the start of the concert while attendees are mingling
and enjoying cocktails and hors d'oeuvres. Winning teams will also be announced prior to the
start of the concert so they can enjoy their front-row seats.
Targeting
• Annual household income of at least $60,000
• Men and women
Budget
Musical Guest $155,000 * 25 = 3,750,000
Venue Rental $7,500 * 25 = $187,500
Open bar and appetizers = $50 per person * 20000 = $1,000,000
Ticket revenue = $2,000,000
Net Costs = $2,962,500
Anticipated Donations: $6,000,000
Anticipated Revenue per Event: $121,500
Tracking/Evaluation
The events will be deemed a success if the attendance and fundraising targets are met.
Attendance and donations received at each event will be tracked to determine ROI at each
location.

THANK YOU
Saying thank you is imperative to continued donor engagement. Rather than sending a thank you
from the CEO or the organization, this campaign will ask current patients, parents, and survivors
to participate in a thank-you letter-writing campaign to further demonstrate the worldwide and
life-changing impact of St. Jude. Complete 25 different letters from all groups combined that can
be mailed to all donors. Donors who gave online but did not participate in an event will receive a
thank you via email. Anyone who donated via mail or attended an event will receive a mailed
letter. For mailed pieces, creating an envelope that will entice recipients to open and read the
letter is important.
Targeting
• Men and women
Budget
Letter printing and postage 50,000 * 0.40 = $20,000
Email costs are incurred in Direct Marketing tactic
Total Budget = $20,000
Tracking/Evaluation
No tracking or evaluation needed

CREATIVE EXECUTION
ENVELOPE

LETTER
© 2012 ALSAC/St. Jude Children’s Research Hospital (11580)
STJUDE.ORG | 1-800-877-5833
August 1, 2016
Dear Marci,
!
THANK YOU! My name is Kayla and I have been
undergoing treatment for acute lymphoblastic leukemia. I
was scared about having my hair fall out, and about
feeling sick, but the doctors and nurses at St. Jude made me feel a lot better. My mom and
dad and brother get to be with me every day, too. I know all of this is because people like you
gave money to St. Jude to help.
I will need more treatment in the future, but for now, I am feeling a lot better, and the doctors
tell me that things are looking good. My mom and dad smile when the doctors say things like
that, and so do I. I like it here at the hospital, but I can’t wait to go home and see my room and
my dog, Butters.
When I get older, I think I want to be a doctor and help sick kids like me. It will be easier for me
because I will understand what it is like to be scared, and I can help other kids not be scared,
and help them feel better.
Thank you again for helping St. Jude, and for helping me. My mom and dad say thank you,
too.
Kayla
Age 9

FOCUS GROUP
Be[cause] conducted a focus group to gauge initial response to the campaign’s big idea and
creative executions. This information was used to tweak the campaign to better engage the
audience in messaging and execution. A full moderator’s guide is available in the Appendix.
Setting
The focus group was conduced in a conference room at Greenville College in Greenville, Illinois.
The large room had a table in the center configured as a large rectangle with plenty of seating
around the exterior of the table. An iPad was used to record the session. Refreshments of water,
juice, and homemade cookies were available on a side table in the room. Because the room is off
the foyer, the moderator welcomed attendees in the foyer as they arrived and directed them to
the conference room, and pointed out the restrooms.
Attendees
Six participants ranged in age from 22 to 31 and consisted of four females and two males. Five of
the participants were Caucasian and one was African American. All participants are employees of
Greenville College and make significantly less than the target market, which is an important note
later on in the analysis.
Results
What parts of the campaign did you like the most?
The group really liked the app, the life-size piggy banks and the year-end event. They felt they
would notice a giant piggy bank in downtown St. Louis and it would pique their curiosity. They
also really like the ease of using the app, but only one said they would definitely download and
use it. The others said they would use it if their friends were using it, and a few mentioned
concerns about account security being an issue with these types of apps. Notes were added to the
campaign execution for the app to include security information in the description to assure users
that their data was secure.
The year-end music event caused excitement among the group based on the types of bands
suggested. Some participants questioned the ticket cost in addition to fundraising requirements.
When I explained that the ticket sales served two purposes: to cover expenses of the event, and
assure that only people serous about supporting the cause attended, the explanation made sense
to them. Further analysis is needed to determine messaging about ticket costs for the campaign.
Also, the budget was revised and the ticket price was reduced to encourage greater participation.
Which parts did you not like?
As mentioned above, the ticket cost and app security were on the “con” list. Additionally, they
were not wowed by the radio spot, which has since been revised. They felt it didn’t stand out,
though it did fit the campaign strategy. They like the idea of a branded playlist, but didn’t think it
would cause them to engage further with the brand. They did acknowledge that it would help
with brand name awareness.

How do you think this campaign compares to others you have seen?
Overall, participants felt this campaign was different than others. They like the playfulness of the
piggy bank, and felt the online videos would be effective in sharing specific results in a
compelling way. Their current awareness of other cause-related campaigns generally take the
form of 5Ks or sappy commercials. They felt this one strikes a good balance between delivering
relevant information, without being too emotional.
Would you contribute financially or attend the year-end event?
All said they would contribute if it were easy – like at one of the life-size pigs. Only half said they
would attend the year-end event, and only if the artist was someone they enjoyed. The other half
indicated they do not generally spend $100 or more on concert tickets and would not feel
compelled to attend as a fundraiser. Of those who would not attend, each stated they have friends
who would likely be interested, depending on the artist. It was during this section that the salary
of the participants came into play. Because the participants came from a rural community,
though still part of the greater St. Louis area, their spending habits are likely different from their
more urban counterparts.
If you could design a new campaign from scratch, what would you do to make it better?
One participant recommended a social media contest to increase the fan base. Further discussion
led to the idea of giving away tickets (without the fundraising requirement) to winners of the
contest. They felt this would be more effective than sponsored posts.
Another participant suggested user-generated videos. The group discussed ways to incorporate
this into a campaign idea. They felt that if volunteers at the local chapters in their age group were
able to make their own videos about how they help, and the videos were shared on social media
like Facebook and YouTube, that the videos would be effective in reaching a larger audience.
This idea has been implemented into the campaign.
Is there anything else you would like to share?
Nothing else was shared.

CAMPAIGN EVALUATION & MEASUREMENT
Evaluation methods are built into each tactic to facilitate real-time optimization for stronger
results. These methods are explained in detail within each tactic. Each campaign objective will
also be measured to determine overall campaign success and collect information that will inform
St. Jude on how to move forward in the next few years.
Communication Objective #1: Raise 3 million dollars in donations from the target
audience in one year with the potential to raise 30 million over three years.
Measurement: Track total amount received during the campaign from those within the target
market. Amounts raised will be segmented by method to determine long-term viability of event,
app, etc. Amount raised per event will also be collected to determine which cities delivered the
highest ROI.
Budget: Included in agency fee
Communication Objective #2: Increase brand awareness among young professionals by
25 percent in one year.
Measurement: Pre- and post-campaign surveys and focus groups will be conducted to collect
quantitative and qualitative data related to brand awareness, campaign awareness and radio and
television advertising recall. Social media monitoring of the campaign hashtag #save4change as
well as the brand name and social handles using Hootsuite will provide data related to mentions,
engagement and sentiment.
Budget: $105,000
Communication Objective #3: Attract 20,000 donors from the target audience to the
year-end event.
Measurement: The tracking of this objective is straightforward and easy. Simply tracking the
number of tickets sold as well as the number of attendees at each event will indicate the level of
success. For a deeper look, the names of ticket purchases will be cross-referenced with St. Jude’s
current donor database to determine at what level the event engaged new donors.
Budget: Included in agency fee
Communication Objective #4: Achieve 90 percent awareness of the campaign among
internal audiences with a 95 percent positive buy-in.

Measurement: Be[cause] will conduct randomized anonymous surveys of the internal audience
one month after launch, and at the mid-point of campaign. Qualitative data will be collected
through employee listening at supervisory levels. The open and click-through rate on internal
emails as well as clicks and time spent on campaign pages within the intranet will provide
quantitative data that can be extrapolated and used to draw a hypothesis, which will be tested
against the surveys and employee listening methods.
Budget: $2,500

CONCLUSION
An integrated marketing communications plan like the one be[cause] has presented not only
delivers a singular message across multiple channels, it delivers that message to a specific
audience using channels that are relevant. Like a symphony where instruments lend their
individual sounds in harmony with others to create a cohesive musical score (What is IMC,
2014), the #save4change campaign creates a richly complex, yet memorable hook which will
activate young professionals in a life-long engagement with St. Jude Children’s Research
Hospital.
The #save4change campaign engages the audience through traditional media like television and
radio, uses technology and social media to support the message, and provides physical reminders
that allow personal interaction. Beyond the communication channels, this proposal sends a
dynamic and cohesive message that St. Jude is changing the world through life-changing research
and treatment.
First, the mission of St. Jude is reignited internally and the message of the campaign is spread to
those who are doing the life-changing work of St. Jude Children’s Research Hospital. Then, the
message is shared with the target audience through compelling personal stories and supported by
data and statistics to demonstrate that St. Jude is the most effective conduit for eradicating
childhood cancer and catastrophic diseases. Finally, the audience is invited to join St. Jude in
their mission by donating to the organization, and/or fundraising on their behalf. They are
reminded that their spare change can change the world; and that a little can go a long way when
in the hands of St. Jude Children’s Research Hospital.
As William Golding writes in Lord of the Flies (1954), “The greatest ideas are the simplest” (p.
143). The idea behind #save4change is fairly simple, but the execution is not. Be[cause] has the
knowledge and expertise to execute this plan like a master conductor conducts a symphony; with
precision and skill to amplify a group of individual instruments to a complex but cohesive sound
that demands attention.

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL.
APPENDIX
Appendix A: Press Release
Appendix B: Online Survey Questions
Appendix C: Online Survey Results
Appendix D: Focus Group Moderator’s Guide

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [i]
APPENDIX A
Press Release
For Immediate Release
August 2, 2014
Contact:
Marci Nauman
Founder & CMO
marci@becauseonline.org
630.456.2702
New Cause-driven Marketing Agency Opens in St. Louis
St. Louis, MO (August 1, 2014) – A new non-profit, cause-driven marketing agency launched
today in St. Louis. Dedicated to working exclusively with cause-driven organizations, be[cause]
offers a full-service, totally integrated experience for clients. This small organization lands a big
punch with a combined 35 years experience in non-profit marketing, specifically marketing
strategy, communications, event development and financial management.
Founder and CMO Marci Nauman states “Most agencies get a thrill from coming up with the
really big idea. Don’t get me wrong, that is an exciting moment. But it’s more thrilling for us
when our ideas help our clients change the world through conservation, medical research,
education, or any number of other causes. What could be more satisfying at the end of the day
than knowing you made a difference in the world? That’s why I started be[cause].”
A house-warming event is planned for September 5th. The public is invited to visit be[cause]
headquarters at Locust and N. 20th for an after-hours event celebrating the launch. The event
starts at 6pm.
A small team of four, be[cause] is already hard at work. Current projects include local
organizations such as GO! St. Louis, YMCA of Greater St. Louis, Catholic Charities, and The
Journey Church. The agency encourages volunteerism by providing employees with paid time off
to volunteer with local organizations. These experiences equip them to develop fresh ideas that
support the mission of their clients.
About be[cause]: be[cause] is a non-profit marketing agency that connects cause-driven
organizations with marketing strategies that ignite passions and drive action; identifying
opportunities to engage new audiences and further activate current donors, volunteers and
advocates through an integrated marketing approach. For more information about be[cause],
visit them online at becauseonline.org or follow them on twitter @becauseSTL.
# # #

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [ii]
APPENDIX B
Online Survey
https://marcinauman.typeform.com/to/CLyhw2
Thank you for taking a few moments to share your thoughts on cause-driven organizations and
philanthropy. All answers will remain confidential, and will help us, and our clients, make a difference in
the world.
1. What is your gender?
• Male
• Female
2. What is your age?*
• 14-17
• 18-20
• 21-25
• 26-30
• 31-40
• 41-50
• 51+
3. How frequently do you donate to a charity or non-profit organization?
• Annually
• Quarterly
• Monthly
• Weekly
• Never
• Other
4. What is the most important factor for you when donating to a charity or non-profit organization?
[Open ended]
5. To which types of organizations do you donate?
• Education
• Green initiatives
• Children’s issues
• Religious
• Awareness causes like domestic violence, harassment, bullying, etc.

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 be[cause]. CONFIDENTIAL. [iii]
• Medical research
• Animal rights
• Poverty issues
• Other
• N/A
6. How do you prefer to stay in touch with charities or non-profit organizations? [
• Email
• Fundraising events
• Social media
• Website
• Family
• Friends
• Mail
• Other
7. Evaluate the following statements: [Scaled 1-5; 1=strongly disagree, 5-Strongly agree]
a. I feel like when I donate I make a difference.
b. I don't make enough money to donate money.
c. I prefer to donate money when I can see a direct result.
d. I prefer to donate money when there is a charity or fundraising event.
Some popular events include: sporting events like a 5k or basketball game; a formal dinner, gala,
or ball; music benefit concerts, etc.
8. How much money do you typically donate to one particular charity in a given year? If you support
multiple charities, consider the charity to which you give the most money.
• Less than $25
• $25 - $50
• $51 - $100
• $101 - $500
• $501 - $1,000
• $1,001 - $5,000
• Over $5,000
9. In a typical month, about how many hours do you volunteer? [Open-ended]

Marci Nauman - IMC 636 Final Campaign

Marci Nauman - IMC 636 Final Campaign

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (17)

Similar a Marci Nauman - IMC 636 Final Campaign

Similar a Marci Nauman - IMC 636 Final Campaign (20)

Último

Último (20)

Marci Nauman - IMC 636 Final Campaign