IMC 636 – St. Jude Capstone Project

St. Jude Children's Research Hospital Campaign Proposal. Copyright ©2014 Northwest Republic. CONFIDENTIAL.
Campaign Objective:
To position St. Jude as the elite fundraising program in the young professional (age 21-30)
market and stimulate that experience into a collection of lifetime connections with St. Jude
Children’s Research Hospital.

St. Jude Integrated Marketing Communications Plan | 2
Ms. Melanee Hannock December 21, 2014
Sr. Vice President, Marketing
St. Jude Children's Research Hospital
262 Danny Thomas Place
Memphis, TN 38015-3678
Cc: Ms. Shelby Anderson and Ms. Katie Foster
Dear Ms. Hannock,
Thank you for the opportunity to submit this marketing campaign proposal to St.
Jude Children’s Research Hospital. Your organization’s efforts are saving the lives of
countless children, allowing each to write the next chapter of their life’s story. We are so
excited to share the stories of St. Jude – from bench to bedside – in a way that inspires
young professionals to take hold of your mission and champion it for the rest of their
lives.
Northwest Republic is a full-service creative agency that exists to work with non-
profit organizations of all sizes to share their stories with existing and potential donors
and advocates. We specialize in inspiring people to take action through a unique
combination of market research, brand strategy, channel planning, creative strategy and
execution, web and social media strategy, and brand experience and events.
Founded in the Pacific Northwest, and more specifically, Portland, Oregon, we
refuse to bind ourselves by marketing norms in the non-profit sector. Our hometown is
known for citizens who march to the beat of their own drum. This celebration of
uniqueness is what fuels our work with non-profits. No two organizations are the same,
and they shouldn't have their stories told the same either.
The strategy outlined in the pages that follow was produced from countless hours
of studying you and your audience, and we are confident that our proposal will provide St.
Jude the opportunity to position itself as the elite fundraising program in the young

professional market and stimulate that experience into a collection of lifetime
connections with the organization.
We are very excited at the possibility of working with you, and I am extremely
grateful for the opportunity to be considered. Please contact me with any questions you
may have, and I hope we can partner together to tell your amazing story and inspire
young professionals to action.
Sincerely,
Andrew Hansen
Managing Principal

TABLE OF CONTENTS
Executive
Summary.......................................................................................................................................... 5

About
Northwest
Republic............................................................................................................................. 6

Situation
Analysis ............................................................................................................................................. 7

Target
Market...................................................................................................................................................16

SWOT
Analysis .................................................................................................................................................21

Online
Survey ...................................................................................................................................................23

Brand
Positioning ...........................................................................................................................................27

Brand
Personality...........................................................................................................................................31

Brand
Perception............................................................................................................................................33

Integrated
Communication
Strategy
Statement...................................................................................35

Creative
Brief....................................................................................................................................................37

Media
Plan.........................................................................................................................................................39

Objectives ..........................................................................................................................................................40

Tactics.................................................................................................................................................................43

Internal
Communications
Plan...................................................................................................................68

Creative
Executions........................................................................................................................................73

Budget.................................................................................................................................................................92

Integrated
Communications
Flow
Chart .................................................................................................95

Campaign
Focus
Group
Feedback..............................................................................................................96

Evaluation
Plan................................................................................................................................................99

Conclusion ...................................................................................................................................................... 103

Appendix
A:
References............................................................................................................................. 104

Appendix
B:
Survey
Questions................................................................................................................. 112

Appendix
C:
Survey
Responses................................................................................................................ 113

Appendix
D:
Focus
Group
Moderator’s
Guide .................................................................................... 125

Appendix
E:
Press
Release ........................................................................................................................ 127

EXECUTIVE SUMMARY
Today’s young professionals are upbeat and optimistic, determined to build
amazing lives for themselves and leave their mark on the world. They crave experiences
that will shape their lives into an amazing story worth sharing someday. The challenge for
St. Jude Children’s Research Hospital is to find a way to be part of that story.
Young professionals want to get behind causes, but they need to see the impact
made by their support. Every action and moment counts as they add to their legacy. If St.
Jude truly desires to build relationships with members of this generation, they must make
young professionals feel as if their support can make an immediate difference. This will
require custom communication that can be delivered directly to them.
Make a Moment is a lead generation and relationship building campaign designed to
integrate with young professionals’ existing social lives as opposed to creating another
program for them to opt into. It is about the pursuit of experiences that create a
meaningful story for a person. By focusing on the stories of its young professional donors,
St. Jude can convince them to focus on the stories of the hospital’s young patients.
Through the integrated use of a beautiful, mobile-friendly website, extensive social
media advertising, and traditional outdoor and television advertising, today’s young
professional will regularly come into contact with the Make a Moment campaign. After
participating in an official event, from a hike on their favorite trail to a movie night at a
friend’s house, St. Jude will begin to cultivate a relationship using email and phone with
content tailored to our target audience.
Young professionals are already posting group photos on Instagram, taking trips
with friends, catching up over coffee, and dreaming of ways they can impact the world
around them. Rather than design a campaign solely focused on attracting them to the
cause of St. Jude, we believe meeting them halfway will allow for deeper connection that
can last for decades to come. Let’s partner together to help young professionals tell a
great story with their lives, and save countless others in the process.

ABOUT NORTHWEST REPUBLIC
Northwest Republic is a full-service creative agency that exists to work with non-
profit organizations of all sizes to share their stories with existing and potential donors
and advocates, ultimately moving these audiences to action.
Founded in Portland, Oregon, we refuse to bind ourselves by marketing norms in
the non-profit sector. Our hometown is known for citizens who march to the beat of their
own drum. If you walk down the street on any given day, you'll meet people who dress
differently (and sometimes, very differently), and have different opinions and some pretty
unique hobbies. What unifies us, however, is the celebration of what makes us unique.
This celebration is what fuels our work with non-profits. No two organizations are
the same, and they shouldn't have their stories told the same either. Our agency's name
embodies this belief. A republic is defined as a government where power lies in the hands
of the citizens able to vote. In the non-profit world, that vote comes in the form of support
for your cause. Our job at Northwest Republic is to highlight and celebrate that which
makes your organization unique so that your audience can grow in size and commitment.
You're doing something truly special and we want to inspire your audience to action.

SITUATION ANALYSIS
Actor Danny Thomas found himself with moderate success in the city of Detroit,
Michigan, but needed something to happen in order for his career to go to the next level.
He had discovered the power of prayer two years earlier when his faithfulness in a
financially dire situation was rewarded with a small part that gave him the money needed
to take care of his family. Faced again with a significant roadblock, Danny prayed to St.
Jude, patron saint of hopeless causes, "help me find my way in life, and I will build you a
shrine" (“Danny’s Promise,” n.d.). Danny’s career flourished as time passed, and by the
early 1950’s he laid the groundwork to make good on his promise.
Helping Kids
St. Jude Children’s Research Hospital was born in 1962 from a promise made during
one hopeless cause with the mission of helping children in the midst of their own dire
situations. Its mission is to advance cures, and means of prevention, for pediatric
catastrophic diseases through research and treatment (“St. Jude Mission Statement,” n.d.).
No child is denied treatment based on race, religion, or a family's ability to pay. While the
organization takes insurance, St. Jude covers any additional payment needed. Families
have their treatment, meals, housing, and transportation covered by this generous
hospital.
St. Jude’s founder, Danny Thomas, learned what faith and generosity can do
firsthand. St. Jude pays this forward to every family that comes through, but also does the
same with its research. The work done at this research hospital has developed a
reputation that doctors trust, with some of the toughest cases referred there due to the
high survival rates for some of the most aggressive childhood cancers.
For instance, the work done at St. Jude has helped increase the survival rates for
acute lymphoblastic leukemia from 4% in 1962 to 94% today. Across all childhood cancers
for which the hospital provides treatment, the survival rate has increased to 80% from
20% when it first opened (“St. Jude Facts,” n.d.). St. Jude attributes this to their “bench-to-
bedside” approach that takes their extensive research to generate clinical trials that

qualifying patients can take advantage of in the treatment of their illness (“Current Clinical
Trials,” n.d.).
This information not only benefits the patients of St. Jude, but those of countless
other hospitals too. St. Jude freely shares these trials and other research with physicians
and healthcare institutions throughout the world (“Current Clinical Trials,” n.d.). For
instance, in 2012, St. Jude released the “largest-ever compilation of comprehensive whole
genome human cancer data for access by the global scientific community” (“St. Jude
Facts,” n.d.).
Managing more than 67,000 patient visits a year is understandably expensive. St.
Jude’s daily operating cost is $2 million, 75% of which is covered by private donations
(“Only St. Jude,” 2013). Operating out of 31 regional offices across the United States, St.
Jude operates and supports 31,000 fundraising activities each year and is the second-
largest healthcare charity in the country (“Only St. Jude,” 2013). Although St. Jude has 9
million active donors and 28 Fortune 1,000 companies supporting it, its mission to find
cures for children with cancer and other deadly diseases through research and treatment
requires the steady addition of new donors.
Current Communications
Social Media
St. Jude currently has a strong presence on various social media platforms. Its
primary platforms that are promoted directly from its website are Facebook, Twitter,
YouTube, and Google+. It also has a strong presence on Instagram. Its Facebook account
is a leader on the world’s largest social network. In 2013, social research firm Louddoor
ranked it as the brand with the most loyal following on Facebook using net promoter
scoring (French, 2013). With a strategy of first appealing to their audience as human
beings, focusing on highlighting their patients and interaction with their fans, many of the
organization’s posts receive between 3,000 – 30,000 likes and dozens of comments that
encourage the children and thank the hospital (Wilson, 2013).
Likewise, the brand receives similar responses from its fans on its other platforms.
Many comments contain religious undertones of “God bless” or encouragement to the

kids and hospital, and there are rarely any comments that demonstrate a negative
opinion of St. Jude or even modern medicine.
St. Jude highlights many of its young patients through photos or video stories. In
both contexts, children are not identified solely by their disease, but also by activities they
love and dreams they may have. This humanization of their patients increases relatability
to the hospital’s supporters. St. Jude also makes a strong effort to highlight the work of its
donors and volunteers through photos or direct thanks. One of the best places to see this
manifest is on Twitter where the organization will seek out individuals and brands to
thank them for their support in whatever form it comes.
It is important to note that much of St. Jude’s content is used across all its
platforms. Photos may find their way across Facebook, Twitter, Instagram, and Google+,
and occasionally the same calls to action are shared at similar times. The posted content
is often native to the platform (e.g. photos hosted through Facebook or Instagram, videos
uploaded directly to Facebook), helpful for breaking through these platforms’ algorithms,
but their external links predominately take fans to initiative landing pages instead of
deeper pages within the website where content can get more specific. Some of this may
be attributable to a lack of a blog. While a news archive exists, it functions more as a
repository for press releases and is less personable than the social platforms of the
brand.
Partnerships and Endorsements
One of the best ways corporations have supported St. Jude is through the annual
Thanks and Giving campaign. “During the St. Jude Thanks and Giving campaign, many of
America’s most respected companies want to make it easy for their customers to give
thanks [during the] holiday season” (“Meet Our Partners,” n.d.). Companies like Chili’s,
AutoZone, Marshalls, Pottery Barn, and many more provide various opportunities to
donate to St. Jude in checkout lines or when paying a bill. This point of sale integration
raised $72 million in 2013, and over $380 million to date (“St. Jude Thanks and Giving,”
2013). These amounts also include individual gifts through the web and by mail, but
corporate partners contributed $60 million last year (“St. Jude Thanks and Giving,” 2013).

Founded by actor Danny Thomas, it’s no surprise that celebrity endorsers regularly
champion St. Jude. This occurs on a large scale during the annual Thanks and Giving
campaign. Notable celebrity supporters have included Sofia Vergara, Jennifer Aniston,
Robin Williams, Michael Strahan, Luis Fonsi, Shaun White, and of course, Marlo Thomas
(Brady, 2012). In addition, celebrities also have supported St. Jude through patient visits
over the years. This includes top government leaders to popular television actors and
musicians (“Celebrity Involvement at St. Jude,” n.d.).
The NBA in particular has become a strong supporter of St. Jude and its mission,
providing substantial support in the form of hospital visits, players acting as ambassadors,
social posts, monetary donations, direct and indirect on-air promotion for the hospital in
the form of specific mentions and subtle lapel pins worn by broadcasters, and the hosting
of sweepstakes to generate interest (“Hoops for St. Jude,” 2011). In addition, the local
Memphis Grizzlies decided to extend their partnership with St. Jude this year, committing
to $2.5 million over the next ten years (“Grizzlies extend partnership,” 2014).
Events
St. Jude provides opportunities for involvement from elementary school-aged
children up through the elderly. Everyone can contribute something, even if that means
fundraising on behalf of the organization in lieu of, or in addition to, contributing your
own funds. St. Jude's fundraising efforts include a Trike-a-thon and Math-a-thon for
younger kids, as well as Up 'Til Dawn for college students and the Dream Home Giveaway
for all adults (Zmuda, 2011). In addition to these events that bring in considerable support
for the organization, St. Jude also hosts walks and sponsors participants willing to
fundraise on the hospital’s behalf.
As part of its annual Thanks and Giving campaign, St. Jude is hosting the family-
friendly St. Jude Give thanks. Walk. event around the country in over 65 communities. Since
its inception, the event has raised over $17 million (“St. Jude supporters in 65
communities,” 2014). In addition, St. Jude Heroes is an opportunity for runners to
fundraise on behalf of St. Jude at a variety of races around the country (“Heroes Home,”
n.d.). This opportunity allows supporters to not only be active while they fundraise for St.

Jude, but also encourages them to be active voices that share the hospital’s brand with
their personal networks.
Competitive Landscape
While it feels difficult for some to recognize competition in the non-profit
landscape, it is a reality, as there are a finite number of dollars individuals are willing to
pledge to one or more causes. As St. Jude begins to target the young professional it is
important to consider other organizations that may directly or indirectly take their
attention.
Direct
Easily identified direct competitors include organizations whose attention is
focused on cancer and/or children suffering from catastrophic diseases. Stand Up 2
Cancer began in 2008 with the mission of funding groundbreaking research to develop
and deliver new cancer treatments to patients (“What Is SU2C?,” n.d.). Co-founder Katie
Couric has mobilized many in the entertainment industry to support the organization and
help spread awareness on cancer prevention. Their strong use of celebrity and extensive
backing has raised $261 million to date (“About Us,” n.d.).
The American Cancer Society (ACS) is another significant contributor to the fight
against cancer. Founded in 1913, the ACS now stands as the largest voluntary health
organization in the US (“Facts About ACS,” n.d.). ACS has a fairly comprehensive mission,
focusing on cancer prevention and education, resources to those with cancer, and funding
research and clinical trials. Since 1946, over $4 billion has been committed to cancer
research, making them the largest private, non-profit funder in history (“ACS Fact Sheet,”
n.d.). Their most notable fundraising event that activates people of all ages is the Relay for
Life. Each year more than 4 million people in over 20 countries participate, making it an
easily recognizable brand (“Relay for Life,” n.d.). Other notable events open to young
professionals are ACS’s charity golf tournaments, galas, and walks/runs.
The Susan G. Komen organization began in 1982 with $200 and a goal to end breast
cancer. To date, it has now “funded more than $800 million in research, more than $1.7
billion in screening, education, treatment and psychosocial support, and served millions in

over 30 countries worldwide” (“Our Impact,” n.d.). Their most notable fundraising event is
the Race for the Cure, which involves more than 1.6 million supporters every year
(“Komen Race for the Cure,” 2014). Additionally, there are young professionals groups in
several larger markets across the country that host their own special events to fundraise
for the organization.
Founded in 1981, Make-A-Wish grants wishes to children age 2.5 – 18 who have a
life-threatening condition. The organization brought in $78.5 million in 2013 (“Make-A-
Wish Annual Report,” 2013), and granted, on average, a wish every 38 minutes (“Wish
Impact & Facts,” n.d.)! In addition to strengthening families and providing hope and
encouragement to the young patients, Make-A-Wish also claims that 89% of doctors,
nurses, and health professionals say they believe a wish experience can influence the
child’s physical health (“Wish Impact & Facts,” n.d.). Much of the organization is broken
down into regional chapters that manage the fundraisers and granting of wishes for their
area. Most fundraising occurs through walks, direct donation, other special events, and
workplace giving. Some regional chapters also have a junior or young professional board
of people under age 40 who coordinate fundraising and awareness events for their peers.
Indirect
An indirect competitor for St. Jude is Sevenly. This startup based in southern
California sells custom-designed apparel and other goods and then donates $7 from each
purchase to a charity partner for the week. Over the past three years, the online company
has donated $4 million to various organizations serving causes around the world (“How
Sevenly Works,” 2014), and its social media strategy earned it the title of “America’s Most
Social Small Business” from Mashable in February 2014 (Epstein, 2014). Sevenly targets
Millennials in its design, social strategy, and overall communication. While they don’t
represent a specific cause, they do represent the current “social good” trend being
adopted by many small businesses and startups that are attracting quite a bit of
Millennials’ attention.
Additional indirect competition includes other children’s non-profit organizations
and hospitals, such as Children’s Miracle Network Hospitals, UNICEF, Invisible Children,
and the National Council of YMCAs of the USA. While it’s arguable these organizations are

direct competition, they lack the brand equity St. Jude has and many are broader in scope.
Of course, with common themes of children and healthcare, they could take attention
away from St. Jude or create enough noise to detract from the organization’s messaging.
Challenges and Opportunities
St. Jude operates as a non-profit organization within the healthcare sector. While
there are universal challenges and opportunities for non-profits, there are additional
considerations that must be made in regard to particular niches. The overarching themes
that affect St. Jude in particular will be discussed in the following section.
Current State of the Economy
While alternative sources of income exist, such as the limited insurance revenue St.
Jude receives, non-profits primarily operate on donations from individuals and
corporations. The state of the economy will always be a primary consideration for these
prospective donors, and it’s currently a mixed bag. The employment rate as of November
2014 is 5.8%, but 2.9 million have been unemployed for half a year or more, and there are
7 million part-time workers desiring full-time employment (Long and Gillespie, 2014). In
addition, wages aren’t growing (Luhby and Gillespie, 2014). With that said, GDP grew by a
rate of 3.5% in Q3 2014, a good sign that the US economy is expanding (Solomon, 2014).
While there are positive signs that the recession borne out of 2008 is slowly becoming
smaller in our rearview mirror as a country, there are many still having a hard time
financially who will be more cautious in their spending and giving.
Non-Profit Industry Saturation
The United States currently has approximately 1.44 million non-profit organizations
registered (McKeever and Pettijohn, 2014), and as of 2010, there have been approximately
50,000 new organizations started each year (Lecy and Chisholm, 2013). Of the 1.44 million
registered non-profits, approximately 37,374 are from the health sector (McKeever and
Pettijohn, 2014). These numbers are significant because they point to potential saturation
in the non-profit industry. As the number of players increase, both as a whole and in the
various sub-sectors of the industry, competition for donors will continue to increase and

only the most efficient organizations will be able to survive. This highlights the need for
strong branding and differentiation among non-profits.
National and Healthcare Sector Giving
In 2013, we saw non-profit giving increase almost across the board. When broken
down, however, we begin to see the difference amongst various sectors. Overall non-
profit giving grew 4.9% in 2013 from the year before, a good indicator of improving
economic health (MacLaughlin, 2014, p. 2). Healthcare organizations, such as hospitals,
grew by 3.6%, and medical research organizations grew by 1.4% (p. 3). It is worth noting
that St. Jude is a combination of both sub-sectors. In addition, healthcare grew in online
giving by 14.5%, making it the second-largest sector to utilize this growth opportunity (p.
4).
Donor Fatigue
Donor fatigue is a significant issue facing non-profits right now. Many organizations
either lack the resources or expertise to fundraise well, and as a result, prospective
donors become turned off to the idea of giving to anyone. Much of this is caused by a lack
of personalization, too many requests, the inability to give in a way that works for the
potential donor, or a sheer lack of interest (Pawley-Boyd, n.d.).
Some of these issues can be mitigated through strong customer relationship
management programs/tools that allow for additional personalization, including
recognition of the individual donor, honoring communication and giving preferences, and
tracking previous communication.
Fundraising Challenges
While donor fatigue is a major challenge in fundraising, there are other important
considerations non-profits must make in devising giving campaigns and strategies. One of
the primary concerns surrounds the cost of overhead.
“You’re not going to raise dollars unless you are hiring people and paying the
overhead necessary to support those activities,” says Bill McGinly, president and CEO of
the Association for Healthcare Philanthropy (MacLaughlin, 2014, p. 8). While this may be

true, there is an increasing demand from donors to demonstrate impact. Igor
Belokrinitsky, principal with Booz & Co., says “You need to have a compelling story in the
market. Donors want to give money for distinction, groundbreaking discoveries, quality of
care and the patient experience – not just to keep the hospital lights on" (Gamble, 2013).
This doesn’t mean overhead costs are unacceptable to donors, but it is a tension to
manage.
Additionally, it’s important to recognize technological trends. As stated earlier,
online giving is on the rise, especially in the healthcare sector. Equally important is a
strong mobile strategy. Two-thirds of non-profit organizations now have mobile-friendly
websites, and over one-third plan to use at least one mobile tactic for fundraising (Barry,
2012). With Millennials growing in influence and spending power, easy access to
information and next steps will become increasingly important.

TARGET MARKET
Overview
Millennials are a growing segment of the overall population with considerable
influence and buying power. Born between the years of 1977 and 1995, approximately 77
million Millennials currently exist, almost a quarter of the U.S. population and equal to the
number of Baby Boomers and Generation Z (the generation following Millennials)
("Millennials: Much Deeper Than Their Facebook Pages,” 2014). This generation is one of
the most educated in history, with 23% of its population holding a Bachelor’s degree or
higher ("Millennials: Much Deeper Than Their Facebook Pages,” 2014).
Young Professionals, age 21 through 30 years, make up about 44.4 million, or
approximately 57%, of Millennials as a whole (United States Census Bureau, 2013). Many
of these individuals have substantial educations, though they completed their studies
around the great recession that began at the end of 2008. As a consequence, 37% of
those age 18 to 29 are unemployed or completely out of the workforce, the highest share
among this age group in more than 30 years (“Millennials: Confident. Connected. Open to
Change,” 2010). For some, this has meant looking for savings elsewhere, such as living at
home. In fact, 13% of Millennials, many of whom fit within the Young Professionals group,
have boomeranged back to living at home after having been out on their own (US
Chamber of Commerce Foundation, 2012). Additionally, 36% of Millennials say they rely
on financial support from their families (“Millennials: Confident. Connected. Open to
Change,” 2010). While there isn’t data on specific income levels of Young Professionals,
recent findings show that the salary range for Millennials as a whole is between $25,000
(average for ages 18 to 27) and $48,000 (average for ages 28 to 36) ("Millennials: Much
Deeper Than Their Facebook Pages,” 2014).
Psychographics
The Millennial generation is an upbeat one, more optimistic about their economic
futures and the overall state of the nation than their elders (Taylor and Keeter, 2010, p. 1).
This is significant as many entered the job market during a major economic recession and
grew up during major terrorist events such as 9/11 and combat centered in the Middle

East. With that said, 67% of Millennials believe “you can’t be too careful” when dealing with
other people (Taylor and Keeter, 2010, p. 2). This wariness leads their desire for
transparency from charitable organizations.
This generation also seeks peer input and affirmation on decisions once they’ve
done their own research. As will be discussed further, they do so using technology like
texting and social networks, but they also enjoy collaborating in person (Fromm, Lindell,
and Decker, 2011, p.24).
Millennials, and particularly, Young Professionals, seek out lives of meaning and
adventure. They desire to favorably look back at their life’s story when they reach the end
of their lives. To this generation, success is a matter of hard work and is completely worth
the amount of effort it takes to make it happen (Fromm, Lindell, and Decker, 2011, p. 30).
In addition, they seek a different form of luxury from previous generations. “They crave
experiences. And validation. … They see the richness in the storytelling of having an
experience” (Faw, 2012). Including this group into the story of an organization is hugely
important to generate buy-in.
Technology
As a generation that has grown up with technology always part of their lives, it’s no
surprise that when surveyed, Millennials believe technology use is what most makes their
generation unique ("Millennials: Technology = Social Connection,” 2014). For instance,
approximately 60% of them upload content to the web, and around 30% have a blog or
website (Fromm, Lindell, and Decker, 2011, p.18). Additionally, they see technology items
as must-haves, rather than discretionary. “Millennials are constantly bombarded with the
latest and greatest electronic gadgets, and they're also subject to more peer pressure
regarding the ownership of these items,” says David Bakke, editor of Money Crashers
Personal Finance (Halpert, 2012).
Spending Power
Although the economy has slowly begun to turn around, concerns among other
generations remain high regarding financial security. Millennials, on the other hand, hold
a more positive outlook. Approximately 90% of those surveyed say they currently have

enough money or that they will eventually meet their long-term financial goals, although
this belief is stronger among younger members of this generation (“Millennials: Confident.
Connected. Open to Change,” 2010). Whether or not this is truly reality remains to be
seen, but in the interim, their spending power appears substantial, estimated at $200
billion (Fromm, Lindell, and Decker, 2011).
With this spending power, non-profits have to develop strong brands to attract and
build relationship with them, and develop multiple avenues for engagement. The defined
Young Professionals age bracket catches members in school or at the start of their
careers with potentially limited discretionary spending, as well as others who have the
ability to contribute.
Young Professionals and Non-Profit Organizations
In 2013, 87% of Millennials made financial contributions to non-profit organizations
(Cohen, 2014). In contrast to their Baby Boomer parents, Millennials pay little attention to
tax benefits or donating to arts and cultural institutions. In fact, their motivations are tied
to desires for living meaningful lives. “Millennials aren’t interested in creating
philanthropic legacies—meaning, presumably, endowed philanthropic institutions—but
‘are more interested in the impact their donations can make today rather than decades
from now or after they’re dead’” (Cohen, 2014). Millennials care more about the number
of people helped or change affected (Feldmann, Nixon, Brady, Brainer-Banker, Wheeler,
2013, p. 26).
When navigating relationships with Young Professionals, it’s important for non-
profit organizations to emphasize the difference that can be made as opposed to ways in
which one can manage their wealth (e.g. philanthropy). For those 21-30 years of age, deep
consideration of wealth management beyond a 401k is unlikely. Millennials are happy to
give, although the amounts may vary, but it’s only going to happen out of a growing
relationship with the cause and advocating organization. Relationship differs from
awareness in that it involves conversation and continual input.

Inspiring Young Professionals to Action
Millennials view volunteer opportunities and events as opportunities to socially
connect with like-minded individuals (Feldmann, Nixon, Brady, Brainer-Banker, Wheeler,
2013, p. 6). While they are a generation united in their use of technology, they also enjoy
face-to-face interactions. They want to create memories through experiences that add to
their life’s story. Another great way this can manifest is through networking opportunities
(p. 6). Young professionals desire to broaden their skill sets as they navigate the early
stages of their career. Serving on non-profit boards, attending events with their peers, and
volunteering their expertise helps increase retention as they become increasingly involved
with a cause.
Of course, this isn’t to say that Millennials don’t respond well to new media. Social
networks, blogs, mobile apps, and more are all important ways to directly connect with
this generation. If an organization is going to use these mediums, however, they need to
keep in mind that these aren’t opportunities for broadcasting. These are opportunities for
relationship building. Even if a Millennial can’t give financially now, you can secure them
once they become more financially stable (Spitsen, 2013).
In the interim, organizations should consider creating regular givers of this group
by encouraging monthly giving at smaller amounts. In 2012, 23% of Millennials gave $51-
100, and 40% gave $1-50 as their single largest gift of the year. In addition, 52% are willing
to try monthly giving (Feldmann, Nixon, Brady, Brainer-Banker, Wheeler, 2013, p. 29). By
creating regular givers, organizations have the opportunity to generate loyalty over time
through relationship building on communication platforms this generation uses.
Potential Distractions
Non-profit organizations are increasingly competing with social good companies
such as Tom’s Shoes, Sevenly, and more. These are for-profit companies that contribute
significant resources to non-profit organizations, sometimes even their own. These
businesses understand the power of building a strong brand that can fuse with the
Millennial’s personal identity. In fact, 37% pay extra for products consistent with the image
they want to convey (Fromm, Lindell, and Decker, 2011, p. 32). Non-profit organizations

must create strong brands focused in relationship and engagement so that Millennials
can champion them when among their peers.
Secondary Audience
The secondary audience for St. Jude is its employees. From the doctors to
accountants, current employees can be the organization’s strongest advocates when
engaged properly. By generating a high level of investment, we can ensure the entire
campaign is successful.

SWOT ANALYSIS

Key Findings
St. Jude is a nationally-recognized brand and extremely well-respected for its work.
As the non-profit industry continues to be impacted by donor fatigue and increasing
competition for donor funds, there is an increasing need to engage Millennials in a way
that resonates with them. Other competing non-profit organizations are currently working
on developing strategies to reach this group, and some already have programs in place.
The primary opportunity in front of St. Jude is to focus on building relationships
with young professionals. In the midst of a weakened economy, St. Jude can create new or
use existing channels with content and language targeted specifically at this generation
and their needs. This includes adjusting communication on donations. Young
professionals need to know that their participation at any level could make a difference in
the lives of St. Jude patients. By building a strong relationship with this generation now, St.
Jude can mitigate the threat of competition from other organizations. This will, however,
require the crafting of communication with Millennials in mind and delivering it on
channels that will reach them.

ONLINE SURVEY
Our online survey was designed to reach Millennials age 21-30, and was distributed
online through Facebook and Twitter. Most of those reached are from southern California
and Oregon, representing a broad age range, as well as racial and religious backgrounds.
Levels of completed education varied, but most of those who saw the survey are likely to
have completed college or are in process.
Of its 71 respondents, only 59 qualified and were allowed to complete the survey.
At this time, survey respondents skew slightly to female, those between 26 and 30 years
of age, and most hold at least a Bachelor’s degree, making this group representative of
young professionals. The approximately 18-question survey (dependent on responses to
specific questions) was designed to evaluate Millennials’ thoughts on non-profit
organizations, their current and potential involvement, social media habits, and current
connections to St. Jude. A copy of the survey (Appendix A) and all current responses
(Appendix B) are available in the appendix section.
Current Involvement with Non-Profits
Of our respondents, 90% have given to a non-profit in the past 12 months, and 25%
of them give on a monthly basis. Most give to two or three organizations, though
approximately 30% only give to one at this time. When asked to which organizations they
contribute, only 30% give toward an organization such as St. Jude focused on health,
disease, and medical research. More popular areas for giving were religious organizations
(64%) and human services, housing, food, and jobs. Education, environmental, and arts
organizations all received less support from the sample. Donation habits showed the
flexibility of Millennials and their broad preferences for given channels. Over the past 12
months, 51% have given in person, 47% through a computer, and 30% at an event such as
a walk or networking event. For the 10% of respondents who were unable to give the past
12 months, all cited personal finances as prohibitive.

Potential Involvement with Non-Profits
Three questions were posed using a Likert scale. From these questions, we learned
that Millennials want to see the impact of their donations, although they won’t necessarily
discount organizations where this is a weakness. They are open to learning about new
organizations and causes, but not overwhelmingly so. Family and friends can excite them
about the work being done through an organization, but ultimately in all of these areas,
Millennials need to be individually turned on to a cause.
Once they are interested in supporting, 95% are open to making a direct donation.
Millennials are also willing to support through concerts, races or walks, workplace
initiatives, or, to a lesser extent, networking events. There were no respondents that
disregarded these options.

Communication Preferences
It should come as no surprise that Millennials prefer communicating with non-profit
organizations through social media more than any other platform. 64% of respondents
said social media was a preferred method of communication, followed by the
organization’s website and/or blog at 49%. Most content strategies link the usage of these
two categories. Email followed closely behind at 47%. Other communication platforms
had interest, but were preferred significantly less than the aforementioned top three.
Out of a list of the most popular social media platforms, respondents preferred
Facebook. 88% of respondents are willing to engage with non-profit organizations here,
followed closely by Instagram at 69%, and then Pinterest at 44%. These three platforms
provide opportunities for dynamic visuals through photography and video, as well as
written interaction. After these top three, we begin to see a significant dropoff in platform
preference. Twitter, LinkedIn, and Snapchat follow distantly behind, and Tumblr, Google+,
and Vine show no following among those surveyed.

Current Connections to St. Jude
Of those surveyed 98% had heard of St. Jude, but only 72% had ever supported it
financially before. Opinions of the organization were fairly positive overall, but 36% were
neutral. Of those who financially supported the organization, 75% had done so directly.
One respondent who has supported St. Jude financially in the past shared, “I actually really
like receiving stuff in the mail from them. I get way too many emails/social media ads/etc.
that I have become desensitized.”

BRAND POSITIONING
St. Jude’s current brand positioning is focused
on its main donor base of established adults with a
moderate level of discretionary income. Its primary
messaging is centered on its mission and slogan,
and can be summarized in four key points: No family
ever pays St. Jude for anything, St. Jude treats the
world’s sickest children with the best care, every
child saved at St. Jude means thousands more saved
worldwide, and they put research and treatment
under one roof.
The existing brand positioning is straight and
to the point, much like their creative executions.
Translated in both English and Spanish, print and
digital advertisements typically include faces of their
child patients. These photos represent different
races and ages in an attempt to connect with as
many people as possible. Some advertisements tie
in the patient’s favorite hobby or career aspiration in
hopes that the viewer will see the child’s potential
and contribute. This would be more appealing to an
older demographic that has lived multiple decades.
The design itself is very simple, focusing heavily on
the photos that are typically a portrait of at least one
patient.
The current non-seasonal campaign for St.
Jude is centered on the idea of ownership. “Because
of You” attempts to thank donors for their
contributions by conveying their ownership of the
work done at St. Jude, namely saving the lives of

pictured children, as well as the countless others who benefit from the research hospital’s
countless studies and clinical trials.
St. Jude’s television and radio commercials also continue this theme of “Because of
You.” In the television ads, after explaining how their child has been helped by the
hospital, the parents turn directly to the viewer to thank him or her for their contribution.
This implies a peer to peer relationship, making the target audience older and/or parents.
The radio ads are written with a compassionate, but authoritative voice also directed at
established adults.
The organization also runs seasonal campaigns such as Thanks and Giving. During
the Thanksgiving and Christmas seasons, this campaign pushes for donors to give thanks
for the healthy children in their lives and give financially to those who are not. This
campaign partners with countless businesses to provide opportunities to donate as they
pay for their primary purchases. One such partner is Chili’s restaurants as pictured. This
campaign not only provides immediate revenue for the organization, but also furthers the
brand positioning and reminds the public of St Jude’s work.
Finally, St. Jude’s web and social presence exists to convey information to
prospective donors and patients, but lacks any integrated story elements. Stories easily
accessible from the home page are very brief snippets and are told from a third person
perspective. In addition, the website itself is dated in its design. The mobile version of the
website is even more stripped down and lacks any emotional appeal to those viewing it.
The organization’s popular Facebook page improves upon their website’s deficits, but
again, the storytelling elements remain very surface level in execution, always speaking on
behalf of the organization rather than the patients themselves.

Repositioning
St. Jude has done a great job reaching their existing target of established adults and
parents. When considering our target of young professionals age 21-30, however, there
are areas where the brand must be repositioned. The brand’s biggest opportunity is to
leverage the stories of its patients while defining clear action steps for people of all
income. We recommend the following brand positioning statement as the organization
targets Millennials:
St. Jude provides an amazing opportunity for young professionals to get involved in the
stories of our patients and their fight against cancer and other catastrophic diseases.
Their support provides patients and their families hope in the form of the best
treatment, groundbreaking research, and the peace of mind of knowing it won’t cost
them anything.
Millennials appreciate a good story and want to be excited about the cause for
which they advocate. In fact, they’re unlikely to advocate at all for a cause they’re not

passionate about. This means St. Jude must find ways to tell compelling stories of the
amazing work they are doing for children at their hospital and around the world. This can
be done through video from the patients’ perspectives, including scenes of their life
beyond the hospital walls. In addition, the design of the website and additional collateral
should be updated slightly to feel current and relevant, while still maintaining a strong
level of professionalism. As part of these efforts, the brand needs to reflect the practical
ways a person can help. When doing so from the lens of financial donations, amounts
should be broken down so that a young professional with less discretionary income can
feel as if he or she is making a difference as well.

BRAND PERSONALITY
In conjunction with revised brand positioning, we recommend that St. Jude shape
its personality around the following traits: inspiring, passionate, connected, and impactful.
Inspiring
For an organization that is daily saving the lives of children, being inspiring is no
difficult feat. With that said, St. Jude must discover ways to focus their inspiration directly
toward Millennials. This can be done in two primary ways. First, St. Jude needs to
showcase the diversity of their patients while also highlighting their unity in overcoming
cancer and other catastrophic diseases. Second, they must package ways for Millennials
to help that feel achievable yet still impactful. Many of those in the target market are early
on in their career and limited financially. The burden is on St. Jude to convey the idea that
anyone can make a difference in the lives of these children.
Passionate
To inspire Millennials to be passionate about the work done on a daily basis at St.
Jude, the organization must first lead the way. St. Jude must effectively communicate its
passion for the work it does by telling the organization’s story from multiple angles. From
the doctors to the nurses, the reception desk to the parking attendants, those unaffiliated
with the organization need to see the enthusiasm each employee and current supporter
has for what they do. This generation wants to see their lives as a powerful and dynamic
story. By demonstrating their love for what they do, St. Jude can insert themselves into it.
Connected
In today’s mobile-friendly society, Millennials are used to always being connected.
Through phones and the Internet in general, they have access to the latest news, their
friends and families, and much more. St. Jude operates similarly. Not only does the
organization stay connected with other hospitals around the world through sharing its
research, they are also very focused on having an online presence. By continuing to
develop and expand their social presence, they can extend their image of relevancy to a

generation that values easy access to brands and information – something especially
important if St. Jude wants these Millennials to advocate on their behalf.
Impactful
St. Jude has increased the overall childhood cancer survival rate from 20% to 80%
since 1962. This feat alone proves that this organization exists to create an impact, but it
now must take this reputation and tie its supporters in. St. Jude is not making this impact
alone – its many donors and supporters are due equal thanks. While the “Because of You”
campaign is a great start, the voice needs to be adjusted for the Millennial audience. This
generation needs to see where their dollars are going and who is impacted because of
them. To them, being thanked is great, but seeing and feeling the impact made is worth
so much more.

BRAND PERCEPTION
The St. Jude brand is well known and regarded among Millennials we surveyed, but
it does not appear that this generation is passionate about the organization’s work. We
found that 98% had heard of St. Jude and view it favorably, though not overwhelmingly so.
This makes sense considering the lack of Millennial-focused promotion. While St. Jude has
broadly promoted itself across many mediums for years, even generating partnerships
with younger organizations like international college sorority Tri-Delta, only 28% of those
surveyed have ever been inspired enough to make a financial contribution to St. Jude.
The organization was ranked the number one most trusted non-profit organization
(Hall, 2010) and has enjoyed the most loyal Facebook following (French, 2013). These
rankings provide strong insight on national perception of the St. Jude brand.
What little secondary research information we do have on Millennial perception is
positive. For the past two years St. Jude has secured the top position in the National
Society of High School Scholars’ (NSHSS) Annual Millennial Career Survey (Meckler, 2014).
They beat out popular and well-known organizations such as Google, Walt Disney, and
approximately 220 others. This success has spawned other articles, including an interview
in Cosmopolitan Magazine to discuss how a Millennial could secure a job at the research
hospital (Wood Rudulph, 2014). An organization that is highly admired as a prospective
employer is likely perceived as a positive, strong brand in all facets. While we can assume
favorability and likely be correct, the lack of public connection to Millennials perhaps
highlights an absence in messaging toward this people group from St. Jude.
Luckily for St. Jude, they aren’t the only ones missing out on the Millennial
demographic. While competitors such as Stand Up 2 Cancer strongly utilize celebrity to
get the word out about their cause and organization, the amount of chatter surrounding
their organizations appears equal to that of St. Jude. Most of the positive press cannot be
traced back to any particular people group other than established adults and parents.
This is something of which many organizations are beginning to become aware. In a
recent interview, Susan G. Komen Foundation CEO Judith Salerno stated, “There’s so much
we need to do in bringing the younger generation in. What that fundraising looks like isn’t
completely worked out in our mind, but we are doing a lot of research and looking at

working with new marketing strategies” (West, 2014). No one has completely figured out
how to onboard Millennials to their organization in great number, leaving the door wide
open for St. Jude to begin securing their support.

INTEGRATED COMMUNICATION STRATEGY
STATEMENT
Rejected Statements
• Support for St. Jude families can come in many forms. What story will you tell?
• Living a meaningful life matters. Supporting the kids of St. Jude allows them to
live theirs.
• Live a purposeful story by helping the kids of St. Jude write their next chapter.
Rational Factors!
• Cover treatment and related costs
for families, regardless of their ability
to pay."
• Support an established brand with
an extremely favorable reputation."
• Continue to push the overall survival
rate for childhood cancers beyond its
current position of 80%."
• Provide St. Jude research findings to
medical professionals around so that
all children have a better chance to
fight their illnesses."
• Support the substantial daily operating
cost of $2 million."
• Every child saved at St. Jude means
thousands more saved worldwide."
• "Bench-to-Bedside" approach speeds
discoveries from labs to doctors and
their patients."
Emotional Factors!
• Concerns over personal finances may
be prohibitive to giving."
• Young professionals desire to see
the impact of their donations.!
• Need more than one way to support
organization – including fundraise
and volunteer, especially if personal
finances aren't available.!
• Experts of personal branding and
self-expression. Enjoy sharing
stories about self and causes
through social mediums.!
• Opportunities to stay connected via
technology are important."
• Connection through various social
media platforms is extremely important."
ICSS Statement:
Our lives can tell a powerful story. By partnering with St. Jude Children’s Research
Hospital, you help countless children write their next chapter.

• Tell a great story with your life by giving the gift of hope to kids at St. Jude
Children’s Research Hospital.
Rationale
Today’s young professionals are part of a generation that strongly values self-
expression and personal fulfillment. These highly connected individuals want a story that
they can share with their peers through social networks and choose to identify with
brands that best represent themselves.
The first sentence in the Integrated Communication Strategy Statement (ICSS)
highlights the power their individual story can have on the world around them. Written in
an active voice, it reminds the young professional that, like any protagonist in a story,
their choices impact how dynamic their journey will be.
The second sentence ties their story with those of patients at St. Jude Children’s
Research Hospital. Use of the word “partnering” emphasizes that St. Jude can’t do it alone.
They need people to take ownership of their work outside the hospital walls. “Countless”
is also used to include patients from outside St. Jude who have benefitted from the
research hospital’s open-handed sharing of discoveries. Finally, we emphasize the story of
St. Jude’s patients, all of whom have their own to share. Their journey will be difficult, but
St. Jude is dedicated to helping them move on to write their next chapter – one where
they live healthy, normal lives.
Our ICSS takes this generation’s desire for personal meaning and purpose and
draws parallels with St. Jude Children’s Research Hospital’s patients – young children in
the early chapters of their own stories. Young professionals may have a variety of incomes
and ways in which they can support St. Jude, but they are unified in their desire for a
positive impact in their world.

CREATIVE BRIEF
Client: St. Jude Children’s Research Hospital Date: 11/17/14
Type: Integrated Marketing Campaign Pages: 1
Why are we advertising?
To position St. Jude as the elite fundraising program in the young professional market and
stimulate that experience into a collection of lifetime connections with St. Jude.
Whom are we talking to?
Primarily young professionals, a segment of the Millennial generation, age 21-30.
What do they currently think?
They understand that St. Jude treats children with cancer, but they don’t see how they can
make an impact in the organization and for the cause. They view the brand favorably, but
aren’t necessarily passionate enough to act.
What would we like them to think?
St. Jude is doing amazing work to research and treat pediatric cancer and other
catastrophic diseases, and my involvement as a young professional can make a lasting
impact in the lives of children all over the world.
Integrated Communications Strategy Statement
Our lives can tell a powerful story. By partnering with St. Jude Children’s Research
Hospital, you help countless children write their next chapter.
What is the single most persuasive idea we can convey?
By partnering with St. Jude Children’s Research Hospital, you help countless children see
another day and write the next chapter of their life’s story.
Why should they believe it?
St. Jude is one of the most trusted organizations in the world, in part because of their
track record. They’ve increased the overall childhood cancer survival rate to more than 80
percent since 1962, and all breakthroughs made are freely shared with doctors and
scientists worldwide to save even more children.
Are there any creative guidelines?
Microsite development, include responsive capabilities

:15, :30, and 1:00 YouTube and Television Ads
Extensive use of photos featuring wide spaces and community gathering spots.
Slower music to inspire thought, but happy and upbeat in quality.
A mix of warm and cool colors.
Inspirational copy tone.

MEDIA PLAN
After a thorough study of young professionals, a subset of the Millennial
generation, we have designed a plan for St. Jude Children’s Research Hospital that utilizes
digital and traditional media to create lifelong brand advocates and donors.
Millennials are becoming increasingly valuable to non-profit organizations, eager to
secure their loyalty and future contributions. When we consider this with the increasing
number of social good businesses, the challenge of attracting Millennial attention
becomes very difficult. Their funds are limited, especially given current unemployment
rates for the target audience. Taking a one size fits all approach toward events among a
generation of individuals will not work, nor will mass advertising. Non-profit brands must
become part of the Millennial’s lifestyle.
Part of this lifestyle involves the pursuit of positive experiences that add to their
life’s story. Meaningful moments to this generation include pursuing their passions, from
work to hobbies, as well as connection with friends and family. Rather than design a
campaign solely focused on attracting Millennials to the cause of St. Jude, we believe
meeting them halfway will allow for deeper connection that can last for decades to come.
We want to encourage each member of the target audience to tell a great story with their
life, and save another in the process.
The Make a Moment campaign is all about the pursuit of experiences that create a
meaningful story for a person. We will encourage young professionals to host events
connected to personal passions – day hikes, book clubs, networking events, dinners,
museum trips, etc. – whatever they enjoy doing with others! These events will have
suggested donations set by the host to benefit St. Jude and listed on a new website,
MakeAMoment.org. Combined with an extensive email and social media campaign, the
campaign focuses St. Jude on lead generation so that it can better connect with young
professionals and generate a giving relationship. By focusing on the stories of its young
professional donors, St. Jude can convince them to focus on the stories of the hospital’s
young patients.

OBJECTIVES
Our campaign goal is to position St. Jude as the elite fundraising program in the
young professional (age 21- 30) market and stimulate that experience into a collection of
lifetime connections with St. Jude Children’s Research Hospital. Within this comes a variety
of objectives, namely the primary business objective outlined by St. Jude: increase the
average event total to $100,000 for events completed between August 2015 and August
2016 for a total revenue of $3 million in year one with the potential to grow to $30 million
raised in 3 years.
Primary Marketing Objectives
1. Extend campaign reach to 50% of target market between August 2015 and July
2016.
Rationale
MakeAMoment.org is the main entry point to the Make a Moment campaign. Focusing
resources toward directing traffic there helps us spread the word about St. Jude and
the amazing work being done to create life-saving treatments for childhood cancer. By
reaching half of all those age 21 to 30, we significantly increase the chances of them
hosting or attending a Make a Moment event, as well as donating to St. Jude in the near
future.
2. Recruit 150,000 first-time donors between August 2015 and July 2016.
Rationale
If through a Make a Moment event 150,000 donors give an average donation of $20 in
the course of a year, it will amount to approximately $3 million, St. Jude’s goal for year
one. The table below shows the financial potential if St. Jude can retain approximately
half of these donors over 5 years. Not only is the entire initial investment recouped,
but an additional $2 million is made. This, of course, doesn’t take into account new
donors recruited during the same time period. The chart below emphasizes the
importance of relationship building with Millennial donors:

Year Number of Donors Average Donation Total Donations
1 150,000 $20 $3,000,000
2
90,000
(60% of Year 1)
$40 $3,600,000
3
63,000
(70% of Year 2)
$60 $3,780,000
4
47,250
(75% of Year 3)
$80 $3,780,000
5
37,800
(80% of Year 4)
$100 $3,780,000
TOTAL: $17,940,000
3. Create recurring donors (using auto-pay or pledging) from 15% of all new
donors between August 2015 and July 2016.
Rationale
This objective requires us to convert 22,500 of the 150,000 new donors to recurring
givers within a year. If St. Jude can do so at smaller amounts now, there is future
opportunity to increase their gifts as their disposable income grows. To do so, St. Jude
will need to develop a plan to begin conversations with this base and develop a long-
term relationship with communications focused on this age group.
4. Receive 75,000 campaign-related, user-generated posts across all social media
networks between August 2015 and July 2016.
Rationale
Such a large amount of user-generated content will provide a needed layer of
authenticity to the campaign, which appeals to Millennials. In addition, this will help

generate a buzz around the campaign that should stoke interest in learning more
about Make a Moment, and more importantly, St. Jude.

TACTICS
Objective
Extend campaign reach to 50% of target market between August
2015 and July 2016.
Tactic – MakeAMoment.org Website
The website MakeAMoment.org will serve as the hub for the Make a Moment
campaign. Users will be able to search for events in their area based on interest and/or
sign up to host their own event (private or public). The website itself will be photo and
video-driven, and will include responsive design so that it displays well on mobile devices
and tablets. While the website will have an obvious connection to St. Jude, its primary
purpose is to gather emails and push people to an event where they can contribute
financially and learn more about St. Jude among their peers. In addition, visitors will find a
page dedicated to the campaign hashtag, #StJudeMoments, where they can see user-
generated posts from Instagram and Twitter.
Rationale
A responsive website allows users to learn more about Make a Moment without
having to worry about downloading an app they may later not want. While an app could
provide easier access down the road, it’s harder to link to from various digital
advertisements we may choose to create. The features needed are also fairly simple,
making the cost of app development across multiple platforms feel unnecessary.
Budget
• Development and Design – $50,000
• Includes: Responsive design, interface design, content management system, email
acquisition, custom photo gallery, and social media integration (Parr, 2014).
• Domain – $8.99 (GoDaddy.com)

• Dedicated Virtual Private Server – $71.96 / mo. or $863.52 / yr. (“VPS Hosting, 2014).
Evaluation
The success of this tactic will be determined through analytics software. We will be
able to track where visitors are coming from and the average length of stay on our
website, and see if conversions (choosing to attend or host an event) are being made on
our intended pathway(s).

Tactic – Campaign Video
We will create one, 1:00 video to be hosted on YouTube and embedded in our
website. In addition, we will also create :15 and :30 versions of the same video for paid
advertisements on YouTube. Its purpose is to inspire viewers to pursue memorable
moments and introduce the Make a Moment campaign as an opportunity to accomplish
this while helping the children of St. Jude do the same. It will point viewers to the
MakeAMoment.org website to take their next step.
Rationale
Millennials want to be part of an organization’s story, which means the use of
common language and ideas is key. By creating a narrative that touches on themes of
purpose, story, and memories, St. Jude can more easily bridge the gap for young
professionals to understand the importance of St Jude’s work. While a viewer may not
personally know a child with cancer, he or she can relate to the idea of a meaningful life
story. Using video to convey this message, especially as an introduction to the entire
campaign, allows for dynamic storytelling that is easily shared across social networks and
email.
Budget
The total cost for this video will be $12,000, and is broken down below:
• Pre-production (location scouting, shooting schedule, etc.) at $500 a day for
3 days – $1,500
• Production – Two cameras and full day of shooting at $1,600 a day for 3 days
– $4,800
• Post-production and Editing – $800 a day for 5 days (for all 3 versions of
video) – $4,000
• Voiceover Talent – $500 for one day

• Acting Talent – 2 Leads (one male and one female) – $600 each. Extras
sourced from open casting call on St. Jude social media and email accounts.
No compensation will be given (“Standard Rate Card,” 2014).
Evaluation
We will track overall views of the video, as well as incoming traffic sources on the
website. While views of the video will indicate the level of interest in the message to some
degree, a greater indicator of impact will be how many people it drives to the website to
take action. Of course, the video will also be used in conjunction with social and paid
advertising tactics. We will be able to track the number of shares on various social
platforms, Facebook and Twitter the most important of these.
We also can track its effectiveness through action taken during a paid
advertisement. Click-through rates will tell us where to continue placing advertising
dollars, as well as how many are getting to the website to begin the intended conversion
path. We can also track which video length is most effective in the same way.

Tactic – Sponsor Popular Instagram Users
Instagram is a popular social platform allowing for dynamic storytelling through
photos and 15-second videos. By sponsoring 40 popular users at different times
throughout the year, St. Jude can use these photographers’ trusted brands to share this
new campaign. Since Make a Moment is centered around experiences and community,
photographers would be asked to highlight similar scenarios to illustrate how the
campaign works and include a brief endorsement in the photo description, along with the
hashtag #StJudeMoments. Photographers will be sourced from around the country and
have an emphasis on lifestyle and inspirational photography. Examples of possible users
include @seacannon, @iamshpak, @myandyisname. Users would be sponsored over a
wider range of time to allow for better evaluation of effectiveness, as well as to act as a
boost to overall promotion post-launch.
Rationale
With over 90% of its user base under the age of 35, Instagram is a great platform
for St. Jude to reach young professionals (Smith, 2014). Photos allow for dynamic stories
to be shared in photo and video form. Use of established Instagram users to promote the
campaign provides increased credibility to the work of St. Jude and sets an example of
what the organization would love to see on a wider level.
Budget
We plan to sponsor 40 users at $500 each, with an agreement for five posts over
five weeks. This brings the total cost to $20,000.
Evaluation
Instagram does not allow for clickable links in individual photos, but it does through
a user’s profile. If part of the sponsorship includes a link to the Make a Moment website for
a predetermined time period, the conversion rate can be tracked. Since these
sponsorships would predominately occur post-launch of the campaign, surges to the
website or in social mentions would also be a fairly decent indicator of effectiveness. In

addition, individual posts would be watched to track and analyze likes and specific
comments made regarding the campaign.

Tactic – Outdoor Advertising
By utilizing highly visual mediums such as billboards and mass transit vehicles, St.
Jude can promote the Make a Moment campaign with photos of people gathering together
in support of St. Jude. Once the campaign is underway, a contest would be held for the
best photos to be featured on one of our billboards or bus advertisements to help spread
the word about Make a Moment. These photos would range from standard group shots to
more artistic action ones.
Rationale
Outdoor advertising has high reach and frequency over an extended period of time,
including to those outside our target audience (“Bulletins,” 2013). It is likely that this
campaign will appeal to many of those younger than 21 and older than 30, and at the very
least, we can expose them to other content and information about St. Jude. With 71% of
people looking at billboards while driving, we can be confident that recall of the Make a
Moment campaign would be high, especially over time (Olenski, 2011). Even if someone
cannot remember the web address, the campaign name can stick in their head and be
easily searched. Outdoor advertising increases brand recognition.
Our use of user-generated photos on the billboards and bus advertisements will
excite and encourage more users to participate using the official hashtag. Meanwhile, the
advertisements themselves continue to raise awareness about the campaign and drive
people to investigate the website or hashtag on their favorite social platform.
Budget
Outdoor advertising will cost a total of $3,981,250 over the course of the year and is
broken down as follows:
• Printing 50 bulletin-sized billboards at $500 each – $25,000
• Renting approximately 30 billboards per city in 25 cities at $4,100 per
billboard – $3,075,000
Based on average of major market ranges (“Billboard Costs,” 2014).

• Printing 750 “super king”-sized ads for buses at ~$175 each – $131,250
Based on numbers for print job half as wide (“MTD King 30,” 2014).
• Renting ad space on 50 buses per city in 25 cities for four weeks at ~$50,000
– $1,250,000
Based on numbers for Portland Metropolitan area and increased by an
additional $20,000 to compensate for variance between markets (“Portland, OR
Transit Rates,” 2014).
Evaluation
Our primary means of evaluation will be through website analytics. When we know
our billboards and bus advertisements will be up in a particular location, website visits will
be tracked to determine if there is an increase. In addition, post-testing will be utilized to
determine how many of our donors came into contact with our outdoor advertisements.

Tactic – Television Ads
We will air the :30 version of our campaign video as a television commercial
targeting young professionals. The advertisement’s goal will be to drive viewers to the
website and will air during the following shows:
• The Walking Dead
o 1x / week for 8 weeks (4 during first half of season and 4 during last
half of season)
• The Big Bang Theory
half of season)
• NCIS
half of season)
• The Vampire Diaries
half of season)
Rationale
Television is definitely decreasing in popularity among Millennials as online
opportunities to view their favorite programming become more readily available. With
that said, it still is a fairly popular medium. Millennials spend about 41% of their total
television time in front of a traditional set (D’Onfro, 2014). This occurs for several reasons,
including an appreciation for screen size, community viewing, comfort, and
reliability/quality (Wagner, 2013). With these reasons in mind, the Making a Moment
campaign’s focus on community and high quality imagery stands to benefit.

The shows selected are based on current Millennial viewing habits. The Big Bang
Theory and The Walking Dead dominate in popularity, and NCIS and The Vampire Diaries
both attract significant viewership as well (“What Americans Are Watching In 2014,” 2014).
These four shows represent different genres, increasing our overall reach.
Budget
• Walking Dead - $413,695 x 8 episodes – $3,309,560
• The Big Bang Theory - $327,885 x 8 episodes – $2,623,080
• NCIS – $143,204 x 4 episodes – $572,816
• The Vampire Diaries - $71,965 x 8 episodes – $575,720
(Steinberg, 2014)
Evaluation
Advertisement ratings will allow us to see how many people had their television
sets tuned to the channel at the time of our advertisement. We will also track website hits
that occur within 30-60 minutes from the advertisement’s airing. Because the
advertisement’s primary goal is to drive traffic to our website, we can assume that if our
target is moved enough to act, they will access the website from a desktop or mobile
device within a 30-60 minute time frame. Additional surveying will allow us to further track
how many in our target market saw the advertisement, as well as their opinions on its
creative execution.

Tactic – Buzzfeed
We will advertise through Buzzfeed once per quarter in the first year to create a
custom social post that will emotionally connect young professionals and St. Jude using
our theme of Make a Moment. Buzzfeed is responsible for the generation of this content,
but we expect a list post that provides commentary on people creating moments
together, whether or not they originally did so for our campaign. At the end of the post we
will have Buzzfeed tie the list back to the idea that creating moments can help support the
children of St. Jude as we work to increase the survival rate for childhood cancer to 90%.
This will hopefully illustrate what our campaign is all about and build an affinity in the
visitor’s mind toward St. Jude.
Rationale
50% of Buzzfeed’s visitors are 18-34 years of age (“BuzzFeed Advertise,” 2014). In
addition, the website ranks as the 33rd most popular in the United States (“buzzfeed.com
Site Overview,” 2014). Promoting St. Jude here will increase visibility of the campaign and
significantly increase traffic flow to makeamoment.org. Not only will visitors be interested
in the article itself, they are also much more likely to share it with their friends due to its
design and Buzzfeed’s reputation.
Budget
• ~$92,300 per campaign for four campaigns – $369,200 (Boxer, 2013).
Evaluation
We will look at the number of article views (provided by Buzzfeed) and track how
many visitors clicked through to the Make a Moment website. We will also track where and
how often the article was shared across the Internet. Not only will this give us an idea of
effectiveness, but it also tells us where our audience spends more of their time. This could
have implications for our other paid social advertising.

Tactic – Public Photo Booth
We will set up photo booths in 25 different cities for a day to allow passersby the
opportunity to “make a moment” and take a fun photo! We will also overlay the St. Jude
logo and campaign hashtag on the photo. When departing the photobooth, participants
will be able to immediately post their photo to social media or send it to themselves via
email. This information will then be catalogued for future email use as a dialogue box will
require their approval to continue with retrieving the image. The other option will be to
take a card with a custom campaign URL to retrieve their photos. Should they choose this
option, they will first have the opportunity to watch the campaign video before accessing
their photo directly.
Rationale
Young professionals are part of a generation that loves and values a good selfie.
Millennials’ lives are rooted in a visual context and rely on it to tell their stories (Bush,
2014). This is a key motivation for us to use Instagram, and why this photo booth helps
support that tactic. We are providing a starter photo for people to participate in the
campaign, and giving them another reason to check out the website to learn more about
the campaign and St. Jude.
Budget
• ~$1,000 per city through use of local photo booth companies in 25 cities –
$25,000 (“Rental Price and Packages,” 2014).
Evaluation
We will monitor the number of photos taken and compare this to the number of
photos accessed by users. Since each photo has a unique access code, we can get an
exact number. In addition, we will set up tracking on our website to monitor how many
visitors continue to browse beyond accessing their photo. We can then make adjustments
to the photo access pages accordingly in an effort to increase click-through rates.

Objective
Recruit 150,000 first-time donors between August 2015 and July
2016.
Tactic – Make a Moment Event Toolkit
When someone chooses to host a group, the website will ask him or her a series of
questions, including type of event, date, number expected to attend, and the cover
charge. This information will be used to compile a toolkit that will aid in the collection of
funds and attendee contact information. The kit will be constructed and mailed out within
a week, and will include:
• Instructions for the event host that explain the importance of communicating
the vision of St. Jude and facts about the hospital and its research, and
encourage heavy documentation of the event through the official social
media hashtag, #StJudeMoments.
• A video delivered via USB flash drive that is 10 minutes long and showcases
the amazing work done at St. Jude. The flash drive will have the St. Jude logo
and is the host’s to keep after.
• A sign-in sheet that allows St. Jude to gather address, phone, and email
information. Event hosts will be encouraged to get email addresses at the
very least.
• A prepaid return envelope for all money raised that night, as well as the sign-
in sheet.
• A 10% off coupon for each participant to be used at the St. Jude online store.
If an event is held outdoors or has the potential for an unlimited number of
participants, toolkits will include the sign-in sheet, prepaid return envelope, and
instructions for the event host. Those that provide contact information will receive a link
via email to the video post-event, and if a home address is given, they will be mailed a
copy of the booklet and 10% off store coupon.

In addition, we want to resource event hosts with digital promotional tools. Once
they’ve submitted their event application, an email will be sent that provides access to
graphics and suggested language for promotion on social media. Graphic copy will be
generic, requiring the event host to describe their event in their own words. This will help
frame the event as more authentic.
Two days before the event takes place, event hosts will also be called by St. Jude
headquarters to say thank you, provide encouragement, cast vision, and answer any
remaining questions.
Rationale
Sending a toolkit to event hosts allows us to provide a basic template for promotion
with the goal of increasing attendance and the collection of our target audience’s contact
information. The built in redundancies of emailing event hosts, sending them a letter,
then speaking with them on the phone will allow us to emphasize the importance of how
they’re helping and what our goals are.
Budget
The total cost for creating the toolkits is $669,686. All numbers are based on the
cost of assembling 100,000 kits and estimates from 48HourPrint.com unless otherwise
noted.
• 1-Page Instruction Sheet – $3,196 // $0.10 each
• Prepaid Return Envelope – $10,984 // $0.11 each
Potential Postage (if all 100,000 returned) – $49,000 // $0.49 each
• Email Sign-Up Sheet – $3,196
• Coupon Printing – $80,280 // $0.04 each
• Postage - $128,000 // $1.28 each
• USB Flash Drives w/ Video Loaded – $395,030 // $3.95 each
Based on estimate for 8GB swing USB drive from 4imprint.com.

Evaluation
The toolkit will be evaluated by event hosts through post-event surveys. The host
will be asked if they felt resourced, which materials were most effective, and what
questions weren’t answered by existing materials. We will also track actual versus
expected attendance to determine if toolkit contents should be adjusted to help increase
success. Finally, we will look at the contact information collected from those in attendance
to see how much was supplied. If return feels low, then adjustments may be made to the
toolkit to make a better sell.

Tactic - Post-Event Email Campaign
The goal of our Make a Moment events is to begin exposing young professionals to
St. Jude and the amazing work it does. Once attendee contact information is received, St.
Jude staff will enter it into their database and add the names to a special email
distribution list. These monthly emails will focus on how young professionals can support
the making of moments for St. Jude patients through financial support, and emphasis will
be placed on the fact that every little bit helps. Individual emails will be designed with two
purposes in mind.
The first is to highlight the stories of St. Jude patients. When possible, we will
attempt to share the story of a St. Jude patient from the email recipient’s geographic
region. This will help emphasize that even if you live on the other side of the country from
St. Jude, your donation and support makes an impact in the lives of those from your
community.
Second, we will also focus on explaining how donations help. We will take the most
common gift amounts from our target audience and explain what value or treatment they
can accomplish. For instance, $100 helps St. Jude provide two platelet count tests for a St.
Jude patient. All emails will include a call to action related to giving, whether it be to a
specific campaign, individual gift, or encouragement to set up recurring giving.
Rationale
Targeted emails will allow us to speak in greater detail about St. Jude and forge a
relationship with our target audience that can hopefully generate new individual and
recurring donations. Ongoing communication that is personalized and delivered directly
to our audience is statistically one of the best ways to engage them over a longer period
of time (Olenski, 2014).
Budget
Emails will be designed by Northwest Republic and included in agency fee cost.

Evaluation
We will use custom URLs in conjunction with Google Analytics to track click-
throughs to various pages on the St. Jude website, and most importantly, the donation
page. In addition, we will also track the open rate of emails and adjust subject lines and
content accordingly.

Objective
Create recurring donors (using auto-pay or pledging) from 10% of
all new target market donors between August 2015 and July
2016.
Tactic – Annual Top Donor Gala
The top 25 markets, determined by total donations within the surrounding area,
will invite the top 500 young professional givers from the region to a special annual gala.
There will be a time set up for connection and networking, followed by a full dinner and
program, and ending with dancing. The primary goal is to convert one-time donors to
recurring donors, as well as increase giving amounts of existing recurring donors.
The program will contain special words from a St. Jude executive, as well as a report
on how St. Jude is doing. Within this report will be a focus on the work done by young
professionals. At the end of the program, which should last approximately 20-30 minutes,
young professionals will be encouraged to pledge gifts to St. Jude, specifically through
recurring donations. In addition, St. Jude will continue to encourage young professionals
to host a Make a Moment event of their own so that memories are made and their friends
and family can learn more about St. Jude.
Rationale
Hosting a “thank you” gala gives young professionals the opportunity to feel like
they are making a difference in the lives of St Jude’s patients, as well as increase their gifts
or start to give on a regular basis. By not charging for tickets or tables, we increase the
likelihood of their attendance. Similarly, because the program will be focused on
contributions and achievements by young professionals, the chances of us achieving our
objective increase.
Budget
The estimated total cost for 25 events is $664,825. Below is a breakdown of the
projected costs:

• Dinner – $40 a plate x 500 people x 25 events – $500,000 total
• Facility Rental – ~$5,000 for 4 hours – $125,000 total
Based on inquiry of average rental costs for 500 seats in Portland-metro area to
Elizabeth Evans, Associate Director of Events at the University of Portland. Budget
was then doubled to accommodate for variance in rates across country.
• Pledge Cards – $950
Based on estimates from 48HourPrint.com.
• Pledge Envelopes – $1,375
Based on estimates from 48HourPrint.com.
• DJ – $1,000 per event x 25 events – $25,000
(Deutsch, 2013).
Evaluation
Attendance will be our first indicator of whether or not the event type is the right
way to approach celebrating young professionals. To determine whether or not the event
helps us meet our objective, we will compare the total number of recurring pledges made
to those in attendance who currently don’t have one. In addition, we will look at the
percentage of existing recurring donors that increased their pledge.

Tactic – Target Regular Donors
Donors who give more than once in a 3-month period will be sent a personal email
from their closest regional office encouraging the creation of a recurring donation as
opposed to multiple individual ones. The email will thank the donor for their support and
remind them of what they are helping St. Jude achieve. It will also feature a more direct
call to action, linking the individual to a form in which he or she can set up their recurring
gift.
If the donor does not respond to our call to action within 60 days, the regional
office will follow up with a phone call to once again thank him or her for their gifts and
encourage the establishment of a recurring gift.
Rationale
Recurring giving provides a reliable stream of income with lower dropout rates
(Barry, 2012). In addition, we increase the chance of the donor building a long-term
relationship with the organization. By making the ask in such a personal way through both
mediums outlined above, we communicate that their donations hold considerable value
to us and our desire is to help make the process easier. By first sending them an email, we
give them a chance to think about the decision, and should they choose not or forget to
act, the later phone call will feel like less of a blindside.
Budget
Emails will be designed by Northwest Republic and included in agency fee cost.
Evaluation
We will measure email open rates, click-through rates to recurring giving set up
pages, and the number of recurring gifts established. We can also measure the number of
recurring gifts established by phone and see which medium better engages our young
professionals.

Objective
Receive 75,000 campaign-related, user-generated posts across all
social media networks between August 2015 and July 2016.
Tactic – Campaign Hashtag #StJudeMoments
The official Make a Moment hashtag will be #StJudeMoments across all social
platforms, the heaviest of use being on Twitter, Instagram, and Facebook. The goal is for
supporters to engage in online conversation on their favorite platform, ideally highlighting
their support to the cause. The thread of social media posts made with this topic is likely
to include messages of support, mentions of favorite group activities, photos and videos
of Make a Moment events, photos of supporters, and more. In addition to user-generated
content, St. Jude will contribute to the discussion by posting content with the hashtag. The
goal is for users to stumble upon more content directly related to the work at St. Jude.
This keeps the core purpose of this campaign – exposing Millennials to St. Jude and
building a relationship with them – in front of the target audience.
Rationale
Social media matters to Millennials. They post twice as much content as the
average user, and in doing so, generate 30% more clickbacks than the average user
(Morrison, 2014). Getting them to create and respond to content online helps St. Jude
spread its message to more young professionals. A recent survey found that 68% of those
between 18 and 34 years of age agreed their peers’ social posts were “somewhat likely” or
better to influence their purchase decision (Morrison, 2014). When it comes to Facebook,
Twitter, and Instagram, these three networks boast some of the largest followings online
(Constine, 2014). We want to focus resources on these platforms and allow Millennial
social media usage habits to carry this content to other popular and growing platforms.
Budget
Social media graphics will be designed by Northwest Republic and included in
agency fee cost.

Evaluation
Through the use of social media analytics software, we can track St. Jude-generated
posts in detail through click-through rates, shares, likes, retweets, and more. In addition,
we can monitor use of the official hashtag to see how many posts are being made on
which networks, and track the number of shares and amount of interaction those posts
get. Finally, we’d also want to track the use of keywords for the campaign, even when our
official hashtag isn’t used. This includes words and phrases like St. Jude, Make a Moment,
and even variations on the spelling of our hashtag should a person make a typing
mistake.

Tactic – Paid Social Advertising
We will engage what we believe to be the strongest social platforms for our
audience of young professionals with paid advertising. The platforms used will be
Facebook, Twitter, Instagram, and YouTube. Additional platforms may be added later if
determined to be a need.
Facebook Ads
Facebook advertisements to support the Make a Moment campaign will exist in two
formats. The first will be through sidebar advertisements that link directly to the
campaign website. The second will be through the sponsorship of posts from the St. Jude
Facebook page to help tie the campaign back to the St. Jude brand. This second avenue
will likely receive more investment.
Promotion on Twitter
Twitter offers multiple avenues to promote a brand. The largest investment we will
make is the promoted trend, #StJudeMoments. This will occur during Q2 of the campaign
to allow for awareness of the campaign to first build and increase the chances of their
participation. We will also use promoted tweets to target young professionals during Q1
of the campaign in an attempt to increase campaign website visits.
YouTube Advertising
There are several different ways one can advertise on YouTube, but we would
promote “in-stream,” meaning, before a video plays. YouTube will allow us to target based
on age, gender, and location, so as the campaign continues we can adjust our target as
needed. We will use one of the versions of our campaign video.
Sponsor YouTube Video by DevinSuperTramp
Popular YouTube filmmaker “Devin Super Tramp” has 2.6 million subscribers and
over 470 million views on his videos. Many of them center around community, having fun,
connecting, and participating in unique activities such as a rope swing through a canyon,
building massive watersides on the side of a hill, and more. The feel-good nature of his

IMC 636 – St. Jude Capstone Project

IMC 636 – St. Jude Capstone Project

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