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Communications Plan

Envisage c o m mu n icat i on s


Contents Meet Our Team

3

SWOT Analysis 18

Executive Summary

4

Target Market Profiles

Problem Statement

5

Objectives, Strategies & Tactics 21

Goal 5

Doctors 21

Big Idea 5

Environmental & Organizational Analysis

Donors 24

6

Company 6 Customers 7 Context 8 Collaborators 9 Competition 10

Primary Research 12 Phone Interview 12 Key Findings 12 Implications 13 Online Survey 14 Key Findings 14

19

Members & their Families 23

Oklahomans 28

Timeline 32

Gantt Chart 35

Budget 36 Appendix 37

Appendix A 37

Appendix B 40

Appendix C 43

Appendix D 44

Appendix E 49

Bibliography 59

Implications 15 Infographic 16 Other Groups 17

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Meet our Team Danielle Dodd, Account Executive Danielle will be graduating from Oklahoma State University with a Bachelor of Arts in Strategic Communications. She loves Lebanese food, water sports and fashion. She is an ambitious, first-generation college student who plans to attend law school at the University of Oklahoma College of Law in Norman, Okla.

Wes Haddox, Research Director Wes Haddox will be graduating from Oklahoma State University with a Bachelor in Strategic Communications. He loves biblical studies, environmental programs and nonprofits. His future plans include working on a campaign for a U.S. representative in Tulsa, Okla.

Brittanie Douglas, Editorial Director Brittanie Douglas is overly organized, almost to the point of being OCD. She has spent the last two years working at the OSU Foundation. The Broken Arrow native plans to start her career in the massive city of Houston, Texas this June. She can’t go a day without Cheez-its or social media.

Sabrina Swanger, Creative Director Sabrina Swanger will graduate from Oklahoma State University with a Bachelor’s degree in Strategic Communications. She is originally from Bavaria, Germany and currently lives in Stillwater, Okla. where she works as Strategic Communications Assistant at Stillwater Living Magazine.

Jacy Mercer, Director of Strategy Jacy is adventurous, curious and addicted to chocolate. She plans on taking her adventure to Kansas City, Mo. to pursue a full time job at Cerner. Despite her chocolate addiction, she’s a health enthusiast. What she’s most excited about after graduating: rescuing a kitten.

Laura Lopez, Digital Director Laura Lopez is a passionate person with a love for justice. She enjoys running, outdoors and politics. She is currently residing in Stillwater, Okla. where she is involved in Student Alumni Board. She is graduating with a degree in Journalism and Broadcasting and will be attending law school at Sturm College of Law in Denver, Colo.

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Executive Summary B.R.A.N.D. to the Goal 1.Become the Client

Envisage believes in giving the client what it wants and made it their mission to “become the client,” to step out of Envisage and into NewView and to formulate ways to help increase NewView’s awareness.

2.Research the Industry and Market

To obtain a thorough understanding of the industry and target markets, we conducted in-depth research of the company, context, collaborators, competition and customers. After our analysis, we began primary research to receive quantitative and qualitative data through phone interviews and online surveys with numerous optometrists, ophthalmologists and eye surgeons throughout Oklahoma.

3. Apply the Information

The information acquired reassured us NewView’s most essential opportunity for growth lies within spreading awareness. The data indicated that strengthening marketing efforts would ensure success for increasing awareness among the four main target audiences: doctors, patients and their families, donors and general Oklahoma residents. The research showed statistical evidence of the most effective ways for awareness of NewView to be gained.

4.Name the Goal

The information gained led to the goal development of the campaign: “to increase awareness about NewView among low vision patients, doctors, potential donors, businesses and residents of Oklahoma.”

5.Dive into the Objectives and Tactics

After analyzing the information and setting the goal, a series of objectives were constructed in accordance with the target markets. These objectives include:1) To increase patient referrals to NewView services by 20 percent in the next year, 2) to increase participation in NewView’s programs and services by 10 percent in the next year, 3) to increase the amount of donations given to NewView by 10 percent in the next year and 4) to increase awareness among Oklahomans by 5 percent in 3 months. The tactics for achieving these objectives and reaching our target markets of Oklahomans, patients and their families, donors and doctors include special events to engage the markets such as concerts, silent auctions, personal visits, dinners, luncheons and other social gatherings. To keep the markets informed, this campaign has worked on revamping social media utilization, mailing and emailing customized newsletters and follow-up phone calls. These objectives and tactics can all be achieved within a feasible budget of $66,165. Examples of distributed materials and tactics can be found in the appendices.

GOAL ACHIEVED By following the 5 step B.R.A.N.D. process, Envisage is certain to establish a keen sense of awareness for NewView among all target audiences.

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Problem Statement NewView Oklahoma, a private nonprofit organization, has a mission to empower visually impaired individuals and their families through services, community outreach and rehabilitation programs. With more than 60 years of experience, NewView offers a broad variety of services that cover all ages and interests; its Low Vision Clinic is the only comprehensive facility in the state of Oklahoma. NewView has a commendable reputation for hard work and dedicated service to the community. Furthermore, NewView has the opportunity to change lives and better not only the people affected by low vision, but also companies, communities and the economy. The organization’s greatest weakness is its low awareness among all target audiences, which is restricting it from reaching its full potential.

Goal To increase awareness about NewView among low vision patients, doctors, potential donors, businesses and residents of Oklahoma.

BIg Idea NewView Oklahoma’s great range of programs and services is one of the key benefits we will outline in our campaign. Our campaign theme and slogan “Heighten Your Senses” will address and appeal to all of the target audiences on a personal level through empowering people who are blind or visually impaired to live as independently as possible.

Heighten Your Senses

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Company

Environmental & Organizational Analysis

N

ewView Oklahoma, formerly the Oklahoma League for the Blind, is a private, not-for-profit organization founded in 1949 with a mission to empower people who are blind and visually impaired to achieve their maximum level of independence through employment, rehabilitation, and community outreach” (NewView 2013). In 2009, NewView began to rebrand their company in hopes of reaching more of the people the organization exists to support. Oklahoma League for the Blind became NewView Oklahoma. NewView is the only private agency that offers specific services for people living with vision loss while also holding the title of leading employer of blind and visually impaired Oklahomans. “‘By removing the word blind from the name, we open up the opportunity to provide support and inspiration for even more Oklahomans,’ White said. ‘Those who may have excluded themselves from the blind population because they still have some vision intact can now look at NewView as an opportunity or resource when they thought they had none’” (Dolan 2009). NewView provides more than 100 jobs through in-house manufacturing and an increasing number of service contracts with major employers at the local, state and federal level (NewView 2013). Along with their informative website, NewView has an active Twitter, Facebook and Blog to reach out to their target market and to display their experience. Their Facebook currently has 557 likes and 709 followers on Twitter. NewView’s Facebook has more information than their Twitter page. The NewView website provides information about their company, their low vision clinic, community programs, the industry, news and ways to help.

“Sam, Jerome’s fiancée, heard about NewView Oklahoma and gave us a call. Our vision rehabilitation staff worked with Jerome and now he’s accomplishing those oncedifficult daily tasks on his own. He moves freely and safely around his home, cooks meals, and cleans” (NewView). NewView’s product line includes disposable restroom mats, first aid kits, vinyl shower curtains, aircraft wheel chocks, fire hoses and survival rations (NewView 2013). “NewView Oklahoma offers the only comprehensive Low Vision Clinic in the state. Our clinic features state of the art equipment, an in-house optometrist, and partnerships with occupational therapists across the state serving all ages. We also offer loans on equipment, orientation and mobility training, and computer assisted technology training” (NewView 2013). The NewView community programs encourage blind and visually impaired adults and children to be active within the community. NewView has partnered with several organizations to expand their image by providing fencing, art, dance classes, programs for children, rowing teams and more.

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Environmental & Organizational Analysis

CustomerS Market Size & Segments

According to the World Health Organization, there are 11.4 million Americans who are blind or visually impaired. In 2011, the American Foundation for the Blind estimated 109,833 total individuals in Oklahoma who “have serious difficulty seeing even when wearing glasses or contact lenses” including “those who are blind or unable to see at all;” 52,918 of them were male, 56,915 female. Roughly 20 percent were 75 and older, 15 percent were between 65 and 74 years old, 42 percent were between 35 and 64 years old, 13 percent were between 18 and 34 years old and about 7 percent were below the age of 17 (AFB 2013).

Benefits Sought by the Customer

time it takes to make such items will all be in the benefits that the business customers seek (NewView 2013).

Consumer Information

The customers obtain information about NewView mostly through fundraising at public events, social media and most of all from doctors. NewView has been encouraging and reaching out for doctors to suggest NewView as a valuable program to their patients. How people find NewView will be one of our main objectives in the process of increasing their brand awareness. In terms of how often they “purchase” NewView as a project does not necessarily apply unless you would count how often someone partakes in one of their many programs (NewView 2013).

Due to the complex programs and products NewView offers, the customer benefits can vary. One benefit would be the test to see if one has a type of visual impairment in the low vision testing room. Another benefit is the learning of how to prevent blindness from occurring in terms of healthy habits to combat diabetes. The customers seeking aid in dealing with their blindness or vision impairment will receive the aid given in the seminars and support groups NewView offers. The other benefits to the customers are the products made by the NewView employees who are blind. The companies want a quality made product produced at a competitive price. The quality and

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Environmental & Organizational Analysis

Context Demographics

The economical, political and legal demographics for NewView acquire specific divisions from The State Department of Rehabilitation Services. DRS provides job training and placement for visually impaired individuals, but NewView is the only agency whose mission is to create jobs for that population. DRS is comprised of five divisions: Division of Vocational Rehabilitation, Division of Visual Services, Disability Determination Division, Oklahoma School for the Deaf, and Oklahoma School for the Blind (The State Department, 2013). NewView is the only agency in the state providing comprehensive vision rehabilitation services to Oklahomans of all ages. The State Department of Working-age adults who do not qualify for help until their best-corrected vision is 20/200 (The State Department, 2013). Many visually impaired individuals have a specific need, but do not qualify for government or insurance assistance until their vision meets a certain standard.

Economics

Looking through the industry of nonprofits that assist the elderly and disabled, economics play a vital role in how companies such as these stay afloat. Supply industries include: home care providers, nursing care facilities, physical therapists, primary care doctors, psychologists, social workers, marriage counsellors and residential intellectual disability facilities (IBISWorld, 2012). Related industries include retirement communities, community housing and homeless shelters. Industry data shows revenue statistics that report a constant increase. In 2012, revenue was $35,628.8 million; by 2017 revenue is estimated to increase to $51,566.5 million. The retiring Baby Boomers generation plays a key role in why revenue will jump from 3.6 percent to 8.3 percent from 2012 to 2017 (IBISWorld, 2012).

Technology

Because visually impaired individuals are limited to technical resources, many are unaware of new technology available. Low vision testing is readily available for any person with sight needs through NewView. SynergEyes Inc. focuses on improving contact lenses and other image performance products. Getting a feel for why and how they are used to prescribe multifocal lenses to patients is vital to prescribing appropriate care to patients. Technological advances continue to improve throughout the country, but for now, NewView is the only resource Oklahomans have readily available for low vision exams. One of the more commonly prescribed devices is the highpowered prismatic spectacle (Rosenburg, 2008). Other options include handheld magnifier, highpowered prismatic spectacle, stand magnifier and telemicroscope. All of these devices are mainly used for reading purposes, except for the telemicroscope, which is used for all casual activity. A downside to vision enhancing devices is how much time is required to effectively use them. Advances in technology and instruments will help visually impaired people to become more confident and independent (Rosenburg, 2008).

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Environmental & Organizational Analysis

Collaborators Alliances

NewView Oklahoma is allied with various organizations such as Education Policy Advocacy Committee, Oklahoma Alliance for Public Transportation and other government agencies. NewView partners with organizations whose job is to help in advocating for nonprofits such as NewView. Through the work of Oklahoma Center for Nonprofits, NewView works along side directors from Blue Cross Blue Shield of Oklahoma, Research Institute for Economic Development and Hillcrest Medical Center. Their purpose is to build better communities through effective nonprofits.

Distributors

Suppliers

As a supplier, NewView offers services to many government agencies. It is the sole supplier of fire hoses to the U.S. Forest Service and the leading supplier of airplane chock blocks for the U.S. Military. NewView’s website offers an ample amount of information about what it supplies: survival rations, wheel chocks, vinyl shower curtains, first aid kits and disposable restroom mats. However, there is minimal information on which organizations NewView is supplying to. Again, private sector businesses and government agencies use NewView for secure mailing, switchboard, packaging and assembly and other services but still no information about which organizations.

The distributors of NewView’s products are difficult to point out because the companies using the products do not advertise product use. NewView is looking toward working more in the private sector, but the relevance of distribution with clients is vague since the product and service use of NewView is quite broad.

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Environmental & Organizational Analysis

Competition Actual Competitors

Actual and direct competitors to NewView include Prevent Blindness Oklahoma, Easter Seals Oklahoma and the Oklahoma Department of Rehabilitation Services. These organizations and agencies offer a variety of rehabilitation services to Oklahomans that is very similar to NewView’s programs, especially regarding vision evaluations, resources, social and job services, independent living training, assistive technology training and adult, senior and recreational as well as youth programs. All three have a well-managed and frequently updated social media presence with fairly large followings ranging from 409 (OK Rehabilitation Services) to 850 (Prevent Blindness OK) Facebook fans and 188 (Prevent Blindness) to 630 (Easter Seals) Twitter followers. Their websites are easily readable and well organized with a contemporary, simple design and clear menu.

Potential Competitors

Chock and fire hose manufacturing businesses could be potential competitors, if NewView would start to look at doing business in the private sector. The leading national companies in chock production include American Pole & Timber and Gulf Coast Lumber for wooden chocks, Checkers Mfg., Black Rhino, Camco Mfg., Vestil, Ernst, Pittsburg, Durable Corp., Baxter Rubber and Beacon Industries for plastic chocks and Forbes Tool and Die and Sauber Mfg. for aluminum chocks. American Pole, Timber, Beacon Industries and Vestil are the leading manufacturers in this industry. Most of these companies have diverse product lines and supply products for leading brand names, including Snap-On and MAC Tools. Located in Indiana, Vestil offers a great range of dock equipment, ergonomic solutions and material handling equipment. (Vestil 2013) With an annual revenue of more than $30,000,000 (Lexis Nexis 2013), the company leads the manufacturing and distribution of these materials. American Pole & Timber, located in Texas, is a “manufacturer and national supplier of treated poles, pilings, timbers and industrial & commercial structural wood products” (American Pole & Timber 2013). Their website emphasizes their timely, accurate service and free project design assistance. With an annual revenue of $17,500,000, it is the second largest competitor (Lexis Nexis 2013). Beacon Industries, a “fully diversified ergonomic material handling equipment company”, is located in Missouri and features a variety of products, including scissor lifts, gantry cranes, dock levellers and yard ramps. (Beacon 2013) Its annual revenue is $14,289,868 (Lexis Nexis 2013).

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Competitors in the hose manufacturing business include Key Fire Hose, All American Fire Hose, North American Fire Hose, Kiddle Fire and Niedner. Annual revenue data for most of these companies was insufficient. Potential competitors also include Oasis, Oklahoma ABLE Tech, the Oklahoma Assistive Technology Center and the Oklahoma Deaf-Blind Technical Assistance Project. These companies mainly focus on assistive device demonstrations, device loan programs, referral services and resource information, which partially overlap with NewView’s offered services.

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Primary Research

Phone Interview Objective

The goal of this research was to obtain information about the doctors’ awareness, knowledge and perception of NewView and other nonprofits for visually impaired patients. This determined the ratio of informed versus uninformed doctors and whether or not they recommend the organization. It also provided other valuable information that will support the effectiveness of our future campaign.

Methodology

We scheduled to conduct this research early in our planning period to be able to process and use the gathered information efficiently throughout the rest of our campaign. We conducted several phone interviews with Optometrists, Ophthalmologists and Eye Surgeons in regions throughout Oklahoma. Interviewers took notes throughout the interview process in order to secure the information.

Sample

Our anticipated respondents will be Optometrist, Ophthalmologists and Eye Surgeons with at least five years of experience. This particular group is appropriate and important because they play a vital role for NewView, especially in regard to possible referrals through them.

Primary Research: Phone Interview

Key Findings Familiarity with NewView

• Out of 23 total participants only 30 percent were familiar with NewView. • The majority of doctors heard about NewView through other doctors (36.5 percent), their own research (27.5 percent) or word of mouth (18 percent) • About half of the doctors said they have contact with NewView;75 percent of them communicate with NewView at least once per year, 25 percent are in contact at least once per month • More than 85 percent of doctors who are familiar with NewView recommend it

Familiarity with Oklahoma League for the Blind • Only 18 percent of the participating doctors were aware that NewView was formally called Oklahoma League for the Blind • Word of mouth (33 percent) and other doctors (27 percent) were the most prominent ways doctors became aware of NewView. Marketing materials, like print media or websites, were the least common way they became informed about the company

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Doctors’ Patients

• 56.5 percent of the doctors reported 10 percent or less legally blind patients. 30.5 percent have 11 to 25 percent legally blind patients. Only 13 percent have 26 to 50 percent legally blind patients • 65 percent of doctors know visually impaired people who have an occupation. 40 percent of the doctors believe patients could work in a wide variety of occupations. • 20 percent of the doctors said their legally blind patients are retired, while 40 percent of doctors either skipped this question or were unsure of patients employment • A majority of the doctors, 67 percent, was unsure if their patients’ occupations were made available through NewView.

Referral Habits

• Doctors said they refer visually impaired patients mostly to specialists (37 percent), low vision doctors (26 percent) and the Oklahoma School for the Blind (18.5 percent) • The most common steps doctors take to take care of visually impaired patients visiting their office is through referrals (48 percent). Another large group of participants (30 percent) explained their referrals depended on the situation and patient’s specific problem

Preferred Ways of Communication

• 82 percent of doctors said they would like to receive more information about NewView. The most preferred way to get in contact with NewView or to get more information was email (40 percent) and mail (30 percent); 15 percent prefer a combination of communication methods.

Primary Research: Phone Interview

Implications

O

ur primary research reassures how

unaware doctors are about NewView, which will influence how we will proceed in our planning. The data indicates that marketing efforts should be used more wisely to achieve a stronger effect. Word of mouth and doctor referrals were the main ways doctors became informed about NewView and all of the services offered. The fact that they would be interested in receiving more information through email and mail would be a good opportunity to keep in mind for future planning.

A majority of the doctors were not aware of NewView; however the majority of doctors who were aware of the organization recommend NewView. Raising doctors’ awareness of NewView and the services they offer will be the key to making the brand more well known to the public and to ultimately increase the organizations business.

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Primary Research

Online Survey Objective

The goal of this research was to obtain information about the doctors’ awareness, knowledge and perception of NewView and other nonprofits for visually impaired patients. It determined the ratio of informed versus uninformed doctors and whether or not they recommend the organization. It also provided other valuable information that will support the effectiveness of our future campaign.

Methodology

We scheduled to conduct this research early in our planning period to be able to process and use the gathered information efficiently throughout the rest of our campaign. We set up an online survey on SurveyMonkey and sent it to Optometrists, Ophthalmologists and Eye Surgeons from regions throughout Oklahoma.

Sample

Our respondents were Optometrist, Ophthalmologists and Eye Surgeons with at least five years of experience. This particular group is appropriate and important because they play a vital role for NewView, especially in regard to possible referrals through them.

Primary Research: Online Survey

Key Findings Familiarity

• Forty-four doctors participated in the online survey • 81.8 percent haven’t heard of NewView Oklahoma, while 58.1 percent haven’t heard of Oklahoma league for the Blind • The majority (90.9 percent) of participating doctors hasn’t heard of NewView Oklahoma’s Low Vision Clinic • The most common method of recognition for NewView was social media (17.6 percent) and word of mouth (14.7 percent) • 29.5 percent prefer information via social media and the Web • 87.9 percent are unaware that NewView Oklahoma was formally called Oklahoma League of the Blind

Personal Concern

• 63.6 percent of the surveyed doctors suffer from vision problems • 61.4 percent said they know someone affected by vision impairment • 9.3 percent know someone who is unemployed due to vision impairment • 22.7 percent know visually impaired individuals that have an occupation

Medical Community

• 93.5 percent of the doctors reported less than 10 percent legally blind patients • 90.3 percent have no contact with NewView

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Primary Research: Online Survey

Implications

O

ur primary research shows a lack

of awareness of NewView amongst doctors in Oklahoma. This research showed that social media and the Web is the most effective way to communicate with NewView. More than half of the doctors suffer from vision problems and know people affected by vision impairment. Less than a quarter of doctors know visually impaired people who are unemployed. Less than one fifth of the medical community recommends NewView to their patients.

This information reveals the need to inform doctors about NewView Oklahoma through their preferred communication, websites and social media. It is crucial that the medical community is familiar with NewView in order to provide the help that the visually impaired need and to increase the number of referrals to the organization. These key findings will influence our future planning because it made us aware of the severe lack of familiarity of NewView among doctors. With the help of the gained data, we will be able to find the most effective way to reach this audience.

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NewView & Doctors Who are they typically?

52.3%

47.7%

What are their preferred

Information Sources?

AGE: 35-54 Years old

Mail 10%

INCOME: $150,000 or more $125,000-149,999 $100,000-124,999 $75,000-99,999 $50,000-74,999 $49,999 and below*

Combination 27%

36.4% 13.6%

Website 23%

63.6%

9.1% 22.7%

*Pre-med Undergraduates included in Survey

Facebook 17%

suffer from vision problems themselves.

Email 14%

77.6% of Doctors were unaware of NewView only 12.1% are aware

61.4 Vision Problems

% of Oklahomans suffer from

75% CONTACT Yes with NewView?

of doctors that know NewView recommend it to their patients.

The typical Patient

that NewView was formally known as Oklahoma League for the Blind

Other No Problems Cataracts Poor Vision

Nearsightedness

Family History Farsightedness

Where they search for help: 18.5%

No

81.5%

Doctor 68%

Vision Clinic Other 31% 1%

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Primary Research: Key Findings

Other Groups Manufacturing Businesses:

Only six percent of the interviewed business owners were aware of NewView; however, most of them believe corporate social responsibility (CSR) is likely to improve their company’s image in the eye of the public. Word of mouth referrals were reported to be the most popular way to hire new employees.

Donors:

Only about one percent of the participants said they have donated to NewView before; however, 55.4 percent said they would consider donating to NewView in the future, with 19.2 percent being moderately to extremely likely to donate. A majority of the participants (83 percent) also reported that they actively participate in CSR.

independence was one of the main points patients were seeking to gain through NewView. Many of them agreed on feeling that they were discriminated against because of their vision impairment; some of them had also been confronted with misconceptions about their abilities in their previous jobs.

General Oklahoma Residents:

Most of the participants were unaware of NewView, but were responsive to the camps the organization offers. They encouraged to strengthen the emphasis on hope and opportunity and strongly advocated celebrity endorsement and involvement for the organization’s future marketing strategies.

Low Vision Patients:

Due to the low number of participants the data for this target audience is lacking in-depth key findings. However, the sample showed that a majority of patients were made aware of NewView by their physicians, advertising or word of mouth. All of the participants were highly satisfied with the amount and quality of care the organization offered them. Gaining

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Business Environment

SWOT ANALYSIS SWOT Analysis

S

Strengths

• • • • • • •

Broad variety of programs that cover all ages and interests Large amount of resources More than 60 years of experience Only low vision examiner in Oklahoma Service to people of all ages Good reputation in eyes of patients who know about service High quality of examination and service

W

Weaknesses

O

• • • • • Opportunities •

• • • •

Low awareness of organization among all target audiences Ineffective marketing strategies Lack of clear organization of organization’s services and programs No knowledge about remarketing from Oklahoma League for the Blind among target audience • Incomplete or false knowledge of organization and its services • Limited financial sources

Opening up manufacturing for private sector Strong word of mouth tendency High loyalty level among doctors in regard to references Interest of people usually high Adapt new technologies to assist patients High amount of people having vision problems

T

Threats

• Stereotypes associated with the organization • Competitors have larger area of product distribution • Manufacturing businesses’ distrust of organization making their product • Publics’ lack of awareness • Tax application may cause donors to give less

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Target Market Profiles

Who Are They? Meet your average visually impaired family: • • • • • •

70 years old Married; 2 children and 4 grandchildren Caucasian female Retired $50,000 annual income Suffers from low vision

The average visually impaired person in Oklahoma is over the age of 65 years old. She is Caucasian, married with children and grandchildren. She is retired and needs assistance in daily activities. She goes to the eye doctor regularly and has attempted to search for extra help, but cannot afford it. She lives in a suburb out of Oklahoma City. Her family is comfortable navigating the Web and has Internet provided in their home. She and her husband are not strong social media users, however, her children and grandchildren spend the majority of their free time online. Together with her husband, she watches TV more than they use the Internet. Her two main activities online are sharing photos and emailing. In her free time, she enjoys going to various church activities.

Meet your average optometrist: • • • • •

37 years old Caucasian male Married, father of two children 10 years of experience in his field $150,000 annual income

The average optometrist in Oklahoma has less than 10 percent legally blind patients. He suffers from vision problems himself and has family members that are affected by vision impairment as well. He is not familiar with NewView or the Low Vision Clinic. For referrals, he sticks to specialists and organizations he is familiar with, but is usually interested in getting to know more about the available options out there. He is socially active and uses a variety of media to communicate, including his website, email and Facebook. In his spare time, he enjoys to golf and occasionally goes fishing with friends.

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Meet your average donor: • • • • •

42 years old, married, $147,000 annual income Lives in Edmond Account Executive Works 50+ hours per week

The average donor in Oklahoma has a family member with vision problems; his 11 year old son is visually impaired in his right eye. His wife is a first grade teacher at a low income school in Oklahoma City ($32,000 annual income). He enjoys spending the weekend at their lake house at least once per month and attends OWL camp at NewView every summer. He currently donates to his alma mater Oklahoma State University ($3,000 per year), NewView ($350 per year) and White Fields boys home ($1,000 per year). He is tech savvy and obsessed with all Apple products. He uses Facebook four times per day and is not on Twitter. To network with colleagues and friends, he commonly uses email and text messaging. From businesses, he prefers to be contacted through Facebook, monthly newsletters and casual luncheons.

Meet your average manufacturing business: • • • • •

Business professional 35 years old Caucasian male Lives in Oklahoma City $100,000 annual income

The average business professional is not aware of NewView Oklahoma, but familiar with corporate social responsibility. He has never donated to NewView Oklahoma. However, donations to nonprofit organizations are seen as important and extremely helpful. To connect with and get information about organizations, the average manufacturing business prefers to use websites, email, or Facebook.

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Doctors Our Objective, Strategy & Tactics for

Objective

To increase patient referrals to NewView services by 20 percent in the next year.

Strategy 1

Increase doctor’s knowledge about NewView and its services by creating a presence through doctor’s offices throughout Oklahoma.

Tactics

1) Mail doctors a quarterly newsletter with medical statistics focused on visually impairment and information about current programs. - Meet monthly to discuss most prominent ideas, major events and statistics to incorporate in the quarterly newsletter. - Each newsletter should contain a new feature story on a patient who was helped by NewView. - Newsletters can be placed in the waiting room after doctors have read them and will serve as advertising to their patients as well. - Maintain a contact list of targeted doctors. Timeline: May 2013 - May 2014 (Every three months) Cost: $1,000 Evaluation: The success of this tactic will be measured by using the feedback from doctors and staff members.

(See appendix B1 for newsletter design) 2) Create promotional materials and handouts to gain attention and inform doctors and potential patients about services, programs and the low vision clinic. - Order these materials in bulk. - These promotional materials will include: - Miniature table displays for waiting rooms (60) - Brochures (60) - Notepads (60) - Posters (60) - Pens (60) Timeline: Once in May Cost: $2,500 Evaluation: The success of this tactic will be measured by recording the percentage increase of patient referrals to NewView and the feedback from doctors and patients.

(See appendix B2 for design of promotional materials)

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Strategy 2

Foster ongoing relationships with doctors through consistent communication in order to establish a presence in the healthcare community.

Tactics

1) Schedule 10-15 minute personal visits to doctors to answer questions regarding NewView’s services once a year. - Contact office before the visit to set up a good time. - After the visit, enter information into a spreadsheet. Timeline: Throughout the year, depending on the time scheduled for the appointments Cost: Free Evaluation: This can be measured by the excel worksheet log. 2) Follow up through phone calls one week after sending the informational materials - Ask the following questions during follow up: - Did you receive our informational material? - What kind of branded products would you like to see in the future? - What can we do to increase our patient referrals? - Keep a log of the input and responses in a spreadsheet with. date of material sent, office it was sent to and the day of the follow up. - This could be an intern’s job. Timeline: Once a month Cost: Free Evaluation: The success of this tactic will be measured through feedback from doctors and an analysis of the spreadsheet

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Our Objective, Strategy & Tactics for

Members & Their Families Objective

To increase participation in NewView’s programs and services by 10 percent in the next year.

Strategy

Inform visually impaired members and their families about services and engage them in the programs and services NewView offers through new and exciting events and materials.

Tactics

1) Promote NewView at the Family Concert Series Presented by Devon Energy and invite all members, families and friends to the Myriad Gardens. The event would have banners of the NewView logo, volunteers would hand out promotional materials and the host of the event would “introduce” NewView and its mission to the crowd. Time Frame: Within the months of June and July. Budget: $1,000 Evaluation: Online Survey as well as word of mouth. 2) Give welcome kits to people joining NewView. The welcome kit will have accessories with the NewView logo as well as deals for Oklahoma outings. The kit would contain:

-One NewView athletic bag -One calendar of events -One T-shirt -Two tickets for the Oklahoma City Museum of Art -One free pass to kayak at the Boat House

Time Frame: Continuous Budget: $10,500 for 300 kits $35 per kit (incl. $8 for OKC Museum of Art ticket and $15 for Boat House pass) Evaluation: Word of mouth (See appendix C2 for design of welcome kit items) 3) Implement NewView parent’s conference to discuss coping and meet others parents with children who are visually impaired. Various meet and greets will begin with seminars to get conversations started. Time Frame: Every two months starting in August 2013 Budget: $200 per meet and greet. Evaluation: Live survey at the end of each meeting/seminar.

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Donors Our Objective, Strategy & Tactics for

Objective

To increase the amount of donations given to NewView by 15 percent in the next year.

Strategy 1

Create and improve outreach programs for current donors to make their giving experience more straightforward and personable.

Tactics

1) Schedule follow-up phone calls within 2-3 days after receiving donations in order to sincerely thank donors for their contributions and support. Timeframe: May 2013 – May 2014 (Continuous) Costs: $0 Evaluation: Keep excel sheet with donors names, donation, date, type of gift, notes on phone conversation with requests or feedback from donor. 2) Continue to host free annual fundraising luncheon, but implement silent art auction for community to get involved to create additional fundraising opportunity. -Social gathering for donors to speak on their passion and connection with NewView and visually impaired. - Reach out to local Oklahoma art galleries and businesses for art donations. - All donations raised will go directly to NewView. - Example: Invite local artist to create publicity as guest speaker and artist: Desmond Mason, former NBA player and well-known OKC area artist - Desmond Mason Art Gallery contact: (503) 504-0701 dezmason@me.com facebook.com/desmond-mason-art-gallery Timeframe: Sept. 9 Costs: $1,000 for flyers & posters Evaluation: The success of this tactic can be determined through donations made from artwork sold andby surveying attendees to gain insight on likes, dislikes and recommendations for following years.

(See appendix D3 for design of luncheon materials)

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3) To play off of NewView’s “Visionary” title, create membership “President’s Club” with separate levels based on annual gifts to encourage donors to be more involved - “Envision the Future, Imagine the Possibilities” - Bronze: $1,000 - $2,499; Silver: $2,500 - $4,999; Gold: $5,000 and above - All President’s Club members receive NewView window car decal in color represented by their giving level. - Invitation to President’s Club annual formal dinner event, a more exclusive social gathering. Costs: 100 car decals $214, dinner invitations $40 to print Evaluation: Amount of donations increasing from current donors involved in President’s Club can be determined by keeping track of increase in established donor’s contributions. (See appendix D2 for design of President’s Club materials) 4) Prepare personalized NewView gift packages with various branded items with NewView logo within 2 weeks of contribution. Package dependent on size of gift and membership level (see number 4 for reference). - Gift packages will include a polo t shirt, pens & notepads and a coffee mug. Timeframe: May 2013 – May 2014 Dependent on donation date Costs: $3,000 including 100 t-shirts, 100 pens & notepads, 50 coffee mugs Evaluation: Donor’s awareness of brand identity can be determined through usage of the branded products. The amount of packages distributed should be kept in an excel file with donor’s name, address, contribution, date sent out and any further comments from the donor. (See appendix D1 for design of gift package materials) 5) Send quarterly newsletter through email for participation and volunteer opportunities. The publication will be a way for donors to be updated on recent events, upcoming events, ways to become involved, how their dollars are impacting specific programs and how their future donations will be investments in the future of Oklahoma. - Include human interest stories and community partnership events/ways they can get involved in. - OKC Boathouse Foundation, Oklahoma Contemporary & City Ballet Oklahoma City Museum of Art, OK Sport Fencing Timeframe: Aug. 2013, Dec. 2013, March 2014 (June 2014) Costs: $0 (designed by intern) Evaluation: Click through and open rates can be determined through email and web analytics. (See appendix D7 for newsletter design)

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6) To maintain an easy and effective way for donating, implement text messaging giving through Mobile Giving - With high access to cell phones, sending a simple text message with a dollar amount would create ease for donors. - Smallest amount of giving could make a difference. - Donate an exact dollar amount. - All major debit and credit cards will be accepted. - Use as part of PSA announcement Timeframe: May 2013 – May 2014 & air dates for PSA announcement Costs: $500 for Mobile Giving services and back costs dependent on size and quantity of donations Evaluation: The success of this tacitic can be determined through quantity of gifts, timing and demographic details from donors through wireless carriers. (See appendix D4 for text messaging example)

Strategy 2

Reach out to the Oklahoma community and offer involvement opportunities and information about services to create potential donor relationships.

Tactics 1) Implement internship program for college students to focus on reaching out to local businesses and to create marketing publications. - Oklahoma City Chamber of Commerce hosts a summer program called Greater Grads, which gives interns the opportunity to be seen and interact with the entire Oklahoma City corporate business sector. Timeframe: May 2013 – Aug. 2013, Greater Grads June – July 2013 Costs: $60 per intern to register for Greater Grads summer program, Intern Salary ($8 per hour - 20 hours per week $1,600 per semester) $5,000 Evaluation: Giving students the chance to collaborate with professionals from across the metro will be a way for NewView to make a presence in the community. Student’s feedback from the internship program can be evaluated through an in-depth survey.

(See appendix D5 for internship job description)

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2) Create calling center to contact potential donors throughout Oklahoma. - Great opportunity to create jobs for visually impaired individuals. - Can be handled and run through RuffaloCody phonation system for fundraising program. Timeframe: May 2013 – May 2014 Costs: RuffaloCody services $2,500 Evaluation: The success of this tactic will be determined hrough the RuffaloCody phonation system; nonprofits can establish a new market of donors, which will be recorded through the computer system. (See appendix D6 for calling center job description)

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Our Objective, Strategy & Tactics for

Oklahomans Objective

To increase awareness among Oklahomans by 5 percent in 3 months.

Phase I: OKC Metro - 4 Counties -1,252,987 Million People

Phase II: Tulsa Metro - 8 Counties -1,122,259 Million People

Phase III: Expand throughout State - 65 Counties -1,376,105 Million People

Strategy 1

Make NewView’s brand more recognizable by promoting their mission and services through social media and by improving search engine optimization.

Tactics

1) Utilize all outlets of social media to consistently provide information to those who are seeking it. - Create and follow a social media calendar to establish and consistently maintain a presence on social media (Twitter, Facebook, Instagram). - Create an Instagram account, share pictures and captions through Instagram and share it to Twitter and Facebook accounts in order to reach as many people of the target audience as possible. - Instagram is an up and coming social media site that many people are using instead or more often than Twitter and Facebook. - Post interesting and eye catching photos twice a week (Tuesdays & Thursdays) that highlight NewView’s mission, services and current programs and events. - Focus on engaging fans through educational, helpful, personal and visually appealing post. - Posts will include: - Weekly “Tip of the Week” Wednesdays - Tips for various topics (health, living, travel, money etc.) will be posted on the NewView blog and shared on all social media pages - Monthly contests to increase engagement (Second Friday of each month) - Photo caption contest - Questions about current event, holiday, season etc. - Winner can be chosen either by random number generator or through number of likes - Monthly employee (First Friday of each month) and patient spotlights (Third Friday of each month) to further humanize company

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- Photos of employees receiving awards or working on the job - Photos of patients at NewView events - Personal stories, hidden talents or hobbies - Discuss current events to stay involved - For example: - Thanksgiving: ask the public what they are thankful for. - Valentine’s Day: Share a romantic story about NewView patients or employees and ask the public to share their own. Timeframe: May 2013- May2014 (Continuous) Cost: $0 Evaluation: The success of this tactic will be measured by analyzing social media statistics, likes, comments and shares through each sites analytics. View likes, comment, shares and other Facebook Analytics via NewView’s Facebook page. Likes and followers on Instagram need to be recorded monthly to show trends. Also, track retweets, mentions, replies and followers on Twitter.

(See appendix E1 for social media plans, designs and examples) 2) Increase search engine optimization. - Create a Wikipedia page for NewView to provide easily accessible information about their history, mission, experience, etc. - Contact a freelance writer and provide them with all of the necessary information in order to efficiently create a Wikipedia page. - Contact information: Bonnie Phillips; email: wikiphillips@gmail.com - Check weekly for updates and edits on the page. Timeframe: May 2013 - May 2014 (Continuous) Cost: $0 or $250 for freelance writer Evaluation: The success of this tactic will be measured by visiting the NewView Wikipedia site and clicking the tab “View history” at the top right of the page. Here, the history of the site, including page views and page edits can be checked. The site’s traffic statistics can also be viewed through http://stats.grok.se.

(See appendix E2 for Wikipedia page mock-up)

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Strategy 2

Create media materials to increase NewView’s appearance in the eyes of the public by giving a stronger and more in-depth image of the organizatins mission and programs.

Tactics

1) Collect testimonials/personal stories of NewView beneficiaries at the end of each month to use on website, social media and to pitch to news outlets when applicable. - Testimonials should include stories of how the person is able to live a more normal life because of the services provided through NewView. - Cover both adults and children affected by visual impairments - Collect interesting stories at least once a month and file them electronically, for later use on website, Facebook and other outlets Timeframe: May 2013 - May 2014 (Continuous) Cost: $0 Evaluation: The success of this tactic will be measured by the amount of feedback, social media likes and shares we will receive from readers. 2) Create public PSAs that emphasize how NewView’s services and unique Low Vision Clinic are available to anyone, regardless of their financial status. There should be at least two PSAs, one targeting parents and children and the other one focusing on adults. - PSA 1: Give information about the organization and show how to get involved in the fall and spring camp for children. - PSA 2: Highlight NewView’s mission and services as well as the Low Vision Clinic and inform people where to go and how to help. - Start working on PSAs in June (more detail on timeline). - Upload PSA’s to YouTube channel and link to all social media. Timeframe: May 2013 - May 2014 (Continuous) Cost: $0 Evaluation: The success of this tactic will be measured by recording YouTube views and contacting each media outlet to determine its reach or circulation. Current media directories at local libraries should also have this information.

(See appendix E3 for PSA script example)

Strategy 3

Expand NewView’s programs through fun and engaging events in order to increase involvement and awareness.

Tactics

1) Develop and promote a fall camp at the beginning of the school year in various school districts and create informational materials to distribute to guardians or parents. - Call and survey past spring camp participants about theme and activities for fall camp.

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- Meet to discuss options and decide on program. - Promotional materials should include brochures outlining various activities and schedules. - The information session in Oklahoma schools should be morning or afternoon session in multiple districts July and August. - Sign up time will begin in August. - Camp will be hosted in during fall break (Oct. 11-12). Timeframe: July & August 2013 Cost: $30,000 (Funded by corporate giving and grants; workers are volunteers) Evaluation: The success of this tactic will be measured by the participation in the program and the amount of feedback from parents and participating children. 2) Host bi-monthly “Dinner in the Dark� to give Oklahomans an idea of what life would be like with impaired vision - Oklahomans would attend the restaurant and be led to their seat in the pitch dark. A three-course meal will be served in the complete dark, providing an atmosphere a blind person would experience. - Partner with a local restaurant with a dark private dining room fitting about 15 people and develop a pre-set three-course menu. - Participants will pay $50 for a three-course meal and receive promotional NewView gift items (pen and notepad, etc.) . - Upon leaving the dinner, participants will complete a brief survey on their experience dining in the dark. - Off schedule reservations will be available for birthday parties, social functions, etc.) for groups 10-15 people with proceeds going to NewView. - Prepare eye catching, event promoting materials that can be placed in the restaurant and at various NewView events and create a facebook page to offer people more information, regular updates, testimonials and photos. Timeframe: May 2013 - May 2014 (every two months) Cost: Room Reservation, $100 Evaluation: The success of this tactic will be measure by keeping a record of attendance and analyzing participant survey responses (See appendix E4 for Dinner in the Dark rackcard, poster, facebook page mockup and sample posts)

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Timeline May 1 Prepare gift packages for donors 1 Begin donation follow-up phone calls 1 Create Wikipedia page 2 Advertise internship opportunity through contacting statewide universities 3 Send President’s Club email to all donors 6 Start surveying past camp participants 6 Send Mobile Giving email to donor mailing list 6 Create calling center to contact potential donors 6 Discuss content for doctors' newsletters 6 Schedule visits to doctors' offices 8 Dinner in the Dark planning & scheduling 15 Prepare & order promotional materials in bulk 20 Internship applications due 20 Begin applicant reviews for interns 27 Schedule interviews for top 5 applicants 31 Hire intern

June 3 Begin luncheon/art auction planning 3 Schedule visits to doctors' offices 3 Internship begins 3 Prepare and schedule PSA recordings 3 Plan parent conference for month of August 4 Contact speakers for parent conference 5 Confirm speakers and speech topic 10 Record PSA video and sound 10 Hold a meeting for discussion and plan feature story for doctors' newsletters 10 Meet to discuss options and program for fall camp 11 Edit PSA during next 2-3 days 12 Dinner in the Dark 14 Upload PSA to YouTube and other outlets

July 1 Start preparing promotional materials for fall camp 1 Form committee to manage concert 1 Prepare newsletter for doctors & gather contact list 3 Follow up confirmation with speaker for parent conference again 8 Schedule visits to doctors’ offices 10 Dinner in the Dark planning & scheduling 15 Send out newsletter to doctors

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August 2 Begin year-long endowment fund campaign 2 Parent conference 2 Internship ends 5 Email newsletter to donors 5 Start scheduling dates at schools for fall camp promotion 5 Plan parent conference for month of October 5 Schedule visits to doctors' offices 6 Contact speakers for parent conference 7 Confirm speakers and speech topic 12 Begin visiting schools for fall camp promotion 12 Hold meeting to discuss prominent ideas, events & statistics for doctors' newsletter 14 Dinner in the Dark 19 Begin ticket distribution 26 Finalize concert issues

September 2 Schedule visits for five targeted doctors offices 5 Follow up confirmation with speaker for parent conference 9 Luncheon and Art Auction 9 Hold a meeting for discussion and plan feature story for doctors' newsletter 10 Begin scheduling monthly lunch and tours with potential donors 11 Dinner in the Dark

October 4 Parent Conference 7 Prepare newsletter for doctors 7 Schedule visits to doctors' offices 7 Plan parent conference for month of October 8 Contact speakers for parent conference 9 Dinner in the Dark planning & scheduling 9 Confirm speakers and speech topic 11-12 Fall Camp 18 Concert Day 21 Send out newsletter to doctors

November 4 6 11 13

Schedule visits to five targeted doctors' offices Follow up confirmation with speaker for parent conference Discuss ideas, events & statistics for doctors' newsletters Dinner in the Dark

December 2 Email newsletter to donors 6 Parent Conference 9 Plan parent conference for month of February 9 Schedule visits to five targeted doctors' offices 10 Contact speakers for parent conference 11 Dinner in the Dark planning & scheduling 11 Confirm speakers and speech topic 16 Plan feature stories for newsletters

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January 3 6 6 8 20

Follow up confirmation with speaker for parent conference Prepare newsletter for doctors Schedule visits to doctors' offices Dinner in the Dark Send out newsletter to doctors

May 2 Follow up confirmation with speaker for parent conference 5 Schedule visits to doctors' offices 12 Discuss content for doctors’ newsletters 14 Dinner in the Dark

February 3 Schedule visits to doctors' offices 7 Parent Conference 10 Plan parent conference for April 10 Discuss content for doctors' newsletters 11 Contact speakers for parent conference 12 Dinner in the Dark 12 Confirm speakers and speech topic

March 3 3 7 7 12

Email newsletter to donors Schedule visits to doctors' offices Follow up confirmation with speaker for parent conference Plan feature stories for newsletters Dinner in the Dark

April 4 Parent Conference 7 Plan parent conference for June 7 Prepare newsletter for doctors 7 Schedule visits to doctors' offices 8 Contact speakers for parent conference 9 Dinner in the Dark 9 Confirm speakers and speech topic 21 Send out newsletter to doctors

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-

3)

2) Dinner in the Dar

1) Fall Camp

pand Program

2) PSA

2) Media Materials

2) Wi ipedia

1) Social Media

1) Promote Mission S ervices

2) Calling Center

1) Internship

) Mobile i ving

3) President's Club

2) Art Luncheon

1) Phone Calls

3) Parent Conference

2) Welcome Kits

1) Concert

1) Inform about Programs

2) Phone Calls

1) Visits

2) Materials

1) Increase Knowledge

Strategy

om ns

3 - Donors

2 - Members

1 - Doctors

Gantt Chart May

June

July

August

September

October

November

December

January

February

March

April

May


Budget

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Appendix A 1) Phone Interview Script Hello, my name is _______ and I am a student at Oklahoma State University. I am doing a research project for my capstone class. Would you mind taking a few minutes to answer questions regarding a nonprofit for low-vision patients? If no, ask if they prefer to complete a survey online If yes, start interview. 1.

Are you familiar with NewView? (If no, skip to question #6)

2.

How did you hear about NewView?

3.

Do you ever come in contact with NewView? (If no, skip to question #5)

4.

How often do you communicate with NewView?

5.

Do you or your colleagues recommend NewView to patients?

6.

Are you aware it was formally called Oklahoma League of the Blind?

7.

Have you heard of Oklahoma League for the Blind? (If no, skip to question #9)

8.

How did you hear about Oklahoma League for the Blind?

9.

What are the top three services or companies that you recommend to visually impaired

patients? 10.

If a blind person walks into your office, what steps do you take to provide them care?

11.

About what percentage of your patients are legally blind?

12.

Do you know any blind people that have an occupation? (If no, skip to #15)

13.

What are some of the occupations that they work in?

14.

Are any of these occupations made available through NewView?

15.

Would you like to receive more information about NewView?

16.

What form of communication would you prefer to get in contact with NewView and/

or to receive more information about the organization?

(Thank and finish)

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2) Phone Interview Data Spreadsheet Number of Participants 23 1. Are you familiar with NewView? (If no, skip to question #6) yes 7 no 16 2. How did you hear about NewView? Other Doctor 4 Research 3 Word of Mouth 2 Print Media 1 Patient 1 3. Do you ever come in contact with NewView? (If no, skip to question #5) yes 4 no 3 4. How often do you communicate with NewView? at least 1/week 0 at least 1/month 1 at least 1/year 3 5. Do you or your colleagues recommend NewView to patients? yes 6 no 1 6. Are you aware it was formally called Oklahoma League of the Blind? yes 4 no 19 7. Have you heard of Oklahoma League for the Blind? (If no, skip to question #9) yes 12 no 11 8. How did you hear about Oklahoma League for the Blind? Patient 2 Online 2 Word of Mouth 5 Doctor 4 Print Media 2

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9.   What are the top three services or companies that you recommend to visually impaired patients? Specialist 10 Local Rehab 2 OK School for the Blind 5 Low Vision Doctor 7 Other 1 Skipped Question 2 10. If a blind person walks into your office, what steps do you take to provide them care? Assist them as far as we can, referral if we can't 11 Depends on their situation and their problems; probably referral 7 Referral, not equipped to work with blind 1 Skipped Question 4 11.      About what percentage of your patients are legally blind? 0-10% 13 11-25% 7 26-50% 3 12. Do you know any blind people that have an occupation? (If no, skip to #15) yes 15 no 8 13.      What are some of the occupations that they work in? Many are retired. 3 Not sure. 2 Wide variety 6 Skipped Question 4 14. Are any of these occupations made available through NewView? yes 3 don't know 10 Skipped question 2 15. Would you like to receive more information about NewView? yes 18 no 4 16. Which method would you prefer to get in contact with NewView and/or to get more information about the organization? Email 8 Facebook 1 Mail 6 Website 2 Combination 3

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Appendix B 1) Newsletter

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2) Promotional Material

2.1) Table Display

Sides

`

NewView Oklahoma empowers people who are blind and visually impaired to achieve their maximum level of independence through employment, rehabilitation and community outreach.

Low Vision Clinic Employment Children & Youth Programs Community Classes Support Groups

May: Event 1 Event 2 June: Event 3 July: Event 4 Aug.: Event 5 Event 6 Sept.: Event 7 Event 8 Oct.: Event 9 Nov.: Event 10 Dec.:

Event 11

For more information, visit www.newviewoklahoma.org

Front

Back

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2.2) Office Posters

Adults

Children

2.3) Notepads & Pens

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Appendix C 1) Welcome Kits

1.1) Athletic Bag

o

nY

hte g i e H

ses

en ur S

1.2) Shirt

ten igh He r u Yo ses Sen

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Appendix D 1) Gift Packages

1.1) Shirt

1.3) Pens

1.2) Coffee Mug

2) President’s Club Materials

2.1) Car Decal

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2.2) Invitation

Join us for an elegant event

3) Annual Luncheon/Art Auction Poster

D esmond Mason Art Auction & Luncheon Heighten your senses,

enjoy a free lunch and learn about our life-changing mission

4) Newsletter

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4) Mobile Smart Giving

Link a credit or debit card As easy as sending a text message Give to specific area

Don

ate To

day

!

Text GIVE and the amount of your gift to 866-13

5) Internship Program - Job Description

Job Description

Interns will assist Director of Communications and Marketing with projects, will be involved in community programs, calling center, donor relations and children’s programs. For-credit, paid internships - May through August - August through December - January through May

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6) Calling Center - Job Description

Job Description

Callers will work weeknights in three hour shifts at a designated location with cubicles, supervision and moderate training in RuffaloCody phonation system. Employees could consist of visually impaired individuals with personal stories or interns and volunteers who are passionate about spreading awareness about NewView programs and services. Potential donors and local business owners will be contacted in the evenings to be informed on how they can become involved in the Oklahoma visually impaired community.

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7) Email Newsletter for Donors

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Appendix E 1) Social Media

1.1) Social Media Calendar - Seasonal Topics

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1.2) Social Media Calendar - Weekly Tasks

1.3) Facebook Contest Example

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1.4) Facebook Advertisements

1

2

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3

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1.5) Instagram Post Examples

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2) Wikipedia Page


3) PSA Script Client: NewView Oklahoma Title: Heighten Your Senses Time: :30 Date: June 1, 2013 Contact: Thomas Larson, Director of Communications tlarson@newviewoklahoma.org (405)232-4644 :30 PSA

DO YOU HAVE A VISION IMPAIRMENT? DO YOU KNOW SOMEONE WHO DOES? JOIN NEWVIEW OKLAHOMA TO HEIGHTEN ALL OF YOUR SENSES. THROUGH EMPLOYMENT, REHABLITATION, AND COMMUNITY OUTREACH, NEWVIEW HEIGHTENS THE SENSES OF PEOPLE WHO ARE BLIND OR VISUALLY IMPAIRED SO THEY CAN LIVE THEIR LIVES FULLY. TO LEARN MORE ABOUT OUR INDUSTRY AND BUSINESS SERVICES, LOW VISION CLINIC OR COMMUNITY PROGRAMS, VISIT W-W-W DOT NEWVIEW OKLAHOMA DOT ORG. ###

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4) Dinner in the Dark

4.1) Rack Card

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4.2) Poster

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4.3) Facebook Page and Sample Posts

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New View Oklahoma. (2011). – Health and Wellness – $100,000 will be used to fund. Retrieved from http://www. impactok.org/news/2011-grant-finalists Niedner. (2013). Our Company. Retrieved Jan. 27, 2013, from http://www.niedner.com/ North American Fire Hose Corp. (2013). Who We Are. Retrieved Jan. 27, 2013, from http://www.nafhc.com/ OASIS for the Visually Impaired. (2013).Retrieved Jan. 27, 2013, from http://oasisvision.org Oklahoma ABLE Tech. (2013). Retrieved Jan. 27, 2013, from http://www.ok.gov/abletech/ Oklahoma Alliance for Public Transportaion. (2011-2012). Retrieved from http://okapt.org Oklahoma Assistive Technology Center. (1013). Retrieved Jan. 27, 2013, from http://www.theoatc.org/ Oklahoma ABLE Tech. (2013). 2011 Annual Report. Retrieved Jan. 27, 2013, from http://www.ok.gov/abletech/ Publications/2011_Annual_Report.html Oklahoma Center for Nonprofits.(n.d.)About us.OurMission. Retrieved from http://www.oklahomacenterfornonprofits.org/TheAlliance/JoinTheAlliance.aspx Oklahoma Department of Rehabilitation Services. (2011). 2011 Annual Report. Retrieved Jan. 27, 2013, from http://www.okrehab.org/documents/ar2011/Annual_Report_2011-SP-web.pdf Oklahoma Department of Rehabilitation Services. (n.d.). About DRS. Retrieved Jan. 27, 2013, from http://www. okrehab.org/info/about.htm Oklahoma Department of Rehabilitation Services. (n.d.). Chapter 11: Rehabilitation and Independent Living. Retrieved Jan. 27, 2013, from http://www.okrehab.org/guide/ch11/11-1.asp Oklahoma Library for the Blind and Physically Handicapped. (n.d.). Retrieved Jan. 27, 2013, from http://www. library.state.ok.us/ Oklahoma School for the Blind. (2012). Retrieved Jan. 27, 2013, from http://osb.k12.ok.us/ Painter, B. (2012, July 29). NewView Oklahoma gives those with vision impairments jobs such as assembling fire hoses for the U.S. Forest Service. NewsOK. Retrieved from http://newsok.com/newview-oklahomagives-those-with-vision-impairments-jobs-such-as-assembling-fire-hoses-for-the-u.s.-forest-service/ article/3696466/?page=2 Pittsburgh Plastics. (2013). About PPM. Retrieved Jan. 27, 2013, from http://www.pittsburghplastics.com/aboutppm.html Prevent Blindness Oklahoma. (2008). Retrieved Jan. 27, 2013, from http://www.preventblindnessok.org/ Prevent Blindness Oklahoma. (March 31, 2011). Financial Statements. Retrieved Jan. 27, 2013, from http://www. preventblindnessok.org/Portals/0/docs/2011%20Audit%20Web.pdf Rosenburg, E. (2008). The visually impaired patient. American Family Physician, 77(10), 1431. Retrieved from http://ud4cl8nx8h.search.serialssolutions.com/log?L=UD4CL8NX8H&D=SJN&J=AMERFAMPHY1&P=Link&U=ht tp://argo.library.okstate.edu/login?url=http://www.aafp.org/online/en/home/publications/journals/afp.html Sauber Mfg. (2013). About Us. Retrieved Jan. 27, 2013, from http://www.saubermfg.com/about.html The Dolan Company. (2009). Oklahoma League for the Blind to Change Name. Retrieved January 27, 2013, from http://www.dolanmedia.com/view.cfm?recID=545908 Vestil. (2013). About Vestil. Retrieved Jan. 27, 2013, from http://vestilmfg.com/addguest.htm Watts, J., & Oklahoma State Dept. of Education, O. y. (2000). Oklahoma Deaf-Blind Technical Assistance Project. Final Report. Retrieved Jan. 27, 2013, from http://web.ebscohost.com/ehost/detail?sid=6149c34f-6b89-4b98aa73-30ece5cefcfe%40sessionmgr4&vid=1&hid=7&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=eric&AN= ED449631

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NewView Oklahoma Communciations Plan